Brighton 2022 Asset Management Plan
Brighton, Ontario
· adopted 2022-06-22
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2022
CORPORATE ASSET
MANAGEMENT PLAN
MUNICIPALITY OF BRIGHTON
© 2022. Municipality of Brighton. All Rights Reserved.
The preparation of this project was carried out with assistance from the Government of Canada and
the Federation of Canadian Municipalities. Notwithstanding this support, the views expressed are the
personal views of the authors, and the Federation of Canadian Municipalities and the Government of
Canada accept no responsibility for them.
Municipality of Brighton | 2022 Corporate Asset Management Plan | i
Executive Summary
Introduction
The Municipality of Brighton provides a range of services to its residents and businesses,
including transportation services on local roads, sidewalks and trails; water and wastewater
services; stormwater management; parks and recreation; fire protection; and municipal
administration services, such as by-law enforcement and development planning.
To deliver these services, the Municipality relies on $416.4 million of infrastructure assets,
including 234 km of roadways, 40 bridges and culverts, 36 km of sidewalks and trails, 159 km of
underground pipes, 6.34 hectares of parks, 20 buildings, and 48 vehicles. This Asset
Management (AM) Plan describes the actions required to manage this portfolio of assets in a
way that supports established service levels, while managing risks and costs. The 2022 AM Plan
focuses on the 10-year period from 2022 to 2031. This AM Plan fulfils the year 2022 and 2024
requirements of Ontario Regulation (O.Reg.) 588/17 Asset Management Planning for Municipal
Infrastructure.
In accordance with the requirements of O.Reg. 588/17, this AM Plan is publicly available on the
Municipality's web site, along with its related background documents, such as condition
assessments.
State of the Infrastructure
As shown in Figure ES-1, 69% ($245 million) of the Municipality's assets are in Fair condition or
better, while 26% of assets are in Poor or Very Poor condition. The condition distribution is
presented by service in Figure ES-2. The Figure shows that assets in Very Poor condition are
primarily in the Transportation, Stormwater, Wastewater and Fire Service. Those assets include
2.55 km (centreline) of roads (mostly paved), four (4) culverts, 386 m of clay stormwater pipe,
and various components at the Harbour St. Sewage Pump Station (SPS) and the Water Pollution
Control Plant (WPCP). In addition, two emergency fire vehicles are in Very Poor condition, and
the self-contained breathing apparatus (SCBA) units, extraction jaws have reached end-of-life,
along with the roof, driers and generator at Fire Station #1 (South).
Municipality of Brighton | 2022 Corporate Asset Management Plan | ii
Figure ES-1: Condition Overview - All Services
Municipality of Brighton | 2022 Corporate Asset Management Plan | iii
Figure ES-2: Condition Distribution by Service
Levels of Service
Formal targets were not set for most metrics for this iteration of the AM Plan. Instead,
performance was reported, and will be monitored to support future target-setting. O.Reg.
588/17 requires proposed targets to be reported in the AM Plans for all services by July 1, 2025.
Key findings from the reported Level of Service (LOS) metrics were as follows:
- For Transportation Service:
o Average road condition ranges from Good to Very Good. Paved roads have an
average Pavement Condition Index (PCI) of 74.7 (Very Good), Surface Treated
roads have and average PCI of 61.3 (Good) and Gravel roads have and average
PCI of 58.4 (Good).
o Load restrictions suggest that there is need to renew Monck St. bridge and Lord
Rd. bridge
- For Stormwater Service:
o 84.2% of 6,596 parcels are resilient to a 100-year storm
Municipality of Brighton | 2022 Corporate Asset Management Plan | iv
o The 2019 Stormwater Master Plan Master Plan (MP) reported on pipes and
ponds that are resilient to a 5-year storm. For a future AM Plan, resiliency data
should be merged into the asset inventory to enable calculation of percentage of
assets (by replacement value) resilient to a 5-year storm. This performance
metric is required by O.Reg. 588/17.
- For Water Service:
o There were no boil water advisories during the previous three years (2018-2020).
o There were four watermain breaks 2019-20, all along an 850m segment of Main
St. west of Ontario St. This indicates a need for replacement.
- For Wastewater Service:
o The system has exceeded Total Ammonia Nitrogen (TAN) limits 4, 5 and 3 months
out of 12 for the years 2018 to 2020, respectively. The Municipality is aware of
the issue, and is working on a design for Lagoon upgrades to address these
exceedances and to provide for future treatment capacity.
o There were two (2) sewer backup incidents in 2020, resulting in a total of 10
connection-hours lost. Sewer backups will continue to be monitored and tracked.
- For Fire Service:
o In 2020, the Fire Service met dispatch and response time targets, but did not
meet chute time target (time when a call is dispatched until the time an
emergency vehicle begins continuous travel to a call). The slow chute time is
likely affected by the time required for volunteer fire fighters to arrive at the
station.
o All equipment meet NFPA standards
- For all Service Areas:
o Percentage of assets in Fair condition or better is reported and sets a benchmark
for future comparison. Values are as follows:
A. Transportation 58%
B. Stormwater
71%
C. Water
87%
D. Wastewater
49%
E. Parks & Recreation
93%
F. Fire Service
75%
G. Health Services
99.7%
H. Municipal Administration 97%
Risk Management Strategy
Table ES-1 shows the risk exposure map associated with renewal needs for all assets. The Table
shows that $11.1 million of the renewal needs are considered to be Very High risk. This includes
the following assets:
- Transportation
o 13 bridges & culverts, including Monck St. bridge and Lord Road bridge, which
have load restrictions
o 401 sign illumination equipment
o One snow plow (2011 International Tandem)
- Stormwater
o 200m of corrugated steel pipe along Applewood Dr., south of Stephen St.
- Wastewater
Municipality of Brighton | 2022 Corporate Asset Management Plan | v
o Process pumps, piping, process HVAC, building generator, exterior doors, Exit
lights and staircase handrail at Harbour St. Sewage Pump Station (SPS)
o Exterior doors, fire detection and sounding device, bypass chamber and berm 1
at the Water Pollution Control Plant (WPCP)
- Fire Service
o 2 emergency vehicles
o 30 of self-contained breathing apparatus (SCBA) units
o Extraction jaws
o Generator, roofing and furnaces at Fire Station #1 - South
- Health Services
o Window and door caulking
Table ES-1: Renewal Risk Exposure - All Services
Total value of assets in 2021 $
$ 416.4
million
Value included in Risk Exposure Table $ 280.7
million
PoF
5
$
0.5
$
0.6
-
$
1.6
$ 0.04
4
$ 16.1
$ 51.3
$ 18.3
$
7.0
$
9.5
3
$ 24.8
$ 12.7
$
5.7
$
4.6
$
7.3
2
$ 18.0
$ 14.6
$
4.2
$
2.7
$
0.9
1
$ 28.8
$ 30.9
$ 16.0
$
4.3
$
0.0
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
Life Cycle Management Strategy
The 10-year expansion, upgrade and renewal needs total $163.2 million across all services. This
includes costs regular updates of growth planning studies, construction of an
overpass/underpass at John Street, construction of a Connecting Link between the Industrial
Park and County Road 64, costs to establish a new water well for the drinking water system,
upgrade of the Harbour St. sewage lift station, construction of a new part and recreation facility,
construction of a new combined fire/ambulance station, and renewal of existing assets across
all services.
Table ES-2: Expansion, Upgrade & Renewal Needs 2022-31, by Service
Service
Expansion &
Upgrade Needs
(2021 $, millions)
Renewal
Needs
(2021 $, millions)
Total Needs
(2021 $, millions)
A - Transportation
6.0
52.7
58.7
Municipality of Brighton | 2022 Corporate Asset Management Plan | vi
Service
Expansion &
Upgrade Needs
(2021 $, millions)
Renewal
Needs
(2021 $, millions)
Total Needs
(2021 $, millions)
B - Stormwater
2.6
8.7
11.3
C - Water
3.5
15.9
19.4
D - Wastewater
12.0
17.5
29.5
E - Parks & Recreation
20.6
3.9
24.5
F - Fire Service
12.0
3.7
15.7
G - Health Services
--
0.4
0.4
H - Municipal
Administration
1.9
1.9
3.8
TOTAL
58.6
104.6
163.2
Table ES-3 shows the operations & maintenance needs by service, along with anticipated
impacts of growth. Based on these O&M needs, the projected operating budget need increases
from $8.98 million for 2022 to $9.41 million for 2031.
Table ES-3: Operations & Maintenance Needs, by Service
Service
2021 Budget
(2021 $/year,
millions)
Needs
associated with
new activities
(2021 $/year,
million)
Needs
associated with
new assets
Description of
Growth
(new assets)
A - Transportation
3.43
$ 9,069 / year
$ 5,214 / year
707 m
(centreline)
roads/year
380 m
sidewalks/year
B - Stormwater
0.29
0.05
(for CCTV
program)
$ 5,634 / year
717 m pipe/year
C - Water
1.00
--
$ 11,346 / year
714 m pipe/year
D - Wastewater
1.11
--
$ 13,526 / year
685 m pipe/year
E - Parks &
Recreation
1.01
--
$3,150 / year
1 ha./year
F - Fire Service
0.75
--
--
--***
G - Health
Services
0.38
--
--
--
Municipality of Brighton | 2022 Corporate Asset Management Plan | vii
Service
2021 Budget
(2021 $/year,
millions)
Needs
associated with
new activities
(2021 $/year,
million)
Needs
associated with
new assets
Description of
Growth
(new assets)
H - Municipal
Administration
0.78***
--
--
--
TOTAL
8.76
0.05
$47,939 / year
Financial Impact
Figure ES-3 shows that for the period 2018-2021. The annual expenditures and budget (black
line) for expansion, upgrade, renewal and O&M activities averaged $18.1 million/year. This
value excludes administrative programs and costs that are not related to assets, such as costs
associated with Council, the Clerk's Department, Economic Development, and Planning. The
Figure also shows that for the next ten years (2022-2031), the average annual expansion,
upgrade, renewal and O&M needs average a combined $25.3 million/year in 2022, increasing to
$25.7 million/year by 2031 due to assumption of growth assets. This yields a funding gap of $7.2
million/year in 2022, increasing to $7.6 million/year by 2031.
Municipality of Brighton | 2022 Corporate Asset Management Plan | viii
Figure ES-3: Forecast Funding Gap 2022-31 - All Services
To close the funding gap, the Municipality may choose to:
- Seek additional revenues, for example, from grants, taxation, user rates or Development
Charges or a stormwater charge
- Seek ways to reduce asset life cycle costs, for example through, the Road Maintenance
Plan that has been identified in the 2021 Strategic Plan Refresh as a strategic priority
- Reduce service level targets (or service level norms, where formal targets have not been
established) to reduce the identified needs.
Municipality of Brighton | 2022 Corporate Asset Management Plan | ix
AM Plan Monitoring
This AM Plan will be reviewed during annual budget planning processes and amended to show:
- Status of expansion, upgrade and renewal needs and projects listed in Section 6
- Updated service level performance for LOS metrics listed in Section 4
- Service level targets as they are established (to be incorporated into Section 4)
The AM Plan will be updated every five years (or more frequently) to ensure it represents the
current service level, asset values, projected operations, maintenance, capital renewal and
replacement, capital upgrade/new and asset disposal expenditures and projected expenditure
values incorporated into the long-term financial plan.
AM Plan Improvement
The following improvements to asset data are recommended to support future iterations of the
AM Plan, as well as to support the planned implementation of a work order management
system:
1. Establish unique asset IDs for each asset.
2. Collect GIS data to enable geo-location and mapping.
3. Conduct stormwater analysis to report on LOS metrics required by O.Reg. 588/17.
4. Collect inventory data and assess condition of Water and Wastewater process
equipment.
5. Establish a centralized listing of AM needs.
Ontario Regulation 588/17 requires proposed levels of service to be reported in an AM Plan
update to be completed by July 1, 2025. To achieve compliance with those requirements, the
AM Plan will need to
- Propose LOS targets for the next 10 years and provide an explanation of why those
proposed LOS targets are appropriate.
- Identify the lifecycle activities that would need to be undertaken to provide the
proposed LOS for each of the next 10 years, based on risk and lowest lifecycle cost
analyses.
- Project annual funding projected to be available to undertake lifecycle activities and the
options examined to maximize the funding projected to be available.
- Identify which lifecycle activities will be funded if there are funding shortfalls, and for
those not funded, identify the risks of not undertaking them.
- Provide an overview of the risks associated with implementation of the AM Plan and any
actions that would be proposed in response to those risks.
