2018-2027 capital budget and forecast - city of guelph€¦ · 2018-2027 capital budget and...
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2018-2027 Capital Budget and Forecast 1
2018-2027 Capital Budget and Forecast 2
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2018-2027 Capital Budget and Forecast 3
Table of Contents
2018-2027 Approved Capital Budget and Forecast 5
One Capital Budget 5 Long-term Capital Plan 7
Programs of Work 9
Corporate Administration 11 Contaminated Sites 17 Downtown Implementation 20 Economic Development 24 Full Corridor Reconstruction 27 Stormwater Management 30 Transportation 33 Wastewater Management 37 Water Services 41 Emergency Services 45 Active Transportation 48 Parks & Open Spaces 51 Recreation and Culture 54 Description 56 Transit 58 Solid Waste 62
Appendix 1: Debt Continuity Schedule (‘000s) 66
Appendix 2: Council Shared Agenda 67
Appendix 3: 2018 Project List and 2019-2027 Forecast Summary 68
Appendix 4: Reserve Fund Continuity (forecasted) 87
2018-2027 Capital Budget and Forecast 4
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2018-2027 Capital Budget and Forecast 5
2018-2027 Approved Capital Budget and Forecast The following elements were considered by staff when prioritizing capital investments for
2018 and identifying investments for 2019 through 2027.
• Health and safety of our community
• Legislated or regulatory environment mandated • Contractual obligations
• Council Shared Agenda, previous Council decisions and the Corporate Administrative Plan
• Enterprise Risk Management Criterion • Ensure there is capacity to successfully execute capital projects
One Capital Budget For the first time we are providing Council with a single, fully integrated capital budget for
approval separate from the respective Operating budgets that fund the various capital
reserves. The 2018 Capital budget of $90,308,062 is funded from numerous sources and combining all projects into one document demonstrates the complete integration of those
funding sources. The capital budget was approved in advance of the Operating budget, which further demonstrates the distinction between capital reserve transfers (operating
budget) and capital expenditures (capital budget). As we work to achieve sustainable levels of capital funding for all City assets this distinction will assist in focusing on the long-term
funding needs vs. the short-term project priorities.
In line with the recently approved capital transfer allocation policy, the ten year forecast
shows the tax funded reserves being closely aligned with the policy.
Figure 1, Tax Funding Allocation 2018-2027
The total 2018 budget, including all sources of funding, is heavily focused on infrastructure
renewal, with 79 per cent of the requested budget going towards projects that will provide
for the replacement, renewal or reconstruction of existing City assets. These projects ensure that the City is able to deliver services while maintaining health and safety standards
and meeting legislative requirements. The 17 per cent of the budget attributed to growth is primarily funded from Development Charges and supports projects required to meet the
increased demands on City services by new residents and businesses. The 4 per cent of the budget invested in City building reflects ongoing projects to enhance City services to
improve the overall benefit to all citizens.
79%
9%
12%
InfrastructureRenewal, 79%
City Building, 9%
Growth, 12%
2018-2027 Capital Budget and Forecast 6
Figure 2, 2018
Capital Expenditure Type
79%
4%
17%
Infrastructure Renewal, 79%
City Building, 4%
Growth, 17%
Figure 3, 2019-2027
Capital Expenditure Type
64%10%
26%
Infrastructure Renewal, 64%
City Building, 10%
Growth, 26%
The approved 2018-2027 Capital Budget and Forecast represents administration’s response to the challenge of balancing a wide and complex range of short-term and long-term needs
within existing resources. The 2018 capital requirements are 100 per cent funded based on
current funding levels meaning that through prioritization, some projects were deferred to future years. The approval of the Dedicated Infrastructure Levy in 2017 enabled the City to
step in the right direction towards funding tax supported capital at a sustainable level but we have not yet met this target.
Capital reserves are important to address unexpected events such as asset breakdown,
partnerships with other levels of government such as GO/Metrolinx and to plan for long
term large asset replacement such as major facilities. Part of the sustainable funding
approach is to ensure capital reserves are built to accommodate these activities and to
mitigate against fluctuations in the tax rate in any given year. The Dedicated Infrastructure
Levy assists in building tax supported funding to this sustainable level based on a 100 year
capital replacement forecast.
Reserve Fund Forecasted Balances
Tax Funded 2018 Year End
Contaminated Sites $133,000 Infrastructure Renewal $2,550,000
Growth $1,050,000
City Building $250,000
Rate Funded
Stormwater $50,000 Wastewater $50,650,000
Water $31,175,000
2018-2027 Capital Budget and Forecast 7
Long-term Capital Plan As previously highlighted the 2019-2027 Capital forecast is not fully funded, the main
shortage in funding is related to tax funded transfers from operating. Council approved a
1% Dedicated Infrastructure Levy for 2018 ($2,329,651), with half of the funding
($1,164,825) coming from the Tax Rate Operating Contingency Reserve. Even with a
continuation of an annual increase via the Dedicated Infrastructure Levy until 2026 the level
of funding would not be sufficient to accommodate all the projects identified. Significant re-
sequencing of projects is required in order to make the long-term capital plan sustainable.
This work will be carried out by staff throughout 2018, with interaction with Council to
discuss impacts to project timing and scope. The goal is to provide Council with a realistic
and fully funded capital forecast as part of the 2019 Capital budget. One key element to
this forecast is funding certainty; Council’s commitment to the annual approval of a 1 per
cent increase in the tax levy to provide additional funding to capital reserves until 2026.
Without certainty in the base funding assumptions, the capital forecast to be built by staff
will not be meaningful.
Debt
The appropriate use of debt to cash flow large scale projects is a key part of the long-term
capital plan. Currently forecasted in the 10 year plan is the use of debt for three significant
projects; South End Community Centre ($43,400,000), new Main Library ($35,000,000) and
Downtown Redevelopment ($9,000,000).
Current Approved and Forecasted Debt Funding (‘000s)
Table 1, Current Approved Obligations
Description Year of Issue Amount Tax, DC or Other
Previously issued debt Various $133,495 Various
Previously approved 2019 $28,349 Tax
Previously approved 2019 $12,200 DC
Total n/a $181,193 n/a
Table 2, 2018 Proposed
Description Year of Issue Amount Tax, DC or Other
Fuel tank
replacement
2019 $250 Tax
Total n/a $250 n/a
2018-2027 Capital Budget and Forecast 8
Table 3, 2019-2027 Forecast
Description Year of Issue Amount Tax, DC or Other
South End Rec
Centre
2020 $11,400 Tax
South End Rec
Centre
2020 $32,000 DC
Downtown Library 2022 $35,000 Tax
Downtown Redevelopments
2022 $9,000 Tax
Total n/a $87,400 n/a
In addition, the City is reserving a portion of debt capacity for the potential purchase of land
needed as per the facility needs assessment mentioned earlier. For complete debt
continuity schedule see appendix 1.
2018-2027 Capital Budget and Forecast 9
Programs of Work The following programs have been laid out to more closely align with front facing service
delivery. This is intended to provide the public and Council with a clearer picture of the
capital needs of the City’s core services. Each program has a lead area(s) identified but is
supported by a number of departments.
New for 2018 is the Corporate Administration Program, this program is focused on providing
the capital infrastructure that City departments rely on to provide services to their
customers. The departments that support this program are focused on key initiatives to
support the long-term operations and efficiency of the corporation.
Operating Impacts
City Building and Growth projects directly impact department operating budgets in order to
support or deliver the enhanced or expanded service. 2018 projects that will have a direct
impact on future operating budgets have been identified. These items will come forward as
part of the base budget and not as individual expansions as part of the 2019 operating
budget. Departments continue to work at projecting out long term impacts of future capital
work as well as the impacts of delaying capital projects into future years. As the 2019
capital budget is developed, these items will be refined and shared as part of the long-term
capital plan.
Table 4, 2019 Operating Impacts
Program of Work Division 2019 Operating Impact
Corporate Administration IT Licencing $80,000
Corporate Administration Corporate Asset Management $60,000
Downtown Implementation Parks Operations $15,000
Transportation System Road & Right of way $28,700
Water Services Water Services $209,600
Active Transportation Parks Operations $14,160
Parks & Open Spaces Parks Operations $7,500
Transit Mobility Transit $145,000
n/a Total Tax Supported $350,360
n/a Total Non-tax Supported $209,600
2018-2027 Capital Budget and Forecast 10
Table 5, Directory of Programs of Work
Program of Work 2018 Capital Budget 2019 Operating
Impact Page
Corporate Administration $5,521,600 $140,000 11
Contaminated Sites $2,645,000 $0 17
Downtown Implementation $6,704,000 $15,000 20
Economic Development $625,000 $0 24
Full Corridor Reconstruction $20,440,000 $0 27
Stormwater Management $1,295,000 $0 30
Transportation $5,705,000 $28,700 33
Wastewater $9,737,700 $0 37
Water $15,320,060 $209,600 41
Emergency Services $3,523,700 $0 45
Active Transportation $1,214,000 $14,160 48
Parks & Open Spaces $5,195,500 $7,500 51
Recreation & Culture $2,201,200 $0 55
Transit $6,460,802 $145,000 59
Solid Waste $3,719,500 $0 62
Total $90,308,062 $559,960
Each program contains highlights of the 2018 projects, a summary of 2018 budgets and
funding and a summary of the 2019-2027 forecast. For additional details see appendix 3.
Abbreviations used in the Programs of work
Corporate Services CS
Public Services PS
Infrastructure, Development and Enterprise IDE
2018-2027 Capital Budget and Forecast 11
Corporate Administration Lead departments:
• Engineering and Capital Infrastructure, IDE
• Facilities Management, IDE
• Information Technology, CS
• Planning, Building and Urban Design, IDE
2018 Capital investment: $5,521,600
2019 Operating budget investment: $140,000
2019 to 2027 Capital investment: $52,881,405
Figure 4, 2018
Capital Expenditure Type
95%
2% 3%
Infrastructure Renewal, 95%
City Building, 2%
Growth, 3%
Figure 5, 2019 to 2027
Capital Expenditure Type
87%
2%
11%
Infrastructure Renewal, 87%
City Building, 2%
Growth, 11%
Description
Focused on ensuring the overall administrative operations of the corporation are able to
effectively deliver service and guidance to the City’s service delivery areas.
Four key areas:
• Corporate Asset Management • Facilities Management
• Information Technology
• Planning, Building and Urban Design
The Corporate Asset Management division through the implementation of the asset
management program provides better accountability, sustainability, risk management,
service management and financial efficiency. This is accomplished by leading and assisting
2018-2027 Capital Budget and Forecast 12
service areas through the exercises required to develop a comprehensive asset
management plan. These include, risk assessments, inventory collection and recording,
asset condition assessments, level of service studies and integrated asset investment
decision making.
The Facilities Management department is responsible for ensuring the ongoing operations of
all City facilities, ensuring that all health and safety, accessibility and operational needs are
met. This includes planning for the long-term needs of service areas. One current focus is
on the need to replace a number of significant facilities within the next 10 to 20 years; this
includes main operating facilities for Operations, Park Operations, Fire, Paramedics and
Transit. Corporate Facilities Management is currently undertaking a comprehensive space
needs assessment involving all these groups as well as considering impacts to other
facilities. The outcome of this study will inform capital needs over the next 20 years and
will be reflected in the long-term capital plan presented as part of the development of the
2019 capital budget.
The Information Technology department is working to implement the final stages of the
Corporate Technology Strategic Plan that was approved several years ago. Completion of
this plan will see the City having introduced new technology and enhanced capabilities as
well as maximizing the value of current systems through improved integration and
expanded capacity. This work will allow service areas to access information easier, provide
better information and plan for the future with more reliability.
The Planning department is responsible for leading and coordinating a number of studies
and plans related to the City’s Official Plan with respect to development of policies and plans
as well as the implementation of policy directions through the development of
manuals/guidelines/area specific studies. These plans have a significant impact on the City’s
growth related infrastructure needs based on levels of intensification and zoning policies.
Further these plans contribute to the assumptions used in setting development charge
rates; a significant capital revenue stream for the City.
Each department ensures a consistent corporate approach with respect to the assets under
their area of expertise. Where applicable, service specific capital budgets related to
facilities, equipment and planning have been included in the appropriate program of work.
Benefits and Risks
Providing corporate standards and consistency in these areas ensures that citizens
experience a consistent look and feel in there interactions with the corporation.
Risks of not ensuring corporate approach to these areas may lead to incompatible systems
and strategies which may lead to decreases in overall service efficiency and increased costs
of delivery.
Facilities Management
• Enhancing community experience by maintaining the buildings in good working
condition
2018-2027 Capital Budget and Forecast 13
• Ensuring that the City is able to provide services without interruption to laid out
programs.
• Providing the functions needed, at the right levels of comfort, so that staff are able
to maintain the levels of service that they are required to
• Ensuring that these facilities are accessible to community members with special
needs and comply with Accessibility for Ontarians with Disabilities Act requirements
• Providing a safe environment for community in keeping with Crime Prevention
Through Environmental Design (CPTED) requirements
• Ensuring facilities are sustainable and efficient in terms of energy and water usage
Delays in replacement and repair of facilities can lead to increased operating costs
• Prevention again lost revenue due to unscheduled or unplanned shutdowns
• Human rights challenges where accessibility requirements do not meet the current
legislation can be costly i.e. Accessibility for Ontarians with Disabilities Act(AODA) or
Facility Accessibility Design Manual (FADM)
Information Technology
• Completion of critical work to provide the benefits envisioned by the Corporate
Technology Strategic Plan • Continued momentum of progress from recent activities to maximize the investment
to date • Best practice lifecycle program of equipment ensures City staff area able to deliver
required services • Delays in project approval may result in lost value, time and missed opportunities
• Legislative non-compliance for critical data and systems can be costly • Service delivery interruption due to unavailable data and tools to front line staff can
mean lost revenues, increased costs and reputational concerns
Planning
• Studies are essential in both the capital and operating planning processes for front line service delivery departments.
• Provide Council with critical decision-making information for long-range planning of the City
• Assist in aligning the desires of the public, development and business communities
and Council • Ensure compliance with provincial plans and legislation
• Uncertainty in future plans may lead to inefficient use of resources or poor outcomes • Lack of clarity in future needs impacts the City’s ability to effectively plan for future
financial requirements
Corporate Asset Management
The asset management program provides better accountability, sustainability, risk
management, service management and financial efficiency through:
• improved financial performance;
• informed asset investment decisions; • managed risk;
2018-2027 Capital Budget and Forecast 14
• improved services and outputs; • demonstrated social responsibility;
• demonstrated compliance; • enhanced reputation;
• improved organisational sustainability, and • improved efficiency and effectiveness.
