2026 Budget Update: Capital budget

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Learn about the foundations of the capital budget in the budget manual

Background

The 2026-2035 capital budget is a fully funded $2.5 billion plan focused on renewing the City’s $7.7 billion asset base to maintain a state of good repair and investing in housing-enabling infrastructure to support continued community growth. The 2026 capital budget advances prioritized capital projects including major growth infrastructure, transit electrification and expansion, and community facilities while leveraging dedicated and external grant funding to maximize value for residents.

2026-2035 Capital budget and forecast

The capital prioritization framework developed for the 2025 confirmation along with revenue assumptions based on the information available at the time, resulted in a fully funded capital budget and forecast. Changes to revenue assumptions for the 2026 Budget Update based on slow actual development activity in 2024 and 2025 to date have resulted in lower development charge (DC) reserve fund balances than originally projected. The evolving economic landscape has once again required difficult decisions, including the deferral of several projects outside of the 2026 to 2028 period.

Key growth-enabling projects will continue, supported by positive balances in other reserve funds to offset projected DC shortfalls, and adjustments to the projects that are debt financed under the updated Debt Strategy. Where possible, other growth projects have been deferred, with the option to leverage Municipal Service and Financing Agreements to advance work if developers are ready ahead of the City’s revised timing.

To maintain a fully funded capital budget and forecast, deferrals were necessary between 2026 through 2028 budget years. The Capital Prioritization framework was once again utilized to guide decision making during the 2026 Budget Update, ensuring that resources were allocated to the highest priority projects.

Priority projects remaining 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

Many medium priority projects were deferred by one year, shifting those originally planned for 2026 to 2027, 2027 to 2028, and 2028 to 2029.

Priority projects that were deferred in 2025 and continue to be later in the forecast or remain outside 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

Some additional project deferrals included in this year’s update were driven by staff capacity to deliver with existing resources, project sequencing considerations and procurement timelines.

Capital budget investment by year

The 2026 to 2035 capital budget and forecast currently includes a budget investment totaling $2.5 billion and is distributed over the ten years as presented below in Figure 1

Significant capital projects such as facility construction and renewal can cause spikes in the annual capital budget. The previous two budgets, including the Council approved budget as adjusted through any in-year budget adjustments reported in the 2024 and 2025 Q2 budget monitoring reports, have remained around $180 million each. In 2026, the budget reflects a notable increase due to the Guelph Transit Fleet Services (GTFS) construction budget. Excluding the GTFS, the 2026 capital budget represents a modest 1.1 per cent ($2.0 million) increase over 2025.

Figure 1 10-year capital budget investment by year

View Figure 1 data

Year	MYB	2025 confirmed	2026 update
2024	180.9*	n/a	n/a
2025	227.2	179.8*	n/a
2026	332.5	393.6	366.4
2027	474.9	285.7	218.9
2028	428.6	222.0	204.6
2029	278.6	197.8	259.5
2030	302.8	190.5	239.4
2031	362.7	222.1	248.3
2032	269.2	310.3	239.4
2033	238.3	179.2	292.9
2034	n/a	141.6	145.0
2035	n/a	n/a	237.4

*Final Revised

Capital budget investment by program of work

The capital budget is presented by program of work, which categorizes budget investments by service type. The Water Management program represents the largest share of the 10-year budget, ensuring safe drinking water and wastewater treatment facilities for existing and new residents and businesses. In 2026, the largest investments in this program are the Biosolids Facility Upgrade at the Water Resource Recovery Centre and the Verney Booster Pumping Station Upgrades. The Transportation Network is the second largest, which includes all linear work (road surface, sub-surface, water and sanitary pipes, curbs, sidewalks and boulevards) delivered through comprehensive road reconstruction projects. Key 2026 investments in this program include the reconstruction of Wyndham Street North and the initial phases of the Exhibition Area. Together, Water Management and Transportation Network account for just over 65 per cent of the total 10-year capital investment.

Investment by program of work for 2026 and the 10-year forecast are noted below in Table 13

Table 13 Capital budget comparison ($ millions)

Program of work	MYB (2026)	2025 confirmed (2026)	2026 update (2026)	2026 update (2026-2035)
Corporate Facilities, Public Works and By-Law	6.2	6.1	5.3	86.9
Corporate Plans, Programs and Technology	10.5	12.5	4.4	50.1
Culture and Recreation	5.6	2.7	0.7	55.2
Emergency Services	11.8	10.6	6.0	57.0
Parking and Transit Services	69.6	146.4	194.6	384.1
Parks and open spaces	11.8	11.6	4.1	134.3
Solid Waste Services	2.9	4.9	5.3	77.1
Transportation Network	86.9	78.2	51.0	996.5
Water Management	127.4	120.4	95.0	610.4
Total	332.7	393.4	366.4	2,451.8

Changes to 2026 through 2028, by program of work

The following section highlights key investments and deferrals included in the 2026 budget update for the budget years 2026 through 2028, compared to forecasts presented in 2025 confirmation. Overall, a total of $111.4 million has been deferred beyond 2028. Many capital projects follow annual work plans, and in most cases deferring or reducing the budget in a given year slows progress but does not stop progress entirely due to the nature of these programs. Through the 2028 to 2031 MYB the balance of the forecast will be reviewed and updated. The strategy in the 2026 Budget Update focused on the first three years in the forecast to present a balanced 10-year capital forecast.

The following section provides an overview of key projects and initiatives, however it is not a comprehensive list. Full details, including project descriptions and timing of budgets, are available in the dashboard.

Table 14 Comparison 2026-2028 ($ millions)

Program of Work	2025 confirmed (2026-2028)	2026 update (2026-2028)	Change (2026-2028)
Corporate Facilities, Public Works and By-Law	18.0	17.1	(0.9)
Corporate Plans, Programs and Technology	25.8	14.4	(11.4)
Culture and Recreation	13.0	6.6	(6.3)
Emergency Services	21.2	21.1	(0.2)
Parking and Transit Services	218.9	230.6	11.7
Parks and open spaces	24.7	23.5	(1.1)
Solid Waste Services	20.2	20.8	0.6
Transportation Network	292.6	217.1	(75.5)
Water Management	266.8	238.6	(28.2)
Total	901.2	789.9	(111.4)

Corporate Facilities, Public Works and By-Law

Investments in 2026 through 2028:

• Maintain the City’s 70+ facilities assets and equipment in a state of good repair. Key investments focus on the Provincial Courts building, City Hall, and Market Square. These priorities are guided by asset management principles and equipment lifecycle data and include preventative maintenance to reduce costly repairs and defer avoidable replacements. The program also ensures compliance with legislated requirements and supports operational service levels through optimization.

Investments deferred to 2029 and beyond:

• Some space planning work for corporate administration facilities has been deferred.
• Renewal work for the Courts facility was deferred pending a prioritized listing and costing of long-term building envelope needs.

Corporate Plans, Programs and Technology

Investments in 2026 through 2028:

• 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.
• Continued Planning and Building policy work to support the creation of new housing units, including Zoning Bylaw Amendments, Community Land Use Studies, and Special Policy Area Review.
• Continued work to ensure that growth revenue bylaws (Development Charges, Parkland Dedication, Community Benefits Charges (CBC)) remain current and support the execution of capital plans for housing enabling infrastructure and amenities. The CBC by-law update will now be completed in-house.
• Advanced technology initiatives, including enhancements to critical corporate applications and software, maintenance and modernization of IT infrastructure and hardware, and projects to support and enhance City enterprise data and analytics. This work will help to lay the foundation to support future advanced technologies.
• Digitization of subsidy applications such as the Affordable Bus Pass, Fee Assistance in Recreation, and Animal Licensing to reduce barriers, provide efficiencies and shorten processing times.