Municipality of Brighton | 2022 Corporate Asset Management Plan | x
Table of contents
1
Introduction ............................................................................................................... 16
1.1
Purpose of the Plan .................................................................................................... 16
1.2
Alignment with Regulatory Requirements ................................................................. 16
1.3
Relationship with Other Municipal Documents ......................................................... 17
1.4
Scope ........................................................................................................................... 17
1.5
Asset Management Service Groups ........................................................................... 17
1.6
Assets Not Included .................................................................................................... 19
1.7
Organization of the Document ................................................................................... 19
2
Inventory & Replacement Value ................................................................................. 21
3
State of the Infrastructure .......................................................................................... 25
4
Levels of Service ......................................................................................................... 30
5
Risk Management Strategy ......................................................................................... 41
6
Life Cycle Management Strategy ................................................................................. 45
6.1
Overview of Life Cycle Management .......................................................................... 45
6.2
Forecast Needs - Expansion ....................................................................................... 46
6.3
Forecast Needs - Upgrade.......................................................................................... 53
6.4
Forecast Needs - Renewal .......................................................................................... 55
6.5
Forecast Needs - Operations & Maintenance ........................................................... 56
7
Financial Impact ......................................................................................................... 59
8
AM Plan Monitoring & Improvement .......................................................................... 61
Appendix A
Transportation Service ................................................................................... 64
Appendix B
Stormwater Service ....................................................................................... 86
Appendix C
Water Service .............................................................................................. 101
Appendix D Wastewater Service ..................................................................................... 124
Appendix E
Parks & Recreation Services ......................................................................... 143
Appendix F
Fire Protection Service ................................................................................. 154
Appendix G Health Services ............................................................................................ 164
Appendix H Municipal Administration ............................................................................ 169
Appendix I
Regulatory Compliance ................................................................................ 176
Appendix J
List of Capital Needs 2022-2031 ................................................................... 180
Municipality of Brighton | 2022 Corporate Asset Management Plan | xi
List of Tables
Table ES-1: Renewal Risk Exposure - All Services ........................................................................... v
Table ES-2: Expansion, Upgrade & Renewal Needs 2022-31, by Service ........................................ v
Table ES-3: Operations & Maintenance Needs, by Service ............................................................ vi
Table 2-1: Asset Inventory - All Services ....................................................................................... 21
Table 2-2: Sources of Replacement Value Estimates .................................................................... 23
Table 3-1: Condition Grading Criteria ........................................................................................... 27
Table 3-2: Conversion Table for Condition Grades ...................................................................... 27
Table 3-3: Descriptions Road Condition Scores............................................................................. 28
Table 3-4: Bridge Condition Index scores and Associated Descriptions ....................................... 29
Table 4-1: Levels of Service Framework ........................................................................................ 32
Table 5-1: Renewal Risk Exposure - All Services ........................................................................... 41
Table 5-2: Mapping of Probability of Failure to Condition ............................................................ 42
Table 5-3: Asset Criticality (Consequence of Failure) .................................................................... 43
Table 6-1: Growth Planning Studies .............................................................................................. 48
Table 6-2: Capacity/Expansion Needs ........................................................................................... 49
Table 6-3: Upgrade Needs ............................................................................................................. 53
Table 6-4: Renewal Needs ............................................................................................................. 55
Table 6-5: Operations & Maintenance Needs, by Service............................................................. 57
Table 6-6: Projected Annual Operating Budget Need - All Services ............................................. 58
Table A-1: Transportation Asset Inventory ................................................................................... 64
Table A-2: Road Assets by Surface Type ........................................................................................ 65
Table A-3: Condition Rating Conversion ........................................................................................ 68
Table A-4: Level of Service Metrics for Transportation Service .................................................... 74
Table A-5: Road Assets by Road Class and Surface Type (Lane-km) ............................................. 77
Table A-6: Renewal Risk Exposure - Transportation Service ........................................................ 77
Table A-7: Transportation Service Asset Renewal Practices & Needs to 2031 ............................. 79
Table A-8: Operating Budget Need for Growth Assets - Transportation Service ......................... 82
Table A-9: Projected Annual Operating Budget Need - Transportation Service .......................... 83
Table B-1: Stormwater Service Asset Inventory ............................................................................ 86
Table B-2: Stormwater Pipes by Material...................................................................................... 86
Table B-3: Level of Service Metrics for Stormwater Service ......................................................... 92
Municipality of Brighton | 2022 Corporate Asset Management Plan | xii
Table B-4: Renewal Risk Exposure - Stormwater Service ............................................................. 93
Table B-5: Consequence of Failure Ratings - Stormwater Assets ................................................. 94
Table B-6: Stormwater Service Asset Renewal Practices & Needs to 2031 .................................. 95
Table B-7: Operating Budget Need for Growth Assets - Stormwater Service .............................. 98
Table B-8: Projected Annual Operating Budget Need - Stormwater Service ............................... 98
Table C-1: Water Service Asset Inventory ................................................................................... 101
Table C-2: Watermains by Material ............................................................................................. 102
Table C-3: Technical Level of Service Metrics for Water Service ................................................ 109
Table C-4: Watermain Breaks 2018-2020 .................................................................................... 112
Table C-5: Renewal Risk Exposure - Water Service .................................................................... 114
Table C-6: Water Service Asset Renewal Practices & Needs to 2031 ......................................... 117
Table C-7: Operating Budget Need for Growth Assets - Water Service ..................................... 121
Table C-8: Projected Annual Operating Budget Need - Water Service ...................................... 122
Table D-1: Wastewater Service Asset Inventory ......................................................................... 124
Table D-2: Wastewater Mains by Material ................................................................................. 125
Table D-3: Level of Service Metrics for Wastewater Service ...................................................... 131
Table D-4: Renewal Risk Exposure - Wastewater Service .......................................................... 134
Table D-5: Wastewater Service Asset Renewal Practices & Needs to 2031 ............................... 136
Table D-6: Operating Budget Need for Growth Assets - Wastewater Service ........................... 140
Table D-7: Projected Annual Operating Budget Need - Wastewater Service ............................ 140
Table E-1: Parks & Recreation Asset Inventory .......................................................................... 143
Table E-2: Levels of Service - Parks & Recreation ...................................................................... 147
Table E-3: Renewal Risk Exposure - Parks & Recreation Service ................................................ 148
Table E-4: Parks & Recreation Asset Renewal Practices & Needs to 2031 ................................. 149
Table E-5: Projected Annual Operating Budget Need - Parks & Recreation Service .................. 152
Table F-1: Fire Service Asset Inventory ....................................................................................... 154
Table F-2: Levels of Service - Fire Service ................................................................................... 157
Table F-3: Renewal Risk Exposure - Fire Service ......................................................................... 158
Table F-4: Consequence of Failure Ratings - Fire Service ........................................................... 159
Table F-5: Fire Service Asset Renewal Practices & Needs to 2031 ............................................. 160
Table G-1: Health Services Asset Inventory................................................................................. 164
Table G-2: Levels of Service - Health Services ............................................................................ 166
Municipality of Brighton | 2022 Corporate Asset Management Plan | xiii
Table G-3: Renewal Risk Exposure - Health Services .................................................................. 166
Table H-1: Municipal Administration Asset Inventory ................................................................ 169
Table H-2: Levels of Service - Municipal Administration ............................................................ 171
Table H-3: Renewal Risk Exposure - Municipal Administration ................................................. 171
Table H-4: Municipal Administration Asset Renewal Practices & Needs to 2031 ...................... 172
Table I-1: Compliance with O.Reg. 588/17 (2022 and 2024 Deadlines) ..................................... 176
Table J-1: List of Capital Needs 2022-2031.................................................................................. 180
List of Figures
Figure ES-1: Condition Overview - All Services ............................................................................... ii
Figure ES-2: Condition Distribution by Service ............................................................................... iii
Figure ES-3: Forecast Funding Gap 2022-31 - All Services........................................................... viii
Figure 3-1: Condition Overview - All Services ............................................................................... 25
Figure 3-2: Condition Distribution by Service................................................................................ 26
Figure 4-1: Levels of Service Framework ....................................................................................... 31
Figure 6-1: Conceptual Life Cycle Cost Model ............................................................................... 46
Figure 6-2: Population Growth Forecast ....................................................................................... 47
Figure 7-1: Forecast Funding Gap 2022-31 - All Services ............................................................. 60
Figure A-1: Map of Roads by Surface Type.................................................................................... 66
Figure A-2: Map of Roads by Surface Type - Urban Area ............................................................. 67
Figure A-3: Condition Overview - Transportation Assets ............................................................. 68
Figure A-4: Condition Detail - Roads by Surface Type .................................................................. 69
Figure A-5: Map of Roads by Condition ......................................................................................... 70
Figure A-6: Map of Roads by Condition - Urban Area .................................................................. 71
Figure A-7: Average Age of Assets - Roads by Surface Type ........................................................ 72
Figure A-8: Condition Detail - Transportation Assets (excluding Roads) ..................................... 72
Figure A-9: Average Age of Assets - Transportation Assets (excluding Roads) ............................ 73
Figure A-10: Operating Expenditures 2018-20 and 2021 Budget - Transportation Service ......... 82
Figure A-11: Forecast Funding Gap 2022-31 - Transportation service ......................................... 84
Figure B-1: Map of Stormwater Pipes by Material ........................................................................ 87
Figure B-2: Condition Overview - Stormwater Assets .................................................................. 88
Figure B-3: Condition Detail - Stormwater Pipes by Material ...................................................... 89
Municipality of Brighton | 2022 Corporate Asset Management Plan | xiv
Figure B-5: Map of Stormwater Pipes by Condition ...................................................................... 90
Figure B-6: Condition Detail - Stormwater Assets (excluding Pipes) ............................................ 91
Figure B-7: Average Age of Assets - Stormwater Assets (excluding Pipes) .................................. 91
Figure B-8: Operating Expenditures 2018-20 and 2021 Budget - Stormwater Service ................ 97
Figure B-9: Forecast Funding Gap 2022-31 - Stormwater service ................................................ 99
Figure C-1: Map of Watermains by Material .............................................................................. 103
Figure C-2: Condition Overview - Water Assets ......................................................................... 104
Figure C-3: Condition Detail - Watermains by Material ............................................................. 105
Figure C-4: Map of Watermains by Condition ............................................................................. 106
Figure C-5: Average Age of Assets - Watermains by Material .................................................... 107
Figure C-6: Condition Detail - Water Assets (excluding watermains) ........................................ 108
Figure C-7: Average Age of Assets - Water Assets (excluding watermains) ............................... 108
Figure C-8: Locations of Watermain Breaks 2019-20 .................................................................. 112
Figure C-9: Map of Renewal Risk Exposure - Watermains ......................................................... 115
Figure C-10: Operating Expenditures 2018-20 and 2021 Budget - Water Service ..................... 121
Figure C-11: Forecast Funding Gap 2022-31 - Water service ..................................................... 123
Figure D-1: Map of Wastewater Mains by Material .................................................................... 125
Figure D-2: Condition Overview - Wastewater Assets............................................................... 126
Figure D-3: Condition Detail - Wastewater Mains by Material ................................................. 127
Figure D-4: Map of Wastewater mains by Condition ................................................................. 128
Figure D-5: Average Age of Assets - Wastewater Mains ........................................................... 129
Figure D-6: Condition Detail - Wastewater Vertical Assets, Vehicles and Equipment .............. 129
Figure D-7: Average Age of Assets - Wastewater Vertical Assets, Vehicles and Equipment
130
Figure D-8: Map of Renewal Risk Exposure - Wastewater Mains ............................................. 135
Figure D-9: Operating Expenditures 2018-20 and 2021 Budget - Wastewater Service ............ 139
Figure D-10: Forecast Funding Gap 2022-31 - Wastewater ...................................................... 142
Figure E-1: Condition Overview - Parks & Recreation Assets .................................................... 144
Figure E-2: Condition Detail - Parks & Recreation Assets .......................................................... 145
Figure E-3: Average Age of Assets - Parks & Recreation Assets ................................................ 146
Figure E-4: Operating Expenditures 2018-20 and 2021 Budget - Parks & Recreation
Service ....................................................................................................................... 151
Figure E-5: Forecast Funding Gap 2022-31 - Parks & Recreation .............................................. 153
Municipality of Brighton | 2022 Corporate Asset Management Plan | xv
Figure F-1: Condition Overview - Fire Service Assets ................................................................ 155
Figure F-2: Condition Detail - Fire Service Assets ...................................................................... 155
Figure F-3: Average Age of Assets - Fire Service Assets ............................................................. 156
Figure F-4: Operating Expenditures 2018-20 and 2021 Budget - Fire Service .......................... 162
Figure F-5: Forecast Funding Gap 2022-31 - Fire Service .......................................................... 163
Figure G-1: Condition Distribution - Health Services .................................................................. 165
Figure G-2: Average Age of Assets - Health Services .................................................................. 165
Figure G-3: Operating Actuals & Budget - Health Services......................................................... 167
Figure G-4: Forecast Funding Gap 2022-31 - Health Services .................................................... 168
Figure H-1: Condition Distribution - Municipal Administration ................................................. 170
Figure H-2: Average Age of Assets - Municipal Administration.................................................. 170
Figure H-3: Operating Actuals & Budget - Municipal Administration & Library ........................ 174
Figure H-4: Forecast Funding Gap 2022-31 - Municipal Administration .................................... 175
Municipality of Brighton | 2022 Corporate Asset Management Plan | 16
1 Introduction
The Municipality of Brighton provides a range of services to its residents and businesses,
including transportation services on local roads, sidewalks and trails; water and wastewater
services; stormwater management; parks and recreation; fire protection; and municipal
administration services, such as by-law enforcement and development planning.
To deliver these services, the Municipality relies on $416.4 million of infrastructure assets,
including 234 km of roadways, 40 bridges and culverts, 36 km of sidewalks and trails, 159 km of
underground pipes, 6.34 hectares of parks, 20 buildings, and 48 vehicles.
Historically, the Municipality proactively and responsibly manages its infrastructure portfolio. As
infrastructure ages and demands increase, so will the challenge of ensuring the needs of the
community are effectively met with the limited resources available. This Asset Management
Plan (Plan) seeks to address that concern by providing a framework for considering, prioritizing,
and optimizing asset management efforts, and providing direction for effective management of
the Municipal infrastructure to best achieve established goals and objectives. As an integrated
Plan, it considers the life cycles and needs of all infrastructure assets and classes within the
Plan's scope, providing a sustainable, holistic view of the asset portfolios. The Plan is not only
focused on managing individual assets but considers the condition and performance of
complete asset systems through a systematic, risk-based decision-making process. The resulting
Plan is intended to provide the optimal allocation of resources towards meeting prescribed
goals, objectives, and levels of service.
1.1 Purpose of the Plan
The 2022 Asset Management (AM) Plan is an update to the Municipality's 2013 AM Plan, and
describes the actions required to manage this portfolio of assets in a way that supports
established service levels, while managing risks and costs. The 2022 AM Plan focuses on the 10-
year period from 2022 to 2031, and provides a framework for continuously improving the
Municipality's asset management practices.
1.2 Alignment with Regulatory Requirements
This AM Plan fulfils the year 2022 and 2024 requirements of Ontario Regulation (O.Reg.) 588/17
Asset Management Planning for Municipal Infrastructure made under the Infrastructure for Jobs
and Prosperity Act 2015. O.Reg. 588/17 requires that municipalities develop an AM Plan report
current Levels of Service (LOS) and associated costs for core infrastructure by July 1, 2022, and
for non-core infrastructure by July 1, 2024. Core assets include roads, bridges, and assets used
to deliver water, wastewater and stormwater services; while non-core assets refer to all other
assets. This AM Plan includes both core and non-core assets owned by the Municipality, and
thus satisfies the requirements for 2022 and 2024.
O.Reg. 588/17 further requires that by July 1, 2025, municipalities update their AM Plans to plan
for costs and risks associated with proposed LOS (including core and non-core assets). This AM
Plan provides recommendations for closing data gaps to enable analysis and reporting on
proposed LOS.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 17
In accordance with the requirements of O.Reg. 588/17, this AM Plan is posted on the
Municipality's website, along with related background documents, such as condition
assessments.
1.3 Relationship with Other Municipal Documents
AM Planning is a key tactical (medium term) planning activity that relies on input from strategic
planning activities and informs shorter-term decision-making. The AM Plan provides a
framework to validate the Municipality's budgeting processes and assist in prioritizing work
activities, including capital projects, based on risk. It also discusses levels of service that support
goals in the Municipality's 2021 Strategic Plan and life cycle management strategies intended to
reduce the overall cost of asset ownership.
The AM Plan is intended to be read with other Municipality planning documents, including the
following:
-
Asset Management Policy (2019)
-
Asset Management Strategy Process (2017)
-
Council's Strategic Plan Refresh (2021)
-
Development Charges Background Study (2021)
-
Master Plans, including the Stormwater Master Plan (2019)
-
Road Needs Study (2017)
-
Bridge Inspection Report (2021)
-
Building Condition Assessments (2021)
-
Water and Wastewater Rate Study (2017)
-
Operating and Capital Budgets
-
Tangible Capital Asset (Fixed Asset) Financial Statement
1.4 Scope
This AM Plan includes all assets owned by the Municipality and for which asset data was
available, and provides recommendations for the period 2022-2031, inclusive. Where data gaps
were encountered, recommendations for closing data gaps are provided. This will enable the
Municipality to continually improve its AM Planning capabilities.
1.5 Asset Management Service Groups
This AM Plan includes eight (8) service areas, as follows:
A. Transportation Service
The Municipality's transportation network comprises roads, bridges, culverts, sidewalks,
traffic signals, traffic signs and LED streetlights. A fleet of vehicles support operations
and maintenance, including heavy vehicles and equipment for road maintenance, winter
control vehicles and equipment for roads and sidewalks, light vehicles (primarily pick-up
trucks) for crew transport to inspection and job sites.
The service also relies on two Public Works Buildings, one in the north part of the
Municipality (71 Chatten Road) and one in the south (67 Sharp Road). For storage of
Municipality of Brighton | 2022 Corporate Asset Management Plan | 18
winter maintenance materials, the each facility has a coverall, and the north facility also
has a sand dome.
B. Stormwater Management
The Municipality's stormwater network includes storm sewers, dry ponds, wet ponds,
catch basins and maintenance holes. A streetsweeper is used to remove sand, silt and
other debris from roads before it can accumulate in the stormwater ponds.
C. Water Service
The Municipality provides drinking water to the community of Brighton and Presqu'île
Provincial Park. Water service is provided from two (3) ground water wells, a Water
Treatment Plant (WTP), two (2) Booster Pump Stations (BPS), a sampling station and four
Pressure Reducing Valves (PRV). Network appurtenances include hydrants, valves,
service connections and water meters. Operations and maintenance activities are
enabled by three (3) light vehicles and an array of equipment, such as a leak detector,
confined space equipment and a mower.