2018 highlights
Facilities Management
• Building condition assessments
• Needs assessments for space and location efficiency
• Structural repairs to ensure integrity of all facilities
• Accessible facilities in terms of AODA within available budgets
• Energy/water and material efficiency is built into all new construction and
renovations
Information Technology
Enterprise systems modernization
• Citizen relationship management (CRM)
• Digital services and online citizen portal (myGuelph)
• Automating business processes and data integration (Service Oriented Architecture
[SOA])
• New system functionality to manage Human Resources and Finance workflow
• Data management and enhanced reporting
Lifecycle and asset management
• Computers, mobility, network, software and telephony lifecycle
• Regulatory compliance and efficiency measures
• Cybersecurity enhancements
• Network modernization (ex. Virtual Desktop Infrastructure [VDI])
• Server virtualization and private cloud technologies (‘pay for use’ efficiencies)
Planning
• Environmental Initiatives
• Zoning By-law Review
• Official Plan Review
Corporate Asset Management
• Completion of the implementation of the Enterprise Asset Management System
• Analysis, selection and implementation of an IT based Decision Support System to aid in the City wide asset related decision making
2018-2027 Capital Budget and Forecast 15
Operating impacts
Forecasted 2019 impacts from 2018 recommended capital spending will be $140,000
• CRM: $80,000 annually for licencing and maintenance
• Decision Support System:$60,000 annually for licencing and maintenance
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets.
Table 6, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
Corporate Asset
Management
925 300 n/a n/a n/a n/a
Equipment & Vehicles 2,658 3,851 2,952 2,206 2,795 12,719
Facilities Management 1,474 4,984 2,208 1,709 1,520 8,791
Planning & Studies 465 1,195 1,350 750 1,285 4,275
Total 5,522 10,330 6,510 4,665 5,600 25,785
2018-2027 Capital Budget and Forecast 16
Table 7, 2018 Budget Approval ('000s)
Project Budget
Corporate Asset Management n/a
Levels of Service 75
Decision Support System 650
Enterprise Asset Management Optimization 200
Equipment & Vehicles n/a
Court Building Equipment 40
Information Technology Lifecycle 2,508
Information Technology Strategic Plan 110
Facilities Management n/a
Corporate Wide Accessibility 536
Court Facility 15
Security Infrastructure Replacement 73
Structural Assessment & Repairs 850
Planning & Studies n/a
City Planning 465
Table 8, 2018 Budget Approval
('000s)
Funding source Funding amount
Tax reserves 4,237
Development charges 157
Grants 160
Own revenue 39
Rate Reserves 848
Partner 81
Total 5,522
Figure 6, 2018 Funding Sources
77%
3%
3%
1% 15% 1%
Tax Reserves, 77%
Development Charges, 3%
Grants, 3%
Own Revenues, 1%
Rate Reserves, 15%
Partner, 1%
2018-2027 Capital Budget and Forecast 17
Contaminated Sites
Lead departments:
• Engineering and Capital Infrastructure, IDE
2018 Capital investment: $2,645,000
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $24,230,000
Figure 7, 2018
Capital Expenditure Type
60%
40%
Infrastructure Renewal, 60%
City Building, 40%
Growth, 0%
Figure 8, 2019 to 2027
Capital Expenditure Type
100%
Infrastructure Renewal, 0%
City Building, 100%
Growth, 0%
Description
Consists of the investments required to manage and mitigate the City’s liabilities associated
with city‐owned environmentally contaminated sites. There are at least 43 City owned
properties, roads and/or right-of-way (ROW) that are known to be contaminated or are
potentially contaminated based on their historical usage (e.g. as former industrial or
commercial uses or historical landfill sites). The financial liability associated with these sites
was identified and accounted for under the Public Sector Accounting Board (PSAB)
Standard‐ PS 3260‐ Liability for Contaminated Sites in 2015 and the City estimates it could
cost up to $30 million to maintain, mitigate, or remediate these properties based on current
information. The main focus is to manage the City’s contaminated site liabilities from an
engineering perspective.
2018-2027 Capital Budget and Forecast 18
Benefits and associated risks
The benefits to managing these sites include: investing in our assets to prepare them for
potential divestiture or redevelopment, working towards revitalizing neighborhoods,
reducing the city's liability for contaminated sites, protecting the city's groundwater,
managing public health/safety, compliance with the Ministry of the Environment and Climate
Change (MOECC).
A second focus is on cultivation of potential investment partnerships with other levels of
government and/or the private sector. Active discussion and promotion of the potential for
redevelopment of sites is key to accessing external sources of funding.
The risks of not managing the contaminated site portfolio include: fines for non‐compliance
with MOECC orders, issuance of future orders (loss of control of scope, schedule, and cost),
stalling redevelopment, exacerbation of contamination (i.e., making the problem worse),
continued liability (reported in City’s Financial Statements)), and risk to public health/safety
and environmental protection will not be managed.
Inadequate funding of redevelopment promotion may impede the City’s ability to respond in
a business‐like manner with the Council-approved development partners. It may also put
the City’s ability to re‐act quickly to Provincial/Federal funding program announcements,
which may benefit the remediation of these brownfield properties.
2018 highlights
• Environmental Due Diligence
• Environmental Data Management
• Contaminated Site Operations Maintenance &Management
• Phase I Environmental Site Assessments
Operating impacts
No forecasted 2019 impacts from 2018 recommended capital spending.
As additional investigation work is undertaken on the various sites, potential operating
impacts may be identified and brought forward as part of future capital budgets.
Table 9, 10 Year Financial investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
200 Beverley St 1,150 950 550 100 100 700
Baker St Parking Lot 550 1,400 150 50 50 250
Fountain St Parking Lot 100 175 175 175 1,075 9,650
Municipal St. 250 250 250 25 25 125
Other Environmental Work 595 605 1,400 1,485 1,885 2,630
Total 2,645 3,380 2,525 1,835 3,135 13,355
2018-2027 Capital Budget and Forecast 19
Table 10, 2018 Budget Approval ('000s)
Project Budget
200 Beverley St. 1,150
Baker St Parking Lot 550
Fountain St Parking Lot 100
Municipal St. 250
Other Environmental Work 595
Table 11, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves 1,045
Development charges
Grants
Own revenue
Rate Reserves 1,350
Partner
Debt 250
Total 2,645
Figure 9, 2018 Funding Sources
40%
51%
9%
Tax Reserves, 40%
Development Charges, 0%
Grants, 0%
Own Revenues, 0%
Rate Reserves, 51%
Partner, 0%
Debt, 9%
2018-2027 Capital Budget and Forecast 20
Downtown Implementation Lead departments: Business, Development and Enterprise, IDE
2018 Capital investment: $6,704,000
2019 Operating budget investment: $15,000
2019 to 2027 Capital investment: $115,756,100
Figure 10, 2018
Capital Expenditure Type
95%
2% 3%
Infrastructure Renewal, 95%
City Building, 2%
Growth, 3%
Figure 11, 2019 to 2027
Capital Expenditure Type
34%
44%
22%
Infrastructure Renewal, 34%
City Building, 44%
Growth, 22%
Description
The Downtown Secondary Plan is a comprehensive vision for revitalizing and intensifying the
population and economic activity levels of downtown Guelph through to 2031. It addresses
the requirements of both municipal and provincial growth plans by planning for increased
residential development to complement the growth of our commercial, employment and
cultural activities in the downtown core. The implementation of the Secondary Plan is
complex, requiring the alignment of projects and partnerships between the City, private
landowners, institutions, downtown businesses, neighbours and others.
Benefits and associated risks
Significant private sector development momentum has been created around the Downtown
Secondary Plan since 2012. There are over 1,000 housing units and over 100,000sqft of
commercial space that has been approved, is in development, or has been constructed over
the past five years. This progress represents approximately one-third of the growth targets
in the 2031 planning horizon and has created significant new assessment growth and
economic activation in the downtown for the benefit of the city as a whole.
2018-2027 Capital Budget and Forecast 21
The downtown has a new role as a contributor to new, dense assessment growth which
supports the City meeting its budget targets and community objectives.
Major components to implementation consist of the continuation of:
• Vision and Policy Alignment (Downtown Secondary Plan, Downtown Zoning By-law
Update, etc.)
• Infrastructure Renewal (Street and Linear Infrastructure reconstructions)
• Land Availability (both publicly and privately held)
• Access and Transportation investments, including Guelph Central Station, Parking
and Transit
• Private investment (supported and shaped through the Downtown Community
Improvement Plan programs)
• Public investment (in such things as our major anchor visitation drivers and
community assets such as the Guelph Public Library, Sleeman Centre and RiverRun
Centre)
2018 and 2019 priorities have been set through recent Council direction on the Parking
Master Plan, including the Wilson Street Parkade, as well as the marketing of Baker Street
as a development opportunity, which come with the interconnected investments in on-street
reconstructions and program elements such as the Guelph Public Library.
Related documents to Downtown Implementation
Downtown Parking Master Plan
Award of Wilson Street Parkade Design-Build Contract (page 3)
Downtown Guelph Secondary Plan Implementation (page 11)
GPL Presentation to City Council
2018 highlights
Main Branch Library,
• Continued work on the business case and RFP participation details as part of the Baker
District Redevelopment.
Parking
• As per the Parking Master Plan, this funding is for the continued reinvestment in the
existing parking system, particularly in IT systems upgrades and existing parkade
restoration work.
2018-2027 Capital Budget and Forecast 22
Parks & Open Spaces
• Phase 2 Riverwalk implementation – this is the ongoing partnership contribution with
The Metalworks on Arthur Street for the construction of the Speed River public space
between Elizabeth and Neeve Streets
Planning & Studies
• Funding to support the RFP process and partnership evaluation for Baker District
Redevelopment process.
Transportation and Utilities
• The major project for 2018 is Phase 4 of the Arthur Street Trunk Re-alignment project
(from Cross to Elizabeth)
• In addition, the design phase of Wyndham Street North reconstruction will be
commenced (in preparation for future phased reconstruction projects from Carden to
Woolwich Street, including St. George’s Square)
Operating impacts
Forecasted 2019 impacts from 2018 recommended capital spending will be $15,000
• Park & Recreation Department - $15,000
Riverwalk Trail – Operations and maintenance
Guelph Public Library – any impacts to the 2019-2027 capital spending will be discovered
during the completed Business Case for the new Main Library as per the Tier-1 capital
project.
Estimated impacts from 2019-2027 forecasted capital spending will be included in future
years capital budgets as they are more clearly defined through current work being
undertaken.
Table 12, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
Main Library 100 1,900 55,200 n/a n/a n/a
Parking 1,325 1,440 650 1,340 1,341 5,221
Parks & Open Spaces 100 1,600 412 175 16,700 1,000
Planning & Studies 126 n/a n/a n/a n/a n/a
Transportation & Utilities 5,053 558 6,958 10,748 5,546 4,967
Total 6,704 5,498 63,220 12,263 23,587 11,188
2018-2027 Capital Budget and Forecast 23
Table 13, 2018 Budget Approval ('000s)
Project Budget
Main Library
Main Branch Library Business Case 100
Parking
Parkade Facility Lifecycle 1,325
Parks & Open Spaces
Downtown Riverwalk 100
Planning & Studies
Baker Street 126
Transportation & Utilities
Wyndham St. Planning & Design 400
Arthur Trunk Sewer: Howitt St. to Wyndham St. 100
Arthur Trunk Sewer: Cross St. to Macdonell St 4,553
Table 14, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves 1,769
Development
charges
223
Grants 2,094
Own revenue
Rate Reserves 2,618
Partner
Total 6,704
Figure 12, 2018 Funding Sources
27%
3%
31%
39%
Tax Reserves, 26%
Development Charges, 3%
Grants, 31%
Own Revenues, 0%
Rate Reserves, 39%
Partner, 0%
2018-2027 Capital Budget and Forecast 24
Economic Development Lead department: Business Development and Enterprise
2018 Capital investment: $625,000
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $19,140,500
Figure 13, 2018
Capital Expenditure Type
100%
Infrasturcture Renewal, 0%
City Building, 100%
Growth, 0%
Figure 14, 2019 to 2027
Capital Expenditure Type
100%Infrastructure Renewal, 0%
City Building, 100%
Growth, 0%
Description
Economic development requires the City to invest in studies and assets that support the
growth of businesses and residents within the City. Two key initiatives are the Hanlon
Creek Business Park (HCBP) and the completion of the new Prosperity 2030 Plan.
The Hanlon Creek Business Park is a joint venture business park subdivision between the
City and three private property owners.
Prosperity 2030 is a key guide for businesses when making long-term investments in the
City.
Benefits and associated risks
HCBP work ensures the City is being compliant with environmental conditions of subdivision
approval for Phase 1 as provided by the Ontario Municipal Board. The resulting work will
2018-2027 Capital Budget and Forecast 25
also allow for the pre-engineering/environmental assessment work that is required to
achieve final development approvals for Phase 3.
Failure to complete the Prosperity 2030 plan will create uncertainty which may delay or
inhibit investment in the City.
2018 highlights
Environmental Monitoring Programs
• Annual Groundwater & Wetland Monitoring
• Annual Aquatic, Terrestrial & Wildlife Movement Monitoring
Real Estate Marketing and Transactional Costs
• Legal Survey Costs
• Marketing Costs
• Professional Services & Commissions
Prosperity 2030
• In-depth analysis of quantitative and qualitative outcomes of Prosperity 2020
• Communication with the community and Council of these outcomes
• Development of economic baseline based on outcomes to inform the direction,
recommendations and goals of the City's next 10-year economic development strategy
Operating impacts
No forecasted impacts from 2018 recommended capital spending.
No expected operating impacts from future capital budgets forecasted at this time.
Table 15, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-
2027
HCBP 475 860 365 10,250 7,666 n/a
Planning & Studies 150 n/a n/a n/a n/a n/a
Total 625 860 365 10,250 7,666 n/a
2018-2027 Capital Budget and Forecast 26
Table 16, 2018 Budget Approval ('000s)
Project Budget
HCBP n/a
Hanlon Creek Business Park 475
Planning & Studies n/a
Prosperity 2030 150
Table 17, 2018
Budget Funding ('000s)
Funding source Funding
amount
Tax reserves 150
Development charges
Grants
Own revenue 475
Rate Reserves
Partners
Total 625
Figure 15,
Funding Sources
24%
76%
Tax reserves, 24%
Development charges, 0%
Grants, 0%
Own revenue, 76%
Rate Reserves, 0%
Partner, 0%
2018-2027 Capital Budget and Forecast 27
Full Corridor Reconstruction Lead department: Engineering & Capital Infrastructure, IDE
2018 Capital investment: $20,440,000
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $191,653,500
Figure 16, 2018
Capital Expenditure Type
61%
39%
Infrastructure Renewal, 61%
City Building, 0%
Growth, 39%
Figure 17, 2019 to 2027
Capital Expenditure Type
85%
0%
15%
Infrastructure Renewal, 85%
City Building, 0%
Growth, 15%
Description
The full corridor reconstruction program includes the replacement of the road, sidewalk,
water, wastewater and stormwater infrastructure within the municipal right-of-way. When
identifying candidate projects for this program, a full analysis of all data available, for each
of the these infrastructure items, will be completed. This includes a review of historical
data, work orders, condition data, industry standards, anticipated future deterioration and
more, to develop a complete picture of all the needs associated with that corridor in order to
evaluate the option of rehabilitating or repairing a single asset group against the need for a
complete reconstruction. These projects have been included in this program of work
because this integration analysis has indicated that the best decision is to complete a full
reconstruction of the corridor rather than focused repairs for a single asset group.
