Q3 2024 Progress Report

KEN YEE CHEW GUELPH CITY COUNCILLOR Representing the Communities of Ward 6

WARD 6 SUMMER PROGRESS REPORT | Q3 | JUNE 2024 - AUGUST 2024

summer outlook navigating progress, change and difficult conversations new leadership / conservation / unlocking partnerships / advocacy / regulating parks and open spaces / zoning changes / fall events / budget

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Dedicated to the people of Guelph and Ward 6.

This report is produced for education and communication purposes only. The opinions and views presented are not endorsed by the City of Guelph or any other entities. Unless otherwise indicated with a link or in-text citation, all visuals and graphics are originally created by Ken Yee Chew.

The South End Plazas, August 27, 2024 (Chew, 2024)

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Councillor Chew Q2 Spring Progress Report

The Communities of South Guelph, Ward 6

Woodland Glen

HANLON CREEK PARK

Kortright Hills

Hanlon Creek

Rickson Ridge

PRESERVATION PARK Pineridge Vaughan Revell HANLON CREEK BUSINESS PARK

Westminister Woods

Clairfields CLAIR-GORDON COMMERCIAL PLAZAS

Dallan SOUTH END CO M M U N I T Y PA R K

Rolling Hills PARIS-GALT MORAINE

Your 2022-2026 Guelph City Council Guelph City Council is comprised of the Mayor and 12 independently elected councillors.

Every four years, each ward elects two members of council to represent its residents.

Ward 6 is one of the largest ward by land mass and population making up South Guelph.

The constituency is represented by myself and Councillor Dominique O’Rourke. Both of us reside in the area and collaborate closely to respond to phone calls, emails, and case work through our personal capacity or by coordinating with the Mayor, council colleagues, city staff, businesses, and external agencies.

Cam Guthrie

Mayor of Guelph Ward 1

Ward 2

Ward 3

Ward 4

Ward 5

Erin Caton

Rodrigo Goller

Phil Allt

Christine Billings

Leanne Caron

Dan Gibson

Carly Klassen

Michelle Richardson

Linda Busuttil

Cathy Downer

Ward 6

Ward 6

Ken Yee Chew

Dominique O’Rourke

Message from Ken This summer brought significant organizational changes to the City of Guelph. Key discussions have been centred around on housing, and community safety, with pilot structured shelters being discussed with the County and the Public Space Use Bylaw being passed. As we move forward, my focus remains on fostering educational engagement and enhancing our service delivery to improve case work resolutions.

In June, we said farewell to Scott Stewart, our now-retired CAO, and began the search for his successor. At the GRCA, the Board of Directors ratified the Niska Management Plan.

Following this, GRCA staff are developing a Conservation Areas Strategy, with public consultations currently underway. This strategy aims to create a new integrated, high-level framework to inform future decision-making on GRCA-owned and controlled lands.

July sparked extensive discussions on housing, emphasizing the urgent need for increased resources to support lower and fixed-income residents, including young professionals, immigrant families, and seniors wishing to age in place. The city is contemplating unlocking municipal lands for affordable housing, with Hugh Guthrie Park identified as one of a few potential sites. A preliminary inventory and analysis suggest the possibilities of a future public-private housing project at the park as a candidate site, where approximately 20% of the land would be dedicated to the built-form and the remainder conceivable for park revitalization, naturalization and community use. As a designer, I see immense potential in this approach if executed thoughtfully, with proper spatial integration.

The sky is the limit when we raise our ceiling.

We must move beyond fears of worst-case scenarios and the constant fixation on market speculation around “unaffordable” housing prices. As a renter myself, I know firsthand how inflated the Guelph rental market has become. However, if we only focus on that, we risk falling into groupthink, which leads to paralysis and stagnation. Kitchener offers a proactive example, showing that even in today’s challenging market conditions for building, progress is possible. For this to work, we need to explore financing options that are available, such as those offered by VanCity Community Investment Bank. In a recent conversation I had with Dr. Alina Turner at FCM in Calgary, she highlighted potential partnership opportunities with local credit unions such as Meridian Bank.

Our primary focus should be on integrating both new residents and long-standing Guelphites—people who can establish roots, foster civic engagement, and enhance the vibrancy of our neighbourhoods. Although we have deferred the conversation until staff present an analysis of city land assets in the New Year, at the very least we need to work on engaging in public discussions with an openness and willingness to explore the possibilities.

In July, Council endorsed, in principle, a pilot structured shelter model for the City of Guelph. The next step is to collaborate with the County of Wellington and our Social Services Manager to explore how this model could integrate into the city’s range of regulated housing options over the next year. Open and honest discussions are crucial to enhancing the city’s operational efficiency and social investments. While I fully support this initiative alongside my council colleagues, it is essential that we thoroughly evaluate the implementation for long-term success. By addressing the details with care, we can aim for operational success. I want to emphasize that as a Corporation, our primary duty is to deliver essential services tied to infrastructure and ensure accountability for decisions impacting the community. We must carefully review the merits and feasibility of all proposals, which you rightly expect from your elected representatives.

In August, I attended the Association of Municipalities of Ontario conference in Ottawa as part of the Guelph delegation, where I met with the Minister of Long-Term Care and networked with provincial stakeholders. I also had the opportunity to personally thank the Minister of Transportation for moving forward on the Kitchener-Guelph Highway 7 project and supported the OALA advocacy efforts for a Landscape Architecture Practice Act. There I also witnessed the announcement of the HART hubs, which aim to replace safe injection sites with treatment centres that have wraparound support workers. I am skeptically waiting to see how this unfolds with the Province’s decommissioning of Guelph’s injection site. The brutal reality is, so long as opioids exist in cities, we are only floating on a raft in the ocean, with whatever Provincial and Federal direction might be.

As construction season wraps up, we have successfully installed new pedestrian crossovers in Ward 6 and completed servicing of the Downey pumping well. Thank you for providing your feedback and using our service request system, which greatly assists traffic engineering in prioritizing future installations—more crossovers are on the way and I am actively scanning ways to help staff improve traffic calming implementation.

In the community, I had fun sponsoring several events with the support of my team of volunteers and strengthened relationships with local businesses. A key highlight was facilitating a renewed partnership with Kortright Plaza for our second annual community event. Our goal for the event was focused on building connections between residents, students, Guelph Police, and Bylaw Enforcement. Together, we worked closely with the University of Guelph’s Student Off-Campus Outreach team. I am pleased to report that we had a fantastic turnout. Thank you to everyone who came out to support the event!

As we move further into the fall, my focus will shift toward creating more opportunities for engagement, particularly as we prepare for the 2025 budget discussions. To facilitate these conversations, I will be increasing coffee chats and scheduled meetings, both of which can be booked directly on my website at kenyeechew.ca.

Thank you for your ongoing support. I encourage you to reach out and continue the conversation on the issues that matter most to you. It is through these discussions that I am able to best represent our community.

Sincerely,

Ken Yee Chew Guelph City Councillor - Ward 6 ken.chew@guelph.ca 226-332-5406

Stay connected!

Westminister Woods, South End, Guelph (Chew, 2022)

How to navigate this report The contents of this report are accompanied by links to original sources and can be accessed by hovering your cursor over the visuals and graphics. To briefly view the front pages of any referenced reports, zoom in for a better view of the contents. To form a comprehensive view on the commentary provided, it is recommended to visit the sources provided for deeper context.

Read the last progress report

KEN YEE CHEW GUELPH CITY COUNCILLOR Representing the Communities of Ward 6

WARD 6 SPRING PROGRESS REPORT | Q2 | APRIL 2024 - JUNE 2024

nurturing neighbourhoods capital improvements / advocacy / strategic plan updates / legislative changes

kenyeechew.ca

Hanlon Creek Business Park Hanlon Creek Forest Planting Resourcing challenges South Guelph in 1966 Navigating Change OALA Practice Act Advocacy Online Internet Voting Strategic Plan Progress Report Ward 6 Town Hall Recap Student Housing for Fall 2024

preface Message from Ken How to Navigate this Report Support our Ward 6 champion Remembering John Fisher

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june Business Spotlight CIty Leadership Transition Conservation Areas Strategy

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july Strategic Real Estate Partnerships Pilot Structured Shelter Model

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august Association of Municipalities of Ontario Regulating Parks and Open Spaces Facilitating Conversations on Zoning for 4-Units*

38 42 52

on the horizon Infrastructure and Traffic Advocacy Q3 Engagement Snapshots GPS Youth Programs and Events Budget 2025 UGDSB High School Updates *ON HOLD: The ZBA for 4-Units will not be coming to Council Planning on Oct 8th

60 64 68 70 75

Support our Ward 6 champion I had the opportunity to meet with Ward 6 resident Cyndy McLean and learn about her incredible journey. Paralyzed from a fall in 2003, Cyndy will be cycling 10 rides of 21 km each from September 9 to 30, representing the 21 chemo treatments she received over 10 months at the Grand River Regional Cancer Centre (GRRCC). She will complete all rides using a handcycle. Cyndy has already raised over $25,000 for this cause. The first ride kicks off in Guelph on September 9 at noon at the Arboretum Kiosk. All funds raised will go directly to GRRCC for new chemo chairs. Support Cyndy’s mission by donating at www. cycling4chemochairs.ca

Cyndy McLean sits with her racing wheelchair near her Guelph home. McLean, who uses a wheelchair after falling off a cliff many years ago, is cycling to raise funds for the regional cancer centre at Grand River Hospital. (McCarthy, June, 17, 2024)

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Remembering John Fisher I want to dedicate this section to share the passing of John Fisher, a true community leader and dedicated advocate whose impact on Guelph will be deeply missed. John passed away on August 18th after a courageous battle with cancer.

As President of the Guelph Hiking Trails Club, John was deeply committed to revitalizing and connecting our trails and was always generous with his time to meet. Our paths often crossed in discussions about GRCA-related initiatives and the Niska Management Plan, where he inspired me to push forward for the common good. His legacy will always be remembered for initiatives like the Crane Bridge, which connects through the GRCA property, and hit Niska Road.

John was one of the few who inspired in me the importance of public education in fostering community stewardship, civic renewal, and preserving our natural and cultural landscapes. I had the privilege of saying goodbye to him over the phone, and I will always cherish the insights he shared. John’s legacy of leadership, dedication, and commitment to our community will continue to inspire us all. If you knew John or were touched by his passion for our community as I have been, You can contribute donations below.

John Fisher at the site of the Crane Park Bridge in 2022. GuelphToday photo file. (Deutschmann, 2022)

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Ward 6 Business Spotlight

Pam at Gordon Sushi House (Chew, 2024)

1219 Gordon St, Guelph, ON N1L 1H2

Gordon Sushi House During the summer, when business slowed down with students away and many of you out of town, I had the chance to meet Pam at Gordon Sushi House—one of my favourite spots along the Gordon Street Corridor, and highly recommended! Located in the Solstice 2 condo near the 99 Southbound bus stop, this family-run gem is managed by Pam and her team. Gordon Sushi House fits perfectly into the building’s mixed-use setting, offering a cozy atmosphere and fresh, delicious sushi, perfect for takeout. With friendly service, a welcoming vibe, and a menu featuring everything from classic rolls to unique specials, it is an ideal choice for anyone in the area. I am personally very happy to see her business succeed in one of the commercial ground-floor units in the Solstice 2 building.