Investments deferred to 2029 and beyond:

• Asset management work originally planned for 2028 has been deferred by one year. This includes items 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. These efforts support overall life cycle maintenance practices and aide decision-making for asset renewal.
• The 10-year forecasted budget for 100RE initiatives has been removed. This includes initiatives such as building energy retrofits, heating, ventilation, air-conditioning (HVAC) upgrades, lighting retrofits, building envelope upgrades, solar PV installs and charging infrastructure for continued fleet electrification (excluding Transit Buses). Many projects that contribute to reduced carbon emissions will continue, with funding in individual project budgets, such as the electrification of the Transit Buses.

Culture and Recreation

Investments in 2026 through 2028:

• Repairs and maintenance across 11 main buildings to ensure safe facilities and consistent service delivery for our community. Asset management work will also improve energy efficiency through the modernization of equipment such as HVAC systems, pool pumps, and ice equipment.
• Programming equipment to align with the opening of the South End Community Centre.
• Continued delivery of the level of service expected by clients, patrons and artists by maintaining state-of-the-art technical theatre and event equipment at River Run and Sleeman Centre.

Investments deferred to 2029 and beyond:

• One-year deferrals were required for medium priority facility and equipment renewal work, including concession equipment. This results in less funding available during the 2026 to 2028 period, which will slow the pace of renewal work in these areas.

Emergency Services

Investments in 2026 through 2028:

• Paramedic vehicles and patient care equipment essential for providing urgent health care to Guelph and Wellington County residents, ensuring call volumes service levels can continue to be met for a growing community.
• Replacements of light duty fire vehicles have been deferred by one year. Procurement strategies have also resulted in a one-year deferral for the Pumper/Aerial truck that was originally scheduled for 2027.
• Investment to reevaluate future paramedic needs and plan for the provision of emergency services in the community has been deferred from 2027 to 2028 due to the timing of the last update.
• Firefighters’ self-contained breathing apparatuses, bunker gear, and other personal protective equipment will continue to be replaced in accordance with manufacturers recommendations and occupational health and safety requirements.
• The one-year deferral of the construction budget for the Elmira Road Paramedics Station aligns with procurement timelines shifting from Q4 2026 to Q1 2027 and is not expected to have a major impact.

Investments deferred to 2029 and beyond:

• The Fire Training Burn Tower design budget has been shifted from 2028 to 2029.

Parking and Transit

Investments in 2026 through 2028:

• Construction of the Guelph Transit and Fleet Services Facility will begin in 2026 and includes funding from the Investing in Canada Infrastructure Program (ICIP). This facility will replace the current end of life fleet facilities and is foundational to further transit electrification and expansion.  
• Investments in expanding and enhancing the City’s transit network, supported by ICIP grant funding, and the refurbishment of aging buses supported by grant funding from the Canadian Public Transportation Fund Baseline Stream to maintain reliable service.
• Annual upgrades and replacements of bus stop amenities will continue, although at a slower pace due to a one-year deferral.
• Various lifecycle replacements of essential transit technologies has been deferred, but will still begin within this period.
• Maintenance of public parking assets, including parkades, lots and parking equipment such as pay machines, signage and software programs.

Investments deferred to 2029 and beyond:

• The Quality Transit Network Implementation was deferred from 2026 to 2029.

Parks and Open Spaces

Investments in 2026 through 2028:

• 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.
• Investments in our urban forest guided by the Urban Forest Management Plan will continue at a slower pace as the annual budget requests were deferred for one year, resulting in no 2026 allocation. Staff will continue to advance this work in 2026 using anticipated carry-over from 2025.
• Construction of Orin Reid Park and Norm Jary Park Washroom Building remains within this period but has been delayed one year, now budgeted for 2027. Beaumont Park has also been deferred from the start date of 2026 to 2028, as the capital construction funding respectful request from Council has not been included in the draft 2026 Budget Update.

Investments deferred to 2029 and beyond:

• Clair Maltby Community Park facility fit study was deferred by one year from 2028 to 2029, construction remains outside the 10-year forecast.

Solid Waste Services

Investments 2026 through 2028:

• 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 (MECP)
  • Environmental Compliance Approval
  • Ministry of Labour Occupational Health and Safety Act
  • 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.
• 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.
• 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.
• Completion of legislative compliance work related to requirements for closed landfill management at the site of the Eastview Landfill.

Investments deferred to 2029 and beyond:

• Some recommendations of the Solid Waste Management Master Plan have been deferred. As well, the scheduled update of the Plan was deferred one year, from 2028 to 2029.

Transportation Network

Investments in 2026 through 2028:

• 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 — also to address flooding; and Trunk Sewer Upgrades).
• Downtown Infrastructure Renewal Program of Work including Wyndham St. North Reconstruction.
• 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 continue but at a slower pace with some deferrals in terms of the overall budget requested through this time period.
• 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 which all have grant contributions from ICIP)
• Signal upgrades, replacements, and new signals will be completed at a slower pace due to partial deferrals of one year.
• Increased investments in road safety initiatives with funding from the Transportation Reserve Fund (included in the draft but may be impacted by recently announced changes to Automated Speed Enforcement legislation).

Investments deferred to 2029 and beyond:

• Included in the Guelph Innovation District enabling works, the Victoria Road Upgrades from York to Stone have been deferred by two years, now planned for 2029 and 2030.
• Some full road reconstruction projects originally planned for 2026 through 2028 have been partially or fully deferred by one to two years.

Water Management

Investments in 2026 through 2028:

• 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 investment in Paisley Station Upgrades and Reservoir Repair to meet future water demands and replace the reservoir roof that is in poor condition. A new condition assessment and costing information required additional budget to be added, however, a grant application under the Health and Safety Water Stream of the Municipal Housing Infrastructure Program has been submitted and is under consideration.
• 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 and to help minimize cybersecurity risk.
• The frequency of certain plans and studies has been adjusted where appropriate. In some cases, the standard municipal best practice of conducting reviews every five years has shifted to either an eight-year cycle or hybrid approach, alternating minor reviews every five years with major updates every ten.

Investments deferred to 2029 and beyond:

• Industrial Ave. Reconstruction and Stormwater Facility construction start date has been deferred from 2027 to 2030.
• Upgrades at the Dean Well and Pumping Station have been deferred with focus on maintaining the facility in a fit state of repair. Additionally, planned modifications at the Park Booster Pumping Station have also been deferred.
• Progress on the storm sewer under private property program has been deferred, however planning work continues during this period.
• Erosion remediation work identified in the Stormwater Master Plan has also been deferred beyond this period, with only monitoring and minor maintenance continuing in the interim.

Master plan progress in the 10-year budget and forecast

Corporate Plans, Programs and Technology

Climate Adaptation Plan

Originally approved by Council in 2023, the Climate Adaptation Plan (CAP) is a comprehensive strategy to outline how the City will implement actions to manage and reduce the risk of climate change impacts on Guelph and its infrastructure. The CAP satisfies the legislative requirement under Ontario Regulation 588/17 to include climate change as part of asset management planning.

The plan outlines 163 action items with implementation timeframes in the short-term (zero to four years); medium-term (four to seven years); long-term (over seven years) and ongoing actions. Progress on all 163 action items is continuing at a slower rate compared to the original timeline. Due to affordability pressures, the City has 17 action items with an undetermined timeline and the original five-year targets may be delayed. Under current timelines, it is estimated that the CAP will complete 85 per cent of its original targets by 2028. A detailed update on specific action items and their timetables will be presented through the Environmental Sustainability Report in the third quarter of 2025. The next major update of the CAP is planned for 2037.

Corporate Asset Management Plan

The City of Guelph is required to prepare a Corporate Asset Management Plan (AMP) under Ontario Regulation 588/17. The last update to the AMP was in 2025. Outcomes expected in the current AMP are 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.