2018-2027 Capital Budget and Forecast 28
Benefits and associated risks
The integrated capital budgeting approach that was used for this year’s capital budget aims
to optimize the project list to ensure that levels of service are being maintained and risks
are being minimized in the most cost effective manner. It coordinates work between various
service areas, allowing staff to realize efficiencies in capacity as well as costs, while
effectively managing risk by prioritizing work.
There are a number of risks faced by both the public and the City if work is not completed.
Maintenance and operation costs increase as assets age, and the chance of unexpected
failures are associated with higher repair costs, with an overall lower level of service
available to the user. Additionally, assets that have experienced unexpected failure remain
out of service for a longer period of time, so decreased levels of service are experienced.
The consequences of underground infrastructure failure can potentially include
contamination of the drinking water supply, water service interruptions, sink holes, vehicle
damage (due to pot holes), property damage, sewer backups, or basement flooding.
2018 highlights
Growth
• Niska Road: City Boundary to Downey Road
• Bristol Street Phase 2: Yorkshire Street to Wellington Street West
• Elizabeth Street: Splitter installation
• York Road: Victoria Road South to East City Limits Detailed Design
• York Trunk Phase 2b - Waterworks Place to Victoria Road South
Renewal
• Alma Street North: Willow To Paisley Design
• Bagot Street: Drew Street To Mercer Street
• Pre-design For right-of-way construction projects
Operating impacts
No forecasted impacts from 2018 recommended capital spending.
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets.
Table 18, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
Transportation 4,014 6,146 8,840 8,882 7,154 69,401
Stormwater 1,117 1,795 842 2,115 1,428 13,729
Wastewater 1,139 2,139 1,699 3,193 2,298 26,766
Water 14,171 2,347 4,688 4,456 3,087 20,648
Total 20,440 12,427 16,069 18,646 13,968 130,544
2018-2027 Capital Budget and Forecast 29
Table 19, 2018 Budget Approval ('000s)
Project Budget
Transportation & Utilities Combined n/a
Alma St. N: Willow St. to Paisley St. 40
Bagot St: Drew St. to Mercer St 2,600
Niska Rd: City Boundary to Downey Rd 3,000
Bristol St Trunk Sewer: Yorkshire St to Wellington St 1,000
Bullfrog Stormwater Upgrade: Elizabeth St Splitter 700
York Trunk Sewer to Victoria Rd 12,600
Pre-design for road construction projects 500
Table 20, 2018 Budget Funding
('000s)
Funding source Funding
amount
Tax reserves 1,399
Development charges 7,917
Grants 733
Own revenue n/a
Rate Reserves 10,259
Partner 132
Total 20,440
Figure 18, 2018 Funding Sources
7%
39%
3%
50%
1%
Tax Reserves, 7%
Development Charges, 39%
Grants, 4%
Own Revenues, 0%
Rate Reserves, 50%
Partner, 1%
2018-2027 Capital Budget and Forecast 30
Stormwater Management Lead department: Engineering & Capital Infrastructure, IDE
2018 Capital investment: $1,295,000
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $22,330,000
Figure 19, 2018
Capital Expenditure Type
100%
Infrasturcture Renewal, 100%
City Building, 0%
Growth, 0%
Figure 20, 2019 to 2027
Capital Expenditure Type
92%
8%
Infrastructure Renewal, 92%
City Building, 0%
Growth, 8%
Description
The City of Guelph’s first stormwater management (SWM) facility was built in 1970. Today,
the City currently owns and operates 118 SWM facilities including 39 wet ponds, 42 dry
ponds and 37 greenways. The City also owns and operates 25 stormwater drainage
channels of varying age and design as well as 153 oil/grit separators (OGS). This group of
infrastructure forms the SWM facility assets. The program of work involves constructing,
operating, maintaining and improving the City’s existing SWM infrastructure for the purpose
of providing flood and erosion control, water quality treatment, and environmental
protection.
2018-2027 Capital Budget and Forecast 31
Benefits and associated risks
The benefits of managing these assets: improving stormwater runoff quality thus protecting
the health of our streams and rivers, mitigating flooding in extreme weather (reducing
property damage or risk to human life), maintaining SWM facility assets to function as
designed and in some cases comply with regulations set by the Ministry of the Environment
and Climate Change (MOECC).
The risks of not managing these assets includes: assets deteriorating to a state of disrepair
and ceasing to meet the performance expected; potentially causing harm to property, the
environment, and human life. In addition, without continued maintenance and monitoring
the City will be in a state of non‐compliance with the MOECC. Non‐compliance with
regulations set forth by the MOECC can result in charges and/or fines against the City.
2018 highlights
• Storm Sewer Investigation
• Oil-grit Separator Condition Assessment Program
• River Outlet Condition Assessment Program
• Oil Grit Separator Operations And Maintenance Program
• Cost Of Service Study
• Storm Sewer Reline/Repair
• Benchmarking & Performance Measurement
• Storm System Upgrades
• SWM Pond Retrofits
• Pond Monitoring
Operating impacts
No forecasted impacts from 2018 recommended capital spending.
Estimated impacts from 2019-2027 forecasted capital spending will be determined as
continued review of the current system is undertaken throughout 2018.
Table 21, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
Facilities 450 1,575 1,575 1,010 1,290 4,910
Linear 140 1,015 965 910 260 1,600
Planning & Studies 705 1,130 1,180 930 630 3,350
Total 1,295 3,720 3,720 2,850 2,180 9,860
2018-2027 Capital Budget and Forecast 32
Table 22, 2018 Budget Approval ('000s)
Project Budget
Facilities n/a
SWM Pond Retrofits 200
SWM Pond Monitoring 250
Linear n/a
Oil Grit Separator Operations & Maintenance 10
Stormwater Sewer Reline & Repair 100
Stormwater System Upgrades 30
Planning & Studies n/a
Benchmarking & Performance Measurement 30
Condition Assessment Program 500
Cost of Service Study 25
Stormwater Sewer Investigation 150
Table 23, 2018
Budget Funding ('000s)
Funding source Funding
amount
Tax reserve n/a
Development charges n/a
Grants n/a
Own revenue n/a
Rate Reserves 1,295
Partner n/a
Total 1,295
Figure 21, 2018
Funding Sources
100%
Tax reserves, 0%
Development charges, 0%
Grants, 0%
Own revenue, 0%
Rate Reserves, 100%
Partner, 0%
2018-2027 Capital Budget and Forecast 33
Transportation Lead departments:
• Engineering and Capital Infrastructure, IDE
• Operations, PS
2018 Capital investment: $5,705,000
2019 Operating budget investment: $28,700
2019 to 2027 Capital investment: $137,937,100
Figure 22, 2018
Capital Expenditure Type
89%
6% 5%
Infrastructure Renewal, 89%
City Building, 6%
Growth, 5%
Figure 23, 2019 to 2027 Capital
Expenditure Type
91%
3%6%
Infrastructure Renewal, 91%
City Building, 3%
Growth, 6%
Description
This program of work captures the City wide road restoration and resurfacing program and
the expansion and improvements of the road surface including road widening, installation of
turning lanes, design and installation of bike facilities, installation of new and modernization
of existing traffic control signals and localized road improvements identified through the
Neighborhood Traffic Management Program.
The City's paved road surface should provide a durable even running surface with adequate
skid resistance. Over time, the pavement surface becomes worn or damaged, resulting in
pot holes, rutting, cracking and many other defects. Rehabilitating the road extends the life
of the road, and restores the road surfaces level of service. The road segments to be
rehabilitated have been identified based on available road condition information, number of
work orders for cracks and pot holes based on the Minimum Maintenance Standard (MMS)
for Municipal Highways, and operational input. All projects identified for resurfacing have
been assessed to ensure that the underground and adjacent infrastructure do not require
replacement or rehabilitation
2018-2027 Capital Budget and Forecast 34
The need for road widening, turning lanes or bike facilities is determined by the City’s
Master Plans as well as overall growth plans.
Implementation of City‐wide new traffic control signals, existing improvements to signalized
locations as a result of customer requests, overall network improvements, and traffic signal
enhancements. Neighborhood traffic management initiatives are proposed to be
implemented on Local and collector roads that qualify
The City owns and maintains a large number of bridges, culverts, retaining walls, and stairs,
many of which are over 50 years old and require ongoing operation and maintenance
activities to ensure public safety. Currently, the estimated value all bridges and culverts
over three metres in diameter included in the inspection program is valued at $65M.
Provincial regulations require that all bridges be inspected at least once every two years,
and it is through these inspections that the capital budget is developed. Capital projects are
based on the recommended life cycle rehabilitation work as reported in the structure
inspection reports. These projects are then aligned with the reconstruction of streets,
underground infrastructure improvements, and active transportation planning to prioritize
work and optimize planning.
Benefits and associated risks
An active restoration and resurfacing program ensures that all road surfaces are maintained
at the desired condition levels, improving traffic flow and safety. Work is also undertaken to
improve adjoining storm water infrastructure and pedestrian usage. Improvements through
road reconstruction improve the connections between roads and development for motorists,
active transportation users and those accessing public transit.
These programs align with Strategic Directions 3.1. If funding is not obtained there is a
health and safety risk to our customers and a greater potential for sections of the traffic
signal network to be inefficient, creating delays, congestion and driver frustration as well as
not address neighborhood issues regarding traffic speeds and cut‐through traffic
Pedestrian and vehicle bridges are a substantial and vital part of the City's transportation
infrastructure system. In many cases, the bridges span over watercourses and roadways,
and require regular maintenance, rehabilitation, and eventual replacement to minimize the
risk of failure, and ensure levels of service. Ensuring that the City’s bridges and structures
are maintained consistently and according to industry standards also minimizes operational
costs, and costs associated with unexpected failure, as well as to realize efficiencies in both
scheduling and pricing by coordinating with other similar works.
2018-2027 Capital Budget and Forecast 35
2018 highlights
• Road Restoration and Resurfacing Program
• Roadway Preventative Crack Sealing
• Road Reconstruction Surface Asphalt
• Operations Road Infrastructure Sustainability
• Traffic Signal Equip Replacement
• Intersection - Signal Rebuild
• Well St W: Imperial Rd S to City Limit Widening Design
• Downey Rd: Niska to Teal Dr. Transportation Improvement (Phase 2 Vertical Deflection)
• New Sidewalk Construction
• Transportation Master Plan 2018
• New Signal Installation
• Pedestrian Crossovers
• Speed River Retaining Wall Rehabilitation
Operating impacts
Forecasted 2019 impacts from 2018 recommended capital spending will be $4,700
• Operations Department - $28,700
o Maintenance of expanded road network
o Maintenance of additional signalized intersections
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets.
Table 24, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
Bridges & Structures 165 2,915 1,473 16,034 606 8,969
Operations 1,399 4,821 6,614 3,706 3,377 19,144
Planning & Studies 200 250 100 100 880 1,180
Right of Way 2,150 6,231 4,170 6,349 3,710 33,157
Traffic Signals & Controls 1,791 1,773 1,616 2,587 1,759 6,419
Total 5,705 15,990 13,973 28,776 10,332 68,869
2018-2027 Capital Budget and Forecast 36
Table 25, 2018 Budget Approval ('000s)
Project Budget
Bridges & Structures n/a
Structural Rehabilitation & Renewal 165
Operations n/a
Equipment & Vehicles replacement 1,399
Planning & Studies n/a
Transportation Master Plan 200
Right of Way n/a
Road Surface Maintenance, Renewal & Reconstruction 1,660
Wellington St W: Imperial Rd to City Limits 140
Downey Rd: Niska Rd to Teal Dr 50
Guelph Hydro Lighting 300
Traffic Signals & Controls n/a
Traffic Signal Controller Replacement 175
Intersection Signal Rebuild 1,030
New Signal Installation 180
Pedestrian Crossings 85
Table 26, 2018
Budget Funding ('000s)
Funding source Funding amount
Tax reserves 4,102
Development charges 262
Grants 1,341
Own revenue n/a
Rate Reserves n/a
Partner n/a
Total 5,705
Figure 24, 2018
Funding Sources
70%
5%
25%
Tax Reserves, 70%
Development Charges, 5%
Grants, 25%
Own Revenues, 0%
Rate Reserves, 0%
Partner, 0%
2018-2027 Capital Budget and Forecast 37
Wastewater Management Lead departments:
• Engineering and Capital Infrastructure, IDE
• Environmental Services, IDE
2018 Capital investment: $9,737,700
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $127,308,292
Figure 25, 2018 Capital Expenditure Type
67%
33%
Infrastructure Renewal, 67%
City Building, 0%
Growth, 33%
Figure 26, 2019 to 2027 Capital
Expenditure Type
92%
2%6%
Infrastructure Renewal, 92%
City Building, 2%
Growth, 6%
Description
Wastewater Services is responsible for ensuring the City has sufficient wastewater
treatment and biosolids management capacity to meet the needs of the community. This
includes proactively maintaining and renewing existing facilities and increasing capacity as
needed for growth.
Wastewater Treatment
Growth
Includes evaluation of the biosolids storage facility (ST0003) to ensure the overall solution
and timing provides value, financial accountability and is the best option for solids
management moving forward. Related to this project, and of additional benefit to the plant
is a planned upgrade of the plant automation system and programmable logic controllers
(PLC’s). This upgrade will ensure that the automation technology responsible for the
continuous operation of the treatment process is current and reliable (ST0006).
2018-2027 Capital Budget and Forecast 38
Renewal
Includes studies and maintenance/replacement work to meet industry best practice for
asset management. The digester maintenance program will continue by completing the
work as recommended by the structural assessment of digester #3 (ST0014). Back-up
generators (ST0001) will be installed to mitigate risks to the treatment process caused by
intermittent and extended power outages.
Wastewater Collection
The City of Guelph has approximately 530 km of sanitary sewers and five sewage pump
stations, all delivering sanitary sewage flows from the city to a central wastewater
treatment facility located at the southwest corner of Wellington Street and the Hanlon
Expressway. Treated effluent (outflow) from the treatment facility is discharged to the
Speed River.
Planning, expansion and renewal of the collection system is the responsibility of Engineering
and Capital Infrastructure in conjunction with Wastewater Services.
Growth
Includes projects to assess current hydraulic conditions within the sanitary sewer system,
determine the relative amount of dry weather and wet weather flow that may be entering
the system, and to determine how this flow could be mitigated or eliminated to free‐up
sewer capacity for improved operations under current conditions, and/or to facilitate
growth.
Renewal
Trenchless sewer lining is non‐invasive and does not require significant closures of roads or
areas used by the public. The sewer lining activities will be bundled together in order to gain
efficiencies and economies of scale.
Assessment programs for maintenance holes and wastewater sewers, and inflow and
infiltration locations within the city will improve capital planning and inform future budgets.
Benefits and associated risks
Critical infrastructure must be maintained to mitigate the risk and the higher costs of
unplanned maintenance. Proactive investment in wastewater infrastructure renewal and
expansion provides long term reliability of assets and capacity. A reliable and upgraded
Programmable Logic Controller (PLC) network will reduce unexpected downtime.