D. Wastewater Service
For wastewater services, the Municipality operates and maintains a Water Pollution
Control Plant (WPCP) with three lagoons, two (2) pumping stations, and a collection
system in the community of Brighton. Operations and maintenance activities are
enabled by two (2) light vehicles and an array of equipment, such as a CCTV camera,
confined space equipment and a mower.
E. Parks & Recreation Service
The Municipality provides indoor and outdoor leisure and recreation spaces to its
residents. Indoor spaces include the King Edward Park Arena and Community Centre,
Codrington Community Centre, Hilton Hall and Brighton & District Curling Club. Outdoor
spaces include soccer fields, ball diamonds, pickleball courts, tennis courts, the King
Edward Park arena, an outdoor rink at King Edward Park, a BMX trail outside the
Codrington Community Centre, play structures, splash pads, picnic shelters, a skateboard
park, a dog park, boating docks and a trail system in the urban area. The parks service
also maintains the cemetery grounds.
F. Fire Protection Service
The Municipality provides fire protection throughout the Municipality out of two Fire
Stations, one each in the north and south. The fire service relies on a fleet of eight (8)
emergency vehicles and two (2) light vehicles, along with fire protection equipment,
such as Self-Contained Breathing Apparatuses (SCBA), thermal cameras and extraction
jaws.
G. Health Services
The Municipality owns and maintains the Brighton Health Centre building at 170 Main
St., which is leased to health care providers who support the community's health needs.
In addition, the Municipality recently purchased a single-storey building at 22 Dundas
Street, which serves as a medical office, and is maintained by the tenant. This property
was purchased late in development of the AM Plan, and is not included in this report. It
will be incorporated into a future update of the AM Plan.
H. Municipal Administration
Municipality of Brighton | 2022 Corporate Asset Management Plan | 19
Under Municipal Administration, the AM Plan discusses assets that support the
Municipality's remaining activities and services, such as Council activities, development
planning, economic development, by-law enforcement, human resources, finance, legal
and IT services. These services rely primarily on the Municipal Centre and Library
building for office space. This section also includes all of the organization's IT assets, as
well as two (2) light vehicles, one each to support development planning and by-law
enforcement.
1.6 Assets Not Included
Due to lack of inventory data, this AM Plan does not include the following assets:
- Roadside guiderails and guide cables
- Roadside retaining walls and fences
- Street trees
- Oil/grit separators for stormwater
- Watermain valves
- Wastewater maintenance holes
- Medical office at 22 Dundas St.
These will be discussed in Section 8 as opportunities for improvement for the next iteration of
the AM Plan.
1.7 Organization of the Document
The AM Plan is organized to meet the requirements of Ontario Regulation 588/17 (Current
Levels of Service) and the Province's "Guide for Municipal Asset Management Plans". The
contents of this AM Plan follow the recommended elements of a detailed AM Plan:
- Executive Summary: Summary of AM Plan
- 1 - Introduction: Outlines scope, background information, relationship to other
Municipal documents and plans, and applicable legislation
- 2 - Inventory and Replacement Value: Summarizes the inventory and valuation of the
Municipality's assets by service and asset type.
- 3 - State of the Infrastructure: Summarizes the condition and remaining life of the assets
in the inventory by service and asset type
- 4 - Levels of Service: Defines levels of service through performance indicators, and
presents current performance. Describes external trends or issues that may affect
expected levels of service
- 5 - Life Cycle Management Strategy: Summarizes the asset management strategies (i.e.,
planned actions) that will enable the assets to provide the required levels of service in a
sustainable way, while managing risk, at the lowest lifecycle cost
- 6 - Expenditure Forecasts and Financing Plan: Summarizes the financial planning and
budgeting associated with asset management planning
- 7 - AM Plan Monitoring and Improvement: Summarizes the next steps including
monitoring of AM Plan implementation progress, and improving future iterations of the
Municipality of Brighton | 2022 Corporate Asset Management Plan | 20
AM Plan. Recommended improvements consider the 2025 requirements of Ontario
Regulation 588/17.
The body of the AM Plan includes a general discussion on the relevant topics and provides a
Municipality-wide summary. Details for each of the eight (8) service areas are provided as
appendices and are to be read in conjunction with the general discussion included in the body
of the AM Plan. The appendices are as follows:
- Appendix A - Transportation Service
- Appendix B - Stormwater Service
- Appendix C- Water Service
- Appendix D - Wastewater Service
- Appendix E - Parks & Recreation Service
- Appendix F - Fire Protection Service
- Appendix G - Health Services
- Appendix H - Municipal Administration
Next, Appendix I, demonstrates the AM Plan's compliance with O.Reg. 588/17's requirements
for AM Plans meeting the 2022 deadline for Core assets and 2024 deadline for Non-Core assets,
reporting the Current Levels of Service.
The final appendix, Appendix J, lists the capital needs identified for 2022-2031.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 21
2 Inventory & Replacement Value
The Municipality of Brighton provides transportation, stormwater management, water,
wastewater, parks & recreation, fire protection, health facilities and municipality administration
services to the community. These services rely on a portfolio of assets with an estimated
replacement value of $ 416.4 million (2021 $). The larger categories of assets include:
- $ 172.4 million of roads and bridges
- $ 164.1 million of underground pipes for water, wastewater and stormwater services
- $ 37.8 million of buildings and vertical assets
- $ 11.4 million of vehicles and equipment
Table 2-1 shows a breakdown of the inventory by service and asset type.
Table 2-1: Asset Inventory - All Services
Service
Asset Class
Quantity
Replacement Value
(2021 $, millions)
A - Transportation
$
195.0
Roads
234.3 km (centreline)
$
153.7
Bridges & Culverts
40
$
18.7
Roadside Assets
Signals at 6 locations
980 streetlights
30.9 km of sidewalks
$
11.2
Vehicles &
Equipment
9 light vehicles
7 snow plows
9 maintenance
vehicles
other equipment
$
4.6
Buildings & Facilities
2 Public Works
Facilities
$
6.7*
B - Stormwater
Management
$
63.8
Storm sewer pipes
37.0 km
$
57.7
Appurtenances
291 maintenance holes
667 catch basins
10 ponds, 6 oil-grit
separators
$
5.6
Vehicles
1 street sweeper
$
0.4
C - Water
$
59.7
Watermains
62.8 km
$
52.4
Appurtenances
382 hydrants
4 pressure reducing
$
5.4
Municipality of Brighton | 2022 Corporate Asset Management Plan | 22
Service
Asset Class
Quantity
Replacement Value
(2021 $, millions)
valves
3464 water meters
Vertical Assets
2 booster pumping
stations
3 well pumps
1 water treatment
plant
1 sampling station
$
1.7*
Vehicles and
Equipment
3 light vehicles
other equipment
$
0.2
D - Wastewater
$
58.2
Wastewater Mains
56.2 km
$
54.1
Appurtenances
no data
no data
Vertical Assets
1 water pollution
control plant
1 lift station
$
4.0*
Vehicles and
Equipment
2 light vehicles
other equipment
$
0.1
E - Parks & Recreation
$
21.3
Outdoor Recreation
Assets
9 sports fields / courts
7 play structures
1 splash pad
1 skateboard part
picnic tables and
shelters
5.4 km trails, 7 docks
$
3.9
Vehicles and
Equipment
5 light vehicles
20 units of other
equipment
$
0.6
Buildings
2 community centres
1 arena, 1 curling club
1 heritage building
Parks & Recreation
garage
washrooms at parks
$
16.8*
F - Fire Protection
$
8.8
Emergency
Vehicles and
Equipment
8 vehicles
42 units of equipment
$
5.2
Municipality of Brighton | 2022 Corporate Asset Management Plan | 23
Service
Asset Class
Quantity
Replacement Value
(2021 $, millions)
Light Vehicles and
Other Equipment
2 vehicles
4 units of equipment
$
0.2
Buildings
2 fire stations
$
3.4*
G - Health Facilities
$
5.3
Buildings
1 health centre
$
5.3*
H - Municipal
Administration
$
4.3
IT assets
58 cell phones &
tablets
53 laptop and desktop
computers
22 desktop printers
3 multi-function
printers
corporate systems*
$
0.4
Vehicles
2 vehicles
$
0.1
Buildings
2 buildings
$
3.9*
TOTAL
$
416.4
* Value includes only building systems. No inventory data was available for specialized
equipment within the buildings.
For the AM Plan, the Replacement Value represents the expected cost to replace an asset to the
same functional standard, but with a new version (not aged), and based on current market
conditions and construction standards. Moreover, RV estimates assume that replacements are
conducted as part of large-scale planned capital projects, rather than as individual unplanned
replacements, which would typically be more costly. Table 2-2 lists the sources used for
estimation of replacement values presented in this AM Plan.
Table 2-2: Sources of Replacement Value Estimates
Asset Class
Source of Replacement Value
Roads
Unit costs based on recent procurements
Bridges & Culverts
2021 Bridge Condition Inspection
Roadside Assets
Unit costs based on recent procurements at
similar-sized, Ontario municipalities
Mains, pipes and pipe network
appurtenances
Unit costs from construction cost specialist
Stormwater ponds
Staff estimates based on recent
procurements
Municipality of Brighton | 2022 Corporate Asset Management Plan | 24
Asset Class
Source of Replacement Value
Outdoor Recreation Assets
Staff estimates based on recent
procurements
IT assets
Corporate systems: TCA data inflated to
2021
Other assets: Staff estimates
Vehicles & Equipment
Staff estimates based on recent
procurements
Buildings & Vertical Assets
2021 Building Condition Assessment
Process equipment values based on
estimates
Municipality of Brighton | 2022 Corporate Asset Management Plan | 25
3 State of the Infrastructure
Of the assets whose replacement value and condition are known, 69% ($245 million) of the
Municipality's assets are in Fair condition or better, while 26% of assets are in Poor or Very Poor
condition. Five percent (5%) of the assets are of unknown condition, due to lack of observed
condition data and lack of age (installation year) data. Figure 3-1 shows the condition
distribution of the Municipality's asset portfolio.
Figure 3-1: Condition Overview - All Services
The condition distribution is presented by service in Figure 3-2. The Figure shows that assets in
Very Poor condition are primarily in the Transportation, Stormwater, Wastewater and Fire
Service. Those assets include 2.55 km (centreline) of roads (mostly paved), four (4) culverts, 386
m of clay stormwater pipe, and various building components at the Harbour St. Sewage Pump
Station (SPS) and the Water Pollution Control Plant (WPCP). In addition, two emergency fire
vehicles are in Very Poor condition, and the self-contained breathing apparatus (SCBA) units,
extraction jaws have reached end-of-life, along with the roof, driers and generator at Fire
Station #1 (South).
Assets with unknown condition include 17.3 km (centreline) of road, 1.3 km of stormwater pipe,
stormwater appurtenances (maintenance holes, catch basins, oil-grit separators), water meters
and pressure reducing valve (PRV) chambers, and IT end-user devices.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 26
Figure 3-2: Condition Distribution by Service
For this AM plan, condition assessment data was incorporated where available, specifically for:
- Roads (2017 Roads Needs Study)
- Bridges and culverts (2021 Bridge Condition Inspection), and
- Buildings (2021 Building Condition Assessment).
For the remaining assets, staff input and asset age were used to estimate consumption and
remaining life.
To standardize the condition ratings across asset classes, the International Infrastructure
Management Manual's (IIMM) five-point condition scale is applied. As shown in Table 3-1, asset
condition was rated from Very Good (VG) to Very Poor (VP), in accordance with the criteria
listed.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 27
Table 3-1: Condition Grading Criteria
Grade
Description
Condition Criteria
VG
Very Good
Asset is physically sound and is performing its function as originally
intended. Required maintenance costs are well within standards &
norms. Typically, asset is new or recently rehabilitated.
G
Good
Asset is physically sound and is performing its function as originally
intended. Required maintenance costs are within acceptable standards
and norms but are increasing. Typically, asset has been used for some
time but is within mid-stage of its expected life.
F
Fair
Asset is showing signs of deterioration and is performing at a lower level
than originally intended. Some components of the asset are becoming
physically deficient. Required maintenance costs exceed acceptable
standards and norms and are increasing. Typically, asset has been used
for a long time and is within the later stage of its expected life.
P
Poor
Asset is showing significant signs of deterioration and is performing to a
much lower level than originally intended. A major portion of the asset is
physically deficient. Required maintenance costs significantly exceed
acceptable standards and norms. Typically, asset is approaching the end
of its expected life.
VP
Very Poor
Asset is physically unsound and/or not performing as originally intended.
Asset has higher probability of failure or failure is imminent. Maintenance
costs are unacceptable, and rehabilitation is not cost effective.
Replacement / major refurbishment is required.
Table 3-2 shows how the five-point scores from VG to VP were determined from the asset data
available, specifically remaining useful life and other condition scoring systems, such as
Pavement Condition Index (PCI) and Bridge Condition Index (BCI). Descriptions of condition
scores for roads and bridges are provided in Tables 3-3 and 3-4, respectively.
For buildings, the Building Condition Assessment (BCA) scored condition using the five-point VG-
VP scale, so the BCA data did not require conversion.
Table 3-2: Conversion Table for Condition Grades
Condition
Grade
% Remaining
Useful Life
(all asset types)
Pavement Condition
Index (roads only, if
available)
Bridge Condition
Index (bridges &
culverts only)
Very Good
80 - 100%
80.0 - 100.0
90 - 100
Good
60 - 79%
60.0 - 79.9
80 - 89
Fair
40 - 59%
40.0 - 59.9
65 - 79
Poor
20 - 39%
20.0 - 39.9
40 - 64
Very Poor
< 19%
< 19.9
< 39
Municipality of Brighton | 2022 Corporate Asset Management Plan | 28
Table 3-3: Descriptions Road Condition Scores
Scale
Scale
Pavement
Condition
Index
Asphalt or Surface Treated
Roads
Gravel Roads
Very
Good
1
80 - 100
The road segment is relatively
new, or recently
reconstructed. There are no
visible cracks and no
structural issues. The ride is
smooth.
Excellent surface condition
and ride.
Excellent drainage. Dust
controlled.
No Distress.
Good
2
60 - 79
The road segment is starting
to exhibit few, if any, signs of
surface deterioration, random
cracks, and rutting. The ride is
relatively smooth.
Good crown and drainage
throughout. Dust under dry
conditions.
Moderate loose aggregate.
Slight washboarding.
Fair
3
40 - 59
The road segment is
exhibiting signs of surface
deterioration, random cracks,
rutting, and some patching of
surface defects. The ride is
becoming rough.
Good crown (3" - 6"). Ditches
present on more than 50% of
roadway. Some culvert
cleaning needed.
Some loose aggregate (2"
deep). Moderate
washboarding (1" - 2"), over
10% - 25% of the area.
Moderate dust, partial
obstruction of vision. No or
slight rutting (<1" deep). An
occasional pothole (<2"
deep).
Poor
4
20 - 49
The road segment shows
signs of deterioration, cracks,
rutting, and patching of
surface defects that occurs
over 50 percent of the
surface. Some structural
issues are starting to show.
The ride is uncomfortable.
Little or no roadway crown
(<3").
Adequate ditches on less than
50% of roadway, with
portions of the ditches filled,
overgrown and/or show
erosion.
Culverts partially full of
debris.
Severe loose aggregate (> 4").
Some areas (25%) with little
or no aggregate.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 29
Scale
Scale
Pavement
Condition
Index
Asphalt or Surface Treated
Roads
Gravel Roads
Moderate to severe
washboarding (>3" deep) over
25% of area.
Moderate rutting (l" - 3")
and/or moderate potholes (2"
- 4"), over 10% - 25% of area.
Very
Poor
5
0 - 19
The road segment is reaching
the end of its useful life.