The AMP provides information about the condition of the City’s assets and forecasts replacement needs over the long term to support consistent and sustainable service delivery. The AMP includes financial analysis of the resources required to eliminate the infrastructure renewal backlog and reach a sustainable level of funding for state of good repair. It is also a tool that supports the prioritization of capital works. In 2025, the AMP was updated to set targeted levels of service for the future with an affordability lens. The recommended targets are aligned with the expected levels of service that are achievable within the prioritized 2025 capital budget and forecast. In 2025, tax-supported capital funding was reduced as part of an effort to reduce the overall tax levy increase. Assumptions for tax-supported capital increases over the remaining 10 years of the forecast have been reduced. The revision applies approximately the same percentage increase across the period, rather than higher incremental growth in the earlier years. These funding assumptions remained largely unchanged through the proposed 2026 update. This means that the financial strategy previously in place to increase infrastructure renewal spending toward sustainability is no longer a foundational assumption in the budget and forecast. The 2025 AMP update provided updated information about the projected timeline for the City to reach sustainable funding for both tax and non-tax-supported infrastructure renewal needs. The projected year of reaching the goal of sustainable funding in the 2025 AMP is 2031 for non-tax-supported services. Tax-supported services are expected to reach sustainable funding by 2043 or 2044. The City will continue to embed asset management practices across the corporation by using conditions data, risk management, and other data collected for asset management in determining state of good repair priorities which is integrated into the City’s budget development.

Corporate Climate Action Plan

The City of Guelph is required to report energy performance annually and develop a corporate energy conservation and demand management plan every five years under Ontario Regulation 25/23. Currently, this requirement is met through the Environmental Sustainability Report which the City has produced annually since 2018, the year in which Council adopted the 100 per cent renewable energy target to meet all the City’s energy needs through renewable sources by 2050. The City of Guelph also officially joined the Race to Zero campaign in 2023 which set a community–wide goal to reduce per capita greenhouse gas (GHG) emissions by 63 per cent by 2030 and achieve net-zero carbon emissions by 2050. In May 2025, the City released the Community Call to Climate Action, which calls on all members throughout the community, including the Corporation of the City of Guelph, to reduce GHG emissions.

The City remains committed to reducing our energy consumption and GHG emissions by electrifying our fleet vehicles and providing the supporting infrastructure for an electrified fleet. Construction of GTFS enables continued growth in public transit and fleet electrification with expanded storage and charging capacity for transit buses, which will provide a significant reduction in GHG by City operations. The City’s building energy retrofits and renewable energy generation progress to date has steadily decreased energy consumption and GHG emissions while lowering energy costs. Future investment in energy conservation and GHG reduction measures such as building energy retrofits, heating, ventilation, and air conditioning (HVAC) upgrades, lighting retrofits, and building envelope upgrades have been deferred outside the 10-year capital budget but will be implemented where asset renewal and new build funding supports. This will impact the City’s pace of progress on the 100RE and Race to Zero goals. Other significant GHG emission reduction measures include anaerobic digestion at the Organic Waste Processing Facility and large-scale solar PV installations have not been included in the 10-year capital budget. In early 2026, staff will present to Council a Corporate Climate Action Plan that will outline the actions and timelines required to meet the Council-approved objectives.

Economic Development and Tourism Strategy 2022-2026

The Economic Development and Tourism Strategy was approved by Council in 2022 and is the guiding document for how the City enhances economic conditions for the community, supports resilience, and brings about solutions to local business challenges.

Industry cluster development, visitor experience, workforce, and marketplace identity were the key themes identified to move this work forward. By the end of 2025, 36 of the 61 action items will have been completed or are a part of ongoing workplans.  Key outcomes that are expected to be achieved between now and 2026 when the strategy is expected to undergo an internal renewal are:

• The development of a Marketing Strategy for Economic Development and Tourism that effectively amplifies the industry cluster strengths and opportunities for growth to relevant audiences.
• The launch of a stand-alone investment attraction website to promote real estate assets and data for site selectors.
• The launch of a City-Wide Wayfinding Strategy and corresponding visitor-oriented signage project installation as well as a placemaking plan for Guelph that drives community and visitor participation in public space.

With renewed priorities and a focus on Downtown Revitalization and Strategic Real Estate to support housing and affordability, the activities that will be paused or deferred in the strategy include workforce development initiatives such as the Guelph Works job fair, talent attraction initiatives, and formalized partnerships with business support associations. With the changes in allocation of employment lands in the Guelph Innovation District, a defined approach to the development of these lands will be out of scope for this strategy.

Records and Information Management Strategy

The Records and Information Management (RIM) Strategy was approved by Council in 2015. The pace of implementation for the RIM Strategy has slowed significantly due to competing and legislated mandatory operating responsibilities, predominantly due to the City’s obligations in responding to freedom of information (FOI) and routine disclosure (RD) record requests, internal privacy consultations and municipal election delivery. 

The priority item in the RIM strategy that is expected to be achieved in the next five years is the implementation of an Electronic Document Management System. This capital project, will be evaluated in collaboration with the Information Technology department in 2026 based on resourcing needs and ability to deliver within the current capital timeline. This project will require investment in an additional position to support the significant change management body of work that such a modernization project requires.

Remaining RIM Strategy items will be predominantly paused given resourcing as noted above.

Service Simplified Customer Service Strategy

This strategy was approved in 2018 with an implementation timeframe of four years. Implementation was paused in 2019 due to competing budget priorities and restarted in 2022. To date, delivery of several strategy initiatives, including Guelph’s Good Service Standards and the Customer Satisfaction Measurement Framework, have been completed. An internal cross-departmental group was also convened to champion a customer-centric mindset. Due to reduced and deferred investments between 2022 and the 2025 budget update, staff scaled back implementation of the strategy, refocusing efforts on initiatives that could be delivered using existing resources. Foundational customer experience improvements continue outside of the formal Service Simplified Strategy implementation plan, supported through available capacity and aligned with budgetary constraints. For example, the City has added new digital services with the Report a Problem Map and centralized the first point of contact for customers calling about property taxes, parks, parking and solid waste. 

With limited resourcing, the City is working to improve customer experiences where possible and remains committed to building a more customer-centric organizational culture, integrating customer-focused perspectives in work planning, implementing service design tools, and improving governance of customer and digital services.

Investments in continuous improvement training, certification and project support also support the goals of the Service Simplified Strategy. Continued investments in this program not only will result in more efficient processes, but also on improved outcomes and experiences for customers who are engaging with the City.

Corporate Facilities, Public Works and By-Law

Facility Needs Assessment – Paramedic Services and Fire Department

The Facility Needs Assessment – Paramedic Services and Fire Department was presented to Council in 2023 to lay out a short, medium, and long-term implementation timeline to support the needs of Guelph-Wellington Paramedic Services (GWPS) and the Guelph Fire Department (GFD). The scope of this report focused on the physical facilities of these two departments.

Recommendations within this Facility Needs Assessment that are expected to be accomplished through the 10-year capital budget and forecast include the high-priority replacement of the GWPS Elmira Road station to 218 Speedvale Avenue, and the lifecycle replacement for the GFD fire training system. Station replacements for GFD headquarters and the GWPS facility at 34 Gordon are no longer included in the 10-year capital budget and forecast. Replacements for paramedic stations in the County of Wellington are recommended in the Facility Needs Assessment but are not currently included in the 10-year Capital budget. Discussions regarding timing and approach for these replacements are ongoing and an update was last provided to the Joint Social Services and Land Ambulance Committee on June 11, 2025.