This capital program of work supports the facility’s Environmental Compliance Approval
(ECA) requirement to exercise due diligence in ensuring that works and related equipment
used to achieve compliance are properly operated and maintained at all times.
Optimizing existing systems, increasing capacities of existing systems, reducing water loss,
increasing water conservation, protecting the natural environment, enhancing asset
2018-2027 Capital Budget and Forecast 39
management, and ensuring wastewater can be conveyed in a manner to satisfy capacity
requirements for the City’s wastewater treatment plant are all benefits of this program
2018 highlights
• Wastewater Management • Siphon Improvements
• WWF2 SPS/Forcemain Improvement • Maintenance Hole Condition Assessment Program
• Completion of digester #3 renewal work • Installation of two stand by generators
• Wastewater Sewer Investigation
• I&I Reduction Implementation • Wastewater Sewer Reline/Repair Program
• Wastewater Benchmarking/Criticality Analysis • Wellington St to Edinburgh Rd S - Siphon Relining and Rehabilitation (WW-I-12)
Operating impacts
No forecasted 2019 impacts from 2018 recommended capital spending.
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets
Table 27, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
Planning & Studies 125 375 50 250 50 550
Plant & Equipment 6,338 15,951 24,253 17,590 8,491 41,828
Wastewater Collection 3,275 1,420 2,250 1,650 2,750 9,850
Total 9,738 17,746 26,553 19,490 11,291 52,228
2018-2027 Capital Budget and Forecast 40
Table 28, 2018 Budget Approval ('000s)
Project Budget
Planning & Studies n/a
Servicing Studies 50
Wastewater Master Plan 75
Plant & Equipment n/a
Wastewater Fleet Replacement 213
Treatment and Biosolids Reuse 850
Treatment Asset Maintenance Management 5,275
Wastewater Collection n/a
System Assessment, Maintenance and Renewal 1,025
Flow Monitoring 150
Siphon Improvements 100
Wellington St to Edinburgh Rd S - Siphon Relining and
Rehabilitation
2,000
Table 29, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves
Development charges 3,216
Grants
Own revenue
Rate Reserves 6,521
Partner
Total 9,738
Figure 27, 2018
Funding Sources
33%
67%
Tax Reserves, 0%
Development Charges, 33%
Grants, 0%
Own Revenues, 0%
Rate Reserves, 67%
Partner, 0%
2018-2027 Capital Budget and Forecast 41
Water Services Lead departments:
• Engineering and Capital Infrastructure, IDE
• Environmental Services, IDE
2018 Capital investment: $15,320,060
2019 Operating budget investment: $209,600
2019 to 2027 Capital investment: $187,921,831
Figure 28, 2018
Capital Expenditure Type
86%
14%
Infrastructure Renewal, 86%
City Building, 0%
Growth, 14%
Figure 29, 2019 to 2027 Capital
Expenditure Type
70%
30%
Infrastructure Renewal, 70%
City Building, 0%
Growth, 30%
Description
Core areas of the Water Services’ Plant and Equipment Capital Program of Work include:
supply, treatment, protection and, conservation and efficiency. The first goal of the capital
program is to ensure adequate water supply and treatment for all customers. This includes
maintaining and building infrastructure to facilitate the servicing needs of community
growth, renewal of critical supply infrastructure to prevent catastrophic failure, limit staff
response time to unplanned maintenance and sustain current service levels for customers.
The capital program also focuses on optimizing current infrastructure and resources by
minimizing water loss through leaks, elimination of inefficient fixtures/systems and demand
management in times of drought and water scarcity.
Engineering and Capital Infrastructure Services is responsible for the planning as well as
design and construction of the water distribution network. Ensuring a reliable and safe
water system is critical to existing residents and businesses as well as providing
opportunities for growth and development.
2018-2027 Capital Budget and Forecast 42
Benefits and associated risks
By being proactive in adding additional supply and renewing our existing systems, Water
Services is focused on ensuring a safe and reliable source of water for existing water
customers and to meet the demands of growth.
Failure to address these needs may lead to interruptions in service delivery, reduction in
water quality, additional maintenance costs, insufficient servicing capacity to facilitate new
community growth and potential regulatory non-compliance with the Safe Drinking Water
Act.
By being proactive in minimizing risks and maintaining levels of service through renewal,
capacity enhancements, and improving security of supply to the water distribution network,
Engineering and Capital Infrastructure Services is focused on ensuring a safe and reliable
source of water for the community to meet present and future demands.
Failure to address these needs may lead to interruptions in service delivery, reduction in
water quality, additional maintenance costs, and potential regulatory non-compliance with
the Safe Drinking Water Act.
2018 highlights
Conservation and Efficiency - Growth
• Implementation of the Water Efficiency Programming including a revised Blue Built
Home Program, multi-residential water audits and sub-metering, and the Water Smart
Business Program.
• Completion of key research studies to understand the impact of water conservation on
the water system and determine potential impacts from water softeners with respect to
water quality and quantity.
Supply, Treatment & Protection - Growth
• Completion of the Clythe Well Station Environmental Assessment to identify preferred
locations for facility upgrades and initiation of the Zone 2 Elevated Tank Environmental
Assessment. Implementation of Water Efficiency Programming including a revised Blue
Built Home Program, Multi-Residential water audits and sub-metering and the Water
Smart Business Program.
• Completion of key studies to maximize water yields of current wells and investigate new
water sources in alignment with recommendations of the Council approved Water Supply
Master Plan.
Water Distribution - Growth
• W-I-25 Development Oversizing
• Development Charges Analytical Support
2018-2027 Capital Budget and Forecast 43
Supply, Treatment & Protection - Renewal
• Detailed Engineering Design in support of key infrastructure renewal, process upgrades
to address operational risk and address workforce growth at FM Woods Pumping Station,
the source of treatment for 60% of the municipal water supply.
• Detailed Engineering Design to support renewal and upgrade of Paisley Pumping Station.
• Completion of the Redundancy Study for the Arkell to Woods Station Aqueduct; the
study will define a strategy for infrastructure renewal that will include provision of
suitable access for emergency maintenance.
• Completion of studies with respect to policy development as part of the Water Quaintly
Risk Assessment under the Clean Water Act, 2006 to ensure the long-term sustainability
of the aquifer.
• Ongoing development of Risk Management Plans and review of future development to
ensure the protection of the City’s water supply.
Water Distribution - Renewal
• College Street West : Scottsdale Drive to Edinburgh Road South Watermain
Replacement Design
• Eramosa Rd: Hyland to Speedvale Avenue East Watermain Replacement Design
• Oak St: Rickson Avenue to Yewholme Drive Watermain Replacement Design
• Implementation of year one of the accelerated Water Meter Replacement Program aimed
at replacing 4,000 residential water meters in 2018.
• Capital maintenance programming for distribution system valves, hydrants, service
boxes as well as contractor watermain cleaning and leakage detection surveys.
• Old University/Area 8 Watermain Replacement
Operating impacts
Forecasted 2019 impacts from 2018 recommended capital spending will be $209,600
• Water Services - $209,600
o Burke’s well station upgrade O&M ($54,000) FTE ($90,000) and Vehicle and
Outfitting ($65,000)
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets.
Table 30, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-
2027
Plant & Equipment 11,400 17,171 26,836 18,507 12,573 56,450
Water Distribution 3,919 9,054 7,774 8,134 4,042 27,392
Total 15,319 26,225 34,610 26,641 16,615 83,842
2018-2027 Capital Budget and Forecast 44
Table 31, 2018 Budget Approval ('000s)
Project Budget
Plant & Equipment n/a
Water Fleet Replacement 132
Conservation & Efficiency 452
Supply, Treatment & Protection – Growth 9,189
Supply, Treatment & Protection – Renewal 1,627
Water Distribution n/a
System Growth 200
System Renewal 3,719
n/a
Table 32, 2018
Budget Funding ('000s)
Funding source Funding amount
Tax reserves n/a
Development charges 2,164
Grants n/a
Own revenue n/a
Rate Reserves 13,155
Partner n/a
Total 15,319
Figure 30, 2018
Funding Sources
14%
86%
Tax Reserves, 0%
Development Charges, 14%
Grants, 0%
Own Revenues, 0%
Rate Reserves, 86%
Partner, 0%
2018-2027 Capital Budget and Forecast 45
Emergency Services Lead departments:
• Fire Services, PS
• Paramedic Services, PS
• Guelph Police Services, Local Board
2018 Capital investment: $3,523,700
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $41,097,600
Figure 31, 2018
Capital Expenditure Type
100%
0%0%
Infrastructure Renewal, 100%
City Building, 0%
Growth, 0%
Figure 32, 2019 to 2027
Capital Expenditure Type
100%
0%0%
Infrastructure Renewal, 100%
City Building, 0%
Growth, 0%
Description
Ensuring that our Emergency Service providers have the vehicles, equipment and facilities
required, it is in working and reliable condition and is replaced as needed is critical to their
ability to do their job effectively. Projects in this program are directed by industry best
practice and service specific related legislation.
Benefits and associated risks
By having the appropriate vehicles, equipment and facilities in a well maintained and
operational condition, first responders are able to achieve established response times and
ensure they are in a position to provide the assistance expected of them.
If capital assets are not available during emergency situations, first responders risk not only
their personal health and safety, but also that of the citizens they are assisting. Providing
them with the tools to do their jobs is critical to achieving the best possible outcome.
2018-2027 Capital Budget and Forecast 46
2018 highlights
Fire Services
• Fire Pumper vehicle replacement • Life cycle replacement of personal and assistive equipment
Paramedic Services
• Replacement of three ambulances and two emergency response vehicles
Police Services
• Lifecycle replacement of critical IT equipment • Replacement of 11 vehicles, various areas
• Replacement of personal equipment for front line staff as per industry standards
Operating impacts
No forecasted 2019 impacts from 2018 recommended capital spending.
• Maintenance and replacement of vehicles and equipment ensures consistent
ongoing operating costs.
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets.
Table 33, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-
2027
Fire 1,573 936 1,898 686 913 11,511
Paramedic 835 1,395 717 871 710 4,457
Police 1,115 1,654 1,470 1,086 1,285 11,514
Total 3,524 3,985 4,085 2,643 2,908 27,482
2018-2027 Capital Budget and Forecast 47
Table 34, 2018 Budget Approval (‘000s)
Project Budget
Fire Services n/a
Equipment 786
Facilities 30
Vehicles 757
Paramedic Services n/a
Equipment 191
Facilities 10
Vehicles 633
Police Services n/a
Equipment 690
Facilities 17
Vehicles 407
Table 35, 2018
Budget Funding (‘000s)
Funding source Funding amount
Tax reserves 2,991
Development charges n/a
Grants n/a
Own revenue n/a
Rate Reserves n/a
Partner 533
Total 3,524
Figure 33, 2018
Funding Sources
85%
15%
Tax Reserves, 85%
Development Charges, 0%
Grants, 0%
Own Revenues, 0%
Rate Reserves, 0%
Partner, 15%
2018-2027 Capital Budget and Forecast 48
Active Transportation Lead departments:
• Engineering and Capital Infrastructure, IDE
• Parks and Recreation, PS
2018 Capital investment: $1,214,000
2019 Operating budget investment: $14,160
2019 to 2027 Capital investment: $31,831,300
Figure 34, 2018
Capital Expenditure Type
31%
30%
39%
Infrastructure Renewal, 31%
City Building, 30%
Growth, 39%
Figure 35, 2019 to 2027
Capital Expenditure Type
17%
11%
72%
Infrastructure Renewal, 17%
City Building, 11%
Growth, 72%
Description
This program builds on the Transportation Master Plan, Cycling Master Plan, Trail Master
Plan, Sidewalk Needs Assessment and Active Transportation Network Study. The continued
investment in an integrated and continuous Active Transportation Network enables all
citizens to navigate the City via the mode of transportation of their choice.
Funding provides for the continuation of the multi-use path along Woodlawn Road West,
implementation of the Cycling Master Plan, significant sidewalk infill as identified in the
needs assessment and upgrading certain trails to a commuter trail standard.
Benefits and associated risks
This program aims to improve accessibility, connectivity and reliability for non‐motorized
transportation throughout the City. This has benefits toward transportation demand
management (mode shifting) and greenhouse gas emission reductions. In addition, active
transportation has measurable positive impacts on public health. Overall accessibility is
improved through the connection of the various networks to limit the number of barriers to
movement.
2018-2027 Capital Budget and Forecast 49
This work is key to ensuring the City eliminates gaps in the cycling and pedestrian networks
that may place people in unsafe situations where facilities suddenly end, with the potential
of contributing to a higher collision rate, and reduced mobility and recreational opportunity
throughout the community.
Related documents to Active Transportation
Pedestrian Crossover Implementation (page 2)
Sidewalk needs assessment
2018 highlights
• Implementation of recreation trails in new subdivisions
• Trail feasibility study (Hanlon Creek Expressway)
• Woodlawn Rd W
• Multi-use Path Study
• Active Transportation
• Right-of-way Infrastructure Sustainability (Operations)
• Sidewalk Accessibility Improvements
Operating impacts
Forecasted 2019 impacts from 2018 recommended capital spending will be $14,160.
• Park & Recreation Department - $14,160
o Based on the addition of 1,770 metres of new trail at $8/linear metre
The 2019-2027 capital budget forecast has identified new recreation trails which will be
updated and prioritized in coordination with the Guelph Trail Master Plan once completed. As new trails are brought forward, the associated operational impact will be identified for
Council consideration and approval as part of the budget approval process.
Table 36, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-
2027
Trails 308 2,009 7,472 1,420 1,383 13,858
Road Allowance 906 679 1,791 640 640 1,940
Total 1,214 2,688 9,263 2,060 2,023 15,798
2018-2027 Capital Budget and Forecast 50
Table 37, 2018 Budget Approval ('000s)
Project Budget
Trails n/a
Recreation Trails New 278
Recreation Trails ATN Upgrade 30
Road Allowance n/a
Woodlawn Rd W 100
Multi-use Path Study 150
New Sidewalk Construction 240
ATN Implementation 300
Road Allowance Infrastructure & Sustainability 20
Sidewalk Accessibility Ramps 96
Table 38, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves 415
Development charges 442
Grants 342
Own revenue n/a
Rate Reserves 15
Partner n/a
Total 1,214
Figure 36, 2018
Funding Sources
34%
37%
28%
1%
Tax Reserves, 34%
Development Charges, 36%
Grants, 28%
Own Revenues, 0%
Rate Reserves, 1%
Partner, 0%
2018-2027 Capital Budget and Forecast 51
Parks & Open Spaces Lead departments:
• Parks and Recreation, PS
2018 Capital investment: $5,195,500
2019 Operating budget investment: $ 7,500
2019 to 2027 Capital investment: $59,195,866
Figure 37, 2018
Capital Expenditure Type
80%
1%
19%
Infrastructure Renewal, 80%
City Building, 1%
Growth, 19%
Figure 38, 2019 to 2027 Capital
Expenditure Type
73%
6%
21%
Infrastructure Renewal, 73%
City Building, 6%
Growth, 21%
Description
Parks and open spaces play a critical role in providing Guelph residents and visitors options
to support their quality of life, health and well-being. The Parks and Recreation Department
promotes a connected, vibrant and healthy community by providing safe and accessible
outdoor public spaces that facilitate gathering, events, programs, recreation and
destinations. The City currently has 112 parks which are assessed, monitored and
maintained to meet ever changing community needs. As the City grows new parks and
amenities are established and maintained. The Parks and Recreation budget provides
projects that life cycle and asset manage, plan and study park and open space needs,
engage the public to revision existing parks, as well implement new parks and amenities.