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#supportlocal Gordon Sushi Bento Box (Chew, 2024)

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City Leadership Transition Farewell Scott On June 21, Scott Stewart officially retired as Chief Administrative Officer, concluding his tenure at the City of Guelph. Following his departure, Jayne Holmes, DCAO for Infrastructure, Development, and Enterprise, stepped in as Acting CAO to guide the city’s transition period. To ensure a comprehensive recruitment process for a new permanent CAO, the CAO Recruitment, Selection, and Performance Sub-committee selected Boyden Canada, an executive search firm, at the subcommittee’s April 17, 2024 meeting.

To develop the ideal candidate profile, Boyden Canada and the Sub-committee consulted various stakeholders, including the County of Wellington, DGBA, the Chamber of Commerce, and City Council members. I participated in these discussions, emphasizing the need for a pragmatic consensus builder who can use policy for social entrepreneurship, engaging developers, citizens, and community groups. I highlighted the importance of selecting a CAO who is both a humble visionary and a fiscal manager, capable of aligning policy with financial realities. If we want to build infrastructure and better convene partnerships on housing, this is the leadership we need.

Guelph also needs a leader who can strengthen public-private partnerships and challenge the ideological stigmas often associated with them, as these collaborations are vital in this day and age for financing infrastructure, managing population growth, and supporting community programs and open spaces.

We cannot be solely influenced by the loudest opinions. We must find win-win scenerios for all stakeholders. As a councillor, my desire is to build a relationship with a CAO who can balance the City’s operational imperatives and empower councillors, like myself, to more effectively addressing the community’s social needs. I believe there are so many ways to use Council-approved policies to set clearer expectations, and provide stability for new opportunities.

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cott te art s final council meeting in June (Che , 202 ) cting C

Jayne olmes in the C

s office (City of Guelph, 202 )

New CAO Tara Baker (City of Guelph, 2023)

Welcome Tara and thank you Jayne After a few rounds of screening, by the end of August, Tara Baker was appointed as the City’s new Chief Administrative Officer. As City Treasurer, Tara played a key role in helping us achieve our AAA credit rating during this Term of Council, and I am confident that her sensible leadership will strengthen collaboration, enhance our organizational culture, and improve service delivery. I look forward to working with her to foster a culture of lateral collaboration built on mutual trust and respect.

In today’s organizations, we need to encourage agile, creative, and innovative teams rather than traditional, hierarchical structures dependent on extensive operational resources and managerial oversight to boost human resources and productivity. We can do more with positive efficiency, and I am eager to support cultural reforms when opportunities arise.

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Conservation Areas Strategy As your Ward 6 Councillor and GRCA Board member, I want to update you on the Grand River Conservation Authority’s (GRCA) Conservation Areas Strategy. This strategy provides a framework for managing and protecting the approximately 19,900 hectares of GRCA-owned lands within the Grand River watershed, including conservation areas, natural heritage lands, water management sites, and recreational spaces.

Key Goals of the Conservation Areas Strategy 1. Protecting Natural Areas: Focuses on enhancing biodiversity, protecting ecologically sensitive lands, and maintaining critical infrastructure like the Guelph Dam to manage floods and support watershed health.

2. Sustainable Recreation: Aims to improve public access to natural spaces with wellmaintained trails and outdoor areas, connecting our community to nature while preserving the environment.

3. Community Partnerships: Strengthens collaboration with municipalities, Indigenous communities, and local organizations, supporting goals in conservation and education.

Impact on Guelph The strategy will enhance engagement processes, essential for advancing work on the 64-hectare Niska Lands in Ward 6, in which key initiatives from the management plan include restoring trails, woodlots, and ecologically sensitive areas, particularly those previously flooded for waterfowl back in the day. The Conservation Areas Strategy also aligns with Guelph’s broader goals of expanding recreational opportunities, fostering environmental education, and maintaining critical infrastructure like the Guelph Dam. Public feedback is vital. The GRCA has opened a consultation period until October 4, 2024, and I encourage you to review the draft strategy on their website and share your input. Together, we can ensure these conservation efforts benefit our community now and in the future. Improved engagement between the GRCA and the City of Guelph will also clarify expectations for stakeholders, encouraging private-public collaboration with eager non-profits and institutions, like those in urban conservation authorities such as the Toronto Region Conservation Authority and Credit Valley Conservation Authority.

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The Grand River Conservation Authority (GRCA) is Ontario’s largest conservation authority by land area, serving 39 municipalities—most of which are rural—within the Grand River watershed, the largest inland river system in Southern Ontario. The GRCA manages extensive natural resources and promotes environmental stewardship across a diverse range of urban and rural landscapes.

Site visit of GRCA lands with local residents, Ken Yee Chew (2023)

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Highway 10

Kortright Hills

Kortright Rd

Hanlon Creek

Rickson Ridge

PRESERVATION PARK Hanlon Creek Business Park Vaughan/Revell

Clairfields

South End Plazas

Councillor Chew Q2communities Spring Progress Report Niska Lands in relation to the of South Guelph (Chew, 2023) 018

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Guelph Campus Co-op

1 Hales Crescent, Guelph Co-operative Townhouse Development (Google Maps, 2024)

Strategic Real Estate Partnerships July’s council meeting brought forward extensive discussions on housing, highlighting the urgent need for additional resources to support lower-income residents. One of the key proposals explored was the potential use of city lands for affordable housing, with Hugh Guthrie Park identified as one of a few prominent sites. This proposal envisioned a publicprivate partnership that would see 22.4% of the park developed for housing, with the remaining space dedicated to park revitalization.

As a designer and city councillor, I see immense potential in this approach, provided it prioritizes thoughtful spatial integration. This is also the perfect opportunity to unlock federal money and enhance the City’s organizational learning for more sophisticated partnerships. Our lastest meeting showcased a range of opinions from the community and council members.

Many residents, including the OUNRA, voiced concerns about the potential loss of green space and mature trees. They emphasized the need to preserve these elements and ensure that any development mitigates environmental impacts. This perspective reflects a broader sentiment that the expectations for real estate partnerships must balance density with the preservation of public amenities, maintaining the character and ecological value of our neighbourhoods, which are all extremely valid points. kenyeechew.ca

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Motion to Defer That any action on the Item 10.1 Mayoral Direction B3 Strategic Real Estate Partnerships on Underutilized CityOwned Assets, 2024-308 be DEFERRED until the Housing Affordability Strategy has been received by Council.

Ultimately, Council decided to defer the discussion until staff complete a comprehensive analysis of city land assets, which is expected to be presented in the New Year. This pause allows us to ensure that future proposals are carefully considered and thoughtfully evaluated. From my perspective, the strategic use of city lands presents a valuable opportunity for Guelph to address its housing shortage while honouring community values. We must be open to solutions that, while initially challenging, effectively integrate housing into the existing urban fabric, rejuvenate cultural landscapes, and leverage partnerships that benefit all residents.

To clarify, my position is to support a robust discussion around the feasibility of such a collaboration. Whether this moves forward will depend on the willingness of stakeholders, public interest and how land is allocated from the park. Is the land leased by the City? Rather than diving only into ideological debates or responding to the pressure to build, my hope is that we can engage in all these questions thoughtfully and professionally.

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Refining the Affordable Housing Strategy

Project Purpose & Goals Purpose: a) define theAproblem statement Review and Gap Analysis of

T H E CO U N T Y O F W E L L I N G TO N

2024/2025

Preliminary Budget Impacts Housing Service Division

Housing,advocacy, Mental Health b) identify actions, and& partnership approaches to address Substance Use Services for private-market housing gaps People Experiencing Homelessness Guelphand mix Goal 1: Enable a greaterin supply Final Report of housing Prepared by: Collective Results Inc. August 2023

Goal 2: Maximize and protect the use of existing housing resulting in a greater supply of affordable housing

Goal 3: Enhance capacity, awareness, and supports for affordable housing

County of Wellington Social Services Department

Helping you do good work better www.collectiveresults.ca

SEPTEMBER 2023

Housing Budget Impacts County of Wellington

Gap Analysis Collective Results

HAS Project Initiation City of Guelph 12

Groundtruthing realities During the Council meeting on social services held on September 12, 2023, discussions focused on addressing funding gaps and resource allocation, providing a long-term perspective for City Council. These conversations are crucial in shaping initiatives like the Housing Affordability Strategy, which aims to support both for-profit and non-profit organizations, such as Habitat for Humanity, while strengthening partnerships with the County of Wellington. This collaboration will play a pivotal role in developing sustainable solutions for affordable housing (Walkey & Sales, 2023).

Purpose and Goals of the Housing Affordability Strategy

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The overall purpose of the Housing Affordability Strategy is to identify actions, advocacy, and partnership approaches to address private-market housing gaps in the short, medium, and long term – this is the market where the City has the greatest,

”

albeit limited, ability to influence. A secondary, equally important purpose is to strengthen relationships and enhance collaboration with Wellington County.

(“Housing Affordability Strategy – Project Initiation,” 2023, September 12)

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Reforming systems with practical methods In the National Housing Accord, one recommendation suggests that “provisions to defer capital gains taxes would provide strong incentives to create new purpose-built rental housing” (Richter, Moffatt, & Brooks, 2023, August 15). Locally, this aligns with many municipalities’ traditional ability to waive development fees for housing “where affordability is secured in perpetuity” (City of Richmond, March 2018,p.34). Refer to page 27 for example. This has been done on a case-by-case basis in the City of Guelph, but these conditions can be better realized by stating objectives for doing so upfront in the Housing Affordability Strategy.

THE NATIONAL HOUSING ACCORD

A Multi-Sector Approach to Ending Canada’s Rental Housing Crisis

CITY OF RICHMOND

AFFORDABLE HOUSING STRATEGY 2017–2027 2021 UPDATE

National Housing Stategy Government of Canada

Multi-Sector Approach National Housing Accord

Affordable Housing Strategy City of Richmond

Discussions earlier in the year on non-market housing

(“Delta Hotel Guelph,” n.d.)

County of Wellington invitation to the Health and Housing Symposium

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Exploring a culture of private-public partnerships PRECEDENT: The Cook Community Park and Saffron Homes project, completed in 2015 at 8600 Park Road & 6828 Eckersley Road in Richmond, BC, is an excellent precedent for integrating infill development with an existing community park. It highlights a successful balance between density and contextual landscape integration, achieved through a public-private partnership. This model demonstrates how housing needs can be met while maintaining public green space and promoting environmental stewardship. Rent prices are safeguarded by agreements that ensure affordability, helping to provide inclusive housing for a range of residents.

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Evaluating the MERITS of Hugh Guthrie Park as a Strategic location for neighbourhood revitalization and public-private partnership

*for demonstration purposes only Conceptual Layout

Hugh Guthrie Park

College Ave.

North/Southbound

Edinburgh Rd S.

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College Ave.

Hugh Guthrie Park is ideally located along Guelph Transit Route 8 Janefield, with both northbound and southbound access, making it easily accessible for residents. Situated on a major arterial road, the park is within walking distance of key community amenities, including Centennial Park, city operations facilities, a nearby commercial plaza, and homes in the Old University neighbourhood (OUNRA).

This area is expected to see turnover in the coming decades making way for new families, professionals, and lifelong Guelphites to settle in and contribute to the community. Hugh Guthrie Park’s prime location near services, recreational spaces, and public transit makes it an excellent candidate for a public-private partnership that could be seamlessly integrated into the community.

Supported by the Housing Affordability Study, this initiative could reshape partnerships in Guelph, increasing density while maintaining access to local amenities and transit. This promotes sustainable, transit-oriented living that appeals to lifestyles Guelph may not yet be fully accustomed to but will need to seriously consider.