There are significant
structural issues with large
visible cracks, rutting and
patching surface defects that
occurs over 75 percent of the
surface. The road is difficult to
drive at the posted speed
limit.
No roadway crown or road is
bowl shaped with extensive
ponding.
Little if any ditching. Filled or
damaged culverts.
Many areas (over 25%) with
little or no aggregate. Severe
rutting (>3" deep) and/or
severe potholes (>4" deep),
over 25% of areas
Table 3-4: Bridge Condition Index scores and Associated Descriptions
Scale
Bridge
Condition
Index
Description
Very
Good
90 - 100
Structure condition is as constructed, with no visible deterioration
Good
80 - 89
Minor defects are visible, but these do not affect overall performance
and would not normally trigger remedial action. E.g. Light corrosion,
light scaling, narrow cracks in concrete.
Fair
65 - 79
Medium defects are visible and may trigger preventive maintenance and
remedial action. E.g. Medium corrosion with up to 5% section loss,
medium cracks in concrete.
Poor
40 - 64
Medium defects are visible, requiring. E.g. Medium corrosion with up to
10% section loss, medium cracks in concrete.
Very
Poor
0 - 39
Severe defects are visible, affecting the overall performance of the
structure. E.g. severe corrosion with over 10% section loss, spalling,
delamination.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 30
4 Levels of Service
Levels of Service (LOS) are statements that describe the outputs and objectives the Municipality
intends to deliver to its citizens, businesses, and other stakeholders. Developing, monitoring and
reporting on LOS are all integral parts of an overall performance management program which is
aimed at improving service delivery and demonstrating accountability to the Municipality's
stakeholders.
In general, LOS are guided by a combination of customer expectations, legislative requirements,
and internal guidelines, policies, and procedures. In many cases, LOS are also implied based on
past service delivery, community expectations, and infrastructure system design. Effective asset
management requires that LOS be formalized and supported through a framework of
performance measures, targets, and timeframes to achieve targets, and that the costs to deliver
the documented LOS be understood.
Figure 4-1 shows that Corporate LOS commitments, along with the legislated LOS referenced by
them, drive the definition of more specific Community LOS. Community LOS can be categorized
as relating to one of the following service attributes:
- Capacity & Use: Assessing whether services have enough capacity and are accessible to
the customers
- Function: Assessing whether services meet customer needs while limiting health, safety,
security, natural, environmental and heritage impacts
- Quality: Assessing whether services are reliable and responsive to customers
- Affordability: Assessing whether services are affordable and provided at the lowest cost
for both current and future customers
Community LOS are in turn are translated into Technical LOS, where Capacity & Use LOS drive
assessment of the Growth needs; Function LOS drive assessment of Upgrade needs; Quality LOS
drive assessment of renewal, operations and maintenance needs; and Affordability LOS drive
assessment of Financial Sustainability needs. The risks of not failing to achieve the defined
Community and Technical LOS are assessed, and life cycle activities are prioritized to address
those risks. Life cycle activities may include expansion, upgrade, renewal, maintenance or
operational activities, depending on the category of LOS to be addressed. The nature of the life
cycle activity determines whether it should be funded as capital of operating, as well as eligible
funding sources. As shown in the figure, even after the life cycle intervention, some residual risk
may remain.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 31
Figure 4-1: Levels of Service Framework
Table 4-1 lists the LOS metrics and current performance for each service. These will then drive
the Risk and Life Cycle Management Strategies of this AM Plan. Levels of service targets
(standards) are listed for some LOS for the Fire Service; however, for the services, current
performance is reported only. It is expected that the Municipality monitor performance, to
support future target-setting. O.Reg. 588/17 requires proposed targets to be reported in the AM
Plans for all services by July 1, 2025.
Although there are few formal targets for most metrics, the following conclusions can be drawn
from Table 4-1:
- For Transportation Service:
o Average road condition ranges from Good to Very Good. Paved roads have an
average Pavement Condition Index (PCI) of 74.7 (Very Good), Surface Treated
roads have and average PCI of 61.3 (Good) and Gravel roads have and average
PCI of 58.4 (Good).
o Load restrictions suggest that there is need to renew Monck St. bridge and Lord
Rd. bridge
- For Stormwater Service:
o 84.2% of 6,596 parcels are resilient to a 100-year storm
o The 2019 Stormwater Master Plan Master Plan (MP) reported on pipes and
ponds that are resilient to a 5-year storm. For a future AM Plan, resiliency data
should be merged into the asset inventory to enable calculation of percentage of
assets (by replacement value) resilient to a 5-year storm. This performance
metric is required by O.Reg. 588/17.
- For Water Service:
o There were no boil water advisories during the previous three years (2018-2020).
Municipality of Brighton | 2022 Corporate Asset Management Plan | 32
o There were four watermain breaks 2019-20, all along an 850m segment of Main
St. west of Ontario St. This indicates a need for replacement.
- For Wastewater Service:
o The system has exceeded Total Ammonia Nitrogen (TAN) limits 4, 5 and 3 months
out of 12 for the years 2018 to 2020, respectively. The Municipality is aware of
the issue, and is working on a design for Lagoon upgrades to address these
exceedances and to provide for future treatment capacity.
o In 2020, there were two (2) sewer backup incidents in 2020 (one on Loyalist Dr.
and one on Harbour St.), resulting in a total of 10 connection-hours lost. Sewer
backups will continue to be monitored.
- For Fire Service:
o In 2020, the Fire Service met dispatch and response time targets, but did not
meet chute time target (time when a call is dispatched until the time an
emergency vehicle begins continuous travel to a call). The slow chute time is
likely affected by the time required for volunteer fire fighters to arrive at the
station.
o All equipment meet NFPA standards
- For all Service Areas:
o Percentage of assets in Fair condition or better is reported and sets a benchmark
for future comparison. Values are as follows:
A. Transportation 58%
B. Stormwater
71%
C. Water
87%
D. Wastewater
49%
E. Parks & Recreation
93%
F. Fire Service
75%
G. Health Services
99.7%
H. Municipal Administration 97%
Table 4-1: Levels of Service Framework
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
A -
Transportation
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Description, which may
include maps, of the road
network in the municipality
and its level of connectivity.*
See Section A.1 for
description and maps of the
Municipality's road network.
A -
Transportation
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Number of lane-km of each
of arterial roads, collector
roads and local roads as a
proportion of km2 of land
area of the municipality.*
Number of Lane-km / km2
-
Local Roads: 1.86
-
Rural Highways: 0.03
-
Collectors: 0.09
-
Arterials: 0.08
For details, see Table A-5.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 33
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
A -
Transportation
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Description of the traffic that
is supported by municipal
bridges (e.g., heavy transport
vehicles, motor vehicles,
emergency vehicles,
pedestrians, cyclists).*
The Municipality has 6
bridges and 34 culverts. With
the exception of 2 bridges
with load restrictions, these
structures support motor
vehicles, including heavy
transport and emergency
vehicles.
A -
Transportation
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Percentage of bridges in the
municipality with loading or
dimensional restrictions.*
33%
(2 of the 6 bridges have
load restrictions:
Monck St. Bridge
Lord Rd. Bridge)
A -
Transportation
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
% sidewalks 1.5m wide
Data not available
(Performance to be
reported in future AM Plan)
A -
Transportation
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Length of sidewalks
with tactile plates
Data not available
(Performance to be
reported in future AM Plan)
A -
Transportation
Quality: Services
are reliable and
responsive to
customers
Description or images that
illustrate the different levels
of road class pavement
condition.*
See Table 3-3.
A -
Transportation
Quality: Services
are reliable and
responsive to
customers
Description or images of the
condition of bridges and how
this would affect use of the
bridges.*
See Table 3-4.
A -
Transportation
Quality: Services
are reliable and
responsive to
customers
For paved roads in the
municipality, the average
pavement condition index
value.*
Paved:
74.7 (Very Good)
Surface Treated:
61.3 (Good)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 34
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
A -
Transportation
Quality: Services
are reliable and
responsive to
customers
For unpaved roads in the
municipality, the average
surface condition (e.g.,
excellent, good, fair or
poor).*
58.4 (Good)
A -
Transportation
Quality: Services
are reliable and
responsive to
customers
For bridges in the
municipality, the average
bridge condition index
value.*
71.0 (Good)
A -
Transportation
Quality: Services
are reliable and
responsive to
customers
For structural culverts in the
municipality, the average
bridge condition index
value.*
64.2 (Good)
A -
Transportation
Quality: Services
are reliable and
responsive to
customers
% of assets in Fair condition
or better
58%
B - Stormwater
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Description, which may
include maps, of the user
groups or areas of the
municipality that are
protected from flooding,
including the extent of the
protection provided by the
municipal stormwater
management system.*
Stormwater pipes have been
installed in the urban area,
as shown in Figure B-1.
In the rural areas, drainage is
supported by roadside
ditches.
B - Stormwater
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Percentage of properties in
municipality resilient to a
100-year storm*
84.2% of 6,596 parcels are
resilient to a 100-year storm
B - Stormwater
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Percentage of the municipal
stormwater management
system resilient to a 5-year
storm*
Data not available
Municipality of Brighton | 2022 Corporate Asset Management Plan | 35
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
B - Stormwater
Quality: Services
are reliable and
responsive to
customers
Percentage of assets in fair
or better condition
71%
C - Water
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Description, which may
include maps, of the user
groups or areas of the
municipality that are
connected to the municipal
water system.*
See Section C.1 for
description and maps.
C - Water
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Description, which may
include maps, of the user
groups or areas of the
municipality that have fire
flow.*
For this AM Plan, properties
with access to a fire hydrant
are assumed to have fire
flow. For future AM Plans,
the Water Model will be
used to estimate fire flow.
C - Water
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Percentage of properties
connected to the municipal
water system*
53%
(3,280 connections
/ 6,216 properties)
C - Water
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Percentage of properties
where fire flow is available*
57%
(3,533 / 6,216 properties
with access to fire hydrants)
C - Water
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
The number of connection-
days per year where a boil
water advisory notice is in
place compared to the total
number of properties
connected to the municipal
water system.*
No boil water advisories
for at least the
past 3 years
(2018-2020)
C - Water
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Description of service
interruptions due to boil
water advisories.*
N/A - no boil water
advisories
Municipality of Brighton | 2022 Corporate Asset Management Plan | 36
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
C - Water
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Number of complaints due
to issues originating from
Municipality's water system
(issues originating from
customer's assets or
appliances are not included)
2020: none
2019: none
2018: 1 complaint
(low pressure caused by
power outage at Dundas
Street booster pump)
C - Water
Quality: Services
are reliable and
responsive to
customers
The number of connection-
days per year due to water
main breaks compared to
the total number of
properties connected to the
municipal water system.*
2020:
0.036 connection-days
lost / customer
2019:
0.008 connection-days
lost / customer
2018:
no breaks
C - Water
Quality: Services
are reliable and
responsive to
customers
Description of service
interruptions due to
watermain breaks.*
See Table C-4, Figure C-8 and
accompanying text in Section
C.3.
C - Water
Quality: Services
are reliable and
responsive to
customers
Percentage of assets in fair
or better condition
93%*
D -
Wastewater
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Description, which may
include maps, of the user
groups or areas of the
municipality that are
connected to the municipal
wastewater system.*
See Section D.1 for
description and maps.
D -
Wastewater
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Percentage of properties
connected to the municipal
wastewater system.*
53%
(3,280 connections
/ 6,216 properties)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 37
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
D -
Wastewater
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
The number of effluent
violations per year due to
wastewater discharge
compared to the total
number of properties
connected to the municipal
wastewater system*
Number of violations:
2021: 5 (Jan-Jun)
2020: 3
2019: 5
2018: 4
As a ratio of 6,216
connections:
2021: 0.016
(extrapolated)
2020: 0.005
2019: 0.008
2018: 0.006
D -
Wastewater
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Description of how
combined sewers in the
municipal wastewater
system are designed with
overflow structures in place
which allow overflow during
storm events to prevent
backups into homes.*
N/A - wastewater and
stormwater sewers are not
combined
D -
Wastewater
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Description of the frequency
and volume of overflows in
combined sewers in the
municipal wastewater
system that occur in
habitable areas or beaches.*
N/A
D -
Wastewater
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Description of how
stormwater can get into
sanitary sewers in the
municipal wastewater
system, causing sewage to
overflow into streets or
backup into homes.*
Inflow and infiltration
Municipality of Brighton | 2022 Corporate Asset Management Plan | 38
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
D -
Wastewater
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Description of how sanitary
sewers in the municipal
wastewater system are
designed to be resilient to
avoid events described in the
item above.*
See Municipality's
engineering standards.
D -
Wastewater
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Description of the effluent
that is discharged from
sewage treatment plants in
the municipal wastewater
system.*
In accordance with
Environmental Compliance
Approval for the Water
Pollution Control Plant.
D -
Wastewater
Quality: Services
are reliable and
responsive to
customers
The number of connection-
days per year due to
wastewater backups
compared to the total
number of properties
connected to the municipal
wastewater system*
0.0003 connection-days lost
/ year / connection
(2 connection-days lost for
6216 connections in 2020)
D -
Wastewater
Quality: Services
are reliable and
responsive to
customers
Percentage of assets in fair
or better condition
49%
E - Parks &
Recreation
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Hectares of parkland
per resident
6.34 hectares
E - Parks &
Recreation
Capacity and Use:
Services have
enough capacity
and are accessible
to everyone
Number of residents
per recreation buildings
2,369 people/building
11,844 pop (2016) /
5 community buildings
Municipality of Brighton | 2022 Corporate Asset Management Plan | 39
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
E - Parks &
Recreation
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Number of safety incidents
related to indoor recreation
assets
2-3 incidents per year
E - Parks &
Recreation
Function: Services
meet customer
needs while
limiting impacts to
health, safety,
security, nature
and heritage
Number of safety incidents
related to outdoor
recreation assets
1-2 incidents per year
E - Parks &
Recreation
Quality: Services
are reliable and
responsive to
customers
Number of customer
complaints related to parks
and recreation assets
6-8 complaints per year
E - Parks &
Recreation
Quality: Services
are reliable and
responsive to
customers
Percentage of assets in fair
or better condition
93%
F - Fire
Protection
Capacity and
Use: Services
have enough
capacity and are
accessible to
everyone
Average dispatch time
(target is 90 sec)
2020 results:
66 seconds
(meets standard)
F - Fire
Protection
Capacity and
Use: Services
have enough
capacity and are
accessible to
everyone
Average chute time
(standard is 2 minutes)
2020 results:
4:29
(does not meet standard)
F - Fire
Protection
Capacity and
Use: Services
have enough
capacity and are
accessible to
everyone
Average response time
(standard is 10 minutes)
2020 results:
9:58
(meets standard)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 40
Service
Service Attributes
Community & Technical
Levels of Service
Current Performance
F - Fire
Protection
Function:
Services meet
customer needs
while limiting
impacts to health,
safety, security,
nature and
heritage
Equipment meets
NFPA standards
100%
F - Fire
Protection
Quality: Services
are reliable and
responsive to
customers
Percentage of assets in fair
or better condition
75%
G - Health
Services
Quality: Services
are reliable and
responsive to
customers
Percentage of assets in fair
or better condition
99.7%
H - Municipal
Administration
Quality: Services
are reliable and
responsive to
customers
Percentage of assets in fair
or better condition
96.5%
* Indicates that the metric is required by O.Reg. 588/17 to be reported in the AM Plan.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 41
5 Risk Management Strategy
Risk exposure associated with renewal needs are shown in Table 5-1 for all services. For bridges
and culverts, the table lists the cost of repairs for the AM Plan period, 2022-31. Similarly, for
buildings, the table lists the cost of repairs recommended within 2022-31; however, building
repair costs of $5,000 or less are excluded, because these will be addressed through regular
maintenance activities. For all other asset types, the table lists the full replacement value of the
asset in the appropriate cell, based on Probability of Failure (condition) and Consequence of
Failure. This reflects the assumption that the risk would be mitigated by replacement of the
asset.