An important initiative in the program of work is management of the Emerald Ash Borer
(EAB) infestation and its impact on Guelph's urban forest. It is expected that 7,000 City-
owned dead/dying ash trees will need to be dealt with over the coming decade. As per
Guelph's EAB Plan (2014), the program provides the requisite resources to support growth
2018-2027 Capital Budget and Forecast 52
of the City-owned urban forest; both in terms of increasing canopy cover in established
parts of the community and provide new canopy in newly-developed areas. This is the
growth fund that allows the City to pursue the ambitious, council-adopted urban forest
canopy targets (40per cent by 2031), and to implement aspects of the council-adopted
Urban Forest Management Plan.
Benefits and associated risks
Guelph parks need to be safe, accessible and meet the needs of residents. By providing new
amenities, life-cycling facilities that are at the end of their service life, asset managing
existing amenities and engaging a community to revision their park, ensures that resident
needs are being met.
If parks are not invested in and facilities are not life cycled and asset managed there is risk
of additional operational costs, removal without replacement and noncompliance with
legislative requirements. Continued operation of the existing facility without upkeep could
also mean noncompliance with accessibility requirements. Closing of park amenities or
maintaining facilities in poor condition can result in, risk of injury, legal claims and resident
dissatisfaction.
The EAB infestation represents a major set-back for Guelph's, council-adopted canopy
target, and for implementation of the council-adopted Urban Forest Management Plan. This
project is laid out in Guelph's EAB Plan, and aims to lessen the impacts, renew the forest,
and keep people and property safe.
Due diligence obligates the City to keep people and property safe from City-owned trees,
including those impacted by EAB. Renewing the forest is necessary to be true to
commitments imbedded in the Urban Forest Management Plan and the Natural Heritage
Strategy.
The urban forest makes our community more livable and sustainable, and economically
more robust. This project provides for addressing the gap between current canopy cover
and our target canopy cover, so that those benefits can be achieved.
Without this project, the City will lose ground on canopy cover and risk eroding the
livability, sustainability, and economic vigor of the community.
2018 highlights
Growth
• Cedarvale Park – new park implementation in the east end of the city on Cedarvale
Avenue (near Grange Road and Bradson Drive)
• Leash Free Areas – Community engagement to determine location, amenities, size and
maintenance needs.
2018-2027 Capital Budget and Forecast 53
Rebuild
• Mico Valeriote Park – implementation of new amenities following master plan (currently
under way)
• Norm Jary Park and Hanlon Creek Park design for replacement in 2019
Renewal
• Playground equipment – nine (9) play structures
• St. James School – Track replacement in partnership with school board under and
operating agreement
• Life cycling and asset management of park amenities (i.e. sports fields, tennis
courts, trees and shrubs)
Operating impacts
Forecasted 2019 impacts from 2018 recommended capital spending will be $7,500
• Cedarvale Parkette – Operations & Maintenance - $4,500
• Leash Free Areas –Operations & Maintenance - $3,000
The 2019-2027 capital budget forecast has identified approximately 22 new parks and
recreation amenities to be added to the City’s asset inventory, additionally 13 existing parks
are proposed for master planning and community engagement which may result in
additional new assets being incorporate into existing parks. As new assets are realized, the
associated operational impact will be identified for Council consideration and approval as
part of the budget approval process.
Table 39, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-2027
Replacement & Upgrade 3,675 7,358 3,535 4,892 3,980 16,060
New Park Amenity n/a 100 50 275 n/a 294
New Parks & Equipment 660 866 1,375 1,411 2,371 7,766
Planning & Studies 410 n/a 210 100 n/a n/a
Re-visioning Parks 450 395 1,315 2,585 1,335 3,045
Total 5,195 8,719 6,485 9,263 7,686 27,165
2018-2027 Capital Budget and Forecast 54
Table 40, 2018 Budget Approval ('000s)
Project Budget
Replacement & Upgrade n/a
Norm Jary Park 125
St. James School Track 325
Tennis Courts 685
Hanlon Creek Park 125
Guelph Lake Sports Field 75
Playground Equipment 1,627
Trees For Guelph Greening 30
Sports Field Upgrade 23
Emerald Ash Borer Implementation 600
Park Upgrades 10
Infrastructure Replacement 50
New Parks & Equipment n/a
Cedarvale Park 420
Starwood Park 110
Parks Equipment 130
Planning & Studies n/a
Leash Fee Areas 200
Parks & Recreation Master Plan 210
Re-visioning Parks n/a
Mico Valeriote Park 450
Table 41, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves 2,012
Development charges 871
Grants 2,312
Own revenue n/a
Rate Reserves n/a
Partner n/a
Total 5,195
Figure 39, 2018 Funding Sources
39%
17%
44%
Tax Reserves, 39%
Development Charges, 17%
Grants, 45%
Own Revenues, 0%
Rate Reserves, 0%
Partner, 0%
2018-2027 Capital Budget and Forecast 55
Recreation and Culture Lead departments:
• Culture, Tourism and Community Investments, PS
• Parks and Recreation, PS
• Facilities Management, IDE
• Guelph Public Library, Local Board
2018 Capital investment: $2,201,200
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $80,561,250
Figure 40, 2018
Capital Expenditure Type
97%
3%
Infrastructure Renewal, 97%
City Building, 3%
Growth, 0%
Figure 41, 2019 to 2027 Capital
Expenditure Type
30%
63%
7%
Infrastructure Renewal, 30%
City Building, 63%
Growth, 7%
2018-2027 Capital Budget and Forecast 56
Description
Recreation
“Guelph is a City that makes a difference. Parks, recreation and culture are accessible to
all and engage the community to inspire creativity, active lifestyles and an awe of nature.”
(Recreation, Parks and Culture Strategic Master Plan, 2009).
Social and recreational infrastructure is a key indicator of quality of life for Guelph residents
and serves as visitor destinations—driving the local economy.
The City currently has six indoor facilities that include recreation, community and seniors
centres which are maintained to meet ever changing community needs. The Recreation and
Culture program of work provides recreation projects that life cycle and asset manage
existing facilities and continue work on the design of a new South End Recreation Centre.
For close to a decade, a community centre in Guelph’s quickly growing south end has been
a well-documented community priority. The South End Recreation Centre is identified as a
2019 capital project to construct a new facility. This facility is intended to address the stated
need to provide additional recreation facilities in the south end (south of Stone Road), one
of Guelph’s rapidly growing areas, as well as being a destination community centre for
residents in other areas of Guelph.
Culture
Culture enriches the lives of residents and grows the reputation of Guelph as a lively culture
destination for visitors. All ages can participate either as artists, audience members,
volunteers, or advocates. Participating in culture can benefit an individual in many different
ways, from experiencing laughter or compassion to adding value and finding balance from
the pressures of life.
Through performing arts, museums, public art, events and entertainment facilities, Culture
provides enriching life experiences and adds to the vitality of our city. Our capital program
of work strengthens the city’s reputation through state of the art facilities and equipment.
Through six main facilities or spaces, the work here includes lifecycle building repairs and
maintenance, as well as equipment lifecycle replacements, efficiencies and technology
advancements.
Guelph Public Library
The Guelph Public Library provides free library service to the citizens of Guelph. Believing in
the freedom to read, learn and discover, the library provides free and easy access to
information, ideas, books and technology to enrich, educate and empower each individual in
the city’s growing multicultural community. The library provides creative programming that
attracts children and teens to make learning exciting; as well as attracting adults for access
to information, education, literacy, and provides an opportunity to participate in discussions
that support and build our community.
2018-2027 Capital Budget and Forecast 57
Across, six branches, the library offers benefits to the entire community by providing
lifelong learning opportunities. The Library values accessibility, diversity, innovation,
reading and wellness. Capital funding enables these values and enriches experiences in
facility upgrades and expansion, and development of new technology-based services.
Benefits and associated risks
Recreation, Culture and Libraries add to the vitality of our city.
This program of work grows strong communities through learning, participation and
engagement. The programming of social, creative and cultural economies is something to
be proud of in our facilities. Ongoing facility enhancements development and new and
upgraded equipment strengthens the city’s reputation and enhances the wellbeing of
community members.
Community members as stakeholders and customers have high expectations for access to
facilities, state of the art equipment and strong service. Without upgrades, advancements
and new developments of these facilities and equipment spaces will become uninviting and
underutilized, and in turn, the City’s reputation could be negatively impacted. The rising
cost of equipment maintenance can also cause damage or strain on other systems.
2018 highlights
Recreation
• Recreation Equipment Replacement • Recreation and Culture Facilities Lifecycle and
Repairs (i.e. Exhibition Ice Rink, West
End Community Centre, Civic Museum)
Culture
• Culture Technical Theatre Equipment Replacement
Library
• Library System and Main Branch Upgrades
• Radio Frequency Identification (RFID) Inventory Control
Operating impacts
No forecasted 2019 impacts from 2018 recommended capital spending.
Estimated impacts from 2019-2027 forecasted capital spending.
• South End Recreation Centre - A full operating plan will be established and included
in the 2019 program of work after the consultant design work has been completed and includes costing.
2018-2027 Capital Budget and Forecast 58
Additional operating impacts from future year’s capital budget will be identified as work
progresses on the Corporate Asset Management Plan. These impacts will be shared with
Council as they are developed and in future budgets.
Table 42, Financial Investment
n/a 2018 2019 2020 2021 2022 2023-2027
Culture 376 408 642 703 373 1,585
Library 500 180 235 310 310 2,321
Recreation * 1,325 61,129 3,165 2,372 2,201 4,628
Total 2,201 61,717 4,042 3,385 2,884 8,534
* 2019 forecast investment includes construction of South End Recreation Centre
Table 43, 2018 Budget Approval ('000s)
Project Budget
Culture n/a
Equipment 305
Facilities 71
Library n/a
Self-Checkout System 100
Library IT Upgrades 150
Main Library Upgrades 100
Branch Upgrades & Sustainability 150
Recreation n/a
Equipment 150
Facilities 1,175
Table 44, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves 1,741
Development charges n/a
Grants 400
Own revenue 60
Rate Reserves n/a
Partner n/a
Total 2,201
Figure 42, 2018 Funding Sources
79%
18%
Tax Reserves, 79%
Development Charges, 0%
Grants, 18%
Own Revenues, 3%
Rate Reserves, 0%
Partner, 0%
3%
2018-2027 Capital Budget and Forecast 59
Transit Lead departments:
• Guelph Transit, PS
2018 Capital investment: $6,460,802
2019 Operating budget investment: $145,000
2019 to 2027 Capital investment: $43,209,600
Figure 43, 2018 Capital Expenditure Type
92%
6% 2%
Infrastructure Renewal, 92%
City Building, 6%
Growth, 2%
Figure 44, 2019 to 2027 Capital
Expenditure Type
97%
1% 2%
Infrastructure Renewal, 97%
City Building, 1%
Growth, 2%
Description
Focused on ensuring a reliable and customer-friendly service, this program ensures the
continued renewal of the bus fleet as well as amenities such as bust stops and shelters.
Benefits and associated risks
Annual investment in vehicle and equipment replacement is essential to provide reliable
service to the community and decrease operating costs.
In addition investment in expanded and improved curbside amenities such as accessible
stops, bus shelters and sub-nodes in high volume areas allows for expanded ridership and
improved customer satisfaction.
Without these investments the system risks failures which may cause delays, resulting in a
poor customer experience. In addition not addressing current access or limits to the system
may dissuade individuals from using the system.
2018-2027 Capital Budget and Forecast 60
2018 highlights
Bus Replacement – year two of funding to leverage the Public Transit Infrastructure Funding
committed in 2016 by the Federal Government
Community Bus – addition to the mobility fleet to enhance service capacity
Bus Stop Upgrades – leveraging both PTIF funding and Metrolinx investment to improve
existing stops
Operating impacts
Forecasted 2019 impacts from 2018 recommended capital spending will be $145,000
• Guelph Transit – $145,000
o Additional operating and maintenance costs for new vehicle(s) ($60,000)
o Additional FTE ($85,000)
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets.
Table 45, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-
2027
Equipment & Vehicles 5,976 4,860 4,678 4,830 5,152 21,016
Facilities & Stops 484 160 218 635 458 1,204
Total 6,460 5,020 4,896 5,465 5,610 22,220
2018-2027 Capital Budget and Forecast 61
Table 46, 2018 Budget Approval ('000s)
Project Budget
Equipment & Vehicles n/a
Bus Replacement 4,927
Equipment Replacement 834
Community Bus – New 215
Facilities & Stops n/a
Bus Stop Upgrades 484
Table 47, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves 473
Development charges 97
Grants 5,890
Own revenue
Rate Reserves
Partner
Total 6,460
Figure 45, 2018 Funding Sources
7%2%
91%
Tax Reserves, 7%
Development Charges, 2%
Grants, 91%
Own Revenues, 0%
Rate Reserves, 0%
Partner, 0%
2018-2027 Capital Budget and Forecast 62
Solid Waste Lead departments:
• Environmental Services, IDE
2018 Capital investment: $3,719,500
2019 Operating budget investment: $0
2019 to 2027 Capital investment: $44,706,700
Figure 46, 2018
Capital Expenditure Type
89%
8% 3%
Infrastructure Renewal, 89%
City Building, 8%
Growth, 3%
Figure 47, 2019 to 2027 Capital
Expenditure Type
83%
11%6%
Infrastructure Renewal, 83%
City Building, 11%
Growth, 6%
Description
The Solid Waste Resources division provides residential and commercial waste management
services in compliance with all provincial legislation and regulations.
Services include waste collection, materials recycling, organics processing, household
hazardous waste management and waste disposal. Delivery of waste reduction education
programs designed to reduce the amount of waste sent to landfill, reduce greenhouse gas
emissions and reach the City’s goal to achieve a diversion target of 70 per cent by 2021.
Planning and implementation of waste reduction programs as described in applicable
legislation and as outlined in the approved Solid Waste Management Master Plan.
The proposed 2018 capital program and forecast is required to ensure continued and
effective and efficient service delivery, diversion, and compliance with applicable legislation.
Projects included in the proposed 2018 program of work support services that have been
confirmed as competitive through the interim findings of the ongoing Solid Waste Business
Service Review. These projects are needed now to support these services where capital
funds have not been available in recent previous budgets.
2018-2027 Capital Budget and Forecast 63
Additional maintenance projects have also been deferred in past budgets and need to be
implemented now to limit risks related to unbudgeted disposal costs from equipment and
process failure, and non-compliance with provincial requirements for site operations.