Emergency Services

Fire Strategic Initiatives and Community Risk Assessment

While not currently undertaking a formal Fire Master Plan, several other studies have informed the strategic direction for the GFD. The Community Risk Assessment (CRA) is reviewed and updated annually, as required by provincial legislation. The purpose of the CRA is to inform departmental planning. The Strategic Initiatives study for the GFD was completed in 2022 and guides all staff members as we prepare to deliver future-ready services which are reflective of the needs of the growing community. While elements of the Strategic Initiatives document are being addressed, resourcing does not enable the department to address the full recommendations. Furthermore, the GFD has conducted workforce studies within the last five years in anticipation of future needs.

Guelph Wellington Paramedic Service Master Plan

The Guelph Wellington Paramedic Service Master Plan (GWPSMP) was approved by Council in 2017 as a five-year document that outlines a strategy to provide compassionate quality ‘patient focused’ emergency medical care and transport service in Guelph and Wellington County. The current 10-year capital budget addresses identified needs to ensure reliable ambulances and patient-care equipment are available to service the growing community. Certain GWPS facility projects were deferred in the 2025 budget update as outlined in this report under “Facility Needs Assessment – Paramedic Services and Fire Department.”

Parks and open spaces

Urban Forest Management Plan

The Urban Forest Management Plan (UFMP) was approved by Council in 2013 with an original timeline ending in 2032 and carried out through a series of four five-year Management Plans. The goal of the UFMP is to institute a proactive approach to urban forest management, thereby increasing operational efficiency and effectiveness, improving tree health and diversity, reducing risk to the public and increasing the wide-ranging benefits provided by a healthy and sustainable urban forest.

The UFMP is supported through both Capital and Operating budgets, and its implementation is further supported by external fundraising efforts. A sustainable funding model continues to be a challenge to implement the full scope of recommendations in the UFMP. The grid pruning program is currently only partially funded, as are elements of the enhanced tree planting initiatives under the One Canopy Tree Planting Strategy (OCTPS). Based on current funding, the City is projected to achieve 65 per cent of the target level of canopy cover by 2070 as outlined in the OCTPS.

The current phase of the UFMP covers 2025 to 2028 and has been completed as an internal staff update. Important elements outlined in this update include naturalization efforts, an invasive species management plan, natural area monitoring work and implementation of the updated Private Tree Bylaw. Upcoming work includes a tree inventory update, risk management strategy and an update to the urban forest study. During the 2028-2032 phase of the UFMP, a new 20-year UFMP will be developed to extend the work beyond 2032.

Parks and Recreation Master Plan (Parks)

The Parks and Recreation Master Plan (PRMP) was approved by Council in 2023 as the guiding document for how the City plans, designs, funds, builds and maintains Guelph’s parks and recreation system. The recommended actions in the PRMP are divided into short-term (one to four years), medium-term (five to nine years), and long-term (10 years or more) timeframes.

Outcomes expected in the Parks portion of the PRMP were adjusted to align with the overall corporate prioritization framework for the 2025 Budget Update. Key outcomes that are expected to be achieved in the next 10 years include:

• Planning initiatives that are outcomes of the Clair-Maltby Secondary Plan Ontario Land Tribunal settlement.
• Updating the parkland dedication bylaw.
• Creation of an outdoor sports facility strategy.
• Conversion of Sunny Acres and Exhibition Park wading pools to splashpads.
• Maintaining a state of good repair in existing parks infrastructure.

Other previously identified items outlined in the PRMP including new pickleball courts, new skateboard park, and new sports field construction are now forecast to be accomplished in a 20-year period compared to the original 10-year period.

Parking and Transit Services

Downtown Parking Master Plan

The Downtown Parking Master Plan was approved by Council in 2023 with implementation timeframes of immediate, within five years, ongoing, and long-term. Outcomes expected to be achieved under this plan over the next 10 years include work related to maintaining the City’s public parking and administration assets. This includes maintaining parkades and parking lots, as well as parking equipment such pay machines, signage, and software programs. Future infrastructure related to on-street pay machines, road sensors, and related software has been deferred in the 2025 budget update. The “Payment in Lieu of Parking” program was cancelled due to changes made through Ontario Bill 185 that removed parking minimums in major transit station areas. Other impacts of Bill 185 on the work in the Downtown Parking Master Plan are being determined by staff. The next update of this plan will occur as part of the City-Wide Parking Strategy (planned for 2026) and will integrate the Downtown Parking Master Plan updates.

Guelph Transit Future Ready Action Plan

The Guelph Transit Future Ready Action Plan (FRAP) was approved by Council in 2021 with a goal to create a more competitive, convenient, and reliable transit system over the next decade. Transit is currently in year four and remains on track to deliver the plan based on Council approval through yearly budget requests. The network design is set to develop a more grid-like transit network with several cross-town routes and routes that completely bypass a hub when appropriate. The key themes that will carry this goal forward over the next 10 years are identified as expanding and enhancing the City’s transit network from a hub and spoke model to a grid system and focusing on using service standards to enhance annual bus stop amenity upgrades and replacements. Key items expected to be achieved over the remaining years of this plan include:

• Estimated additional 90,000 service hours/1,800,000 route kilometres.
• 18 additional electric buses (pending bus availability) and two refurbished diesel buses.

To support affordability, transit paused digital signs and interregional transit exploration and reprioritized the projected service hours while staying within the 10-year timeline. Staff continue to explore funding opportunities and advocacy around interregional transit including by participating in early information gathering work by MTO for the Metro-Region Agreements stream of the Canada Public Transit Fund.

Solid Waste Services

Solid Waste Management Master Plan

The Solid Waste Management Master Plan was approved by Council in 2022 to align current waste management practices and strategies with Guelph’s current and future needs. Key outcomes expected to be achieved through actions in the Solid Waste Management Master Plan through the 10-year Capital Budget are to maintain assets in a state of good repair based on condition assessment data; meet legislated compliance requirements; and provide expected levels of service.

Investments maintained within the 10-year Capital Budget include:

• Studies on waste disposal alternatives such as energy from waste, yard waste processing.
• Grow the circular economy by creating and implementing the Circular Economy Framework and circular economy policy levers.
• Equip downtown waste collection service with new, “fit for purpose” public space containers; and waste collection trucks.
• Explore the application of artificial intelligence to improve sorting communication and reporting.
• Maintain the Supervisory Control and Data Acquisition system with upgrades for safety and security of Solid Waste’s equipment and infrastructure.
• Retrofit existing facilities such as the Materials Recovery Facility and the Administration Building to address space planning.

Deferred investment within 10-year plan:

• The update to the Solid Waste Management Master Plan has been deferred from 2028 to 2029.

Deferred investments moved out of the 10-year Capital Budget include:

• Expansion of the Administration Building.
• Construction of the new Collections Operations Centre Building.
• Upgrading anaerobic digestion at the Organic Waste Processing Facility to reduce GHG emissions.
• To reduce Guelph’s reliance on increasingly limited landfill space, increasing Guelph’s diversion rate and reducing reusable items going to landfill through:
  • Expanding the residential curbside inspection program to promote waste diversion and sorting (eliminated base program in 2025).
  • Constructing a Waste Resource Innovation Centre Reuse Centre
  • Relocating the Household Hazardous Waste Depot.

Culture and Recreation

Culture Plan 2030

Culture Plan 2030 was approved by Council in 2023 with an original implementation timeline of seven years. Culture Plan 2030 articulates a long-term municipal and community strategy to stabilize and advance arts, heritage, and creative industry in Guelph. Based on the 2025 Budget Update and support of some culture funding, a digital Cultural Hub for collaborative promotion and recognition will be developed and implemented. Other projects that will be accomplished over the next 10 years include:

• Continued investments in renewing and upgrading existing culture facilities (including Guelph Museums, River Run Centre, Sleeman Centre).
• Completion of the new Central Library.
• Collaborate in arts programming and access for artists to the new Pottery and Arts Centre (at West End Community Centre).