Table 5-1: Renewal Risk Exposure - All Services
Total value of assets in 2021 $
$ 416.4
million
Value included in Risk Exposure
Table
$ 280.7
million
PoF
5
$ 0.5
$ 0.6
-
$ 1.6
$ 0.04
4
$ 16.1
$ 51.3
$ 18.3
$ 7.0
$ 9.5
3
$ 24.8
$ 12.7
$ 5.7
$ 4.6
$ 7.3
2
$ 18.0
$ 14.6
$ 4.2
$ 2.7
$ 0.9
1
$ 28.8
$ 30.9
$ 16.0
$ 4.3
$ 0.0
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
The Table shows that $11.1 million of the renewal needs are considered to be Very High risk.
This includes the following assets:
- Transportation
o 13 bridges & culverts, including Monck St. bridge and Lord Rd. bridge, which have
load restrictions
o 401 sign illumination equipment
o One snow plow 2011 International Tandem
- Stormwater
o 200m of corrugated steel pipe along Applewood Dr., south of Stephen St.
- Wastewater
o Process pumps, piping, process HVAC, building generator, exterior doors, Exit
lights and staircase handrail at Harbour St. Sewage Pump Station (SPS)
o Exterior doors, fire detection and sounding device, bypass chamber and berm 1
at the Water Pollution Control Plant (WPCP)
- Fire Service
o 2 emergency vehicles
Municipality of Brighton | 2022 Corporate Asset Management Plan | 42
o 30 of self-contained breathing apparatus (SCBA) units
o Extraction jaws
o Generator, roofing and furnaces at Fire Station #1 - South
- Health Services
o Window and door caulking
The probability of physical failure was determined based on condition. Specifically, the five-
point condition scale is mapped to the five-point Probability of Failure (PoF) scale shown in
Table 5-2.
Table 5-2: Mapping of Probability of Failure to Condition
Probability
of Failure
(PoF)
PoF
Rating
Event-Based Failure Description
Corresponding
Condition Rating
Rare
1
An occurrence / situation is not likely to occur
within 10 years
Very Good
Unlikely
2
An occurrence / situation is not likely to occur
within 5 years but possibly within 10 years
Good
Possible
3
An occurrence / situation might occur
within 5 years
Fair
Likely
4
An occurrence / situation might occur
within 2 years
Poor
Certain
5
An occurrence / situation that is happening or
imminent and / or will probably occur
within 1 year
Very Poor
Asset criticality, or Consequence of Failure (CoF), is also rated on a five-point scale based on the
importance of an asset to the Municipality's delivery of services or, in technical terms, the
potential consequences of the asset failing and therefore failing to provide the required service
levels. Asset criticality is determined based on the degree to which the failure of the asset
would impact the following considerations:
-
Financial impact considerations such as asset replacement cost, damages to
Municipality or private property and infrastructure, loss of revenue, and fines
-
Health & Safety considerations such as degree and extent of injury, from negligible
injuries to loss of life
-
Availability and Reliability of service delivery, such as disruption of non-essential
service to widespread and long-term disruption of essential service
-
Environmental considerations, such as length and extent of damages to the natural
environment.
-
Reputational considerations, such as negative media coverage.
Table 5-3 lists the asset criticality profiles for the four considerations above. For each asset, the
criticality is assessed against the four considerations, and the highest criticality rating is assigned
as the asset's overall CoF, which is used to determine the Risk Exposure in Figure 5-1.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 43
Table 5-3: Asset Criticality (Consequence of Failure)
Consequence
Categories
CoF = 1
Insignificant
CoF = 2
Minor
CoF = 3
Moderate
CoF = 4
Major
CoF = 5
Catastrophic
Financial
Damages,
losses
(including 3rd
party) or
fines of < $1k
Damages,
losses
(including 3rd
party) or fines
from
$1k to $5k
Damages,
losses
(including 3rd
party) or fines
from
$5k to $25k
Damages,
losses
(including 3rd
party) or fines
from
$25k to 100k
Damages,
losses
(including 3rd
party) or fines
> $100k
Health &
Safety
No obvious
potential for
injury or
affects to
health.
Potential for
minor injury or
affects to
health of an
individual.
Full recovery is
expected; or
minor medical
attention may
be required
Potential for
serious injury
or affects to
health. May
affect many
individuals and
/ or result in
short-term
disability; or
hospitalization
may be
required for a
short period of
time.
Potential for
serious injury
or affects to
health of one
or more
individuals
with a
possibility of
loss of a life
and the
certainty of
long-term
disability; or
emergency
hospitalization
required for
one or more
individuals.
Potential for
death or
multiple
deaths with
probable
permanent
damage; or
emergency
and long-term
hospitalization
required for
several
individuals.
Availability/
Reliability
Small
number of
customer
experiencing
disruption /
impact (less
than 50
people or up
to a few
hours)
Localized
service
disruption /
impact (50 to
100 people or
up to 1 day)
Significant
localized
disruption /
impact (500 to
1,000) people
or less than 1
week)
Major service
disruption /
impact (1,000
to 2,500)
people or for
more than a
week)
Area wide
service
disruption /
impact
(greater than
2,500 people
or permanent
loss of
services)
Environment
Very
negligible
impact or can
Minor (within
1 week) very
isolated
damage /
Significant
short-term
impact (up to
Significant
long-term
impact (up to
1 month),
Major long-
term impact
(greater than 1
month),
Municipality of Brighton | 2022 Corporate Asset Management Plan | 44
Consequence
Categories
CoF = 1
Insignificant
CoF = 2
Minor
CoF = 3
Moderate
CoF = 4
Major
CoF = 5
Catastrophic
be restored
within 1 day
impact to the
environment,
local
importance
2 weeks), local
importance
Provincial
importance.
Federal
importance.
Reputational
No media
exposure
Minor or no
media
exposure
Moderate local
media
exposure
lasting for
several days
Intense local
media
exposure
lasting several
days and/or
Municipality
wide exposure
Significant
provincial
exposure
lasting several
days or weeks
Municipality of Brighton | 2022 Corporate Asset Management Plan | 45
6 Life Cycle Management Strategy
6.1 Overview of Life Cycle Management
The Municipality uses its understanding of service delivery gaps and risk exposure to inform the
timing and amount of needed investments in infrastructure assets. The Municipality aims to
provide sufficient service capacity to meet demand and manages the upgrade and renewal of
assets to meet defined service levels, including legislated and other corporate requirements.
Asset life cycle management strategies are typically organized into the following categories:
-
Operations and Maintenance activities - Operations refers to regular activities
during the process of utilising an asset which consume resources such as person-
power or labour, equipment rental and purchase, energy, chemicals and materials.
Maintenance refers to activities including regularly scheduled inspection and
maintenance, or more significant repair and activities associated with unexpected
events to retain an asset as near as practicable in an appropriate service condition.
-
Renewal activities - Significant rehabilitation designed to extend the life of the asset
and replacement activities that are expected to occur once an asset has reached the
end of its useful life and rehabilitation is no longer an option.
-
Upgrade activities - Planned activities to increase the level of service or meet other
requirements such as changes in functional requirements or legislation.
-
Expansion activities - Planned creation or acquisition of assets required to extend
services to previously unserved areas or expand services to meet growth demands.
Also includes redevelopment activities.
-
Disposal activities - The activities associated with disposing of an asset once it has
reached the end of its useful life, or is otherwise no longer needed by the
municipality.
-
Non-asset solutions - Actions or policies that can lower costs, lower demands, or
extend asset life (e.g., better integrated infrastructure planning and land use
planning, demand management, insurance, process optimization, education of
public).
The Municipality assesses the costs of potential life cycle activities to determine the lowest life
cycle cost strategy to manage each asset type while still meeting LOS. The sum of life cycle
activity costs informs the minimum cost to sustain each asset type over the asset life cycle.
Sufficient investment of the right type and at the right time minimizes the total cost of
ownership for that asset and also prevents other potential impacts (i.e., risks) such as
interruption to service delivery or damage to other infrastructure. Maintenance and renewal
activities are timed to reduce the risk of service failure from deterioration in asset condition,
and are part of the total cost of ownership. The conceptual life cycle model is illustrated in the
figure below in Figure 6-1 where the costs associated with creating and sustaining the asset over
time are depicted.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 46
Figure 6-1: Conceptual Life Cycle Cost Model
Maintenance and renewal work directly enable the Municipality to meet state of good repair
service levels (percentage of assets in fair/good/very good condition). In principle, maintenance
activities ensure that an asset continues to deliver defined levels of services, while renewals
extend the asset useful life; however, in practice, the distinction between renewals (capital
programs) and maintenance (operating expenses) is typically set by accounting practices and
standard operating procedures.
Renewals and maintenance are strongly linked; maintenance strategies can accelerate or delay
the need for renewals, and if renewals are deferred, maintenance needs will often increase to
ensure that assets are kept in a state of good repair. Finding the right balance of operation,
maintenance, rehabilitation and renewal activities is the objective of AM. That balance be one
that minimizes asset life cycle costs, while managing risks and enabling the required level of
service delivery.
The AM Plan presents the Municipality's current operation, maintenance, rehabilitation and
renewal strategies. As the Municipality matures its AM processes and technologies, it will begin
collecting more detailed data on asset operations, maintenance and repair costs, and asset
failure data. This data will allow the Municipality to adjust and optimize its asset life cycle
strategies.
6.2 Forecast Needs - Expansion
According to the Northumberland County Official Plan (2016), the Municipality of Brighton will
grow in population to 12,556 in 2034 from its 2016 population of 11,844 (2016 Census). This
represents an increase of 712 residents, or 6% over 18 years. The annual average population
increase is thus 39.6 residents/year, which results in a 2021 population estimate of 12,042, as
shown in Figure 6-2.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 47
Figure 6-2: Population Growth Forecast
* The 2021 Census reported the Municipality's actual population to be 12,108, which shows that
the estimate was within 0.6% of the actual value.
To meet the needs of this growing population, Table 6-1 lists studies that are required for
growth planning, along with anticipated delivery years, corresponding years that funding will be
required, and the estimated amount of funds required. Table 6-2 lists similar information for
system capacity/expansion needs.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 48
Table 6-1: Growth Planning Studies
#
Growth Planning Study Next Delivery
Years
Years Funding
Required
Estimated
Cost (2021 $)
Justification/
Source of Need
Comment
Municipal Administration
1
Development Charges
Background Study
2024,
2029
2024,
2029
35 k
35 k
Update required
every 5 years
2
Official Plan Review
2024,
2029
2024,
2029
200 k
200 k
Update required
every 5 years
3
Zoning By-Law Update
2025,
2030
2025,
2030
200 k
200 k
Required following
OP update
4
Community Improvement
Plan (brownfields)
2022
Each year
2022 - 31
30k/year
x 10 years
2021 Capital Plan
5
Secondary Plan
2023
2021 & 2022
250 k
2021 Capital Plan
$125k funded in 2021
another $125k required
Stormwater Service
6
Stormwater Master Plan
Update
2023,
2028
Same as
delivery year
30 k
30 k
2019 SWM MP
In the 2023 SWM MP Update,
include new development and
changing weather patterns.
Ensure that asset IDs in
stormwater analysis
are consistent with
Municipality's
asset inventory/GIS IDs
7
Wetland Study
2022
2021
20 k
2021 Capital Plan
Funded in 2021;
Carry over to 2022F
Parks & Recreation Service
Municipality of Brighton | 2022 Corporate Asset Management Plan | 49
#
Growth Planning Study Next Delivery
Years
Years Funding
Required
Estimated
Cost (2021 $)
Justification/
Source of Need
Comment
8
Recreation Master Plan
Update Study
2022
2022
75 k
2019 DCBS
Fire Service
9
Fire Master Plan
2022
Same as
delivery year
80 k
2019 DCBS
10
Community Risk
Assessment
2022
2022
80 k
2019 DCBS
TOTAL
$ 1,735 k
Table 6-2: Capacity/Expansion Needs
#
Expansion Project
Proposed
Year
of Work
Estimated
Cost (2021
$)
Justification/
Source for
Need
Comment
Transportation Service
1
Plan for an overpass/underpass
at John Street east of No Frills
TBD
$3 M
2021
Strategic
Plan Refresh
Plan due November 2026
2
Develop design for a Connecting
Link between Industrial Park and
County Road 64
2022
$3 M
2021
Strategic
Plan Refresh
Design due December 2022
Water Service
Municipality of Brighton | 2022 Corporate Asset Management Plan | 50
#
Expansion Project
Proposed
Year
of Work
Estimated
Cost (2021
$)
Justification/
Source for
Need
Comment
3
New 150mm watermain on
Applewood to connect Loyalist
to Stephen (145m)
2026
$ 160 k
2019 DCBS
In coordination with 2026 road re-construction
from Loyalist St. northward.
Also, consider reconstructing metal SWM main
on Applewood Dr. south of Stephen St. (first
check condition with CCTV).
4
Replace 150mm with 250mm on
Main St from Prince Edward St.
to Ontario St.
2025
$ 940 k
2019 DCBS In coordination with 2025 road re-construction
5
Replace 100 mm with 250 mm
on Main St from Ontario St to
service boundary
2024
$ 1,180 k
2019 DCBS In coordination with 2024 road re-construction
(cost estimate from Public Works' 6-year plan)
6
Replace 100mm with 150mm on
Lyons St from Prince Edward St.
to Division St S (160m)
Development-
dependent
$ 165 k
2019 DCBS
7
Replace 100mm with 150mm on
Division St S from Lyons St to
Butler St (115m)
Development-
dependent
$ 270 k
2019 DCBS
8
Expand the 50mm (2") service
connection at County Road 30 at
Spring
2022
$ 45 k
2019 DCBS
Funded in 2021 capital. Carry over to 2022
9
Develop additional well:
- Exploration & EA
- Design
- Construction
2022
2024
2025
$ 75 k
$ 75 k
$ 350 k
Newly
identified
need
Wastewater Service
Municipality of Brighton | 2022 Corporate Asset Management Plan | 51
#
Expansion Project
Proposed
Year
of Work
Estimated
Cost (2021
$)
Justification/
Source for
Need
Comment
10
Upgrade lift station / Harbour St.
SPS and upsize force main
2021-22
$ 3,000 k
2019 DCBS
Funded in 2021 capital. Carry over to 2022
11
Construct garage at lagoon
2024
$ 65 k
2019 DCBS
Funded in 2021 capital. Carry over to 2024
12
Establish Inflow & infiltration
reduction program to recapture
capacity
2022-25
$ 150 k
2021 Strat
Plan
Strat Plan Deadline:
Demonstrate progress by June 2023
Parks & Recreation Service
13
New park and recreational
facilities on newly purchased
land
2025
$20 M
2019 DCBS
Land has been purchased
14
Trail expansion - Grimes /
Simpsons
2023
$ 272 k
2019 DCBS
15
Trail expansion - Stalwood
Property section
TBD
$ 27 k
2019 DCBS
16
4 Pickleball Courts
2022
$ 150 k
2019 DCBS
17
Curling Club & Arena - Design
Study
2022
$ 54 k
2019 DCBS
Fire Service
Municipality of Brighton | 2022 Corporate Asset Management Plan | 52
#
Expansion Project
Proposed
Year
of Work
Estimated
Cost (2021
$)
Justification/
Source for
Need
Comment
18
New combined fire/ambulance
station:
- Purchase land
- Design & Construction
- New vehicles &
equipment
2022
2023-2024
2024
$ 300 k
$10.0 M
$1.35 M
2021 Strat
Plan
Anticipated range of $8 - $12 million
Anticipated range of $1.2 - $1.5 million
Library
19
Additional library collection
materials
2020-2029
$ 329 k
2019 DCBS
Assume same funding amount for
10-year period from 2022-31
TOTAL
$44.95 M
In addition to these capital needs, the following needs should also be considered:
- Monitor Wastewater main along Cedar St.:
The wastewater main along Cedar St. may be nearing capacity. This concern requires further investigation using the hydraulic
wastewater model that the Municipality is developing. The model is expected to be ready to support analysis in 2022.