Benefits and associated risks
The 2018 capital program and forecast provide for continued customer and service, growth,
site compliance, operation, maintenance, planning and program development of critical
infrastructure required to maintain diversion from landfill thereby minimizing landfill
disposal costs while reducing the environmental foot print of waste management operations
in the City.
Projects within this program address both customer service and environmental issues.
Failure to address these issues could result in increased wait times or other negative
impacts to customers. As well failure to maintain critical environmental protection systems
such as the Leachate Collection System at the former Eastview Landfill could have
significant impacts on the City’s groundwater supply.
Related documents to Solid Waste
Waste Resource Innovation Centre Site Logistics and Yard Waste Rate Structure (page 18)
Solid Waste Management Master Plan
2018 highlights
Equipment and Vehicles
Security upgrades – to integrate the standalone security system at the Waste Resource
Innovation Centre into the City wide security infrastructure. This project is needed to
address ongoing site security concerns.
WRIC equipment replacement - process improvements to enhance capture of aluminum and
glass in the Material Recovery Facility, air make up unit in the Organic Waste Processing
Facility and other items such as, roll off bins, electrical upgrades and residential cart
purchase required for growth.
Public Drop-off Scale and software upgrades – to increase scale capacity and efficiency to
address customer service, site logistic and Health & Safety concerns
2018-2027 Capital Budget and Forecast 64
Facilities
WRIC sanitary sewer - required to initiate assessment of the on-site sewage pumping
station.
Eastview sanitary system - required as part of ongoing maintenance of the leachate
pumping and collection system which maintains environmental compliance and groundwater
quality requirements.
Transfer station upgrades - planned to address refurbishment requirements, capacity for
growth, lack of redundancy, logistics and to create opportunities for enhanced recovery and
Construction and Demolition (C&D) diversion at the transfer station.
Site paving - required per the site Environmental Certificate of Approval; now over 20 years
old and having been subjected to heavy equipment and weathering deterioration, if not
addressed more costly repairs will be incurred related to the need to reconstruct the road
substructure. Staff is working in conjunction with Engineering to asses opportunities to
leverage economies of scale through the annual asphalt program.
Planning & Studies
Solid Waste Master Plan – update of the current master plan over a two year period.
Asset Inventory and Condition Assessment - Corporate Asset Management to undertake
extensive review of current assets to ensure proper maintenance and replacement programs
are in place and properly funded.
Operating impacts
No forecasted 2019 impacts from 2018 recommended capital spending.
Operating impacts from future year’s capital budget will be identified as work progresses on
the Corporate Asset Management Plan. These impacts will be shared with Council as they
are developed and in future budgets.
Table 48, 10 Year Financial Investment ('000s)
n/a 2018 2019 2020 2021 2022 2023-
2027
Equipment & Vehicles 2,270 2,851 3,192 3,313 2,699 19,008
Facilities 1,250 5,300 1,165 2,140 365 4,425
Planning & Studies 200 250 n/a n/a n/a n/a
Total 3,720 8,401 4,357 5,453 3,064 23,433
2018-2027 Capital Budget and Forecast 65
Table 49, 2018 Budget Approval ('000s)
Project Budget
Equipment & Vehicles n/a
Waste Resource Innovation Centre Equipment 1,220
Public Drop Off Weigh Scales & Software 1,000
Security Upgrades 50
Facilities n/a
Dunlop Site Sewer Upgrades 50
Eastview Sewer Upgrades 100
Transfer Station Upgrades 200
Dunlop Site Asphalt Resurfacing 900
Planning & Studies n/a
Inventory & Condition Assessment 150
Solid Waste Master Plan 50
Table 50, 2018 Budget Funding
('000s)
Funding source Funding amount
Tax reserves 2,400
Development charges n/a
Grants 1,220
Own revenue 100
Rate Reserves n/a
Partner n/a
Total 3,720
Figure 48, 2018 Funding Sources
64%
33%
3%
Tax Reserves, 65%
Development Charges, 0%
Grants, 33%
Own Revenues, 3%
Rate Reserves, 0%
Partner, 0%
2018-2027 Capital Budget and Forecast 66
Appendix 1: Debt Continuity Schedule (‘000s)
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Opening Balance n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 81,776 74,449 94,254 97,079 84,750 127,869 116,966 108,136 99,355 91,810 Industrial Development 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Elliott 7,251 5,725 4,143 2,505 850 602 354 106 -0 -0 Non-tax Supported 3,905 3,710 3,505 3,288 3,061 2,833 2,580 2,314 2,048 1,782 Development Charges 28,938 25,559 34,290 64,485 61,571 58,576 55,493 52,717 49,859 46,905
Total Opening Debt Outstanding 131,870 118,444 144,192 174,356 156,232 194,879 179,393 166,274 153,262 141,498
New Issues n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 4,446 30,399 14,521 n/a - 52,566 n/a - n/a - n/a - n/a - n/a - Development Charges - 12,200 32,000 n/a - n/a - n/a - n/a - n/a - n/a - n/a -
Total New Debt Issued 4,446 42,599 46,521 n/a - 52,566 n/a - n/a - n/a - n/a - n/a -
Principal Repayment n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 11,772 10,594 11,696 12,329 9,447 10,903 8,829 8,782 7,544 5,897 Industrial Development 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Elliott 1,526 1,582 1,639 1,655 248 248 248 106 - - Non-tax Supported 195 205 216 228 228 253 266 266 266 266 Development Charges 3,379 3,469 1,805 2,913 2,996 3,083 2,776 2,858 2,954 2,495
Total Principal Repayment 17,872 16,850 16,357 18,125 13,918 15,487 13,119 13,012 11,764 9,658
Ending Balance n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 74,449 94,254 97,079 84,750 127,869 116,966 108,136 99,355 91,810 85,914 Industrial Development- Hanlon Creek 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 n/a - Elliott 5,725 4,143 2,505 850 602 354 106 -0 -0 -0 Non-tax Supported 3,710 3,505 3,288 3,061 2,833 2,580 2,314 2,048 1,782 1,516 Development Charges 25,559 34,290 64,485 61,571 58,576 55,493 52,717 49,859 46,905 44,410
Total Ending Debt Outstanding 118,444 144,192 174,356 156,232 194,879 179,393 166,274 153,262 141,498 131,840
2018-2027 Capital Budget and Forecast 67
Appendix 2: Council Shared Agenda CSA
#
DLV
#
Project
Name Approved 2018 2019 2020 2021-2027 Total
IDE
#1
IDE
1.2
Wilson St.
Parkade 21,100,000 n/a n/a n/a n/a 21,100,000
IDE
#2
IDE
2.1
School Speed
Zone 253,100 n/a 24,300 25,500 115,400 418,300
IDE
#3
IDE
3.1
Clair-Maltby
Secondary Plan 2,494,700 n/a n/a n/a n/a 2,494,700
IDE
#5
IDE
5.1
York Rd- Victoria
to East City Limits 200,000 n/a n/a n/a n/a 200,000
IDE
#5
IDE
5.2
GID
Implementation
Plan 46,400 n/a n/a n/a n/a 46,400
IDE
#7
IDE
7.1
Urban Desing
Guidelines n/a n/a 200,000 n/a 660,200 860,200
IDE
#8
IDE
8.2
Main Branch
Library 200,000 100,000 1,900,000 55,200,100 n/a 57,400,100
IDE
#8
IDE
8.2
Wyndham St.
Planning & Design 400,000 400,000 457,500 6,826,800 13,848,000 21,932,300
IDE
#8
IDE
8.2
Arthur Trunk
Sewer: Howitt St.
to Wyndham St. n/a 100,000 n/a n/a n/a 100,000
IDE
#8
IDE
8.2
Arthur Trunk
Sewer: Cross St.
to Macdonell St 250,000 4,553,000 100,000 n/a n/a 4,903,000
IDE
#8
IDE
8.2
Baker St: Quebec
St to Woolwich St n/a n/a n/a 131,000 1,197,000 1,328,000
IDE
#8
IDE
8.2
Edwin St N:
Dublin St N to
Woolwich St n/a n/a n/a n/a 734,000 734,000
IDE
#8
IDE
8.2
MacDonnel St:
Wyndham St N
to Carden St n/a n/a n/a n/a 447,200 447,200
IDE
#8
IDE
8.2
Neeve St:
Wellington St
to Fountain St n/a n/a n/a n/a 776,000 776,000
IDE
#8
IDE
8.2
Quebec St:
Wyndham St N
to Norfolk St n/a n/a n/a n/a 4,259,200 4,259,200
PS
#1
PS
1.2 Starwood Park n/a 110,000 500,000 n/a n/a 610,000
PS
#1
PS
1.3 Northview Park 875,000 n/a n/a n/a n/a 875,000
PS
#1
PS 1.4
- 1.9
Guelph Trails
Growth 1,621,050 278,000 1,430,000 3,850,000 12,275,000 19,454,050
PS
#2
PS
2.1
Transit Priority
Projects 300,000 n/a n/a n/a n/a 300,000
PS
#2
PS
2.3
Bus Shelter
Purchases 694,000 484,442 55,000 56,000 174,000 1,463,442
PS
#2
PS
2.6
Bus Farebox
Replacement 2,600,000 n/a n/a n/a n/a 2,600,000
PS
#3
PS
3.1
South End
Community
Centre 4,100,000 n/a 56,400,000 n/a n/a 60,500,000
n/a n/a Total 35,134,250 6,025,442 61,066,800 66,089,400 34,486,000
202,801,892
2018-2027 Capital Budget and Forecast 68
Appendix 3: 2018 Project List and 2019-2027 Forecast Summary
Project Lists 2018 Capital Budget Corporate Administration
Project
2018
Grants &
Subsidies
Donations
& Own
Revenue
Developer
& Partner
Development
Charges
Total Tax
Funded
Infrastructure
Renewal Growth
City
Building
Rate
Funding
Corporate Asset
Management
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Levels of Service 75,000 n/a n/a n/a n/a 15,000 15,000 n/a n/a 60,000
Decision Support
System
650,000 160,000 n/a n/a n/a n/a n/a n/a n/a 490,000
Enterprise Asset
Management
Optimization
200,000 n/a n/a n/a n/a 30,000 30,000 n/a n/a 170,000
Total Corporate
Asset
Management
925,000 160,000 n/a n/a n/a 45,000 45,000 n/a n/a 720,000
Equipment &
Vehicles
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Courts Building
Equipment
40,000 n/a 20,000 20,000 n/a n/a n/a n/a n/a n/a
Information
Technology Lifecycle
2,507,600 n/a 7,500 48,300 n/a 2,332,500 2,332,500 n/a n/a 119,300
Information
Technology Strategic
Plan
110,000 n/a 4,100 4,900 n/a 92,800 n/a n/a 92,800 8,200
Total Equipment
& Vehicles
2,657,600 n/a 31,600 73,200 n/a 2,425,300
2,332,500 n/a 92,800 127,500
Facilities
Management
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
City Hall 536,000 n/a n/a n/a n/a 536,000 536,000 n/a n/a n/a
Courts Facility 15,000 n/a 7,500 7,500 n/a n/a n/a n/a n/a n/a
Security
Infrastructure
Replacement
73,000 n/a n/a n/a n/a 73,000 73,000 n/a n/a n/a
Structural
Assessment &
Repairs
850,000 n/a n/a n/a n/a 850,000 850,000 n/a n/a n/a
Total Facilities
Management
1,474,000 n/a 7,500 7,500 n/a 1,459,000 1,459,000 n/a n/a n/a
Planning & Studies n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
City Planning 465,000 n/a n/a n/a 156,800 308,200 290,750 17,450 n/a n/a
2018-2027 Capital Budget and Forecast 69
Project
2018
Grants &
Subsidies
Donations
& Own
Revenue
Developer
& Partner
Development
Charges
Total Tax
Funded
Infrastructure
Renewal Growth
City
Building
Rate
Funding
Total Planning &
Studies
465,000 n/a n/a n/a 156,800 308,200 290,750 17,450 n/a n/a
Total Corporate
Administration
5,521,600 160,000 39,100 80,700 156,800 4,237,500 4,127,250 17,450 92,800 847,500
2018 Capital Budget Contaminated Sites Management
Project 2018 Total Tax
Funded
Contaminated
Sites Debt Rate Funding
200 Beverley St. 1,150,000 150,000 150,000.0 150,000
Baker St Parking Lot 550,000 200,000 200,000.0 200,000
Fountain St Parking Lot 100,000 100,000 100,000.0 100,000
Municipal St. 250,000 250,000 250,000.0 250,000
Other Environmental Work 595,000 595,000 595,000.0 595,000
Total Contaminated
Sites Management 2,645,000 1,295,000 1,295,000.0 1,045,000 250,000
2018-2027 Capital Budget and Forecast 70
2018 Capital Budget Downtown Implementation
Project 2018 Grants &
Subsidies
Development
Charges Total Tax Funded
Infrastructure
Renewal Growth City Building
Rate
Funding
Main Library n/a n/a n/a n/a n/a n/a n/a n/a
Main Branch Library
Business Case
100,000 n/a n/a 100,000 100,000 n/a n/a n/a
Total Main Library 100,000 n/a n/a 100,000 100,000 n/a n/a n/a
Parking n/a n/a n/a n/a n/a n/a n/a n/a
Parkade Facility Lifecycle 1,325,000 n/a n/a 1,325,000 1,325,000 n/a n/a n/a
Total Parking 1,325,000 n/a n/a 1,325,000 1,325,000 n/a n/a n/a
Parks & Open Spaces n/a n/a n/a n/ n/a n/a n/a n/a
Downtown Riverwalk 100,000 n/a 90,000 10,000 n/a 10,000 n/a n/a
Total Parks &
Open Spaces
100,000 n/a 90,000 10,000 n/a 10,000 n/a n/a
Planning & Studies n/a n/a n/a n/a n/a n/a n/a n/a
Baker Street 126,000 n/a n/a 126,000 n/a n/a 126,000 n/a
Total Planning &
Studies
126,000 n/a n/a 126,000 n/a n/a 126,000 n/a
Transportation &
Utilities
n/a n/a n/a n/a n/a n/a n/a n/a
Wyndham St. Planning &
Design
400,000 n/a n/a 208,000 208,000 n/a n/a 192,000
Arthur Trunk Sewer:
Howitt St. to Wyndham St.