Ownership or leasing of public land must be carefully evaluated, but it is important to explore possibilities without prematurely concluding the City is “giving away parkland.”

Thoughtful evaluation remains essential for success.

Images of the Cook Community Garden (Urban Bounty, n.d.)

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Learning from elsewhere - Financial Incentives for Affordable Housing To expand on how BC Housing and non-profits help maintain affordable housing, we can refer to Richmond’s Affordable Housing Strategy (2017–2027). It highlights how the City of Richmond, in partnership with BC Housing, the private sector, and nonprofit organizations, has effectively supported affordable housing development. This collaboration helps address housing affordability challenges by: 1. Building Capacity with Non-Profit Housing Providers: Non-profits play a crucial role in offering rental units at below-market rates and providing support services, such as employment training and life skills programs, to ensure long-term tenant success. Nonprofit providers typically receive financial assistance, allowing them to manage housing at affordable rates (City of Richmond, 2017).

2. Leveraging City Resources: The City’s Low-End Market Rental (LEMR) program ensures that rents remain affordable for low- and moderate-income households. Nonprofit organizations often manage these units, keeping rents below market levels and contributing to community stability by preventing displacement (City of Richmond, 2017).

3. Strategic Partnerships: Through projects such as Storeys, Richmond has demonstrated how partnerships with BC Housing, CMHC, and non-profits provide affordable housing for vulnerable groups, including individuals with mental health and addiction challenges. By using city-owned land and long-term leasing arrangements, these projects are able to offer affordable units, which stabilizes rent prices (City of Richmond, 2017).

This model can be applied to projects like Hugh Guthrie Park, ensuring that housing is both affordable and integrated with the surrounding community.

Graphics from the CoR Affordable Housing Strategy 2017 (City of Richmond, 2017)

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Contextual discretions: British Columbia is not Ontario and Richmond is not Guelph, but we can observe what has worked Creating a Playing Field of Expectations with Legitimacy, Predictability, and Transparency Richmond excels at fostering a culture of open conversation, negotiation, and collaboration between the city, developers, BC Housing, and non-profit organizations. This collaborative approach, supported by all stakeholders, is key to the framework’s legitimacy, enabling projects to meet both community needs and housing demands while preserving public amenities and green spaces. It is this mindset—more than any specific project detail—that I believe should be normalized in Guelph. By adopting a similar approach, Guelph can engage stakeholders in meaningful conversations to ensure the development process is handled thoughtfully, professionally, and with a shared vision.

2.3 Financial Incentives Actions: 1–3 years Undertake an analysis on practices to waive development cost charges and municipal permit fees for new affordable housing developments that are owned/operated by a non-profit and where affordability is secured in perpetuity Undertake a best practice analysis of waiving development cost charges for low-end market rental units purchased by non-profit housing provider to incentivize non-profit ownership - Examine funding sources for the development cost charges and municipal permit fees waiver and create a new development cost charge exemption bylaw, if feasible

4–6 Years

2.4 Special Development Circumstances and Value Transfer Actions: Ongoing Continue to use the Affordable Housing Reserve Fund for capital contributions when partnership opportunities become available Allow flexibility for large scale developments (or combination of developments) to cluster LEMR units in one, stand-alone building if a partnership with a non-profit housing provider is established Encourage innovation (i.e. rental structure that allows a variety of subsidized rents) in clustered projects that are 100% rental and nonprofit driven Facilitate potential partnerships with non-profit housing providers and developers in the pre-application/rezoning stage of development

Explore various opportunities for the City to provide capital funding contributions towards standalone non-profit housing developments

Let us work on fostering a culture of collaboration by exploring successful examples from other places. Please do not take this example out of context, as it is meant to illustrate best practices rather than serve as a direct comparison. I fully recognize that Guelph is not Richmond, either culturally or contextually, and that the scale of capital investments and proforma considerations differ significantly. However, the Cook Community Park and Saffron Homes project is an example of how thoughtful integration of development and green spaces can succeed when approached with intention and a spirit of collaboration.

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In leadership, trust is the foundation of organizational success. According to an article from Harvard Business Publishing,

a high-trust environment leads to increased productivity, engagement, and satisfaction among employees. Leaders build trust by being transparent, reliable, and authentic—creating clear expectations, following through on commitments, and fostering open communication. This promotes an environment where innovation thrives, decision-making is efficient, and prosperity is achievable when policies are consistently applied fairly across the board. Establishing such trust is essential for long-term organizational health and growth (Lewis, 2022).

A clear policy framework like the City of Richmond’s Affordable Housing Strategy sets expectations and ensures consistency.

We are entering an era where transparency and authenticity are paramount. Privatepublic partnerships can facilitate these exchanges, leading to more win-win scenarios. I look forward to the completion of our Housing Affordability Strategy, as it will help create a stronger foundation for our conversations and communications on this complex topic.

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Addressing the challenges and possibilities sincerely

uelph City CouncilMayor and Members of the Guelph City Council Mayor and Members of the Guelph City Council

All the above being said, we would also like to comment on the process. It seems to us that choosing a couple of spaces in parks across the city as a way of addressing the housing crisis is knee-jerk and not the way to proceed. Since the city is not in the business of building rategic Real Estate Partnerships on Underutilized City-Owned Re: Mayoral Direction B3 – Strategic Real Estate Partnerships on Underutilized City-Owned Re: Mayoral Direction B3 – Strategic Real Estate Partnerships on Underutilized City-Owned homes/apartments, any buildings on such land as Hugh Guthrie Park would be done with the Assets, 2024-308 Assets, 2024-308 private sector. Currently, from our understanding, there are many projects already approved by the city We have heard the figure of 6000 units. And we also have seen hood Residents’ Association recognizes the housing crisis in the The Old University Neighbourhood Residents’ Association recognizes thewhich housingremain crisis in stalled. the The Old University Residents’City Association recognizes theOld housing crisis in the e Old University Neighbourhood.

OUNRANeighbourhood supports the City taking of Guelph, including in the University Neighbourhood.

OUNRA the City taking empty supports spaces languish as the city and developer squabble – a case in point close to our area is wned properties City that could be usedincluding for a mix of and urgent action to identify City owned properties thattaking could be used for acorner mix of affordable of Guelph, inaffordable the Old University Neighbourhood.

OUNRA supports the City at the of Stone and Road and Gordon Street – in the old hotel site. In other words, land the past, OUNRA urgent has identified Road as aowned logical place market Moreover, past, OUNRA has identified Edinburgh as a logical place than approvals and building delays that seem to account for the actionEdinburgh to identify City properties thathousing. could be used forinathe mix of affordable and seems toRoad be less of an issue bourhood. for development in our neighbourhood. market housing. Moreover, in the past, OUNRA has identified Edinburgh Road as a logical place majority of the slowness of meeting the crisis by building more homes. for development in our neighbourhood. y important to preserve green space in our neighbourhood and At the same time, it is critically important to preserve green space in our neighbourhood and Instead of the includes City lurching Guthrie park identified for potential development includes many the city. The portion of Hugh Guthrie park identified for potential development many here and there to respond to the crisis, surely it can gather all the the same it is critically important to preserve green space in our neighbourhood and along Bellevue plantings of nativeAt species along time, Bellevue Street that local mature trees.

It also includes plantings of native species Street that local developers and neighbourhood organizations – to collectively see where stakeholders, builders, that serve as a seed species.

Many residents of identified residentsfor have cultivateddevelopment and that serve as a seed source Manyare residents of to find a community response. We would be very open to be part of thesource city. for Thethose portion of Hugh Guthrie park potential includes manyfor those thespecies. roadblocks and try rned with the lossmature of this greenspace. our neighbourhood concerned withthat the loss of this greenspace. trees. It also includes plantings of native species alongare Bellevue Street local this process. residents have cultivated and that serve as a seed source for those species. Many residents of rects staff to take action to develop a portion of Hugh Guthrie For these reasons, if Council directs staff to take action to develop a portion of Hugh Guthrie ourdevelopment, neighbourhood areencourages concerned with the loss greenspace.

Returning to the specific d market residential OUNRA Council parkof forthis a mix of affordable and market residential development, OUNRA encourages Councilitem related to Hugh Guthrie park, OUNRA would welcome the opportunity to provide comments should a detailed proposal for this land come back to Council ng: and staff to ensure the following: theseofreasons, if Council directs staff to take1.action to develop a portion of Hugh offset the loss of For a portion the greenspace of Hugh Guthrie Measures are taken to offset the loss ofGuthrie a portion of thefor greenspace of Hugh zoning or otherGuthrie approvals. park. park for a mix of affordable and market residential development, OUNRA encourages Council mitigate the loss and of mature trees and the loss of native species 2.

Measures are taken to mitigate the loss of mature trees and the loss of native species staff to ensure the following: Your sincerely, e. plantings along Bellevue.

1. Measures are taken to offset the loss of a portion of the greenspace of Hugh Guthrie development proposed for the site is appropriate for the 3. The size and scope of a development proposed for the site is appropriate for the park.

Ben Grant neighbourhood.

2. Measures are taken to mitigate the loss of mature trees and the loss of native species Executive Member OUNRA alongIt seems Bellevue. ould also like to commentplantings on the process. to us that All the above being said, we would also like to comment on the process. It seems to us that parks across the city as addressing the housing crisis is choosing a couple spaces in parks acrossfor thethe city as a way of addressing the housing crisis is 3. a way The of size and scope of a development proposed for theofsite is appropriate Dorothe Fair proceed. Since the city is not in the business of building knee-jerk and not the way to proceed. Since the city is not in the business of building neighbourhood.

President OUNRA

ngs on such land as Hugh Guthrie Park would be done with the our understanding, there are many projects already approved by We have heard the figure of 6000 units. And we also have seen city and developer squabble – a case in point close to our area is nd Gordon Street – in the old hotel site. In other words, land

homes/apartments, any buildings on such land as Hugh Guthrie Park would be done with the private sector. Currently, from our understanding, there are many projects already approved by the city which remain stalled. We have heard the figure of 6000 units. And we also have seen empty spaces languish as the city and developer squabble – a case in point close to our area is at the corner of Stone Road and Gordon Street – in the old hotel site. In other words, land

Image of the OUNRA Spring 2023 AGM (OUNRA, 2023)

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Aligning with the Old University Neighbourhood Residents’ Association’s (OUNRA) values of preserving green spaces and mature trees is critical for this project. While concerns about vegetation loss are valid, innovative urban design and low-impact development can enhance the park’s ecological health and aesthetic appeal, especially considering the soil challenges many of Guelph’s parks face.

A key strategy is to integrate a native planting plan, reintroducing species that support biodiversity and reflect the neighbourhood’s character. Transplanting mature trees, where feasible, and working with landscape architects can further preserve natural assets. This includes creating pocket parks, buffer zones, and stormwater management features like rain gardens to boost environmental resilience and recreational value. By focusing on thoughtful spatial integration and environmental stewardship, the project can balance housing needs with the preservation of cherished natural spaces, ensuring that Hugh Guthrie Park remains a vital green space for the entire community.

Additionally, there is an opportunity to create naturalized low-impact development pockets within Hugh Guthrie Park through a strategic real estate partnership. This collaboration could incorporate elements like native plantings, bioswales, and rain gardens, enhancing both the park’s ecological value and its role as a community asset. Such an approach would support biodiversity and stormwater management, while aligning with the park’s natural character and addressing local development needs. All of this hinges on intentional design and programming, which can only be realized through constructive conversations and professionalism in the public forum, which I will continue to emphaszie as it cannot be understated.