- Develop Salt & Sand Storage Plan:
Complete a salt & sand storage capacity plan before coveralls require renewal. This analysis may be completed from the operating
budget.
-
Collect sidewalk accessibility data:
In conjunction with the next annual sidewalk inspection (funded by operating budget), collect data on sidewalk width and locations
of tactile plates. This will then be used to update the table of LOS metrics, and to identify and prioritize locations for sidewalk
widening and addition of tactile plates.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 53
6.3 Forecast Needs - Upgrade
Assets may require upgrade if they are no longer fulfilling the requirements or if requirements have changed. Upgrade needs are listed in
Table 6-3.
Table 6-3: Upgrade Needs
#
Expansion Project
Proposed
Year
of Work
Estimated
Cost per
Study
(2021 $)
Justification/
Source for
Need
Comment
Municipal Administration
1
Implement Work Order
Management System (AM
Technology System)
2022
$ 147 k
2021 Capital
Plan
Recommend adding funds for data collection
and process improvement
Wastewater Service
2
Improve WPCP:
i. Remove all existing aerators
and infrastructure.
(complete)
ii. Purchase and install of a
Triplepoint aeration system
to provide adequate mixing
energy and oxygen supply.
iii. Relocate Arena Creek to
prevent further erosion of
the aeration pond north
east berm.
iv. Construct a secondary
clarifier with a future
Complete
2022
2022
$8,800 k
Report to
Council
dated 16 Aug
2021
Using $8.8 million capital budget that
was allocated to lagoon upgrades.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 54
#
Expansion Project
Proposed
Year
of Work
Estimated
Cost per
Study
(2021 $)
Justification/
Source for
Need
Comment
capacity to treat 6000
m3/day.
v. Install a filtration system
between aeration pond and
secondary clarifier to
remove unwanted debris.
vi. Construct a waste sludge
area, such as a Geotube
type device.
2023
2023/24
2024
Fire Service
3
Upgrade of the Fire Service
communication system
2022
$ 35 k
2019 Capital
Plan
Funded in 2019 capital. Carry over to 2022
Municipality of Brighton | 2022 Corporate Asset Management Plan | 55
6.4 Forecast Needs - Renewal
Table 6-4 lists the renewal needs by service and asset type. The total renewal need for 2022-31
is $104.6 million. Details on renewal needs by are provided by service area in Appendices A-H.
Table 6-4: Renewal Needs
Asset Class
Renewal Needs to 2031
(2021 $, millions)
A - Transportation
$
52.7
Roads - Paved
$
22.6
Roads - Surface Treated
$
10.7
Roads - Gravel
$
2.7
Bridges & Culverts
$
5.3
Traffic Signals
$
0.3
Sidewalks
$
5.8
Streetlights
$
0.4
Vehicles and Equipment
$
3.5
PW Buildings, sheds and salt dome
$
1.5
B - Stormwater
$
8.7
Stormwater pipes
$
7.9
Stormwater ponds
$
0.9
Street sweeper
$
0.4
C - Water
$
15.9
Watermains
$
13.9
Appurtenances
$
1.4
Vertical Assets
$
0.3
Vehicles & Equipment
$
0.2
D - Wastewater
$
17.5
Watermains
$
15.1
Harbour St. SPS
$
2.1
WPCP
$
0.1
Vehicles & Equipment
$
0.1
W-WW Financial Plan
$
0.1
E - Parks & Recreation
$
3.9
Park assets
$
1.3
Vehicles & Equipment
$
0.7
Buildings
$
2.2
Municipality of Brighton | 2022 Corporate Asset Management Plan | 56
Asset Class
Renewal Needs to 2031
(2021 $, millions)
F - Fire Service
$
3.7
Emergency Vehicles
$
2.6
Emergency Equipment
$
0.4
Light Vehicles and Other
Equipment
$
1.5
Buildings
$
0.5
G - Health Services
$
0.4
Brighton Health Centre
$
0.4
H - Municipal Administration
$
1.9
IT Assets
$
0.9
Vehicles
$
0.1
Municipal Centre and Library
$
0.9
TOTAL
$
104.6
6.5 Forecast Needs - Operations & Maintenance
Operations costs include day-to-day costs associated with delivering services and programs.
Maintenance activities include inspection, preventive maintenance and minor repairs.
Operations and Maintenance (O&M) are both funded by the operating budget.
Figure 6-5 shows the 2021 operating budget by service. For most services, staff indicated that
the 2021 budget amount is sufficient for current service levels and O&M activities. In other
words, the existing budget reflects the future O&M need, with the following exception:
- In the Stormwater service, there is a need to begin a CCTV inspection program, which is
expected to cost $50k/year.
Table 6-5 summarizes the operating budget needs for each service area, beginning with the
2021 operating budget as a base. Next the additional funds needed to manage existing assets
and programs are listed, specifically related to the CCTV program.
In addition, each service area takes on additional assets each year as the Municipality assumes
ownership of subdivisions. Table 6-5 lists the quantities of growth assets expected to be
assumed each year, based on assumptions recorded for 2016-2020 and estimated for 2021. The
Table also lists the O&M cost impact of these additional assets, estimated based on the unit cost
of O&M, calculated from 2021 operations budget divided by the 2021 inventory of relevant
asset type.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 57
Table 6-5: Operations & Maintenance Needs, by Service
Service
2021 Budget
(2021 $/year,
millions)
Additional funds
needed to
manage existing
assets and
programs
(2021 $/year,
million)
Additional Funds
Needed to
manage growth
assets
(2021 $/year)*
Description of
Growth
(new assets
added /year)**
A - Transportation
3.43
$ 9,069 / year
$ 5,214 / year
707 m
(centreline)
roads/year
380 m
sidewalks/year
B - Stormwater
0.29
0.05
(for CCTV
program)
$ 5,634 / year
717 m pipe/year
C - Water
1.00
--
$ 11,346 / year
714 m pipe/year
D - Wastewater
1.11
--
$ 13,526 / year
685 m pipe/year
E - Parks &
Recreation
1.01
--
$3,150 / year
1 ha./year
F - Fire Service
0.75
--
--
--***
G - Health Services
0.38
--
--
--
H - Municipal
Administration
0.78*
**
--
--
--
TOTAL
8.76
0.05
$47,939 / year
* Estimated based on unit cost of O&M, calculated from 2021 operations budget divided by the
2021 inventory of relevant asset type.
** Quantities of growth assets are estimated based on annual asset assumptions for the years
2016-2021. Quantities for 2021 are estimated based on quantities recorded to September.
*** Insufficient information on future new/expanded fire station to include operational cost
impacts.
**** Excludes costs related to delivery of administrative programs that are not related to asset
management, such as Council costs, Economic Development, Planning, and Clerk's Department.
Table 6-6 lists the overall operating budget needed for the eight service areas for each year
from 2022 to 2031. The annual amounts are broken down to the 2021 budget amount, which
represents the status quo level of funding, the additional amount needed to manage current
assets and programs, and the additional amount needed to manage growth assets. The Table
shows that amount needed to manage current assets and programs is expected to remain
stable at $50,000, while the amount needed to manage growth assets is expected to increase
each year, since more assets will be assumed each year. The Table shows that the projected
Municipality of Brighton | 2022 Corporate Asset Management Plan | 58
operating budget need increases from $8.93 million for 2022 to $9.36 million (in 2021 dollars)
for 2031.
The projected operating budget estimates exclude costs associated with administrative
programs that are not related to asset management, such as Council costs, Economic
Development, Planning, and Clerk's Department.
Table 6-6: Projected Annual Operating Budget Need - All Services
Year
Status Quo
Operating Costs
(based on 2021
Budget, in 2021
$)
Additional
Funding Needed
to manage
existing assets
and programs
(in 2021 $)
Funding Needed
for O&M of
Growth Assets
(in 2021 $)
Projected
Operating Budget
Need by Year
(in 2021 $)
2021
$ 8,834,898
2022
$ 8,834,898
$ 50,000
$ 47,939
$ 8,932,837
2023
$ 8,834,898
$ 50,000
$ 95,878
$ 8,980,776
2024
$ 8,834,898
$ 50,000
$ 143,817
$ 9,028,715
2025
$ 8,834,898
$ 50,000
$ 191,756
$ 9,076,654
2026
$ 8,834,898
$ 50,000
$ 239,695
$ 9,124,593
2027
$ 8,834,898
$ 50,000
$ 287,634
$ 9,172,532
2028
$ 8,834,898
$ 50,000
$ 335,573
$ 9,220,471
2029
$ 8,834,898
$ 50,000
$ 383,512
$ 9,268,410
2030
$ 8,834,898
$ 50,000
$ 431,451
$ 9,316,349
2031
$ 8,834,898
$ 50,000
$ 479,390
$ 9,364,288
Municipality of Brighton | 2022 Corporate Asset Management Plan | 59
7 Financial Impact
Figure 7-1 compares the costs of the life cycle needs presented in Section 6.5 with the
Municipality's historical expenditures (2018-2020) and 2021 budget, to identify and quantify the
gap. Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the
2021 operating budget is shown in light green. For 2022-2031, the projected operating budget
need is shown in light green with a dotted-line border, and includes the additional $50k needed
for the stormwater CCTV program, as well as the annual increases needed to operate and
maintain growth assets.
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Of the $ 20.5 million of capital
funding budgeted in 2021, $14.85 million will not be completed in 2021, and will be carried over
to 2022. This includes the $8.8 million for the wastewater lagoon upgrades, and $1.0 million for
the re-construction of Loyalist Dr. (Prince Edward Dr. to Applewood Dr.), including road, water,
wastewater and stormwater components, as well as various smaller projects.
The annual expenditures and budget (black line) for expansion, upgrade, renewal and O&M
activities average $18.1 million/year for the period 2018-2021.
For the years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). The Figure shows expansion and upgrade needs average $5.9
million/year and renewal needs average $10.4 million/year. The annual O&M needs are
projected at $9.0 million/year in 2022, increasing to $9.4 million/year in 2031. The total need is
thus $25.3 million/year in 2022, increasing to $25.7 million/year, which yields a funding gap of
$7.3 million/year in 2022, increasing to $7.7 million by 2031.
The estimated needs exclude operating costs associated with the planned new fire station, as
well as the planned new park and recreation facility. These new facilities will require utilities,
fuel and maintenance for vehicles and equipment, and staff labour costs. These costs will be
included in a future update of the AM Plan when more detail is available on these planned
assets.
The renewal needs include road renewal, with an expected average need of $3.6 million/year.
There may be opportunities to reduce this cost by adjusting life cycle strategies used for roads.
The 2021 Strategic Plan Refresh directs staff to develop an infrastructure maintenance plan for
roads, which may explore ways to minimize life cycle costs of roads.
Other significant needs driving the funding gap include construction of new assets, including an
overpass/underpass at John St. east of No Frills ($3 million), a Connecting Link between
Industrial Park and County Rd. 64 ($3 million), construction of a new fire station (estimated at
$9.5-13.8 million for land, design, construction, vehicles and equipment), and construction of a
new park and recreation facility on a recently purchased piece of land ($20 million).
For costs related to stormwater assets, the Municipality may consider establishing a stormwater
charge. This would provide an alternative funding source to cover the cost of the stormwater
service, which is estimated at $1.47 million/year in 2022, increasing to $1.52 million/year by
2031 due to growth.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 60
Construction of new assets, as well as asset expansion, may be funded by Development Charges
if the additional capacity is needed to support development. During the next update of the DC
Background Study, the appropriate allocation of DC-funding will be determined for each
expansion project.
Similarly, appropriate funding for water and wastewater system needs will be established
during the next update of the Water-Wastewater Financing Plan and User Rate Study.
Figure 7-1: Forecast Funding Gap 2022-31 - All Services
To close the funding gap, the Municipality may choose to:
- Seek additional revenues, for example, from grants, taxation, user rates, Development
Charges or a stormwater charge
- Seek ways to reduce asset life cycle costs, for example through the Road Maintenance
Plan that has been identified in the 2021 Strategic Plan Refresh as a strategic priority
- Reduce service level targets (or service level norms, where formal targets have not been
established) to reduce the identified needs.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 61
8 AM Plan Monitoring & Improvement
8.1.1 AM Plan Monitoring
This AM Plan will be reviewed during annual budget planning processes and amended to show:
- Status of expansion, upgrade and renewal needs and projects listed in Section 6
- Updated service level performance for LOS metrics listed in Section 4
- Service level targets as they are established (to be incorporated into Section 4)
The AM Plan will be updated every five years (or more frequently) to ensure it represents the
current service level, asset values, projected operations, maintenance, capital renewal and
replacement, capital upgrade/new and asset disposal expenditures and projected expenditure
values incorporated into the long-term financial plan.
The effectiveness of the asset management plan can be measured in the following ways:
- The degree to which the required projected expenditures identified in this asset
management plan are incorporated into the long-term financial plan
- The degree to which the current one-year budget and four-year forecast take into
account the forecast needs provided by the AM Plan
- The degree to which the existing and projected service levels and service consequences
(what we cannot do), risks and residual risks are incorporated into Council's Strategic
Plan and associated plans
- The Asset Funding Ratio achieving the target of 1.0.
8.1.2 AM Plan Improvement
Development of AM Plans is an iterative process that includes improving data, processes,
systems, staff skills, and organizational culture over time. This section provides an overview of
the compliance of this AM Plan with Ontario Regulation 588/17 for current levels of service and
the improvements required to become compliant with Regulation 588/17 for proposed levels of
service by July 1, 2025.
The following improvement activities are planned to enable the Municipality to comply with
Ontario Regulation 588/17 Asset Management Planning for Municipal Infrastructure, Proposed
Levels of Service by July 1, 2025.
- State of Infrastructure: Continue to improve knowledge of asset replacement costs and
current condition of the assets based on asset criticality, with a focus on vertical assets.
- Levels of Service: Continue to assess current performance and, for each asset category,
document the LOS that the Municipality proposes to provide for the next 10 years and an
explanation of why the proposed LOS targets are appropriate.
- Asset Management Strategy: For each asset category, identify the lifecycle activities that
would need to be undertaken to provide the proposed LOS for each of the next 10 years,
based on risk and lowest lifecycle cost analyses.
- Financing Strategy: For each asset category, provide the costs of the lifecycle activities
that would need to be undertaken to achieve the proposed LOS for each of the next 10
Municipality of Brighton | 2022 Corporate Asset Management Plan | 62
years, separated into capital expenditures and significant operating costs. Also provide the
annual funding projected to be available to undertake lifecycle activities and the options
examined to maximize the funding projected to be available. For any funding shortfalls,
identify which lifecycle activities will be funded and, for those not funded, the risks of not
undertaking them.
- Other: Provide an overview of the risks associated with implementation of the AM Plan
and any actions that would be proposed in response to those risks. Provide an explanation
of any other key assumptions underlying the plan that have not previously been
explained.
The following improvements to asset data are recommended:
1. Establish unique asset IDs for each asset.
The asset IDs will be essential for integrating and cross-referencing asset data stored in
different systems and data sets, including the GIS, the future work order system, and the
Fixed Asset Register.