Beyond 2025, Culture Plan 2030 will act as a guiding document for work planning. Overall, it is projected that the work outlined in the original seven-year timeline will now be accomplished in 15 years pending the approval of future budget requests. Projects and programs of work that have been deferred from Culture Plan 2030 for at least 10 years include:

• Investment in the culture sector that would position Guelph within the top two comparator municipalities in total per capita spending on culture, and above median in per capita spending on culture grants.
• Enhancements to equipment and technology at cultural facilities to ensure high-quality productions, enhance efficiency, and meet the evolving technical needs of artists and audience.
• New amenities and technology to support increased capacity for participation and presentation of cultural activities to improve accessible access.
• Collaborative investment in new culture spaces, including studio, exhibition, rehearsal and performance spaces.
• Establishment of comprehensive support for the film industry.
• Investment in new public art creation and placemaking destinations.
• Conservation and installation of the historical City Hall clock.

Parks and Recreation Master Plan (Recreation)

The PRMP was approved by Council in 2023 as the guiding document for how the City of Guelph plans, designs, funds, builds and maintains Guelph’s parks and recreation system.

The PRMP provides direction on programming and service in the Culture and Recreation facilities through projects that improve energy efficiency, maintain levels of service, improve inclusion for access to space and maintain technology expectations for all clients, and users.

Projects that will be accomplished for recreation services include:

• Continuing repairs and maintenance to existing facilities including building envelope, HVAC systems, pool pumps and ice plants.
• Adaptive programing to respond to recreational needs of diverse audiences.
• Completion of the South End Community Centre: adding 160,000 square feet of new recreation space, for an additional 110 hours a week for City programming community rentals.
• Upgrading underutilized space at West End Community Centre, to support collaboration with Culture Plan 2030, by incorporating the pottery program into a larger arts centre.
• With support of a grant, renovations and major repairs to revitalize and increase longevity of Lyon Outdoor Pool and improve accessibility so the community can continue enjoying this space for years to come.

For Recreation, deferral of capital funding until at least 2037 has stalled the implementation of growth-related recreation projects in the PRMP. As a guiding document for work planning, some advancement may occur; but until funding is supported, movement within these plans is greatly limited. Staff will continue to look for other grants and other funding sources to move this Council approved plan forward for the community.

Projects deferred within the plan include:

• Actioning the Older Adult Strategy to create Age Friendly City Plan.
• Action of the Youth Strategy to implement youth-driven initiatives.
• Installation of sensory rooms and enhanced features to expand access to recreation.
• Inclusion of new aquatic features to encourage and grow participation.
• Capacity building and space upgrades to create alternative recreation throughout the City, including expanded activation stations in parks, unstructured play areas and improving geographic distribution of programs.
• Supporting sustainability by incorporating more reusable water bottle vending machines.

Transportation Network

Guelph Trail Master Plan

The Guelph Trail Master Plan (GTMP) was approved by Council in 2021 with an original implementation timeline of 10 years. The goal of the GTMP is to guide how the City plans, designs, funds, builds and maintains Guelph’s trail system. Outcomes from the GTMP that are expected to be achieved in the next 10 years include the construction of the Woodlawn to Woolwich Trail, as well as accessible pathways to playgrounds alongside the playground replacement program. After the 2025 Budget Update, all other new trail construction has been paused for the next 10 years. Work previously identified in the 10-year (2021-2030) GTMP has been rescheduled to take place over a 25-year (2021-2045) time horizon. The 2026 Budget Update includes an investment to support community led, City supported development of the G2G trail connection from Woodlawn to Silvercreek. This funding will support the advancement of phase 1 activities including detailed design, environmental studies, permitting, and land access.

Transportation Master Plan

The Transportation Master Plan (TMP) is a guiding policy document that lays out how residents and visitors will move through the city over the next three decades. The TMP informs future updates to the policies and schedules of the Official Plan. The TMP was approved by Council in 2022 and is considered the parent plan to many other, more specific plans and strategies (e.g. Cycling Master Plan, Pedestrian Master Plan, Goods Movement Strategy). The TMP has two implementation horizons: short-term to 2031 and long-term to 2051.

Outcomes expected to be achieved in the TMP in the short-term time horizon based on the prior approved budget and proposed 2026 budget include but are not limited to:

• High-priority roads and structures due for lifecycle renewal are designed to implement the TMP network recommendations (e.g. implement Complete Streets to include cycling, pedestrian, and/or transit priority measures).
• Downtown Infrastructure Renewal Program of Work, including delivery of the Cycling Spine Network through downtown and study of potential new crossings identified in the TMP (e.g. Macdonell at Speed River).
• Stone-Victoria-Structure 116 EA (RD0466) to enable Guelph Innovation District and Clair-Laird-Gordon EA (RD0398) to enable Clair-Maltby Phases 1 and 2.
• Development of a City-Wide Parking Strategy and update of the Downtown Parking Master Plan to reflect changes introduced in Bill 185.
• Road safety initiatives as guided by the recently approved Vision Zero Action Plan and supported by Red Light Camera and Automated Speed Enforcement revenue.
• Development of a Roundabout Strategy.
• Implementation of Quality Transit Network measures on Gordon Street (TF0035 and RD465)
• Signal upgrades, replacements and new signals.
• Shared micro-mobility strategy and commercial licensing by-law.
• Pedestrian Master Plan (in-house)
• Transportation Demand Management Action Plan (HAF funding), currently in progress.

Projects in the TMP that have been reduced or moved into the long-term horizon include:

• Deferral of lower priority road reconstruction that would implement the recommendations of the TMP.
• Further reductions to funding of the implementation of the Cycling Master Plan to close gaps in the network and support Vision Zero.
• Reduced pace of implementation of the sidewalk infill programs to close gaps in the network and support accessibility
• Funding to implement a shared micro-mobility strategy.
• Deferred funding to implement the Transportation Demand Management Action Plan.
• Reduced funding for existing Transportation Demand Management program including educational outreach about existing services and new infrastructure, engagement with schools and workplaces and data collection on the active transportation network.
• New pedestrian crossovers.
• Deferral of developing the Connectivity Index.
• Funding to support studies and pilot projects related to Emerging Transportation Technologies.

Cycling Master Plan

The Cycling Master Plan (CMP) was approved by Council in 2013 with an original 10-year time horizon. The plan informs the development of a cycling network throughout Guelph and recommends actions to encourage sustainable transportation options. Staff have been implementing these recommendations over the past 12 years. A corridor review of several locations is planned to begin in 2026 to meet current Ontario design standards and to guide further implementation priorities in future years.

Outcomes expected to be achieved in the CMP in the short-term time horizon based on the prior approved budget and proposed 2026 budget include but are not limited to:

• A Corridor review of select locations to confirm or adjust routes and design where updates to Ontario design standards impact the feasibility to build.
• Scoped public engagement on the above.
• Minor intersection improvements and cycling network improvements triggered by other road works

Projects in the CMP that have been reduced or moved into the long-term horizon include:

• The budget for a comprehensive CMP update was removed in 2025 based on the criteria applied to reprioritize the 10-year Capital budget forecast.
• A total of 46 short-term capital projects from the TMP that included cycling network components were also deferred through the 2025 Budget Update.
• Reduced funding to implement in-road protected bike lanes where warranted by Provincial standards and guidelines.

Water and Wastewater Servicing Master Plan

The Water and Wastewater Servicing Master Plan (WWSMP) was approved by Council in 2023 with short-term (to 2031), medium-term (to 2041), and long-term (to 2051) time horizons. The WWSMP was initiated to identify servicing requirements for the existing population and to consider the impact of potential intensification and greenfield growth. Delivery of critical work in the short-term has been maintained, focusing on Strategic Growth Areas as identified in Official Plan Amendment 80 as well as areas with known existing capacity constraints to enable growth in a timely manner and meet all regulatory requirements. Some short-term capital projects with lower priority based on growth capacity and state of repair have been deferred to mid- and long-term time horizons which may pose increased risk of maintenance costs and reduction in service levels. A minor update to the WWSMP is planned for 2029.