This project in Fife, WA, is a remarkable example of natural revitalization that I had the opportunity to witness as a landscape designer. Transforming an old farmstead, the project utilized porous materials, bioretention cells, and native plantings to manage site runoff and promote environmental sustainability. This transformation was made possible through a significant public-private partnership, repurposing agricultural land into a vibrant, sustainable space. It highlights how thoughtful design and collaboration can lead to successful, eco-conscious redevelopment.

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Brookville Gardens Community Park Project Title: Brookville Gardens Community Park Landscape Architect: BCRA, Inc. Category: General Design - Public Ownership Location: Fife, WA

Interpretive signage captures diverse perspectives and educates visitors about the ecology and history of the site.

Temple-like forms of the picnic shelters were inspired by the Japanese-American family who donated the land for the park. stormwater system uses Low Impact Development, including 19 water-filtering rain gardens, sustainable irrigation system, enhanced buffers to treat stormwater runoff, and 4.5 acres ewly-created wetlands and riparian buffer area.

he forms of the custom play e uipment re ect and blend with nearby structures in the par .

realignment and restoration of apato ree will enhance the environmental health of the area. creates critical habitat for wildlife, including salmon.

anagement of depth, ow rate, and sinuosity, as well as addition of native vegetation,

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Working with the Environment: Cherishing our shared value for neighbourhood aesthetics and making Guelph beautiful! Finding ways to agree on “character.”

In response to Council’s deferral on this exploration, I emphasized the need to move beyond fears of worst-case scenarios and speculative concerns about affordability or the aesthetics of new housing in a neighbourhood. All valid, but dwelling on skepticism and potential negatives always lead to paralysis, hindering our ability to address the urgent need for infill that would undeniably increase the rental stock in Guelph and revitalize neighbourhood enclaves. Our focus should be on the potential benefits of welcoming new residents who can establish roots, foster civic engagement, and enrich the vibrancy of our neighbourhoods. I remain committed not to sensationalize “the crisis” or downplay the urgency. However, I need to reiterate, we cannot just solely rely on gradual turnover to meet the growing demand for housing options, so let’s figure how to build more tastefully. Some critics noted that the city’s existing inventory of approved but stalled housing projects suggests that land availability is not the main issue; rather, bureaucratic delays and development challenges are the significant barriers. In my view, either opinions, further underscores the need for a more collaborative approach, bringing together builders, developers, and neighbourhood associations to identify and address the underpinning needs, wants and desires that deter factions from supporting such projects.

Benefits of private-public partnerships, Corktown Commons, Toronto, ON. “As an integral element of the on-site stormwater management system, the 2-acre constructed marsh passively treats on-site stormwater and splash pad wastewater before it is stored in the park’s irrigation cistern (Michael Van Valkenburgh Associates, Inc., 2014).”

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Contexualizing partnerships

Centennial Park

Hugh Guthrie Park Existing Conditions 6 acres of parkland and built form ~4.5 acres of parkland preserved for revitalization 1.3 acre

s for co

nsidera tion

Hugh Guthrie Playground

Wyndham House

Highly encourage you to read the news release. Again, Guelph is not Kitchener, but could we create a made in Guelph prototype?

Several Canadian cities have successfully used cityowned land for affordable housing projects, highlighting the potential of such initiatives. For example, Kitchener donated a parcel of land to Habitat for Humanity Waterloo Region as part of the “BUILD NOW” partnership, which aims to create 10,000 affordable homes across the region by 2030 (Habitat for Humanity Waterloo Region, 2024).

Collaborating with non-profits and leveraging funding opportunities like the CMHC Housing Accelerator Fund presents a clear pathway for addressing the affordable housing crisis. By tapping into their land resources, cities can convene a holistic conversation on how to strategize partnerships and financing like the VCIB.

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Guelph needs more thought leadership from the middle

At the end of the day, we must find ways within our community to reconcile our ideological differences and critically think about how to better integrate all forms of housing. This imperative is clear for me as a young person with stakes for the future of my generation.

Without appearing virtuous, we need to create opportunities for young Canadians, like myself, to achieve homeownership and build a foundation for long-term stability. I myself am a renter, and as The Globe and Mail highlighted, “Canada’s housing market is badly broken,” with the promise of homeownership slipping away not only in major cities but also in towns across the country (Globe and Mail, 2023). With more than half of the 1.9 million new households expected by 2030 unable to afford homes, the situation is serious. We can be poised, without jumping to the hysteria of a “housing crisis” or “affordability crisis.” But what that means is we need to boost productivity and make progress.

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Understanding the Guelph context and all the players What can we do in Guelph, a hamlet just outside the GTA, with its unique mix of University students and industry professionals? We have the opportunity to explore innovative housing models that cater to both long-term residents and transient populations like students, while embracing sustainable development and creating housing that reflects our community’s diverse needs. Guelph can lead by example, showing how thoughtful planning and collaboration can result in housing solutions that work for all, ensuring the vibrancy and inclusivity of our city. We cannot ignore this national reality. Instead, we must explore how Guelph can better integrate housing solutions and embrace creativity to create pathways for both new residents and established Guelphites.

It’s not greed... it’s “a failure to plan” (Globe and Mail, 2023) As your Ward 6 Councillor, I sit on the Town and Gown Committee, and from my two year experience representing you, I have received a significant amount of casework related to socio-physical problems related to student-resident relations. If we do not work together, this will only increase. To any of my colleagues in leadership reading this, respectfully this is not an indictment of any one player—whether it be the City, the University—but the fact is, the optics do not look good for any of us, especially with the overenrollment. We are stuck in a holding pattern, and without political will from all of us to make sacrifices, nothing is going to change.

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A failure to plan: University of Guelph’s housing crisis (Globe and Mail, 2023)

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Pilot Structured Shelter Model At the July 16, 2024, Guelph City Council meeting, a pilot structured shelter model was endorsed in principle. Council has requested the County of Wellington to consider incorporating this model into the broader housing continuum. The next steps include evaluating the pilot, identifying suitable land, prioritizing health and housing supports, and securing additional funding. Credit to where credit is due, grassroots initiatives, such as the Tiny Home Coalition, have been helpful in facilitating discussions between the City and County—click the link to learn more about them.

A report will be presented by Q1 2025, with findings shared with the County-City Joint Social Services and Land Ambulance Committee to ensure proper oversight and execution of the project as it moves toward full commitment. As discussions on homelessness have continued throughout the year, here are some images from my February visit to the Nowhousing facility, where I observed their work on shelters that are in use at the Waterloo Region’s Erb Street encampment. I was impressed by the modular, above-grade design of the shelters. They are quick and regulated as sleeping cabins. However, my one issue is that it is really cold inside without a heater due to minimal thermal protection from R1 spray foam insulation. These insights will be valuable as we explore similar solutions for our city.

More details on Nowhousing can be found here.

Wrap around services

036 Councillor Chew Q2 Spring Progress Report

Erbs Road Managed Community, NowHousing (n.d.)

My personal visit to the NowHousing sleeping cabin manufacturing facility, (Chew, 2024)

The Joint County-City Social Services Committee’s winter response plan is being implemented while the feasibility of a pilot structured shelter model is under evaluation.

Committee Report To: From: Date: Subject:

HS-24-09

Chair and Members of the Joint Social Services and Land Ambulance Committee Paul Skinner, Interim Director of Housing Services Wednesday, September 11, 2024 2024-25 Winter Response Plan for People Experiencing Unsheltered Homelessness

Background: This report is in response to the following resolution adopted by Guelph City Council on May 28, 2024, and forwarded to the Joint Social Services and Land Ambulance Committee on June 12, 2024, with respect to a winter response plan to support people experiencing homelessness: “That Guelph City Council respectfully requests that if the County of Wellington Housing Services staff determines that the Tiny Homes Coalition proposal is not viable, that the County provide an alternative accessible solution be presented to address people living in encampments in Guelph, including a winter plan to support people experiencing homelessness, and that County staff report back to the Joint Social Services and Land Ambulance Committee in appropriate timing to accommodate people for winter 2024-25.”

Update: Wellington Guelph By-Name List The Wellington-Guelph By-Name List (BNL) is a real-time list of all people experiencing chronic homelessness in Wellington-Guelph. The monthly average of the number of people on the BNL is a result of the number of people entering (inflow) and exiting (outflow) experiences of chronic homelessness. Staff monitor BNL information on a monthly basis to review outreach and diversion strategies to help reduce inflow as well as local permanent housing strategies to help increase outflow.

Short-Term Trends Analysis of 173 Chronic Homelessness

138 250 200 150 100 50 0

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187 128

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Figure 1 This bar graph shows the number of individuals experiencing chronic homelessness on a monthly basis over a 3-year period, and projects the impacts of new supportive and transitional housing on the ByName List during that time. The red bars identify months where a supportive or transitional housing project has or will come online.

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Association of Municipalities of Ontario At the Association of Municipalities of Ontario (AMO) conference in Ottawa, I represented Guelph at a delegation meeting with the Minister of Long-Term Care, where we advocated for permanent funding of the Community Paramedicine for Long-Term Care (CPLTC) program. This program has significantly improved seniors’ quality of life by reducing emergency room visits and providing essential at-home care. In Guelph, CPLTC served an average of 18 people per day, with 10% of surveyed participants reporting they would have called 911 or visited the ER if not for CPLTC in 2022. (City of Guelph, Issue-at-a-Glance, 2023). I know this is an invaluable program, especially in Ward 6. With our hospital’s capacity for patients still in need of expansion, programs like CPLTC fill a critical gap, offering vital at-home care and reducing the strain on emergency services.

In passing at the conference, I also had the chance to thank the Minister of Transportation for advancing the Kitchener-Guelph Highway 7 project, a significant infrastructure development that will improve intercity connectivity. In addition, I supported the Ontario Association of Landscape Architects in their advocacy for a Landscape Architecture Practice Act, aimed at enhancing professional standards within the field. As an associate member with the OALA, I am very passionate for seeing the profession be further recognized in legislation. LAs play an integral role in facilitating better spatial design and environmental stewardship, in large scale multidisciplinary projects. eg. Waterfront Toronto

City of Guelph 2024 AMO Advocacy Priorities

038 Councillor Chew Q2 Spring Progress Report

Issue at a glance: Permanent Funding for the Community Paramedicine Program

One of the major announcements at the AMO conference was the introduction of HART hubs, designed to transition safe injection sites into treatment centres, with promises of comprehensive wraparound support. This initiative aims to provide a more integrated approach to addiction treatment, focusing on ongoing care rather than harm reduction alone. With the Province’s announcement to close Guelph’s injection site, this represents a seismic shift in strategy. Its success will depend on how effectively these treatment centres can address the complex needs of those struggling with addiction in our community. I will be closely watching how this model unfolds and the impact it will have on mental health and addictions in our city.

While this decision has sparked considerable controversy, it is clear that tackling mental health and addiction issues must be a shared responsibility of both provincial and federal governments, transcending partisanship. Collaboration is crucial to creating stable conditions that support sound local decision-making. We all want long-term solutions, but if the focus shifts entirely toward treatment, we must have open discussions about what this means for harm reduction efforts. Whether one ideologically supports harm reduction or not, the reality is that these services have become deeply embedded at the local level due to the severity of the drug crisis—especially the rise of fentanyl, which continues to devastate communities nationwide. Speak to anyone on the front lines, and they will tell you that we are now treating individuals with naloxone regularly.