100,000 35,000 n/a n/a n/a n/a n/a 65,000
Arthur Trunk Sewer: Cross
St. to Macdonell St
4,553,000 2,059,000 133,000 n/a n/a n/a n/a 2,361,000
Total Transportation &
Utilities
5,053,000 2,094,000 133,000 208,000 208,000 n/a n/a 2,618,000
Total Downtown
Implementation
6,704,000 2,094,000 223,000 1,769,000 1,633,000 10,000 126,000 2,618,000
2018 Capital Budget Economic Development
Project 2018 Donations & Own
Revenue Total Tax Funded City Building
HCBP n/a n/a n/a n/a
Hanlon Creek Business Park 475,000 475,000 n/a n/a
Total Hanlon Creek Business Park 475,000 475,000 n/a n/a
Planning & Studies n/a n/a n/a n/a
Prosperity 2030 150,000 n/a 150,000 150,000
Total Planning & Studies 150,000 n/a 150,000 150,000
Total Economic Development 625,000 475,000 150,000 150,000
2018-2027 Capital Budget and Forecast 71
2018 Capital Budget Full Corridor Reconstruction
Project 2018 Grants &
Subsidies
Developer
& Partner
Development
Charges
Total Tax
Funded
Infrastructure
Renewal
Rate
Funding
Transportation &
Utilities Combined n/a n/a n/a n/a n/a n/a n/a
Alma St. N: Willow St. to Paisley St. 40,000 n/a n/a n/a 14,000 14,000 26,000
Bagot St: Drew St. to Mercer St 2,600,000 n/a n/a n/a 316,000 316,000 2,284,000
Niska Rd: City Boundary to Downey Rd 3,000,000 733,000 n/a 1,709,000 n/a n/a 558,000
Bristol St Trunk Sewer: Yorkshire St to Wellington St 1,000,000 n/a n/a n/a 481,000 481,000 519,000
Bullfrog Stormwater Upgrade: Elizabeth St Splitter 700,000 n/a n/a n/a n/a n/a 700,000
York Trunk Sewer to Victoria Rd 12,600,000 n/a 132,300 6,207,490 463,710 463,710 5,796,500
Pre-design for road construction projects 500,000 n/a n/a n/a 125,000 125,000 375,000
Total Transportation & Utilities Combined 20,440,000 733,000 132,300 7,916,490 1,399,710 1,399,710 10,258,500
Total Full Corridor Reconstruction 20,440,000 733,000 132,300 7,916,490 1,399,710 1,399,710 10,258,500
2018-2027 Capital Budget and Forecast 72
2018 Capital Budget Stormwater Management
Project 2018 Rate Funding
Facilities n/a n/a
SWM Pond Retrofits 200,000 200,000
SWM Pond Monitoring 250,000 250,000
Total Facilities 450,000 450,000
Linear n/a n/a
Oil Grit Separator Operations & Maintenance 10,000 10,000
Stormwater Sewer Reline & Repair 100,000 100,000
Stormwater System Upgrades 30,000 30,000
Total Linear 140,000 140,000
Planning & Studies n/a n/a
Benchmarking & Performance Measurement 30,000 30,000
Condition Assessment Program 500,000 500,000
Cost of Service Study 25,000 25,000
Stormwater Sewer Investigation 150,000 150,000
Total Planning & Studies 705,000 705,000
Total Stormwater Management 1,295,000 1,295,000
2018-2027 Capital Budget and Forecast 73
2018 Capital Budget Transportation System
Project 2018 Grants &
Subsidies
Development
Charges
Total Tax
Funded
Infrastructure
Renewal Growth
City
Building
Bridges & Structures
Structural Rehabilitation & Renewal 165,000 165,000 165,000
Total Bridges & Structures 165,000 165,000 165,000
Operations
Equipment & Vehicles replacement 1,399,000 n/a n/a 1,399,000 1,399,000 n/a n/a
Total Operations 1,399,000 n/a n/a 1,399,000 1,399,000 n/a n/a
Planning & Studies n/a n/a n/a n/a n/a n/a n/a
Transportation Master Plan 200,000 n/a 100,000 100,000 100,000 n/a n/a
Total Planning & Studies 200,000 n/a 100,000 100,000 100,000 n/a n/a
Right of Way n/a n/a n/a n/a n/a n/a n/a
Road Surface Maintenance, Renewal & Reconstruction
1,660,000 1,341,000 n/a 319,000 319,000 n/a n/a
Wellington St W: Imperial Rd to City
Limits
140,000 n/a n/a 140,000 140,000 n/a n/a
Downey Rd: Niska Rd to Teal Dr 50,000 n/a n/a 50,000 50,000 n/a n/a
Guelph Hydro Lighting 300,000 n/a n/a 300,000 300,000 n/a n/a
Total Right of Way 2,150,000 1,341,000 n/a 809,000 809,000 n/a n/a
Traffic Signals & Controls n/a n/a n/a n/a n/a n/a n/a
Traffic Signal Controller Replacement 175,000 n/a n/a 175,000 175,000 n/a n/a
Intersection Signal Rebuild 1,030,000 n/a n/a 1,030,000 1,030,000 n/a n/a
New Signal Installation 180,000 n/a 162,000 18,000 n/a 18,000 n/a
Pedestrian Crossings 85,000 n/a n/a 85,000 85,000 n/a n/a
Pedestrian Signals 321,000 n/a n/a 321,000 n/a n/a 321,000
Total Traffic Signals & Controls 1,791,000 n/a 162,000 1,629,000 1,290,000 18,000 321,000
Total Transportation System 5,705,000 1,341,000 262,000 4,102,000 3,763,000 18,000 321,000
2018-2027 Capital Budget and Forecast 74
2018 Capital Budget Wastewater Services
Project 2018 Development Charges Rate Funding
Planning & Studies n/a n/a n/a
Servicing Studies 50,000 28,765 21,235
Wastewater Master Plan 75,000 75,000
Total Planning & Studies 125,000 103,765 21,235
Plant & Equipment n/a n/a n/a
Wastewater Fleet Replacement 212,700 n/a 212,700
Treatment and Biosolids Reuse 850,000 212,500 637,500
Treatment Asset Maintenance Management 5,275,000 1,650,000 3,625,000
Total Plant & Equipment 6,337,700 1,862,500 4,475,200
Wastewater Collection n/a n/a n/a
System Assessment, Maintenance and Renewal 1,025,000 125,000 900,000
Flow Monitoring 150,000 75,000 75,000
Siphon Improvements 100,000 50,000 50,000
Wellington St to Edinburgh Rd S - Siphon Relining and Rehabilitation
2,000,000 1,000,000 1,000,000
Total Wastewater Collection 3,275,000 1,250,000 2,025,000
Total Wastewater Services 9,737,700 3,216,265 6,521,435
2018 Capital Budget Water Services
Project 2018 Development Charges Rate Funding
Plant & Equipment n/a n/a n/a
Water Fleet Replacement 132,300 n/a 132,300
Conservation & Efficiency 452,200 452,200 n/a
Supply, Treatment & Protection - Growth 9,189,100 1,362,000 7,827,100
Supply, Treatment & Protection - Renewal 1,627,150 250,000 1,377,150
Total Plant & Equipment 11,400,750 2,064,200 9,336,550
Water Distribution n/a n/a n/a
System Growth 200,000 100,000 100,000
System Renewal 3,719,310 3,719,310
Total Water Distribution 3,919,310 100,000 3,819,310
Total Water Services 15,320,060 2,164,200 13,155,860
2018-2027 Capital Budget and Forecast 75
2018 Capital Budget Emergency Services
Project 2018 Developer & Partner Total Tax Funded Infrastructure
Renewal
Fire Services n/a n/a n/a n/a
Equipment 786,300 n/a 786,300 786,300
Facilities 30,000 n/a 30,000 30,000
Vehicles 757,100 n/a 757,100 757,100
Total Fire Services 1,573,400 n/a 1,573,400 1,573,400
Paramedic Services n/a n/a n/a n/a
Equipment 191,300 120,250 71,050 71,050
Facilities 10,000 6,400 3,600 3,600
Vehicles 633,700 398,450 235,250 235,250
Total Paramedic Services 835,000 525,100 309,900 309,900
Police Services n/a n/a n/a n/a
Equipment 690,500 n/a 690,500 690,500
Facilities 17,600 n/a 17,600 17,600
Vehicles 407,200 8,000 399,200 399,200
Total Police Services 1,115,300 8,000 1,107,300 1,107,300
Total Emergency Services 3,523,700 533,100 2,990,600 2,990,600
2018-2027 Capital Budget and Forecast 76
2018 Capital Budget Active Transportation Network
Project 2018 Grants &
Subsidies
Development
Charges
Total Tax
Funded
Infrastructure
Renewal Growth City Building Rate Funding
Trails n/a n/a n/a n/a n/a n/a n/a n/a
Recreation Trails New 278,000 n/a 250,200 27,800 n/a 27,800 n/a n/a
Recreation Trails ATN Upgrade 30,000 n/a n/a 30,000 n/a n/a 30,000 n/a
Total Trails 308,000 n/a 250,200 57,800 n/a 27,800 30,000 n/a
Road Allowance n/a n/a n/a n/a n/a n/a n/a n/a
Woodlawn Rd W 100,000 n/a 42,500 42,500 n/a n/a 42,500 15,000
Multi-use Path Study 150,000 n/a n/a 150,000 n/a n/a 150,000 n/a
New Sidewalk Construction 240,000 192,000 n/a 48,000 n/a n/a 48,000 n/a
ATN Implementation 300,000 150,000 150,000 n/a n/a n/a n/a n/a
Road Allowance Infrastructure &
Sustainability 20,000 n/a n/a 20,000 20,000 n/a n/a n/a
Sidewalk Accessibility Ramps 96,000 n/a n/a 96,000 n/a n/a 96,000 n/a
Total Road Allowance 906,000 342,000 192,500 356,500 20,000 n/a 336,500 15,000
Total Active Transportation Network
1,214,000 342,000 442,700 414,300 20,000 27,800 366,500 15,000
2018-2027 Capital Budget and Forecast 77
2018 Capital Budget Parks & Open Spaces
Project 2018 Grants &
Subsidies
Development
Charges
Total Tax
Funded
Infrastructure
Renewal Growth
City
Building
Replacement & Upgrades n/a n/a n/a n/a n/a n/a n/a
Norm Jary Park 125,000 n/a n/a 125,000 125,000 n/a n/a
St. James School Track 325,000 n/a n/a 325,000 325,000 n/a n/a
Tennis Courts 685,000 685,000 n/a n/a n/a n/a n/a
Hanlon Creek Park 125,000 n/a n/a 125,000 125,000 n/a n/a
Guelph Lake Sports Field 75,000 n/a n/a 75,000 75,000 n/a n/a
Playground Equipment 1,627,300 1,627,300 n/a n/a n/a n/a n/a
Trees For Guelph Greening 30,000 n/a n/a 30,000 n/a n/a 30,000
Sports Field Upgrade 23,200 n/a n/a 23,200 23,200 n/a n/a
Emerald Ash Borer Implementation
600,000 n/a n/a 600,000 600,000 n/a n/a
Park Upgrades 10,000 n/a n/a 10,000 10,000 n/a n/a
Infrastructure Replacement 50,000 n/a n/a 50,000 50,000 n/a n/a
Total Replacement & Upgrade
3,675,500 2,312,300 n/a 1,363,200 1,333,200 n/a n/a
New Parks & Equipment n/a n/a n/a n/a n/a n/a n/a
Cedarvale Park 420,000 n/a 378,000 42,000 n/a 42,000 42,000
Starwood Park 110,000 n/a 99,000 11,000 n/a 11,000 11,000
Parks Equipment 129,900 n/a 116,900 13,000 n/a 13,000 13,000
Total New Parks & Equipment
659,900 n/a 593,900 66,000 n/a 66,000 66,000
Planning & Studies n/a n/a n/a n/a n/a n/a n/a
Leash Fee Areas 200,000 n/a 135,000 65,000 50,000 15,000 15,000
Parks & Recreation Master Plan
210,100 n/a 141,800 68,300 52,550 15,750 15,750
Total Planning & Studies 410,100 n/a 276,800 133,300 102,550 30,750 30,750
Re-visioning Parks n/a n/a n/a n/a n/a n/a n/a
Mico Valeriote Park 450,000 n/a n/a 450,000 450,000 n/a n/a
Total Re-visioning Parks 450,000 n/a n/a 450,000 450,000 n/a n/a
Total Parks & Open Spaces
5,195,500 2,312,300 870,700 2,012,500 1,885,750 96,750 96,750
2018-2027 Capital Budget and Forecast 78
2018 Capital Budget Recreation & Cultural Services
Project 2018 Grants &
Subsidies
Donations &
Own Revenue
Total Tax
Funded
Infrastructure
Renewal City Building
Culture n/a n/a n/a n/a n/a
Equipment 305,000 250,000 n/a 55,000 55,000 n/a
Facilities 71,200 n/a 60,000 11,200 n/a 11,200
Total Culture 376,200 250,000 60,000 66,200 55,000 11,200
Library n/a n/a n/a n/a n/a
Self-Checkout System 100,000 n/a n/a 100,000 100,000 n/a
Library IT Upgrades 150,000 n/a n/a 150,000 150,000 n/a
Main Library Upgrades 100,000 n/a n/a 100,000 100,000 n/a
Branch Upgrades & Sustainability 150,000 150,000 n/a n/a n/a n/a
Total Library 500,000 150,000 n/a 350,000 350,000 n/a
Recreation n/a n/a n/a n/a n/a
Equipment 150,000 n/a n/a 150,000 150,000 n/a
Facilities 1,175,000 n/a n/a 1,175,000 1,175,000 n/a
Total Recreation 1,325,000 n/a n/a 1,325,000 1,325,000 n/a
Total Recreation & Cultural Services
2,201,200 400,000 60,000 1,741,200 1,730,000 11,200
2018 Capital Budget Transit Services
Project 2018 Grants & Subsidies
Development Charges
Total Tax Funded
Infrastructure Renewal
City Building
Equipment & Vehicles n/a n/a n/a n/a n/a n/a
Bus Replacement 4,926,760 4,770,770 n/a 155,990 n/a 155,990
Equipment Replacement 834,400 834,400 n/a n/a n/a n/a
Community Bus - New 215,200 118,300 96,900 n/a n/a n/a
Total Equipment & Vehicles 5,976,360 5,723,470 96,900 155,990 n/a 155,990
Facilities & Stops n/a n/a n/a n/a n/a n/a
Bus Stop Upgrades 484,442 167,221 n/a 317,221 75,000 242,221
Total Facilities & Stops 484,442 167,221 n/a 317,221 75,000 242,221
Total Transit Services 6,460,802 5,890,691 96,900 473,211 75,000 398,211
2018-2027 Capital Budget and Forecast 79
2018 Capital Budget Solid Waste Services
Project 2018 Grants &
Subsidies
Donations
& Own Revenue
Total Tax
Funded
Infrastructure
Renewal Growth City Building
Equipment & Vehicles n/a n/a n/a n/a n/a n/a n/a
Waste Resource Innovation Centre Equipment
1,219,500 1,219,500 n/a n/a n/a n/a n/a
Public Drop Off Wigh Scales & Software
1,000,000 n/a n/a 1,000,000 1,000,000 n/a n/a
Security Upgrades 50,000 n/a n/a 50,000 50,000 n/a n/a
Total Equipment & Vehicles
2,269,500 1,219,500 n/a 1,050,000 1,050,000 n/a n/a
Facilities n/a n/a n/a n/a n/a n/a n/a
Dunlop Site Sewer Upgrades 50,000 n/a n/a 50,000 n/a 50,000 n/a
Eastview Sewer Upgrades 100,000 n/a 100,000 n/a n/a n/a
Transfer Station Upgrades 200,000 n/a n/a 200,000 n/a n/a 200,000
Dunlop Site Asphalt Resurfacing