Stormwater Management Master Plan

The Stormwater Management Master Plan (SWMMP) was approved by Council in 2023 with immediate-term (to 2028), medium-term (to 2033) and long-term (to 2051) time horizons. The SWMMP delivers a targeted approach to managing stormwater to maintain existing infrastructure, provide direction for new development and enable the City to operate the stormwater management program at a sustainable level. Through the 2025 budget update, delivery of immediate-term projects in the SWMMP was slowed with core monitoring and maintenance work as well as pipe upsizing continuing but water quality treatment being pushed into the medium and long-term horizons. Prioritized short-term projects ensure the City continues to address the backlog of aging stormwater infrastructure (collection system monitoring, assessment, investigation and repair, retrofits and erosion control) to improve the state of good repair.

A total of 27 stormwater management projects and programs of work were deferred from the immediate-term time horizon into medium and long-term horizons during the 2025 budget confirmation. Four additional projects have been deferred beyond the immediate-term time horizon through the 2026 Budget Update. These include studies involving flooding risk and model calibration, new stormwater quality and quantity management ponds, addressing storm sewers under private property risks, watercourse remediation, channel naturalization and end-of-pipe retrofits. Also, progress will be moving forward at a reduced rate in programs relating to natural heritage and protecting our rivers in consultation with downstream water users. A minor update to the SWMMP is planned for 2029.

Water Management

Wastewater Treatment and Biosolids Management Master Plan

The Wastewater Treatment and Biosolids Management Master Plan (WTBMMP) was approved by Council in 2022 with two phases covering the period from approval to the year 2051. The Phase 1 timeline identifies four key projects (listed below) as being required to meet growth and are expected to be constructed by the end of 2028 while the Phase 2 timeline covers expansions to meet anticipated growth to be implemented by 2038. There are no major changes to the capital plan timeline based on the 2026 Budget Update. To meet the capacity needs for housing starts, the four priority projects are to proceed as scheduled. Work related to investigate a possible change to the process of how digester gas is re-used (cogeneration) has been deferred outside of the 10-year planning window to support affordability and constructability given the four other capital projects that are a priority. This review will be a task within the next WTBMMP planned in 2028.

Wastewater Treatment and Biosolids – Phase 1 key projects:

• Tertiary Treatment Process Expansion (ST0043)
• Biosolids Facility Upgrade (ST0003)
• Plant #2 Expansion (ST0014)
• Preliminary Treatment Expansion (ST0038)

Water Supply Master Plan

The Water Supply Master Plan (WSMP) was approved by Council in 2022 to ensure that the City’s water supply continues to meet current and future demands over the 30-year period to 2051. The WSMP is split into three time horizons: short-term (zero to 10 years), medium-term (10 to 20 years) and long-term (20 to 30 years). Based on the 2026 budget update, there have been no major changes to implementation timelines for the WSMP. Investments in infrastructure maintenance, renewal, and expansion are continuing to ensure ongoing availability of drinking water supply and treatment needs to meet all regulatory requirements and to support future growth. 

Investments in the 10-Year Budget (2026 to 2035)

• Construction of Clythe Well Water Treatment Plant and Booster Pumping Station
• New Water Supply Feasibility Assessments for Guelph Southeast Test Well and Guelph North Test Well
• Arkell Lower Collector System return to service feasibility study and pilot construction.
• Southwest Guelph Environmental Assessment completion
• Guelph North East Water Supply (Logan Test Well) Environmental Assessment completion
• Design and Construction of a potential Guelph South new water treatment plant at the Guelph South Test Well.
• Design and Construction of a potential Dolime Pond Level Management System
• Design and Construction of a potential new water treatment plant at the Ironwood Test Well.
• Design and Construction of a potential new water treatment plant at the Logan Test Well.
• Field investigations in support of future Aquifer Storage and Recovery (ASR) System.

Deferred Investments

• Timing of update to the Water Supply Master Plan has been deferred from 2027 to 2029.

The Blueprint: Guelph’s One Water Plan

The development of an Integrated Water Management Strategy, now titled The Blueprint: Guelph’s One Water Plan, was initiated in 2024 and will be completed by year-end 2025.   This Plan will offer a holistic, sustainable approach to managing Guelph’s water resources – recognizing the interconnectedness of drinking water, stormwater, and wastewater – to help protect water quality and conserve drinking water supplies for future generations. The Plan is complementary to the Water and Wastewater Servicing Master Plan, the Stormwater Management Master Plan and Wastewater Management Plan and supports them through programming focused on stretching our infrastructure investment outlined in the plans.

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 2). This has been a consistent trend, over the last three years, with infrastructure renewal remaining at around 60 per cent of the overall 10-year capital budget and forecast with growth and service enhancement following. It is important to note that linear work such as road reconstructions often include a component of state of good repair and growth however, the project for the purposes of this chart are categorized by the dominant funding source.

View Figure 2 data

Figure 2 10-year capital investment categories ($ millions)

Capital investment category	2026-2035
Infrastructure Renewal	1,504.7
Growth	697.8
Service Enhancement	249.3

Facilities: Replacement, growth and service enhancement

The 10-year capital budget includes a large amount of facility work due to aging buildings, Council objectives (e.g. electrifying and expanding 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 targets. Major facility projects that are within the 10-year budget are detailed in Table 15. Debt capacity has been allocated to a number of these projects in accordance with our Debt Policy.

In June of 2025, Council received an update on the Operational Facilities Long-Term Plan as well as an update on the Guelph Transit and Fleet Services facility. These reports outline the current conditions, constraints, and growth requirements that are driving the work forecasted for the majority of the operational facilities listed below.

Table 15 Major facility projects ($ millions)

Project name	2026-2035	Design Budget Year	Construction Budget Year
Guelph Transit and Fleet Services Facility (TC0059)	184.6*	Previously approved	2026
Operations administration facility replacement – 45 Municipal Street (GG0267)	19.5 (fleet building) 11.5 (yard and building expansion)	2029   2032	2031   2033
Parks Marilyn Drive Site Operations Renovation (PO0059)	15.0	2027	2029/2031
50 Municipal Street Renovations and Expansion (PO0060)	16.2	2030	2032
Paramedics facility replacement – Elmira Rd (PM0015)	7.0	2026	2027
Clythe water treatment plant (WT0060)	29.2	Previously approved	2027
Water Resource Recovery Centre – Biosolids facility upgrade (ST0003)	62.5	Previously approved	2026
Water Resource Recovery Centre – Plant #2 Expansion (ST0004)	12.6	Previously approved	2027
Solid waste site operations centre (WC0045)	5.5	2029	2031
Material Recovery Facility Retrofit for Collections Operations Centre (WC0055)	11.5*	2028 for 2029 works	2026 2028-2029

*prior approved budgets are not included in these figures

Asset Management Plan and Levels of Service

As per O. Reg 588/17 the City was required to update our existing Asset Management Plan (AMP) and complete a Level of Service (LOS) study to document the existing and desired future LOS, along with funding strategies to attain the new targets. The 2025 Asset Management Plan (AMP) and Level of Service (LOS) Study was presented and approved by Council in June 2025. The LOS was set 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. However, there will be an opportunity for Council to have their say to gather feedback to understand if the affordability approach is meeting the needs of our residents ahead of the 2028 AMP Update.

Below in Figure 3 is an updated levels of service chart based on the 2026 budget update. The chart shows the condition of core assets over the 10-year forecast. The percentage of core assets in very good and good condition decline over the 10-year period while the percentage of assets in very poor and past due condition increases over the same period. The desired scenario would be if the City had no assets within the past due condition. This indicates that the City must continue investing in the assets we own to decrease the overall backlog and reach sustainability.