2. Collect GIS data to enable geo-location and mapping.
GIS data is needed for the following asset types:
- Buildings - as points or polygons; consider also capturing parking lots and
driveways for snow clearing planning, and grassy areas for grass cutting
planning
- Boating Facilities - as points
- Water and Wastewater vertical facilities - as points
GIS data will be needed in the future work order system to enable operations staff to
locate specific assets. It will also support AM planning and communication.
3. Assess condition and remaining life of streetlight poles.
Assess condition and remaining life of Brighton-owned streetlight poles to enable
forecasting of future renewal need.
4. Merge storm resiliency data to asset inventory for LOS reporting.
O.Reg. 588/17 requires reporting of
- Percentage of the municipal stormwater management system resilient to a 5-
year storm
Appendix C of the 2019 Stormwater Master Plan reports the pipes and ponds that have
insufficient capacity for different storm severity levels. However, that data set was not
available to merge with the asset inventory and asset replacement values, as would be
required to report percentage of assets (by replacement value) resilient to a 5-year
storm. To enable reporting on this LOS metric in the next iteration of the AM Plan, it is
recommended that the storm resiliency data be merged into the asset inventory.
5. Collect inventory data and assess condition of Water and Wastewater process
equipment.
Building Condition Assessments were conducted on non-process building components in
2021. A similar exercise should be completed for process components within Water and
Municipality of Brighton | 2022 Corporate Asset Management Plan | 63
Wastewater vertical facilities. Asset inventory data can be collected at the same time to
populate the work order system.
6. Establish a centralized listing of AM needs.
As asset needs are identified, they should be recorded in a centralized location for
tracking, prioritization and resourcing. Each identified need should indicate the source or
justification of the need (for example Strategic Plan, Master Plan, Council direction or
public complaints), an estimated cost to resolve the need, the risk exposure associated
with not addressing the need, and the estimated cost of resolving the need. A status
field should indicate whether needs have been resourced (turned into projects) or
resolved.
This AM needs registry will support future iterations of the AM Plan, annual AM Plan
monitoring, and annual budgeting and prioritization.
7. Proceed with implementation of the Enterprise Asset Management System.
In 2021, the Municipality initiated a project to implement an Enterprise Asset
Management System (EAMS), which will be used to track and manage operations and
maintenance work orders. The data accumulated in the system will be used to improve
the Municipality's understanding of lifecycle cost and performance by asset, and to
improve asset lifecycle decisions. The EAMS will be a core system supporting the
Municipality's AM activities, and it is recommended that this important initiative be
completed, and that the effectiveness of the EAMS be monitored for continuous
improvement opportunities.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 64
Appendix A Transportation Service
A.1 Inventory
The Municipality provides transportation services on a network of 234.3 km of local roads, six
(6) bridges, 34 culverts, and 30.9 km of sidewalks. Illumination is provided by 981 energy-
efficient LED streetlights on a combination of Municipally-owned poles and poles owned by
partner utilities. The Municipality operates traffic signals at five intersections, along with one
pedestrian cross-over signal. To maintain these transportation assets, the Municipality owns
seven (7) snow plows, two (2) sidewalk plows, a street sweeper, nine (9) pick-up trucks and
various pieces of road construction equipment, such as a grader, backhoe and excavator. The
Municipality has two Public Works (PW) Buildings, one in the north at 71 Chatten Rd. and one in
the south at 67 Sharp Rd. The north PW Building uses a coverall shed for sand and salt, and the
south PW Building has a sand dome and a coverall shed for salt.
As shown in Table A-1, the replacement value of these assets is $195.0 million (in 2021 dollars).
This value excludes fixed equipment within the PW Buildings, as well as signs, guiderails,
retaining walls, roadside fences and street trees. Exclusions were due to lack of data.
Table A-1: Transportation Asset Inventory
Asset Class*
Quantity
Replacement Value
(2021 $, millions)
Roads
234.3 km (centreline)
$
153.7
Bridges & Culverts
40
$
18.7
Traffic Signals
5 intersections +
1 cross-over signal
$
1.7
Streetlights
980 luminaires +
344 poles
$
1.5
Sidewalks
30.9 km
$
8.0
Vehicles & Equipment
9 light vehicles +
7 snow plows +
9 maintenance vehicles +
other equipment
$
4.6
Buildings & Facilities
2 Public Works Facilities +
1 sand dome + 2 coverall sheds
$
6.7**
TOTAL
$
195.0
* No data available on other roadside assets, such as signage, guiderails and retaining walls.
** Value includes only building systems. No inventory data was available for specialized
equipment
within the buildings.
As shown in Table A-1, the most significant portion of the transportation asset inventory are the
roads. Table A- shows that by length, 55% (129.8 km) of those roads are surface treated and
Municipality of Brighton | 2022 Corporate Asset Management Plan | 65
31% (73.3 km) are paved. The remainder are gravel. Table A-2 also shows the replacement
values for these different road types. The unit costs for each surface type include material and
construction costs for the surface and base. The surface area of the roadways has been
estimated based on each road being two lanes wide (one lane per direction). Lane widths were
estimated based on speed limit, specifically, 4.3m/lane for 80km/h segments, 3.5m/lane for
60km/h, and 3.3m/lane for 50km/h or less.
Table A-2: Road Assets by Surface Type
Type
Quantity
(centreline km)
Estimated Unit Cost
for surface and base
(2021 $ / m2)*
Replacement Value
(2021 $, millions)
Paved (90 mm asphalt)
73.3 km
$
110 /m2
$
54.5
Surface Treated (double)
129.8 km
$
85 /m2
$
85.0
Gravel
31.3 km
$
56 /m2
$
14.4
TOTAL
234.3 km
n/a
$
153.7
* Road width is assumed to be 3.3m/lane for roads with posted speed limit of 50km/h or less,
3.5m/lane for posted speed limit of 60km/h and 4.3m/lane for posted speed limit of 80km/h. All
roads are two (2) lanes wide (one lane per direction), except one segment of Main St. in
downtown Brighton that also has one parking lane in each direction.
Figure A-1 shows a map of the roads owned and maintained by the Municipality, coloured
based on surface type. The Figure shows that the Municipality's rural areas are primarily served
by surface treated roads, along with some gravel roads, and some paved segments in the south.
Figure A-2 shows a detailed view of road surface types in Brighton's urban area. The Figure
shows that roads in the urban area are primarily paved.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 66
Figure A-1: Map of Roads by Surface Type
Municipality of Brighton | 2022 Corporate Asset Management Plan | 67
Figure A-2: Map of Roads by Surface Type - Urban Area
Municipality of Brighton | 2022 Corporate Asset Management Plan | 68
A.2 State of the Infrastructure
Fifty-eight percent (58%) of transportation assets are in Fair condition or better, while 37% are
in Poor condition and 2% are in Very Poor condition. The condition distribution is shown in
Figure A-3. The Figure also shows that condition is unknown for 5% of transportation assets.
Assets with unknown condition consist of road assets.
Assets in Very Poor condition consist of 1,880m of paved roads, 400m of gravel road, 270m of
surface treated road, four (4) culverts and 380m of concrete sidewalks.
Figure A-3: Condition Overview - Transportation Assets
Condition ratings for roads was determined from Pavement Condition Index (PCI) scores from
the 2019 Road Needs Study. Similarly, condition of bridges and culverts was determined from
Bridge Condition Index (BCI) scores from the 2021 Bridge Inspection. Table A-3 shows how PCI
and BCI were converted to the AM Plan's 5-point scale (Very Good to Very Poor).
Table A-3: Condition Rating Conversion
Condition
Grade
Roads
Pavement Condition Index
Bridges & Culverts
Bridge Condition Index
Other Asset Types
% Remaining Useful Life
Very Good
80.0 - 100.0
90 - 100
80 - 100%
Good
60.0 - 79.9
80 - 89
60 - 79%
Fair
40.0 - 59.9
65 - 79
40 - 59%
Poor
20.0 - 39.9
40 - 64
20 - 39%
Municipality of Brighton | 2022 Corporate Asset Management Plan | 69
Condition
Grade
Roads
Pavement Condition Index
Bridges & Culverts
Bridge Condition Index
Other Asset Types
% Remaining Useful Life
Very Poor
< 19.9
< 39
< 19%
For sidewalks, condition data from 2020 was used. The data was collected on a 5-point scale of
Very Good to Very Poor, so no conversion was required. For traffic signals, staff-reported
condition was used (reported on 5-point scale Very Good to Very Poor).
For streetlights, condition was determined based on age. The Municipality converted all
streetlights to LED in 2014. As such, light fixtures and Municipally-owned poles are now 7 years
old. With an estimated 30-year service life for both fixtures and poles, these assets have 77% of
their life remaining, and are thus in Good condition, in accordance with Condition Rating
Conversion in Table A-3.
Condition of vehicles and equipment was determined based on staff input. In general, light
vehicles and snow plows have an estimated service life of 10 years, heavy vehicles have a
service life of 20 years, and other equipment (reflectometer, radar speed signs, 401
illumination) have a service life of 15 years. However, deterioration rates vary widely, so staff
observation is considered more reliable than age-based condition estimation.
For the PW North and South buildings, condition was assessed in the 2021 Building Condition
Assessment (BCA) project, which assigned condition scores to building components using the 5-
point scale Very Good to Very Poor scale. As such, no conversion was required.
Figure A-4 shows the condition distribution of roads, which are the largest category of
transportation assets. The Figure shows condition by surface type, specifically, paved, surface
treated and gravel.
Figure A-4: Condition Detail - Roads by Surface Type
Roads in Very poor condition are as follows:
- Paved segments
o Platt St. - 120m from Sanford St. to Main St.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 70
o Cheer Dr. - 230m from Kingsley Ave. to Dorman St.
o North Dr. - 110m from Cheer Dr. to dead end
o Sanford St. - 380m from Young St. to Platt St.
o Raglan St. - 1040m from Shewman Rd. to dead end
- Surface Treated segments
o Lisgar St. - 270m from Smith St. to dead end
- Gravel segments
o Goodfellow Rd. - 400m
Road condition is mapped in Figure A-5 for the overall Municipality, and Figure A-6 shows the
road condition map of the urban area.
Figure A-5: Map of Roads by Condition
Municipality of Brighton | 2022 Corporate Asset Management Plan | 71
Figure A-6: Map of Roads by Condition - Urban Area
Figure A-7 shows the average age of roads by surface type. The plot shows that on average,
paved roads have reached 27 years, and thus have an average of 25 years of remaining life; and
that surface treated roads have reached an average of 6 years of age, and thus have an average
of one year of remaining life. Road resurfacing and reconstruction plans are discussed in Section
A.5.2.
The service life of paved roads was estimated to be 30 years for Maintenance Management
Class 4 roads, 45 years for Class 5 roads and 60 years for Class 6 roads. The service life of surface
treated roads was estimated to be 6 years for Maintenance Management Class 4 roads, 8 years
for Class 5 roads and 10 years for Class 6 roads. The road Classification is based on posted speed
limit and Annual Average Daily Traffic (AADT), which are both factors that affect condition
deterioration of roads. Average age is not presented for gravel roads, because gravel roads are
regularly maintained with gravel top-ups and re-shaping.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 72
Figure A-7: Average Age of Assets - Roads by Surface Type
* Installation year data was not available for some road segments. For those segments, age was
estimated based on observed condition.
Figure A-8 shows the detailed condition distribution of transportation assets, excluding roads.
The culverts in Very Poor condition are Bullis Rd. culvert (Site #22), White's Rd. culvert (Site
#24), Hansen Rd. culvert (Site #34) and Stoney Point Rd. S. culvert (Site #41).
Figure A-8: Condition Detail - Transportation Assets (excluding Roads)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 73
Figure A-9 shows the average age of these assets by asset class. The plot shows that on average,
culverts have reached the end of their service life. This aligns with the condition plot in Figure A-
8, which shows that many culverts are in Poor or Very Poor condition.
Figure A-9 also shows that the average age of building systems has reached the average service
life for those systems; however, Figure A-8 showed that none of the building assets are in Very
Poor condition, as would be expected of assets that have passed their service life. This suggests
that assets are deteriorating more slowly than their estimated service life, or that asset
renewals may not have been recorded in asset the data.
Figure A-9: Average Age of Assets - Transportation Assets (excluding Roads)
A.3 Levels of Service
This section presents Level of Service metrics and performance for transportation services. LOS
targets are not being set this iteration of the AM Plan. Instead, current performance is reported
for each LOS metric, and will continue to be monitored to inform future LOS target-setting.
O.Reg. 588/17 requires LOS targets to be proposed for all services in an AM Plan to be issued by
July 1, 2025.
Table A-4 presents Technical LOS metrics for the Transportation service. Metrics have been
divided into three categories: Capacity and Use, Function and Quality. Inadequate performance
on Capacity and Use metrics indicate a need for system expansion improvements, Inadequate
performance on Function metrics indicate a need for asset upgrades, and inadequate
performance on Quality metrics indicate a need for renewal and maintenance activities.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 74
Although targets have not been formally established, the metrics indicate that there is need to
renew Monck St. bridge and Lord Rd. bridge to eliminate load restrictions.
Performance data related to sidewalks are currently not available; however, the metrics have
been included, so that they may be included in future iterations of the AM Plan.
Table A-4: Level of Service Metrics for Transportation Service
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
adequate
mobility and
access to
properties
Description, which
may include maps, of
the road network in
the municipality and
its level of
connectivity.*
See Section A.1 for
description and maps of
the Municipality's road
network.
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
adequate
mobility and
access to
properties
Number of lane-km
of each of arterial
roads, collector roads
and local roads as a
proportion of km2 of
land area of the
municipality.*
Number of Lane-km / km2
-
Local Roads: 1.86
-
Rural Highways: 0.03
-
Collectors: 0.09
-
Arterials: 0.08
For details, see Table A-5.
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Bridge
connectivity
Provide
adequate
bridge
connectivity for
different types
of travelers
(heavy vehicles,
emergency
vehicles,
pedestrians and
cyclists)
Description of the
traffic that is
supported by
municipal bridges
(e.g., heavy transport
vehicles, motor
vehicles, emergency
vehicles, pedestrians,
cyclists).*
The Municipality has 6
bridges and 34 culverts.
With the exception of 2
bridges with load
restrictions, these
structures support motor
vehicles, including heavy
transport and emergency
vehicles.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 75
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Bridge
connectivity
Provide
adequate
bridge
connectivity for
different types
of travelers
(heavy vehicles,
emergency
vehicles,
pedestrians and
cyclists)
Percentage of bridges
in the municipality
with loading or
dimensional
restrictions.*
33%
(2 of the 6 bridges have
load restrictions:
Monck St. Bridge
Lord Rd. Bridge)
Function:
Services meet
customer
needs while
limiting
impacts to
health,
safety,
security,
nature and
heritage
Sidewalks and
walkways are
universally
accessible
Accommodate
mobility devices
% sidewalks 1.5m
wide
Data not available
(Performance to be
reported in future AM Plan)
Function:
Services meet
customer
needs while
limiting
impacts to
health,
safety,
security,
nature and
heritage
Sidewalks and
walkways are
universally
accessible
Accommodate
visually
impaired
Length of sidewalks
with tactile plates
Data not available
(Performance to be
reported in future AM Plan)
Quality:
Services are
reliable and
responsive to
customers
Reliable assets
Transportation
assets are kept
in a state of
good repair
Description or images
that illustrate the
different levels of
road class pavement
condition.*
See Table 3-3.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 76
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Quality:
Services are
reliable and
responsive to
customers
Reliable assets
Transportation
assets are kept
in a state of
good repair
Description or images
of the condition of
bridges and how this
would affect use of
the bridges.*
See Table 3-4.