Locally, harm reduction has objectively provided a safety net, delivering immediate lifesaving measures and easing the burden on acute healthcare services. If we move away from this approach, we must seriously consider how to meet the needs of those who rely on these services. Personally I like the idea of more treatment centres, but if we are being real, we also need to confront the ongoing flood of opioids flowing onto our streets, which continues to victimize our most vulnerable citizens. Moving forward, bold leadership is needed to guide our province and country through this crisis, as it deeply affects the lives of individuals, families, and communities. Lives have been lost, and families torn apart. We need moral courage—something currently lacking across the board—and leadership at the highest levels to drive real change in the social fabric of Canada.

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Waiting for next steps...

At the city level, we will continue to

Stability & Recovery

approach these challenges from an Access to longer-term stabilizing services operational perspective, ensuring that through supportive housing or bed-based

whatever services path we take is compassionate and effective in meeting the needs of our Clients who require longer-term services and

most vulnerable citizens.

Our vulnerable supports can be supported to access a range of stability supports including

community members live among us, and treatment services such as bed-based addictions supportive housingOther we cannotservices ignoreortheir existence. supports through the provision of rent

countries have addressed community mental supplements. health and addictions, and so can we.

These provide the necessary factors to prevent the client from experiencing a “revolving door” of services Note: This provides an illustrative example of a framework for a client journey pathway. As Hubs HART Hubs (treatment/relapse). are designed to be regionally defined to respond

Client Journey

to community needs, the specific service mix will vary by Hub.

CTS: Lack of focus on treatment leaves people trapped in the cycle

Stabi

Access to through s services

Support Struggle with addiction

Visit to Hub

Client visits a Hub that is built to cycle respond CTS to local community needs and priorities (i.e., unique mix to meet client needs)

HARTHub Hubs clients are those with complex service Administer needs (i.e. those experiencing a range of Client Journey drugs overlapping issues and marginalization

Purchase Safety drugs

Provision of supports such as mental heath, primary care, substance use, addiction, case management for income security, employment and social service needs

Often, due to their circumstances, clients will require basic needs (e.g., food; warm shower, primary care services; shelter) before Visit CTS accessing other services. Naloxone services are also provided where necessary.

Following a visit to a Hub, a client may receive a variety of supports either onsite or through integrated care pathways. These could include: • mental health and addictions services such as screener assessments, brief treatment, RAAM clinic services, detox, Addictions Medicine prescriber, referral pathway to community services • primary care • shelter or transitional beds • case management for social assistance, Stability & Recovery employment finding services

On-site or integrated referral to shelter and/or transitional housing services and other amenities (e.g. food, warm shower) that meets basic needs

Note: This provides an illustrative example of a framework for a client journey pathway. As Hubs are designed to be regionally defined to respond to community needs, the specific service mix will vary by Hub.

including homelessness, substance use, mental health, social service support needs and unemployment).

These allow for a client's immediate needs to be met and readies them for more treatment focused services.

Upon arrival, each client is welcomed and a member of staff discusses what they require.

This provides a safe and welcoming space for the client to identify their needs and Safety access immediate support.

On-site or integrated referral to shelter

Visit to Hub

Client visits a Hub that is built to respond to local community needs and priorities (i.e., unique mix to meet client needs) Hub clients are those with complex service needs (i.e. those experiencing a range of overlapping issues and marginalization including homelessness, substance use, mental health, social service support needs and unemployment).

Upon arrival, each client is welcomed and a member of staff discusses what they require.

This provides a safe and welcoming space for the client to identify their needs and access immediate support.

and/or transitional housing services and other amenities (e.g. food, warm shower) that meets basic needs Often, due to their circumstances, clients will require basic needs (e.g., food; warm shower, primary care services; shelter) before accessing other services. Naloxone services are also provided where necessary.

These allow for a client's immediate needs to be met and readies them for more treatment focused services.

Access to longer-term stabilizing services through supportive housing or bed-based These services allow for a client to start to services Provision of supports such as mental heath,treatment, addressing presenting receive primary care, substance use, addiction, case Clients who requirefor longer-term a platform positive services and management for income security,needs and providing supports can be supported to access a long-term treatment outcomes. employment and social service needs range of stability supports including

Support

Following a visit to a Hub, a client may receive a variety of supports either onsite or through integrated care pathways. These could include: • mental health and addictions services such as screener assessments, brief treatment, RAAM clinic services, detox, Addictions Medicine prescriber, referral pathway to community services • primary care • shelter or transitional beds • case management for social assistance, employment finding services These services allow for a client to start to receive treatment, addressing presenting needs and providing a platform for positive long-term treatment outcomes.

treatment services such as bed-based addictions services or supportive housing supports through the provision of rent supplements.

These provide the necessary factors to prevent the client from experiencing a “revolving door” of services (treatment/relapse).

CTS: Lack of focus on treatment leaves people trapped in the cycle

Struggle with addiction

Purchase drugs CTS cycle

The Province’s HART Hub Client Journey framework (Ministry of Health, 2024)

040 Councillor Chew Q2 Spring Progress Report

Clients wh supports c range of s treatment addictions supports t suppleme

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“The supervised consumption and treatment site at 150 Duke St. W., in Kitchener is the only one in Waterloo region. It will have to close by March 31, 2025, but the province says if the region applies to have a new HART hub, it would be prioritized. (Kate Bueckert/CBC)”

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Regulating Parks and Open Spaces Reflections on the “Soup of Confusion” Public Safe Space Bylaw Special Council Meeting Recap Reflecting on the discussions around the Public Space Use Bylaw, I, along with nine of my council colleagues, voted to pass it after months of careful deliberation. We monitored its implementation in Kingston, consulted our in-house lawyers, and ensured that our bylaw upheld a human rights-based approach that would withstand legal challenges.

This is not your typical committee or property tax issue...

Presiding over a council meeting that impacts so many personal lives is incredibly challenging. Provincial and national leadership is crucial, but as councillors, we are directly accountable to our neighbours. Especially because all of us have so many personal relationships in the City, it is difficult not to disenfranchise some when addressing such deeply personal issues. While challenging, I stand by my decision and want to provide clarity on my thought process and rationale.

Encampments are still allowed in parks and open spaces, but we now have guidelines to ensure safety for all involved. What we passed is just a starting point for improvements. As councillors, we must always consider the city’s balance and the relationship between the physical and social aspects of the community. Every decision requires careful evaluation, weighing individual stories with the broader public’s well-being.

We allocated $450,000 from the City’s Tax Rate Operating Contingency Reserve to the County of Wellington to support basic needs for those experiencing homelessness.

The use of the funds will be decided with input from the Wellington-Guelph Health and Housing Community Planning Table, with work starting in September 2024 and ending

by December 2025. The motion also allows for reducing the financial commitment if provincial or federal funding is secured. This funding ensures that our bylaw is backed by immediate support for those in need.

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Proactive verses reactive, relationships over escalation One key aspect of this bylaw is its focus on empowering our bylaw officials to engage with the public—especially those experiencing homelessness—on a relational level. Rather than only stepping in during moments of tension or crisis, this bylaw enables officers to interact proactively, fostering relationships and building trust with individuals in need.

This approach shifts the focus from reactionary interventions to early, relationship-based engagements. In practice, it grants bylaw officers more authority and clarity in addressing concerns before they escalate, while also providing guidance on safely setting up encampments. This relational approach aims to de-escalate potential conflicts and ensure the safety and dignity of all community members.

Looking at other Canadian municipalities Many Canadian cities, such as Vancouver, Toronto, Kingston, and Victoria, have implemented similar bylaws, offering valuable insights as Guelph moves forward. These regulations balance individual rights with community needs, ensuring that public spaces remain safe and accessible while addressing homelessness. For example, Victoria permits overnight sheltering in parks with strict guidelines on hours, safety, and cleanliness, maintaining a balance between public safety and compassion. It is important to note that municipalities acknowledging encampments view this as a temporary mitigation measure, not a long-term solution. It is all about managing.

St. George’s Square encampment. CTV News Kitchener. (Senoran, 2024, August 28).

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The intention of parks and open space bylaws Parks and Open Space bylaws are typically established with intentions different from addressing homelessness or encampments. Their primary focus is on ensuring the proper use, maintenance, and preservation of public parks and recreational areas. These bylaws are designed to regulate activities within these spaces, such as maintaining public safety, protecting natural environments, and ensuring that the community can enjoy these areas for recreation and leisure. While they play a critical role in managing public spaces, historically the intent of the bylaws does not directly address encampments or shelters.

“The City of Toronto has parks bylaws to regulate, protect, and govern public parks so that everyone can enjoy the park experience equally.” (City of Toronto)

People watch late day sunshine from Riverdale Park East in Toronto on Tuesday, October 19, 2021. THE CANADIAN PRESS (Buhler, 2021)

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Example webpage from City of Victoria for encampments

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City of Guelph news release and current webpage

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The bylaw is not simply a compliance measure Near the end of our special council meeting, I emphasized strongly that we are not criminalizing individuals. Our bylaw officers have been explicitly instructed not to issue citations or tickets. Compliance is not the sole objective; rather, the bylaw empowers officers to act as intermediaries, engaging both the broader community and vulnerable individuals. This approach fosters a more measured and compassionate response, focused on connection rather than displacement. I encouraged residents to trust our frontline workers as they collaborate with community members on the ground.

Working in tandem with community policing and IMPACT, bylaw enforcement officers can help connect individuals to services, support, and safety. In supporting this bylaw, I underscored the importance of our enforcement officers taking this approach—not only upholding regulations but also assisting individuals with dignity. This reflects my belief that we must balance public safety with compassion, recognizing that while maintaining order is essential, doing so with empathy and foresight is equally important in destigmatizing the challenges of visible homelessness.

Ultimately, the Public Space Use Bylaw is a small tool designed to balance the needs of all members of our city. It allows us to manage public spaces in a way that restores conditions for the broader community. My hope moving forward is that members of the public feel compelled, through their own benevolence, to assist when they encounter visible homelessness. Whether it is offering a meal, engaging in conversation, or providing personal help when capacity and conviction allow, discrete acts of kindness—without prideful showmanship—can make a meaningful difference.

Learn more about the City of Guelph’s approach to managing encampments, balancing public safety with compassionate solutions for those experiencing homelessness.

Find out about the services, policies, and resources in place to address this growing issue in our community.

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Canadian Federalism Needs a Refresh: A Call for Unity in Guelph and Across Canada on the Systemic Woes of Our Time I took this picture at AMO, where the ongoing construction of Parliament serves as a stark analogy for the state of homelessness, mental health, and addictions, underscoring the gap in the highest levels of leadership. While efforts like the National Housing Strategy exist, there is still a pressing need for more comprehensive actions—such as convening committees, providing targeted funding, and crafting stronger national strategies that address illegal opioids. Our provinces and municipalities need relevant thought leadership to address these critical issues effectively. Yet, significant gaps remain. (Chew, 2024)

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Cities will learn to live with encampments: Tent cities are here to stay, thanks to increasing support from the courts.

(Wood, 2023, December 28)

This bylaw is just the beginning. As Guelph continues to grow, so must our systems for managing public spaces. While this bylaw was partially created to address encampments, it also represents the City’s acknowledgment that the issue of mental health and addictions is not going away. As Stepan Wood highlighted in his Maclean’s article, “Cities will learn to live with encampments: Tent cities are here to stay, thanks to increasing support from the courts.” I encourage everyone to read his article for a valuable legal perspective on the matter.