View Figure 3 data

Figure 3 – 2026 update – LOS for core assets

$ millions	2026	2027	2028	2029	2030	2031	2032	2033	2034	2035
Very Good	846.3	774.7	662.0	681.8	712.4	724.8	754.1	765.3	752.2	775.8
Good	894.0	976.2	1037.5	896.5	814.1	812.8	564.5	570.6	592.0	569.3
Fair	753.9	746.7	812.5	765.8	836.0	831.6	918.5	845.1	717.7	737.3
Poor	741.8	703.5	592.7	765.5	755.1	665.1	817.3	882.3	720.7	720.7
Very Poor	675.3	713.5	793.8	785.4	678.6	763.4	713.9	710.4	991.5	972.3
Past Due	168.4	165.2	181.2	184.7	283.5	282.2	311.7	306.4	306.0	304.6

The City will continue to embed asset management practices across the corporation by using condition data, risk management and other data collected for asset management in determining state of good repair priorities which is integrated into the City’s budget development.

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 brief summary of growth / population inputs that informed the master plans, work plans, development charge background study, 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 16.

Table 16 Populations and housing units by planning horizon

Horizon	Existing (2024)	2031	2041	2051
Population	154,800	175,600	196,000	208,000
Employment	87,000	94,906	105,453	116,000
Housing Units	59,800	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.

2025: A Block Plan for the Guelph Innovation District Blocks 1 and 2 was submitted by the applicant on behalf of the landowner, Fusion Homes, for decision to Guelph City Council on September 10^th, 2025. Council endorsed the Block Plan, subject to several modifications to be made to the satisfaction of City Staff.

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 17 and Table 18.

Table 17 Linear water servicing

Servicing by planning horizon	Number of projects identified in master plan	Number of projects in prior approved budgets	Number of projects in 10-year budget	10-year water growth investment ($ millions)	10-year water rate investment
2022-2031	34	2	24	107.5	94.8
2031-2041	7	0	4	28.9	0
2041-2051	4	0	0	0	0

Table 18 Linear wastewater servicing

Servicing by planning horizon	Number of projects identified in master plan	Number of projects in prior approved budgets	Number of projects in 10-year budget	10-year wastewater growth investment ($ millions)	10-year wastewater rate investment
2022-2031	15	1	8	15.1	26.8
2031-2041	2	0	0	0	0
2041-2051	2	0	1	5.5[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. As part of the 2025 Budget Confirmation, these projects 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. As part of the 2026 confirmation, project timing was reviewed and minor adjustments were made, however no further projects were deferred outside the 10-year forecast. The City’s Municipal Service and Financing Agreements Policy, approved in 2025 and currently in the pilot phase, may support advancement of deferred projects if developers are ready ahead of the City’s updated timelines.

Water supply infrastructure

The following growth-enabling projects from the Wastewater Supply Master Plan have been captured in the 10-year budget (Table 19):

Table 19 Water supply infrastructure

Project	New capacity	10-year water growth Investment ($ millions)	10-year water rate investment ($ millions)
WT0078 Logan and Flemming Well EA 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 & Construction	3,600 m3/day*	4.4	0
WT0089 Southwest Guelph Water Supply (Guelph South) Design & Construction	4,320 m3/day*	4.0	0
WT0094 Arkell Lower Road Collector Restoration	4,000 m3/day	1.9[2]	0

*to be confirmed through ongoing Environmental Assessments

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 20)

Table 20 Wastewater treatment infrastructure

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 ($45 million approved in 2025)	1.0	0.0
ST0004 – Plant #2 Expansion ($1.4 million approved in 2025)	12.6	0.0
ST0037 – Wastewater SCADA, Network Automation Upgrade ($1.6 approved in 2025)	1.3	7.1

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 are focused on assessing growth in relation to future land uses, rather than solely on 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 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. This work is anticipated to unlock 3,000 units from a municipal, linear infrastructure perspective in the short-medium term and 5,250 units by 2051.

Downtown Infrastructure Renewal Projects captured in the 10-year budget include (Table 21):

Table 21 Downtown infrastructure projects

Project	Design budget year	Construction budget year
PN0807 Wyndham-Wellington Sanitary Sewer Relief	2024	2025
PN0060 Wyndham St N Reconstruction – Farquhar to Woolwich	2024	2026
PN0041 Macdonell St Reconstruction – Norfolk to Wellington	2026	2028
RB0013 Macdonell Bridge and Allans Structure	2026	2028
PN0798 Yarmouth St Reconstruction – Woolwich to Quebec	2028	2030
PN0048 Quebec St Reconstruction – Norfolk to Wyndham	2028	2030
PN0811 Woolwich St Reconstruction – London to Macdonell	2030	2032

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). Investments in the GID Enabling Works program is anticipated to unlock approximately 5,800 units from a municipal, linear infrastructure perspective, which is based on the Council endorsed Block Plan for Block Plan Areas 1 and 2, along with the projected number of units in Block Plan Area 3. 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 22):

Table 22 Guelph Innovation District projects

Project	Design budget year	Construction budget year
RD0469 Victoria and Stone Road EA	2024	n/a
RD0361 Victoria Rd Upgrades – York to Stone	2027	2030
RD0437 Stone Rd Widening – Victoria to Watson	2029	2031
PN0758 College Ave E Urbanization – East Ring to Victoria	2031	2032

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.

Investments in the Clair Maltby Enabling Works program along with the inclusion of the required water tower in 2035, are anticipated to unlock 3,400 units (Phase 1 – 900 Phase 2 – 2,500) from a municipal, linear infrastructure perspective.

Clair Maltby projects captured in the 10-year budget include (Table 23):

Table 23 Clair Maltby projects

Project	Design budget year	Construction budget year
RD0398 Gordon and Clair Widening EA	2024	n/a
SC0079 Southgate/Hanlon Trunk Sewer – Clair to Kortright Easement	2030	2032
PN0921 Clair Rd/Laird Rd Upgrades – Hanlon to Poppy	2032	2034
PN0891 Clair Rd Reconstruction – 230m E of Laird to Gordon	2033	2035
PN0080 Gordon St Upgrades – Clair to Maltby	2033	2037
WT0046 Clair-Maltby Elevated Water Tower and Transmission Connection (timing to be adjusted in future budget updates)	2035	2035

Other growth areas

Estimating new unit growth in non-strategic growth areas across the City remains challenging, as accurate projections depend on the receipt and review of development applications. Infrastructure work in the 10-year budget will continue to enable growth beyond 2031, 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 has developed and launched the Municipal Service and Financing Agreements (MSFA) program.

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.

Municipal Service and Financing Agreements

The Municipal Service and Financing Agreements (MSFA) Policy was approved by Council in April 2025. MSFA’s, also commonly referred to as front-ending agreements, are a financing tool that allows developers to fund and construct housing enabling infrastructure prior to when the City’s fiscal capacity permits. The City then repays those funds as housing is built. The City is currently running a pilot phase which will ultimately guide the approach, and future roll out of the program. Mandatory requirements of the program include: providing at least 1,000 new housing units in Guelph, advancing the project timeline by more than three years; and ensuring that any project advancement is fiscally viable and sustainable for the City.

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. As part of the 2025 budget confirmation, staffing positions originally planned for 2025 and 2026 were deferred by one year to 2026 and 2027, respectively. For the 2026 update, all 2026 positions were further deferred to 2027 and 2027 positions to 2028. These updates are reflected on budget request 1485 on 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-source revenue that help offset those main sources.

Canada Community-Building Fund

The Canada Community-Building Fund (CCBF), previously the Federal Gas Tax, is a permanent, sustainable, and predictable funding source from the Government of Canada and is allocated to municipalities on a per-capita basis and indexed two per cent annually.