900,000 n/a n/a 900,000 900,000 n/a n/a
Total Facilities 1,250,000 n/a 100,000 1,150,000 900,000 50,000 200,000
Planning & Studies n/a n/a n/a n/a n/a n/a n/a
Inventory & Condition
Assessment
150,000 n/a n/a 150,000 150,000 n/a n/a
Solid Waste Master Plan 50,000 n/a n/a 50,000 n/a 50,000 n/a
Total Planning & Studies 200,000 n/a n/a 200,000 150,000 50,000 n/a
Total Solid Waste Services 3,719,500 1,219,500 100,000 2,400,000 2,100,000 100,000 200,000
2018-2027 Capital Budget and Forecast 80
Program Summary
2018 Capital Budget
2019 to 2027 Capital Forecast
Corporate Administration (000s)
Program and Sub-program
2018 2019 2020 2021 2022 2023-2027
Total Grants &
Subsidies
Donations &
Own Revenue
Develope
r & Partner
Development
Charges
Tax
Funded
Infrastructure
Renewal Growth
City
Building
Rate
Funding
Corporate Asset Management
925 300 n/a n/a n/a n/a 1,225 160 n/a n/a n/a 195 45 n/a 150 870
Equipment & Vehicles
2,658 3,851 2,951 2,206 2,794 12,714 27,174 n/a 201 895 n/a 24,124 23,263 n/a 861 1,954
Facilities Management
1,474 4,984 2,208 1,709 1,520 8,791 20,686 n/a 151 151 n/a 20,384 20,384 n/a n/a n/a
Planning & Studies
465 1,195 1,350 750 1,285 4,275 9,320 n/a n/a n/a 3,920 5,400 2,811 1,926 663 n/a
Total Corporate Administration
5,522 10,330 6,509 4,665 5,599 25,780 58,405 160 352 1,046 3,920 50,103 46,503 1,926 1,674 2,824
2018 Capital Budget 2019 to 2027 Capital Forecast
Contaminated Sites Management (000s)
Program and Sub-program
2018 2019 2020 2021 2022 2023-2027 Total Tax Funded Contaminated Sites Debt Rate Funding
200 Beverley St. 1,150 950 550 100 100 700 3,550 2,550 2,550 n/a 1,000
Baker St Parking Lot 550 1,400 150 50 50 250 2,450 2,100 2,100 n/a 350
Fountain St Parking Lot
100 175 175 175 1,075 9,650 11,350 11,350 11,350 n/a n/a
Municipal St. 250 250 250 25 25 125 925 925 675 250 n/a
Other Environmental Work
595 605 1,400 1,485 1,885 2,630 8,600 8,600 8,600 n/a n/a
Total Contaminated Sites Management
2,645 3,380 2,525 1,835 3,135 13,355 26,875 25,525 25,275 250 1,350
2018-2027 Capital Budget and Forecast 81
2018 Capital Budget 2019 to 2027 Capital Forecast
Downtown Implementation (000s)
Program and Sub-program
2018 2019 2020 2021 2022 2023-2027
Total Grants & Subsidies
Developer & Partner
Development Charges
Tax Funded
Infrastructure Renewal
Growth City
Building Debt
Rate Funding
Main Library 100 1,900 55,200 n/a n/a n/a 57,200 n/a n/a 6,896 50,304 9,700 767 38,191 1,646 n/a
Parking 1,325 1,440 650 1,340 1,341 5,221 11,317 n/a n/a 126 11,191 9,477 14 1,700 n/a n/a
Parks & Open Spaces
100 1,600 412 175 16,700 1,000 19,987 n/a 7,887 1,586 10,514 750 176 9,588 n/a n/a
Planning & Studies
1126 n/a n/a n/a n/a n/a 126 n/a n/a n/a 126 n/a n/a 126 n/a n/a
Transportation & Utilities
5,053 558 6,958 10,748 5,546 4,967 33,830 2,139 n/a 8,610 15,932 15,932 n/a n/a n/a 7,149
Total Downtown Implementation
6,704 5,498 63,220 12,263 23,587 11,188 122,460 2,139 7,887 17,218 88,067 35,859 957 49,605 1,646 7,149
2018 Capital Budget
2019 to 2027 Capital Forecast
Economic Development (000s)
Program and
Sub-program 2018 2019 2020 2021 2022 2023-2027 Total
Donations
& Own
Revenue
Tax
Funded
City
Building
Hanlon Creek Business Park 475 860 365 10,250 7,666 n/a 19,616 19,616 n/a n/a
Planning & Studies 150 n/a n/a n/a n/a n/a 150 n/a 150 150
Total Economic Development 625 860 365 10,250 7,666 n/a 19,766 19,616 150 150
2018 Capital Budget
2019 to 2027 Capital Forecast
Full Corridor Reconstruction (000s)
Program and Sub-program
2018 2019 2020 2021 2022 2023-2027
Total Grants & Subsidies
Developer & Partner
Development Charges
Tax Funded
Infrastructure Renewal
Rate Funding
Transportation & Utilities Combined
20,440 12,427 16,069 18,646 13,968 130,544 212,094 3,412 7,641 29,020 90,341 90,341 81,680
Total Full Corridor Reconstruction
20,440 12,427 16,069 18,646 13,968 130,544 212,094 3,412 7,641 29,020 90,341 90,341 81,680
2018-2027 Capital Budget and Forecast 82
2018 Capital Budget 2019 to 2027 Capital Forecast
Stormwater Management (000s)
Program and Sub-program 2018 2019 2020 2021 2022 2023-2027 Total Development
Charges
Rate
Funding
Stormwater Management n/a n/a n/a n/a n/a n/a n/a n/a n/a
Facilities 450 1,575 1,575 1,010 1,290 4,910 10,810 n/a 10,810
Linear 140 1,015 965 910 260 1,600 4,890 879 4,011
Planning & Studies 705 1,130 1,180 930 630 3,350 7,925 986 6,939
Total Stormwater Management 1,295 3,720 3,720 2,850 2,180 9,860 23,625 1,865 21,760
2018 Capital Budget 2019 to 2027 Capital Forecast
Transportation System (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Grants &
Subsidies
Development
Charges
Tax
Funded
Infrastructure
Renewal Growth
City
Building
Rate
Funding
Transportation
System
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Bridges &
Structures
165 2,915 1,473 16,034 606 8,969 30,162 n/a n/a 30,162 30,162 n/a n/a n/a
Operations 1,399 4,821 6,613 3,706 3,377 19,144 39,060 n/a n/a 39,060 36,408 n/a 2,652 n/a
Planning &
Studies
200 250 100 100 880 1,180 2,710 n/a 1,305 1,405 1,405 n/a n/a n/a
Right of Way 2,150 6,231 4,170 6,349 3,710 33,157 55,767 3,771 4,121 45,693 45,593 n/a 100 2,182
Traffic Signals &
Controls
1,791 1,773 1,615 2,586 1,759 6,419 15,943 n/a 2,964 12,979 10,921 197 1,861
Total
Transportation
System
5,705 15,990 13,971 28,775 10,332 68,869 143,642 3,771 8,390 129,299 124,489 197 4,613 2,182
2018-2027 Capital Budget and Forecast 83
2018 Capital Budget 2019 to 2027 Capital Forecast
Wastewater Services (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Developer
&
Partner
Development
Charges
Tax
Funded
Infrastructure
Renewal
Rate
Funding
Wastewater
Services n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Planning & Studies 125 375 50 250 50 550 1,400 n/a 1,188 n/a n/a 212
Plant & Equipment 6,338 15,951 24,253 17,590 8,491 41,828 114,451 231 84,707 n/a n/a 29,513
Wastewater
Collection
3,275 1,420 2,250 1,650 2,750 9,850 21,195 n/a 6,290 100 100 14,805
Total Wastewater
Services
9,738 17,746 26,553 19,490 11,291 52,228 137,046 231 92,185 100 100 44,530
2018 Capital Budget
2019 to 2027 Capital Forecast
Water Services (000s)
Program and Sub-program
2018 2019 2020 2021 2022 2023-2027
Total Development
Charges Tax
Funded Infrastructure
Renewal Rate
Funding
Water Services
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Plant & Equipment
11,400 17,171 26,835 18,506 12,572 56,447 142,931 53,587 n/a n/a 89,344
Water Distribution
3,919 9,054 7,773 8,134 4,042 27,389 60,311 4,198 7,774 7,774 48,339
Total Water Services
15,319 26,225 34,608 26,640 16,614 83,836 203,242 57,785 7,774 7,774 137,683
2018-2027 Capital Budget and Forecast 84
2018 Capital Budget 2019 to 2027 Capital Forecast
Emergency Services (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Developer &
Partner
Development
Charges
Tax
Funded
Infrastructure
Renewal
Emergency Services n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Fire Services 1,573 936 1,898 685 913 11,509 17,514 n/a 50 17,465 17,465
Paramedic Services 835 1,396 716 871 710 4,457 8,985 3,594 n/a 5,390 5,390
Police Services 1,115 1,653 1,470 1,085 1,284 11,513 18,122 80 n/a 18,042 18,042
Total Emergency
Services
3,523 3,985 4,084 2,641 2,907 27,479 44,621 3,674 50 40,897 40,897
2018 Capital Budget 2019 to 2027 Capital Forecast
Active Transportation Network (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Grants &
Subsidies
Development
Charges
Tax
Funded
Infrastructure
Renewal Growth
City
Building
Rate
Funding
Active
Transportation
Network
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Trails 308 2,009 7,472 1,420 1,383 13,858 26,450 n/a 16,050 10,399 3,793 5,133 1,473 n/a
Road Allowance 906 679 1,791 640 640 1,940 6,596 1,110 2,056 3,241 760 2,481 190
Total Active
Transportation
Network
1,214 2,688 9,263 2,060 2,023 15,798 33,046 1,110 18,106 13,640 4,553 5,133 3,954 190
2018-2027 Capital Budget and Forecast 85
2018 Capital Budget 2019 to 2027 Capital Forecast
Parks & Open Spaces (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Grants &
Subsidies
Development
Charges
Tax
Funded
Infrastructure
Renewal Growth
City
Building
Parks & Open
Spaces
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Replacement &
Upgrade
3,675 7,357 3,534 4,892 3,980 16,060 39,498 8,519 n/a 30,979 30,514 n/a 465
New Park Amenity n/a 100 50 275 n/a 294 719 n/a 223 496 120 25 351
New Parks &
Equipment
660 866 1,375 1,411 2,371 7,767 14,450 n/a 10,030 4,420 660 1,115 2,645
Planning & Studies 410 n/a 210 100 n/a n/a 720 n/a 419 301 155 146 n/a
Re-visioning Parks 450 395 1,315 2,585 1,335 3,045 9,125 n/a 1,679 7,446 7,260 186 n/a
Total Parks &
Open Spaces
5,195 8,718 6,485 9,263 7,686 27,165 64,512 8,519 12,351 43,642 38,709 1,472 3,461
2018 Capital Budget
2019 to 2027 Capital Forecast
Recreation & Cultural Services (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Grants &
Subsidies
Donations &
Own
Revenue
Development
Charges
Tax
Funded
Infrastructure
Renewal Growth
City
Building
Recreation &
Cultural
Services
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Culture 376 408 642 703 373 1,585 4,087 250 122 n/a 3,715 3,617 n/a 98 Library 500 180 235 310 310 2,321 3,856 150 n/a n/a 3,706 3,706 n/a n/a Recreation 1,325 61,129 3,165 2,372 2,201 4,628 74,820 n/a n/a 45,684 29,136 18,420 5,076 5,640 Total
Recreation &
Cultural
Services
2,201 61,717 4,042 3,385 2,884 8,534 82,763 400 122 45,684 36,557 25,743 5,076 5,738
2018-2027 Capital Budget and Forecast 86
2018 Capital Budget 2019 to 2027 Capital Forecast
Transit Services (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Grants &
Subsidies
Development
Charges
Tax
Funded
Infrastructure
Renewal Growth
City
Building
Transit Services n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Equipment &
Vehicles
5,976 4,860 4,678 4,830 5,152 21,015 46,511 31,213 743 14,555 14,483 72 n/a
Facilities & Stops 484 160 218 635 458 1,204 3,159 167 n/a 2,992 2,317 n/a 675
Total Transit
Services
6,460 5,020 4,896 5,465 5,610 22,219 49,670 31,380 743 17,547 16,800 72 675
2018 Capital Budget
2019 to 2027 Capital Forecast
Solid Waste Services (000s)
Program and
Sub-program 2018 2019 2020 2021 2022
2023-
2027 Total
Grants &
Subsidies
Donations &
Own Revenue
Tax
Funded
Infrastructure
Renewal Growth
City
Building
Solid Waste
Services
n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Equipment &
Vehicles
2,270 2,851 3,192 3,312 2,699 19,008 33,332 1,220 n/a 32,112 30,187 1,925 n/a
Facilities 1,250 5,200 1,165 2,140 365 4,425 14,545 n/a 900 13,645 8,495 950 4,200
Planning & Studies 200 250 n/a n/a n/a n/a 450 n/a n/a 450 400 50 n/a
Total Solid Waste
Services
3,720 8,401 4,357 5,453 3,064 23,433 48,327 1,220 900 46,207 39,082 2,925 4,200
2018-2027 Capital Budget and Forecast 87
Appendix 4: Reserve Fund Continuity (forecasted)
Discretionary Reserve Fund Continuity (forecasted)
n/a Infrastructure
Renewal Growth
City
Building
Contaminated
Sites
Capital
Asset
Renewal
Other Discretionary
Total
Closing
Balance Dec
31, 2017 885,149 1,249,725 287,105 130,716 6,058,200 4,497,863 13,108,758
2018 n/a n/a n/a n/a n/a n/a n/a
Transfers Out (21,817,993) (3,158,766) (3,204,969) (1,045,000) n/a (2,695,456) (31,922,184)
Transfers In 25,582,030 2,935,668 3,168,633 1,045,000 203,080 1,210,000 34,144,411
Interest Earned 30,471 20,336 4,777 2,340 110,259 52,097 220,280
Closing Balance Dec 31, 2018 4,679,657 1,046,963 255,546 133,056 6,371,539 3,064,504 15,551,265
Non-Discretionary Reserve Fund Continuity (forecasted)
n/a Stormwater Wastewater Water Hard
Service DC
Soft Service
DC
Misc. Obligatory
Discretionary Total
Closing
Balance
Dec 31,
2017 (115,000) 46,110,549 30,912,345 3,199,653 2,976,853 5,407,251 88,491,652
2018 n/a n/a n/a n/a n/a n/a n/a
Transfers
Out (4,353,000) (9,822,000) (24,666,900) (18,152,475) (4,552,150) (11,489,690) (73,036,215) Transfers
In 4,472,850 13,500,000 14,400,000 18,587,065 5,229,281 10,888,588 67,077,785
Interest
Earned (1,922) 858,297 461,442 62,143 57,945 91,410 1,529,315
Closing Balance Dec 31, 2018 2,928 50,646,846 21,106,887 3,696,386 3,711,929 4,897,560 84,062,536