By learning from other Canadian cities, we can ensure our approach remains inclusive, compassionate, and effective. Our goal is to maintain parks and open spaces that are safe and welcoming for everyone, with structured guidelines fostering community stewardship while preserving the dignity of all residents.

I believe Guelph is home to some of the most compassionate citizens, and I trust that through ongoing community engagement—whether with residents, business owners, or those experiencing homelessness—we can set a model for other cities, balancing public safety with care and empathy. At the same time, Guelph must work to strengthen trust in authority, which is essential to our rules-based society.

The public conversation surrounding the Public Space Use Bylaw has laid the groundwork for more thoughtful city management, and together, we can develop a thoughtful, inclusive, and sustainable strategy for governing our community, regardless of the political or social climate. I hope to see a generation where our community members receive the physical, mental, and spiritual support they need. I believe we must all share that hope or nothing will change. Just look to the state of our federal politics to magnify our divisions. kenyeechew.ca

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To conclude, cities like Guelph are simply not equipped to fully address homelessness. This is not a new challenge, and experts across Canada acknowledge the gaps in municipal systems. As city councillors, our role is to steward the City’s operational resources, meaning homelessness requires broader, systemic solutions beyond what we can direct our staff to provide. We need upper-tier governments to establish frameworks with legitimacy that address both chronically homeless individuals and those in transition—not solely through enforcement, but with compassionate, comprehensive institutional support.

Our efforts, such as adding Council representation on the County’s now-joint social services committee, partnering with Home for Good to build supportive housing, and committing reserve funds to basic essential needs, are steps in the right direction.

However, these local actions alone cannot solve systemic issues, beyond our desire to help where we can. Countries like Singapore and the Nordic nations have demonstrated success by balancing strict compliance with access to housing, mental health care, and reintegration services. Unlike these nations, we do not have a homogeneous society, and unlike Singapore’s ethnic diversity, our multiculturalism is far more widespread. This means we must work even harder in the cultural and political spheres to find common ground and empower our upper levels of government to act with greater courage.

I recommend reading the following pieces, which offer deeper insights into mental health, homelessness, and the justice system. None of these ideas are new, nor are the recommendations for addressing these critical issues. However, without joint provincial and federal leadership, cities like Guelph will continue to struggle with challenges they are not equipped to handle alone. In the meantime, we must actively participate in these conversations and equip ourselves with better civic literacy to gain clarity on what is happening. It is not enough for only a portion of the population to engage in these crucial discussions—everyone must participate.

The Mentally Ill: How They Became Enmeshed in the Criminal Justice

SELECT COMMITTEE ON MENTAL HEALTH AND ADDICTIONS

System and How We Might Get Them Outi Prepared by the Hon. Mr. Justice Richard D. Schneider

For the Research and Statistics Division

March 2015

This report is a work product, and the findings presented herein are not to be construed as an official Department of Justice Canada position, unless they are designated as such by other authorized documents and the report is posted on the official Department of Justice Canada Web site.

Final Report Navigating the Journey to Wellness: The Comprehensive Mental Health and Addictions Action Plan for Ontarians

2nd Session, 39th Parliament 59 Elizabeth II

050 Councillor Chew Q2 Spring Progress Report

Three pieces of reading I was recommended during a coffee chat with local Guelph mental health advocate Noah Irvine. We discussed the tough conversations that we, as young people, feel are necessary but often overlooked in addressing mental health and homelessness.

The cracks in Canada’s federalism are showing, particularly in how we address these issues.

With divided responsibilities and uncooperative political factions across governments, cities are left struggling with problems they cannot handle alone. Without better coordination, critical services like housing and mental health care will continue to fall through the cracks.

While I do not have all the answers, I am convinced our inability to address these systemic problems stems from a lack of moral alignment. Individual rights often conflict with the collective good, and fear of retribution stifles the bold action needed to confront these challenges in today’s hyper intellectual and media sensationalized society.

Canada’s federalism encampment. The Hamilton Spectator. (Mackay, August 21, 2024). kenyeechew.ca

051

Facilitating conversations on the Zoning Bylaw Amendments for 4-Units Over the past few months, I have met with residents in the Ridgeway and Malvern neighbourhoods to explain the planning process and the upcoming zoning bylaw amendment, which will allow four units “as of right.” This means residents can go through the building permitting process at City Hall without needing rezoning or site plan approval.

Behind the scenes, I have been working with city staff to ensure future building permits align with community expectations and maintain the integrity of the neighbourhood. My focus this summer has been on collaborating with staff to review regulations like parking, landscaping, yard setbacks, and driveway widths and building typologies.

While Guelph values aesthetics and thoughtful design, we must also be realistic about how increased density will reshape our landscape. Change is inevitable, and we need a balanced, forward-thinking approach that is not just based on ideology and emotions. That is why I have been reviewing our regulations, including which building typologies make the most sense for our existing neighbourhood street and block patterns.

My ROLE and duty to you as a City Councillor 1. Balancing contextual needs with city-wide commitments. (HAF + Housing Pledge) 2. Liaising concerns to planning staff, including evaluating neighbourhood memos.

3. Advocating for essential long-range infrastructure improvements and traffic safety.

4. Facilitating dialogue between residents, developers, and the city.

5. Informing residents on the process for planning dispute escalations.

6. Upholding zoning bylaw regulations and considering thoughtful amendments.

View of the lot sizes on Ridgeway Avenue and Oakridge Crecent. (Google maps, 2024).

OAKRI D

GE CRE

RIDGE

052 Councillor Chew Q2 Spring Progress Report

WAY A VE

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Case Study:

N E

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Shaping Community Amidst Societal Change CONTEXT:

Ridgeway-Malvern is a neighbourhood with a long-standing, consistent identity. As the area evolves, the challenge is to accommodate new builds while adapting to the evolving needs and values that have shaped the community for decades.

D

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THE QUESTION:

How do we better integrate Guelphites, from young families and emerging professionals into the fabric of our community? from the neighbours next door, to the neighbourhood associations, Ward 6, the City of Guelph, the Province of Ontario, and Canada as a whole.

Digital Historical Air Photos of the City of Guelph (University of Waterloo Library Geospatial Centre, 1966)

kenyeechew.ca

053

The Future of Large lot neighbourhoods Ridgeway and Malvern presents a unique case study, as the character and tradition of the neighbourhood has remained largely unchanged for decades. Any future changes will require a careful balance between addressing local needs and Guelph’s broader housing challenges. Historically, this neighbourhood—predating its annexation from Puslinch—has always been vibrant and holds deep sentimental value for many residents.

There used to be a frozen rink behind the school board property where kids played hockey—a quintessential Canadian experience! It was a time of unlocked doors and strong community ties. I grew up in such an era, knowing all my neighbours, riding bikes, and crossing the street to visit friends. In many ways, Ridgeway and Malvern have preserved this charm, even as there have been severances, custom homes, and the addition of accessory dwelling units in recent years.

It is encouraging to see the neighbourhood formalizing its community group by establishing an association and holding events similar to those in other Ward 6 communities, like Kortright Hills and Rickson Ridge. These gatherings foster participation and create a culture of dialogue and openness. I deeply respect these efforts, and I would encourage the community to stay physically connected while engaging in broader discussions about its future.

My message to anyone hesitant about change is that we need to examine our intentions and remain open to accommodating more residents—whether they are students, young professionals, or families. Truly dynamic neighbourhoods thrive on an intergenerational mix of demographics and diverse housing options. We must keep this in mind and continue to work constructively as we shape the future. On the City’s end, we must also commit to improving services in the neighbourhoods we ask to accommodate growth.

054 Councillor Chew Q2 Spring Progress Report

Streetview of Ridgeway Avenue (Google maps)

Engaging in conversations head-on and addressing issues The Ridgeway and Malvern residents have been particularly engaged with the City’s zoning changes due to a standalone development application proposing two semidetached homes with accessory dwelling units. Initially, the developer sought to sever the lot into four parcels through the Committee of Adjustment (CoA), but the proposal was rejected following discussions at the meeting. Residents felt the proposed development was excessive for the area, deviating from typical building typologies.

Many of these homes are bungalows, relying on wells and septic systems, and the streets lack sidewalks. Any significant development will need to coordinate with the City to address these infrastructure challenges, concerns that were raised at the CoA. These issues will be addressed through the proper planning and engineering reviews. Our staff are on top of it and I will continue to raise these issues in conversations, for any major development that is visible to our Ward 6 communities.

Ultimately, vision and compromise are essential. I look forward to working with neighbourhoods like Ridgeway-Malvern on broader discussions beyond this single application. Residents expect the City to collaborate with developers and pursue funding for the necessary infrastructure upgrades to support future growth. I am committed to keeping you informed about the planning process, advocating for improvements, and addressing these concerns.

Above all, my goal is to reshape our public planning conversations for better outcomes. While I may be overly optimistic in this climate, as your councillor, I hope these efforts lead to meaningful resolutions and, in the long term, help foster a local culture focused on shared prosperity.

Ken and his sister spending time with neighbourhood kids (Chew, 2003).

kenyeechew.ca

055

Delineation of the legal units Primary Unit with Assessory Dwelling Units

Fourplex typology

Base renderings of the proposed typologies for four units. Prepared by O2 Planning (City of Guelph, 2024).

056 Councillor Chew Q2 Spring Progress Report

Where building up to four units is allowed and where most likely see eligible applications based on the regulations RL.1 and RL.2 lots

UPDATE THIS WORK WILL NOT COME TO COUNCIL ON OCT 8TH UNTIL FURTHER PROVINCIAL DIRECTION As of September 24, 2024, the Province released an Environmental Registry of Ontario (ERO) posting regarding new regulations for additional residential units. In response, planning staff have decided to withdraw the 4-unit recommendation report from the October 8th council planning meeting. The current timeline does not provide sufficient time to update the regulations needed to amend the bylaw for 3-unit developments, which were previously approved by Council. Planning staff will await the final regulations following the consultation period before proceeding with any zoning by-law changes.

The key issue affecting the City’s work at this time is related to lot coverage.

Original base taken from the Considerations of Gentle Density, prepared by O2 Planning (City of Guelph, 2024).

kenyeechew.ca

057

What could thislook looklik l What could this New building typologies being proposed Introduction: Currently typologies allowed 3 Units Main Unit

Eligible 4 Units Typologies Main Unit and ADU

The City completed an update of its Official Plan in 2017 through Official Plan 48. Part of the Plan’s object nclude ensuring the design of new residential developments are respective of and compatible with exist distinct character areas and neighbourhoods in the city. In 2019, the City commenced the comprehensive eview of its zoning by-law. The proposed Zoning By-law permits small multi-unit residential buildings, su as apartment buildings and on-street townhouses, in the low density residential RL.1 and RL.2 zones.

could this look like?

Front Yard

Rear Yard

Front Yard

Rear Yard

This document assists with new three-unit low-rise residential developments in the RL.1 and RL.2 zones o he Zoning By-law.

The following housing options will offer rangeand of high-quality and feasible architectu Main Unit and ADU Maina Unit ADU (2) plans that are cognizant of proposed zoning regulations, existing neighbourhood compatibility, technica ite planning requirements and the need for accessible units in the City. This document also provides ecommendations and rationale for the direction of proposed changes to the new Zoning By-law.