For 2026, the City is allocated $9.4 million from the fund. 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. The projected balance of the reserve fund at the start of 2026 is $19.5 million. Council has directed that these funds be used to support infrastructure renewal work. Recently, through the updated AMO/Municipal Funding Agreement for the CCBF, a requirement to prioritize projects that support the growth of the housing supply where it makes sense to do so. Staff’s approach to complying with Council’s direction to utilize the funds for renewal work, and the updated requirement to prioritize growth has been to seek to allocate CCBF funds to support the renewal components of combined growth and renewal projects.

Key highlights include:

• 2026 Capital Budget Allocation
  $15.7 million is allocated to the capital budget in 2026.
• Total 10-year funding
  $114.4 million in capital funding supported by the CCBF.
• Downtown Infrastructure Revitalization Program
  $18.9 million is directed to toward replacing the infrastructure renewal portion of related projects in the 10-year forecast.
• Bridges and Structures
  $9.0 million is allocated to the replacement and renewal of bridges and structures in the 10-year forecast.

Provincial Transit Funding – Dedicated Gas Tax Program

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. Funds are distributed annually to municipalities that operate public transit services, with transfers based on ridership levels.

In the City’s 10-year capital budget and forecast, $34.6 million in funding from this program has been allocated to support bus replacement and refurbishment projects, specifically:

• Transit Bus Replacement with Electric (TC0077)
• Bus Replacements and Refurbishing (TC0097)

This funding helps maintain and modernize the City’s transit fleet, ensuring reliable service and supporting long-term transit infrastructure planning.

Transportation Reserve Fund

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 (ASE) programs. Recent changes to ASE programs (as described in the operating budget summary) have led to increases to the projected transfers to the reserve fund allowing additional investments in road safety initiatives over the 10-year forecast. These revenue projections are subject to change with the potential approval of the announced provincial legislative changes to cancel ASE programs.

Through the 10-year capital budget and forecast, $3.7 million in projected revenues are allocated from the transportation reserve fund to fund the benefit to existing component (non-growth) of select transportation related capital projects. The growth related components of these projects are funded separately through Development Charges. Funded projects include:

• Road Safety Initiatives (TF0037)
• New Intersections & Pedestrian Signals (TF0028)
• Pedestrian Crossovers (TF0039)

This targeted investment supports safer streets and aligns with the City’s commitment to proactive transportation planning and community safety.

Special Own-Sourced Revenues

In addition to traditional funding sources, the 10-year capital budget also includes special own-sourced revenue from various reserve funds to support targeted capital improvements. This includes:

• Tree Compensation reserve fund
  $1.0 million allocated to support tree planting initiatives.
• Sleeman Centre Naming Rights reserve fund
  $651 thousand allocated to capital improvements at the Sleeman Centre.
• River Run Capital reserve fund
  $650 thousand generated through ticket surcharges, allocated for capital repairs and maintenance at the River Run Centre.

These reserve funds provide flexible, dedicated support for specific asset renewal and enhancement priorities across the City.

Capital Grant Funding

The City actively pursues capital grants opportunities to support infrastructure and strategic initiatives. The 10-year capital budget and forecast includes approved grant funding from several key programs:

• Investing in Canada Infrastructure Program (ICIP) – Public Transit Stream
  $80.0 million allocated to transit-related capital projects.
• Canadian Public Transportation Fund – Baseline Stream
  $14.2 million allocated to support public transportation infrastructure.
• Housing Accelerator Fund
  $0.6 million allocated to advance housing-related initiatives.

The capital budget is revised in-year as new grants are approved, with updates provided through quarterly budget monitoring reports to ensure transparency and responsiveness.

Currently the City has seven grant applications under review, including a $34.8 million application to the Canada Housing Infrastructure Fund (CHIF). This application supports upgrades to Guelph’s wastewater treatment facility and trunk sewers to accommodate population growth and enable housing development. These projects are included in the 10-year capital budget, funded through development charges and rate-supported reserve funds. Receiving the CHIF grant would reduce the financial pressure on these reserves and enhance the City’s capacity to reinvest in future infrastructure needs.

Grant funding opportunities are expected to expand following the release of the federal budget this fall.

Operating impacts from the capital budget

Below is a preview of the operating impacts from capital projects that will result in an increase to the operating budget over the next four years. The 2026-2029 operating budget impact from approved and proposed capital projects totals $14.0 million. Budget for these operating impacts are included in the budget year in which the operating impact will begin. These project impacts are described in Table 24 below by program of work. Staff review the status of the capital projects that drive these impacts at each budget update to confirm timing aligns with the asset in service date as well as verifying that the budget is accurate.

Table 24 Operating impacts from the capital projects budgeted in 2026-2029

Program of work	Total 2026-2029 operating impact ($ millions)	Description	Key projects
Corporate Plans, Programs and Technology	1.1	Licensing, cloud storage and resourcing related to investments in software and technology initiatives.	Various IT projects
Corporate Facilities, Public Works and By-Law	0.4	Fuel, maintenance and resourcing to support the operation of one growth sidewalk plow and one growth tandem salter/sander.	RD0473 RD0408
Emergency Services	0.2	Operating cost related to Next Generation 911 technology. Fuel, maintenance and insurance for two growth ambulances. Rental revenue from the Fire Training Burn Tower.	FS0091 PM0002 FS0095
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	10.1	Transit route review – resourcing to support increase in service and fuel, maintenance and insurance for fourteen additional buses. Maintenance of new bus shelters. Staffing, maintenance and data costs related to transit digital signs and intelligent transportation software.	TC0096 (5 new buses) TC0064-013 (4 new buses) TC0064-014 (5 new buses) TC0043 TC0072 TC0081
Solid Waste Services	0.8	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.	WC0060 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, non-winter seasonal maintenance and removal of seasonal bike lanes. 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   PK0224 PN0060
Water Management	0.6	Resourcing to manage and oversee water taking and treatment facilities.	WT0040 WT0043 WT0060 WT0090
Total 2026-2029 operating impacts	14.0	n/a	n/a

Operating impacts of 2026 capital projects total just under $3.7 million with most impacts being added to the operating budget in 2027 or 2028, Table 25.

Table 25 Capital projects to be adopted in 2026 with operating impacts in the 10-year forecast

Project	Description of operating impact	Total operating impact $	Year of operating impact
IT0112 Electronic Document Management System	Planning and resourcing to manage and oversee the system. Annual software subscription and cloud storage cost.	325,426	2027 2028
PM0002 Vehicles Growth	Fuel, maintenance and insurance for one growth ambulance.	37,800	2029
PO0056 Downtown and Non-Standard New/Replacement Tree Planting	Maintenance of new trees.	600	2027
TC0064-013 Route Review – Year 6 (ICIP-GUE-01)	Resourcing to support increase in service (23,887 additional hours and 374,655 kms) and fuel, maintenance and insurance for additional buses.	2,667,199	2028 2029
TM0010 Mobility Van – Growth	Resourcing to support increase in service and fuel, maintenance and insurance for additional mobility van.	170,350	2027
PN0060 Wyndham St. N Reconstruction – Farquhar to Woolwich	Additional operating costs related to downtown streetscaping.	300,000	2028
PN0354 Project Planning and Scope Development	Maintenance of additional kilometres of roads and sidewalks added through various projects.	25,000	2027
TF0028 New Intersection/Pedestrian Signals	Maintenance of additional signals.	15,000	2027
WT0040 Facility Upgrades and Studies	Resourcing to manage and oversee water taking and treatment facilities.	115,400	2027
Total operating impact	n/a	3,656,775	n/a

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[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.

[2]  WT0094 Arkell Lower Road Collector Restoration includes an additional $9.6 million outside the 10-year budget.