Front Yard

Rear Yard

Front Yard

Rear Yard

Fourplex

4

058

nit in fill Demonstration Plan a onometric (City of Guelph)

Summary of draft regulations Comparing the existing regulations for 3 units to the proposed 4 units Key Regulations

Existing Zoning RL.1

Existing Zoning RL.2

Proposed Fourplex

Proposed ADU – attached

Proposed ADU – separate building

Permitted Uses

Up to 2 ADUs in the main unit or 1 ADU in the main and 1 ADU in a separate building for a total of 3 units on a lot

Up to 2 ADUs in the main unit or 1 in the mainand 1 in a separate building for a total of 3 units on a lot

New: Add Fourplex to both RL.1 and RL.2 to permit a four unit building

Permit up to 3 ADUs attached to primary dwelling for a total of 4 units

Permit up to 2 separate ADUs for a total of 4 units

Minimum lot area Minimum lot frontage Minimum landscaped open space

460m2

275m2

No change

No change

No change

15m

9m

No change

No change

No change

Front yard except for driveway

Front yard except for driveway

No change

No change

No change

0.5m between driveway and lot line

0.5m between driveway and lot line

35% of total lot area Min: 6m Max: 10m Min: 4.5m Max: 10m 1.5m

35% of total lot area Min: 6m Max: 10m Min: 4.5m Max: 10m 1.2m on one side, 0.6m on other side 7.5m or 20% of lot depth, whichever is less 3 storeys

No change

No change

No change

No change

No change

No change

No change

No change

No change

No change

No change

No change

No change

No change

New: A max. height of 6.1m (previously only permitted over a garage) 1 space for primary unit 0 space for 1 ADU 1 space for 2 ADUs 2 space for 3 ADUs (spaces can be stacked) No change

Front Yard Exterior Side Yard Min. Interior Side Yard

Rear yard

Maximum Building Height Min. Parking

Max. Driveway width

7.5m or 20% of lot depth, whichever is less 3 storeys

1 space for the primary unit, 1 space for each ADU (spaces can be stacked) Up to 6.5m wide

1 space for the 3 spaces for 4 units primary unit, 1 space for each ADU (spaces can be stacked) 5.0 to 6.0m No change depending on lot width

1 space for primary unit 0 space for 1 ADU 1 space for 2 ADUs 2 space for 3 ADUs (spaces can be stacked) No change

Taken from Attachement 3 of the Public Meeting Report Gentle Density Four Dwelling Units on a Lot Proposed Zoning By-law Amendment - 2024-140 (City of Guelph, 2024).

View ofCouncillor South Guelph and likely affected neighbourhoods Chew Q2 Spring Progress Report in Ward 6 (Chew, 2022)

kenyeechew.ca

059

Infrastructure and Traffic Advocacy Example of why the city needs to improve alignment with developers

Ward 6 Town Hall Summer Capital Improvements

grad e

ch

an ge

June 17, 2024

Councillor Dominique O’Rourke Councillor Ken Yee Chew Project Engineer Jackie Kay

City Hall, Guelph, ON

Lowes Road frontage pre-development, google street view circa. 2014

2023

2022

grad

e ch

ang

e

Lowes Road frontage conditions post development

Lowes Road storm event July 21, 2023

Case study: Fixing historic ponding on Lowes Road and Dawn Avenue This case highlights the need to prioritize infrastructure funding, such as the Gordon Street Improvements, and streamline service delivery. Councillor O’Rourke and I have been addressing ongoing flooding issues on Lowes Road and Dawn Avenue, caused by stormwater challenges from existing culverts on City right-of-ways serving new subdivisions on former bungalow lots. In June, we held a town hall to discuss City engineering’s strategy. Residents raised concerns about water ponding on Lowes Road, which worsens during heavy rains and flows down Dawn Avenue. While we have coordinated with City engineering to implement temporary fixes, such as pumping water to Gordon Street, we are advocating for long-term stormwater management solutions. The full buildout of the low-impact development outlet at Dawn Avenue is expected by 20302031, though we are working to expedite this timeline amidst competing capital priorities across the city. The first step is to complete the Gordon Street Improvements and evaluate the effectiveness of these upgrades in dealing with flash flood events.

060 Councillor Chew Q2 Spring Progress Report

Working to improve timing for major capital upgrades The Stormwater Management Master Plan, Environmental Impact Assessments, etc.

Prepared for:

The City of Guelph

Stormwater Management Master Plan: Municipal Class Environmental Assessment Final Report

Prepared by:

Aquafor Beech Ltd.

Guelph, Ontario 55 Regal Road Guelph, ON, N1K 1B6 T. 519-224-3740 ex 236 Reference #: 66636 March 2023 Final Report

kenyeechew.ca

061

Advocating for better storm water management, low-impact development, infiltration and runoff 1166-1204 Gordon St. Proposed OP and Zoning By-law Amendments OZS22-007 As an example of how Councillor O’Rourke and I are advocating for better stormwater management (SWM) in developments, we pressed staff during the February council planning meeting to ensure stormwater issues were properly addressed for this approved development and the surrounding neighbourhood. During rezoning or site plan approvals, our planners and engineers typically require hydrogeological assessments from developers to confirm proper infiltration and mitigate impacts on neighbouring areas, especially as we are a groundwater community. However, in the case of the Lowes Road area, there remains a gap in upgrading stormwater outlets within the City’s right-ofway. These issues will be addressed as part of the upcoming Gordon Street improvements.

Additionally, flooding concerns have been identified in the City’s SWM Master Plan.

Rendering of Proposed Stacked Townhouse (Block F) on Gordon St. (MHBC, 2024)

achment-9 Proposed Conceptual Site Plan

==

Site Boundary Development Plan

=

204 0.05ha

=

33 3

Prepared for:

=

4 33

213 0.55ha

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October 17, 2023

reet

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205 0.22ha

FINAL REPORT

n St

Infiltration Gallery 4: Catchment 206, 210, 212, 214 Area = 740 sq. m

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214 0.11ha

334

%

203 0.04ha

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%

Infiltration Gallery 5: Catchment 205, 213 Area = 1000 sq. m

33 4

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Proposed ADS Infiltration Gallery

333.5

215 0.11ha

Infiltration Gallery 7: Catchment 215 Area = 90 sq. m

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33

201 0.19ha

334

! ! ! !

Updated Hydrogeological Proposed Rock Trench Infiltration Gallery Assessment, Proposed Gordon Proposed Bioretention Cell Street Assembly Lands Proposed French Drain Development, Guelph, ON Stormwater Catchment (Post-Development)

Infiltration Gallery 3: Catchment 202 Area = 138 sq. m

33 3.5

202 0.07ha

Infiltration Gallery 1: Catchment 203 Area = 70 sq. m

4817400

Legend

Site Contour (mAMSL)

200 0.07ha

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Hydrogeological Assessment 332.5

Revised: 2023-10-16 By: pmoser

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Proposed Bioretention Cell 161414098 REVA Prepared by PRM on 2023-10-16

Project Location City of Guelph 4817300

333

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4817300

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Halton Regional Mu nic ip a lity

SiteW aContour (mAMSL) terloo

Infiltration Gallery 5: Catchment 205, 213 Area = 1000 sq. m

Technical Review by NS on 2023-10-16

Proposed French Drain

Client/Project

REID’S HERITAGE HOMES LTD.

HYDROGEOLOGICAL ASSESSMENT REPORT Stormwater Catchment (Post-Development) GORDON STREET ASSEMBLY LANDS DEVELOPMENT GUELPH, ON

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Proposed Infiltration Gallery Locations

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Guelph Development Plan Woolwich 7

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Halton Hills

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Guelph 6- 7 Site Boundary 7-24

211 0.08ha

Infiltration Gallery 6: Catchment 208 Area = 258 sq. m

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ee

203 0.04ha

Centre Wellington

Legend

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Infiltration Gallery 9: Catchment 207 Area = 38 sq. m

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40

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STMH TOP=339.30 O/H UTILITIES

3.0m Multi-Use Trail ASPHALT

LOT 5, CONCESSION 8

CUR B

CURB CUT

5.5m

488

93

R18 .0m

5.8m

TSP

SEWER (P1)

TSP

1 STOREY BRICK HOUSE No. 1236

CONCRETE POOL DECK ELEV.=342.70

1.5m

CUT

27.4m

76

10.2

V

V

2.6m 2.3m

1.0m

1.8m

TSP

M.H. 'G' TOP 337.47^(P1) INV 332.04 (P1)

28.8m

5.0m

Landscaped Area

7.0m

UNIT 21

5.0m

23.6m

Fire Route

WATERMAIN 200 mm

2x3 CONCRETE ENCASED BELL DUCTS (P1)

Patio

2.75m

Fire Route

10.0m

Balcony

CURB CUT

O/H UTILITIES

Patio

CONCRETE

O/H UTILITIES

Balcony Balcony

PROPOSED ACCESS EASEMENT

2.75m

6,

W.V.L.C.

10.0m Protected Woodlot Buffer Boundary

Balcony

Balcony

2.75m

T LO

Balcony

SEWER (P1)

2.4m

5.5m

2.0m

1.5m Conc. Sidewalk

Balcony

PLAN

14.6m

Common Amenity Area 1924.1m²

169

RESIDENTIAL

Proposed City Trail

Protected Woodlot Boundary (NRSI, January 24, 2020)

10.0m Protected Woodlot Buffer Boundary

Protected Woodlot Boundary (NRSI, January 24, 2020)

OPEN SPACE BLOCK 3 (1.197ha)

Protected Woodlot Boundary (NRSI, January 24, 2020)

UNIT 12

71505-0464 (LT)

61R-10756

Patio

Balcony

2.75m

1.5m Conc. Sidewalk Landscaped Area

Fire Route

3.4m

1.5m Conc. Sidewalk

UNIT 20

N SIO ES NC CO

UNIT 13

10.0m Protected Woodlot Buffer Boundary

UNIT 15

3.0m Multi-Use Trail

Balcony

Balcony

CURB

CURB CUT

SIDEWALK

200 mm M.H. 'H' TOP 336.21 INV 331.615 (P1)

WATERMAIN

2 X 3 CONCRETE

Balcony

Landscaped Area 1.5m Conc. Sidewalk

2.75m

2.75m

Landscaped Area

5.5m

19.9m

6

18.0m

8

UNIT 16

2

PLAN

Patio

Balcony

Garbage Room Entrance

Common Amenity Area 516.4m²

Sidewalk Connection to Gordon Street Through Adjacent Development

PART

PIN

Patio

2.8m

71505-0447 (LT)

V

46

1,

3.4m

2.4m

2.0m

Patio

W.V.

V

PART

Patio

UP

Balcony

V

UNIT 18

SANITARY

Balcony

Landscaped Area

Building #2

50.1m

PARK BLOCK 2 (0.271ha)

Limit of Underground Parking

Landscaped Area

V

V

Move In Entrance

PIN

Proposed 10 Storey Apartment Building 174 Units

V

UNIT 14

400mm

V

V

UNIT 17

V

V

V

V

V

V

V

V

V

V

V

V

PROPOSED ACCESS EASEMENT

1.5m Conc. Sidewalk

Landscaped Area

Balcony

Primary Entrance (Firefighter Entrance)

m

9.0m

UP

3.4m

V

V

Balcony

V

63 A

5.5m

2.3m

7.4m

2.0m

64

4.0m

6.7m

B

2.4m

Fire Route

V

V

CATCH BASIN TOP=343.85

3.7m

77

83

V

LOT 15

SIDEWALK

TSP

V

Balcony

1.5m Conc. Sidewalk Landscaped Area

V

1.5m Conc. Sidewalk

CURB

V

Balcony

Balcony

V

Common Amenity Area 2550.7m²

V

2.75m

Limit of Underground Parking

V

CATCH BASIN TOP=343.08

3.5m

3.3m

5.5m

4.0m

DAYLIGHT TRIANGLE

V

V

V

V

V

V

V

HYD.

Landscaped Area

57

V

V

APARTMENT BLOCK 1 (1.611ha)

RAMP

R9.

Landscaped Area HYD.

V

UNIT 19

CONCRETE

3.7m

84

BANK

UP

3.3m

6.7m

TOP OF

4.3m

Ramp

1

IN-GROUND SWIMMING POOL

CENTRELINE OF ASPHALT

5.5m

Wind Screen (Typ.)

V

V

Rendering of 1166-1203 Gordon St (MHBC, 2024)

FH

16

PLAN

LOT

HYD.

V

V

V

V

V

V

V

V

V

V

V

PROPOSED MUNICIPAL RIGHT OF WAY (0.238ha)

1.5m Conc. Sidewalk

Future Road Allowance

REGISTERED DRIVEWAY

Patio

B

56

V

V

V

V

V

V

V

V

V

V

5.5m

47

V

CONCRETE PAD ELEV.=344.41

CUT

3.0m Multi-Use Trail

9.0m

4.0m

Patio

A 14

6.7m

24.4m

V

BELL^& CABLE BOXES

SANITARY

3.3m

m

R9.0m

R9.0

DAYLIGHT TRIANGLE

5.5m

V

V

V

15 B

23

5.5m

V

LANSDOWN DR.

.0m

1.0m

CROSSING

3.0m

PEDESTRIAN

VALLEY RD. 3.0m

0.3m

CUR B

FH

CRETE SIDEWALK

N LANE

RETE SIDEWALK

5.8m

9.6m

0.3m 3.0m

Primary Entrance (Firefighter Entrance)

V

5.5m

A

V

V

V

V

V

V

V

V

V

24

- 6359

City

Pro Trai pos ed l

N LANE

3.3m

Building #1

Proposed 10 Storey Apartment Building 151 Units

Wind Screen (Typ.)

Move In Entrance

Wind Screen (Typ.) Garbage Room Entrance

61R

40.3m

Gordon Street looking from Lansdown Drive

32.3m

71505-0448 (LT)

PLAN

Snow Storage

6.0m 3.8m

EDINBURGH ROAD SOUTH

1.0m

3.0m 3.3m

PEDESTRIAN CROSSING

3.3m

4.9m

GORDON ST. 3.3m

6.0m

1,

Balcony

Proposed City Trail

3.0m

0.3m

Ramp

PART

Proposed City Trail

4.3m

Balcony

BUFF ER

30m

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Gordon Street and Lansdown Drive EDINBURGH RD.

Advocating for crossings and road safety along the Gordon Street Corridor by Lansdown Road

1166-1204 Gordon Street Proposed Official Plan and Zoning By-law Amendment OZS22-007 During the discussion on the proposed Official Plan and Zoning By-law Amendment, several neighbours raised concerns about pedestrian safety near Lansdown Drive.

Residents highlighted the heavy pedestrian traffic and the need for improved circulation from Gordon Street onto Lansdowne and the Gordon Townhomes complex. Currently,

planning staff are coordinating with the two adjacent developers to share an entry at the intersection of Edinburgh and Gordon. However, like many residents, I strongly felt this is insufficient. I urged staff during the meeting to seriously consider installing a crossover at Lansdown as part of the Gordon Street Improvements. After all the council-staff

discussions, Councillor Downer introduced a motion to direct staff to conduct a traffic

study to expedite the evaluation of a potential crossover during peak hours. Normally, we

encourage residents to use the City’s service request process for traffic requests, but given the nature of this application and the urgency of the safety concerns, Council felt it was

necessary to intervene directly. As someone who knows firsthand the dangers of this area, having been a former student resident of Solstice 2, I want to extend my thanks to all the neighbours who took the time to reasonably voice your concerns at the meeting.

Planning for traffic circulation in the area and council’s motion for a traffic study

GORDON ST.

NORTH

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GORDON STREET 3.0m Multi-Use Trail

UP

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Patio

SANITARY

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6.7m

18.2m

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Q3 Engagement Snapshots In August, my team, the University of Guelph’s Off-Campus Team, and Why Not Italian worked together to organize a community event at Kortright Plaza, now in its second year. A big thank you to Why Not Italian for their support in making it happen alongside the University. The event was a great opportunity to connect residents and students while supporting local businesses in Ward 6, with small donations going to the Guelph Humane Society. I also attended the Kortright Hills Summer Chill, which gave me another chance to engage with the community. I love supporting neighbourhood events like these and look forward to being involved in more initiatives that strengthen our connections in Ward 6!

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GPS Youth Programs and Events GPS Youth Engagement Program If you are a high school student in Ward 6, this is an excellent opportunity to gain firsthand experience in policing and public service. The program runs from November 5, 2024, to January 21, 2025, and offers 20 volunteer hours, making it an ideal way to get involved and learn more about community safety. Applications are due by October 17th, so do not miss the chance to participate.

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Science, Technology, Engineering, Art, and Mathematics

Co

23 Ptarmigan Drive

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Happening in the Community Room!

Ward 6 residents, especially those with children aged 6 and up, will find this free event to be a great way for kids to explore S.T.E.A.M. Taking place on Friday evenings until December 13, it is a fun and educational opportunity for kids to connect with peers in the community. Perfect opportunity for fun and engaging kinesthetic learning! I wish I had programs like this as a kid. kenyeechew.ca

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Community Planting at Kortright Hills, south of Teal Dr.

SAVE THE DATE Join Trees for Guelph for tree planting along Teal Dr! Bring friends or family, and drop by for as long as you can from 9:30 AM to 12:30 PM. Tools are provided, and demonstrations run continuously, so there is no need to bring anything. Students can also earn volunteer hours—just remember your log sheet.

Annual City-Rotary Hanlon Forest Tree Planting (Chew, 2024)

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Congratulations Cavan Coffee for FIVE YEARS!

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Budget 2025 As we move into the fall, budget deliberations will soon be underway. I will be ramping up engagements to discuss the impacts with you and ensure your voices are heard throughout the process. I can confidently share that key Ward 6 projects, such as the South End Community Centre construction, Orin Reid Splash Pad, and Gordon Street improvements, will not be affected. These capital upgrades remain a priority, and I look forward to hearing your thoughts as we approach these important discussions. Stay tuned for more updates!

Mayoral Direction Resolution Number:

2024 – B2

Date:

February 28, 2024

Subject:

2025 City Budget

In accordance with section 284.16 of the Municipal Act, and section 7 of Ontario Regulation 530/22, the Mayor shall, on or before February 1 of each year, prepare a proposed budget for the City and provide the proposed budget to Council for its consideration.

1. In accordance with section 284.3 of the Act, the Mayor hereby directs the Chief Administrative Officer and City Treasurer to: a. Prepare an update to the adopted 2025 operating and capital budget, for presentation to the Mayor, which has been developed based on the following: b. A total property tax impact of not more than 4%, with the increase apportioned proportionally between the City and local boards and shared service providers based upon the 2024 adopted net expenditure budget. c. A demonstrated connection of budget investments to deliver outcomes approved in the Future Guelph Strategic Plan (2024-2027). d. Adherence to Council-approved financial policies. e. Include a memo outlining the approach used to achieve the tax levy target, including the disclosure of all deferred and/or deprioritized budget investments that were included in the adopted 2025 budget, as well as any associated risks/ impacts resulting from changes to established service levels. f. That staff take into consideration and outline the use of new grants or other funding sources to help to mitigate budget impacts.

2. That staff maintain a multi-year budget outlook with updates as necessary to the 2026-2027 adopted budget and the inclusion of an inflationary 2028 operating budget forecast.

3. Work collaboratively with the Mayor throughout the preparation of the 2025 staff budget update, including monthly briefings.

4. Prepare a memo outlining the costs, proposed funding sources (including sponsorship), and operational impacts of introducing a one-year pilot project for free transit for high school students after 4pm Mon-Fri and on weekends and holidays.

5. The 2025 staff budget update prepared in accordance with this directive will be considered by the Mayor in September 2024, and subsequently issued as the Mayor’s draft budget for public feedback and engagement, inclusive of a summary of any amendments made by the Mayor to the staff budget update.

Upon the completion of the public engagement period, the Mayor may make additional amendments before formally issuing the Mayor’s Budget for Council adoption. The adoption of the City’s budget must occur by the end of December 2024.

6. That the 2025 budget update for local boards and shared service providers be presented to and adopted by Council subsequent to the adoption of the City’s 2025 budget update. The adoption of the local boards and shared services budget must occur by the end of January 2025.

7. Local boards and shared service providers are respectfully asked to submit a 2025 budget update limited to their proportionate share of the not more than 4% net tax levy increase over the 2024 adopted budget. For those organizations already under this target, the intent of this direction is not to encourage budget increases.

Cam Guthrie

Stephen O’Brien

Mayor

General Manager, City Clerk’s Office/City Clerk 519/822-1260 extension 5644 stephen.obrien@guelph.ca

519-837-5643 mayor@guelph.ca

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Let’s connect over coffee!

Schedule now kenyeechew.ca

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UGDSB High School Updates I am pleased to share that the city has officially approved the building permit and site plan approval for the long-awaited construction of the new high school. This project has been a long time coming and will be a significant addition to our growing community, providing much-needed facilities for students and families in Ward 6. I look forward to more updates from the school board as the project moves forward and seeing the positive impact it will have on local education. You can click to read more in the GuelphToday news article and review the UGDSB boundary review report for more information.

Memo PLN:24-15 File Code: B01

Planning Department Memo New Guelph Secondary School Boundary Review – Report 2 To:

Finance and Facilities Committee

From:

Peter Sovran, Director of Education

Prepared by:

Glen Regier, Chief Financial Officer Ruchika Angrish, Manager of Planning

Date:

September 17, 2024

Report Type:

ACTION

Recommendations 1. That Memo PLN 24-15 “New Guelph Secondary School Boundary Review – Report 2” be received.

2. The Board approves the initiation of the boundary review process in accordance with the Board’s School Boundary Review Policy 320 to establish a Grade 9-12 attendance area boundary for the new Guelph secondary school for the 2026-27 school year.

3. The Trustees adopt the timeline for the boundary review as outlined in Section 2.1 of report PLN: 24-15.

Rationale The Board received Ministry funding in March 2018 to facilitate the construction of a new 900-pupil place secondary school in Guelph. Board staff have been working with the City of Guelph for land use approvals required for the construction of the new school.

The new school at the intersection of Victoria Road South and Arkell Road in Guelph is forecasted to open for the 2026/27 school year. It is necessary to establish the 9-12 attendance area boundary for the new school and have a Board decision on a boundary at least a year in advance of the school opening.

A Boundary Review Process provides the structure and process for reviewing the attendance area options for the New Guelph Secondary School.

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NEW GUELPH SECONDARY SCHOOL BOUNDARY REVIEW REPORT 2 Presented to the Board of Trustees Upper Grand District School Board

September 17, 2024

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The proposed new south end high school would be located on the northwest corner of Arkell and Victoria roads

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Thank you for your support.

Stay engaged with the City!

Comment on City projects on haveyoursay.guelph.ca

076 Councillor Chew Q2 Spring Progress Report

Learn more about the Downtown Renewal Program

Downtown Renewal workshop model and concept roll plan (Chew, 2024)

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Image taken from Habitat for Humanity’s presentation to council (Deska, 2024)

KEN YEE CHEW GUELPH CITY COUNCILLOR Representing the Communities of Ward 6