Quality:
Services are
reliable and
responsive to
customers
Reliable assets
Transportation
assets are kept
in a state of
good repair
For paved roads in
the municipality, the
average pavement
condition index
value.*
Paved:
74.7 (Very Good)
Surface Treated:
61.3 (Good)
Quality:
Services are
reliable and
responsive to
customers
Reliable assets
Transportation
assets are kept
in a state of
good repair
For unpaved roads in
the municipality, the
average surface
condition (e.g.
excellent, good, fair
or poor).*
58.4 (Good)
Quality:
Services are
reliable and
responsive to
customers
Reliable assets
Transportation
assets are kept
in a state of
good repair
For bridges in the
municipality, the
average bridge
condition index
value.*
71.0 (Good)
Quality:
Services are
reliable and
responsive to
customers
Reliable assets
Transportation
assets are kept
in a state of
good repair
For structural culverts
in the municipality,
the average bridge
condition index
value.*
64.2 (Good)
Quality:
Services are
reliable and
responsive to
customers
Reliable assets
Transportation
assets are kept
in a state of
good repair
% of assets in Fair
condition or better
58%
* Metric required by O.Reg. 588/17.
Table A-1: Road Assets by Road Class and Surface Type (Lane-km)
Paved
Surface
Treated
Gravel
TOTAL
Per km2*
Local Roads
113
240
62
414
1.86
Rural Highway
-
7
-
7
0.03
Collector
12
8
-
21
0.09
Arterial
17
-
-
17
0.08
TOTAL
142
255
62
459
2.06
* Based on Municipality's area of 223 km2.
A.1 Risk Management Strategy
Risk exposure associated with renewal needs are shown in Table A-6 for transportation service
assets. For roads, signals, streetlights and sidewalks, the table lists the full replacement value of
the asset in the appropriate cell, based on Probability of Failure (condition) and Consequence of
Failure. This reflects the assumption that the risk would be mitigated by replacement of the
asset. For bridges and culverts, the table lists the cost of recommended repairs. Similarly, for
buildings, the table lists the cost of repairs recommended within the AM Plan period, 2022-31.
Building repair costs of $5,000 or less are excluded, because it is assumed that these will be
addressed through regular maintenance activities, and thus funded by operating budget.
Table A-2: Renewal Risk Exposure - Transportation Service
Total value of assets in 2021 $
$ 195.0
million
PoF
5
-
$ 0.5
$ 0.6
-
$ 1.3
4
-
$ 10.2
$ 50.1
$ 1.3
$ 2.9
3
-
$ 13.5
$ 8.4
$ 0.2
$ 2.6
2
-
$ 5.7
$ 9.2
$ 1.5
$ 1.6
1
-
$ 11.6
$ 29.1
$ 1.1
$ 1.6
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
The Table shows that $3.9 of the renewal needs are considered to be Very High risk, consisting
primarily of bridges, culverts, specifically:
- Monck St. bridge (Site #4), which has a load restriction
- Lord Rd. bridge (Site #3), which has a load restriction
- Aranda Way culvert at Codrington (Site #12)
- Main St. concrete culvert (Site #16)
-
Ontario St.
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- Ontario St. culvert (Site #17)
- Elizabeth St. concrete culvert (Site #20)
- Bullis Rd. culvert (Site #22)
- White's Rd. culvert (Site #24)
- Percy St. culvert (Site #29)
- Scriver Rd. culvert (Site #31)
- Richardson Rd. culvert (Site #32)
- Hansen Rd. culvert (Site #34)
- McCann Rd. culvert (Site #39)
- County Rd. 2 culvert (Site #40)
In addition, the 401 sign illumination equipment and a 2011 International Tandem snow plow
are also in the Very High risk category (in Poor condition), and require replacement.
A.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031), transportation service assets will require the following
lifecycle activities:
- Expansion & Upgrade
$ 6.0 million
- Renewal
$ 52.7 million
- Operations & Maintenance
$ 3.5 million / year increasing to $3.6 million/year
due to growth assets
The following sub-sections provide details on the needs in each of these categories.
A.5.1 Expansion & Upgrade Needs
The 2021 Strategic Plan Refresh identified the following system expansion needs:
- Plan for an overpass/underpass at John Street east of No Frills (plan due November
2026)
- Develop a design for a Connecting Link between the Industrial Park and County Road 64
(design due December 2022)
For budgetary purposes, it is assumed that the overpass/underpass project will cost $3.0
million, including Environmental Assessment (EA), design, engineering and construction. The
Connecting Link is also estimated to cost $3.0 million from EA through to construction. These
estimates may change when the plans and designs are completed.
In addition, salt and sand storage capacity at the PW North and South buildings should be
assessed in the context of the changing winter weather patterns. This will provide a clear
understanding of the potential need for expansion, as the salt shed and coveralls come due for
replacement. It is recommended that $10,000 be budgeted for this sand and salt storage study,
to be funded from the operating budget.
For identification of function needs, data were not available to report accessibility of sidewalk,
including for example, sidewalk width and location of tactile plates; however, the Municipality
has since collected this data and has developed a plan for sidewalk widening and addition of
Municipality of Brighton | 2022 Corporate Asset Management Plan | 79
tactile plates. Sidewalk improvement plans were established after the AM Plan analysis was
completed, so the details on sidewalk improvement needs are not included in this AM Plan.
A.5.2 Renewal Needs
Table A-7 lists the Municipality's renewal practices by asset type, along with the forecast
renewal needs to 2031. The total renewal need to 2031 is $52.7 million. Forty-three percent
(43%) of this cost consists of reconstructing paved roads, and 20% consists of resurfacing
surface treated roads.
Table A-7: Transportation Service Asset Renewal Practices & Needs to 2031
Asset Class
Renewal Practices
Renewal Needs to 2031
Roads - Paved
Resurface
Class 4 at 30 years,
Class 5 at 45 years,
Class 6 at 60 years
$22.3 million for reconstruction of 20.1km
of road identified as a Roads Deficit in Oct
15, 2020. This cost estimate includes a
30% escalation for design & engineering,
contract administration and contingency.
However, this cost excludes water,
wastewater and stormwater project
components, which are reported in other
sections of the AM Plan.
Also recommended is Meade St. (350m),
currently in Poor condition for
approximately $0.3 million (including
escalation for project costs, excluding
water, wastewater and stormwater).
TOTAL = $22.6 million
Roads - Surface Treated
Resurface
Class 4 at 6 years,
Class 5 at 8 years,
Class 6 at 10 years
During the 10-year period from 2022-31,
all 129.8km of surface treated roads will
require re-surface at least once. A double
lift of surface treatment is estimated to
cost $7/m2 (2021 $).
TOTAL = $10.7 million
Roads - Gravel
Resurface
Class 4 at 3 years,
Class 5 at 4 years,
Class 6 at 5 years
During the 10-year period from 2022-31,
all 31.3km of gravel roads reshaping with
new gravel at least twice. Four inches (4")
of gravel is estimated to cost $4.5/m2
(2021 $).
TOTAL = $2.7 million
Municipality of Brighton | 2022 Corporate Asset Management Plan | 80
Asset Class
Renewal Practices
Renewal Needs to 2031
Bridges & Culverts
Repair/replace
components
based on biennial
condition
assessment
Needs identified in the Bridge Inspection
report total $5.27 million over the next 10
years.
TOTAL = $5.3 million
Traffic Signals
Replace at 20 years
Over the next 10 years, the following
traffic signals Main St. & Division St. N. will
reach end-of-life:
TOTAL = $0.25 million
Streetlights
Replace at
bulbs/heads
at 10 years
Replace poles at 60
years
The streetlight bulbs/heads were
converted to LED in 2014 in a mass
upgrade project. They will require
replacement in 2024, at an estimated cost
of $414 k for 981 bulb/head fixtures.
The Municipality owns 344 concrete and
wooden streetlight poles. (The remaining
fixtures are mounted on poles owned by
other agencies, such as Hydro providers).
Installation year data for Brighton-owned
poles is not available. As such, remaining
life and replacement needs of poles are
not known.
TOTAL = $0.4 million
Sidewalks
Replace at 50 years
Sidewalks are generally replaced with road
reconstruction. With 20.4km of roads to
be reconstructed over the next 10 years,
an estimated average of 1.5km of
sidewalks/km of road, and an estimated
cost of $188/m of sidewalk, the renewal
cost will be $5.75 million.
TOTAL = $5.8 million
Vehicles and Equipment
- Equipment
- Light Vehicles & Snow
Plows
- Heavy Vehicles
Replace at 10-15
years
Replace at 10 years
Replace at 20 years
Items reaching end-of-life over the next 10
years will total the following:
- $0.32 million
- $2.93million
- $0.24 million
TOTAL = $3.5 million
Municipality of Brighton | 2022 Corporate Asset Management Plan | 81
Asset Class
Renewal Practices
Renewal Needs to 2031
Buildings
- Public Works Building
North
- Public Works Building
South
- Salt dome, coverall
shed and salt shed
Renewal needs
identified in Building
Condition
Assessment
The 2021 Building Condition Assessment
identified $1.5 million of renewal needs
for PW Buildings for the period 2022-31.
This value includes only repairs estimated
at more than $5,000. Repairs below that
cost are assumed to be addressed as
maintenance work funded by the
operating budget.
TOTAL = $1.5 million
TOTAL RENEWAL NEED
(2022-31)
(excludes needs that will be
funded by operating)
$ 52.7 million
In addition, the 2021 Strategic Plan Refresh directed staff to develop an infrastructure /
maintenance plan that includes funding models for road replacement. This will be done in
conjunction with the next iteration of the Road Needs Study.
A.5.3 Operations & Maintenance Needs
Operations and Maintenance (O&M) costs include day-to-day costs associated with running and
overseeing the transportation system. This includes labour, energy, materials and services for
winter snow clearing, sidewalk inspection, road patrol, preventive maintenance and pothole
filling. O&M activities are funded by the Municipality's operating budget.
Figure A-10 shows the operating expenditures for 2018-20, as well as the 2021 budget. In the
past three years, $1.1 million, $2.1 million and $2.4 million (2018-2020, respectively) have been
spent on works related to specific sections of roadway. Going forward, these types of
expenditures will be budgeted and tracked as Capital costs, and thus do not appear in the 2021
operating budget, and are not needed in future operating budgets.
As such, the forecast operations budget need for the Transportation Service is $3.48 million,
which consists of the 2021 budget amount ($3.43 million).
Municipality of Brighton | 2022 Corporate Asset Management Plan | 82
Figure A-10: Operating Expenditures 2018-20 and 2021 Budget - Transportation Service
In addition, the Municipality's asset portfolio grows each year due to ownership assumption of
developer-built assets. These growth assets require additional funds to support O&M activities,
such as inspection, snow clearing and minor repairs. The average annual growth in
transportation assets for the period 2016-21 was 707 m (centreline) of roads, and 380 m of
sidewalks. Assuming that the operating cost per unit remains unchanged from 2021 (based on
2021 budget and asset inventory), Table A-8 shows that an additional $9,069 will be needed
each year for O&M of new roads and $5,214 will be needed for O&M of new sidewalks, totalling
$14,283/year.
Table A-8: Operating Budget Need for Growth Assets - Transportation Service
Asset Type
Average
amount assets
assumed per
year for years
2016-2021
Total 2021
inventory
2021
Operating
Budget for
asset type
(2021 $)
Estimated
Annual
Operating
cost
(2021 $/m)
Additional
Operating
Need / year
for growth
assets
(2021 $)
Roads
707 m
(centreline)
234,401 m
(centreline)
$ 3,006,750*
$ 12.8 /m
(centreline)
$ 9,069
Sidewalks
380 m
30,864
$ 424,054
$ 13.7 /m
$ 5,214
TOTAL
$ 14,283
* Includes all costs related to the transportation service, other than costs allocated specifically to
sidewalks.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 83
Table A-9 shows the projected operating budget needed for each year from 2022 to 2031, based
on status quo operating costs (2021 budget), additional funds needed to meet current service
levels (none) and funds needed to operate and maintain 707 m (centreline) of roads and 380 m
of sidewalks of asset growth each year. The Table shows that the projected operating budget
need grows from $3.50 million in 2022 to $3.62 million in 2031.
Table A-9: Projected Annual Operating Budget Need - Transportation Service
Year
Status Quo
Operating Costs
(based on 2021
Budget)
Additional Funding
Needed to manage
existing assets and
programs*
Funding Needed
for O&M of
Growth
Assets**
Projected
Operating
Budget Need by
Year
2021
$
3,430,795
2022
$
3,430,795
--
$
14,283
$
3,445,078
2023
$
3,430,795
--
$
28,566
$
3,459,361
2024
$
3,430,795
--
$
42,849
$
3,473,644
2025
$
3,430,795
--
$
57,132
$
3,487,927
2026
$
3,430,795
--
$
71,415
$
3,502,210
2027
$
3,430,795
--
$
85,698
$
3,516,493
2028
$
3,430,795
--
$
99,981
$
3,530,776
2029
$
3,430,795
--
$
114,264
$
3,545,059
2030
$
3,430,795
--
$
128,547
$
3,559,342
2031
$
3,430,795
--
$
142,830
$
3,573,625
* Assumes 707m (centreline) of roads and 380m of sidewalks will be added each year.
A.6 Financial Impact
Figure A-11 compares the life cycle needs presented in Section A.5 with the Municipality's
historical expenditures (2018-2020) and 2021 budget, to identify and quantify the gap.
Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the 2021
operating budget is shown in light green. These amounts reflect what was shown in Figure A-10.
For 2022-2031, the projected operating budget need is shown in light green with a dotted-line
border, and includes the annual increases needed to operate and maintain growth assets. (Due
to the scale, the increasing height of the light green bars is not apparent on the graph).
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Of the $4.07 million of capital
projects that were budgeted in 2021, $1.36 million will not be completed within the year and
Municipality of Brighton | 2022 Corporate Asset Management Plan | 84
will be carried over to 2022. This includes $52 k for engineering and design to enlarge garage
doors at PW South building (upgrade project), as well as the following renewal projects:
- $ 849 k for reconstruction of Loyalist Dr.
- $ 367 k for engineering for reconstruction projects
- $ 53 k for guiderail replacement
- $ 38 k to replace floor gates at PW North building
For years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). As explained in Section A.5, the average annual system
expansion need is $ 0.6 million/year, and the annual forecast renewal need for transportation
assets is $5.2 million/year, of which 43% consists of reconstruction of paved roads and 20%
consists of re-surfacing surface treated roads.
Figure A-11: Forecast Funding Gap 2022-31 - Transportation service
The average annual expenditures and budget for 2018-2021 (black line) summed over
expansion, upgrade, renewal and O&M activities is $7.2 million/year for the period 2018-2021.
However, the average annual projected need for the next ten years (2022-2031) is $9.4
Municipality of Brighton | 2022 Corporate Asset Management Plan | 85
million/year (increasing to $9.5 million/year by 2031), including expansion and renewal needs,
as well as the annual O&M need of $3.4 to $3.5 million/year. The resulting funding gap for the
overall service is $2.2 million/year in 2022, and increases slightly each year due to O&M needs
for growth assets. To address the funding gap, the municipality may adjust service levels, defer
activities on lower-risk assets, or seek additional revenues for example, through taxation, user
fees or grants.
For the period 2018-2020, capital expenditures were $1.21 million, $2.92 million and $1.97
million, respectively, and forecast to finish 2021 at $2.71 million. As such, to deliver the forecast
need of $5.8 million/year of capital projects, additional staff may be needed to oversee those
projects.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 86
Appendix B Stormwater Service
B.1 Inventory
The Municipality provides stormwater management services with a network of 40.3km of storm
sewer pipes, throughout the urban area of Brighton. The system includes maintenance holes,
catch basins, stormwater ponds and oil-grit separators. In addition, the Municipality owns a
street sweeper, which is used to collect silt and debris, to prevent it from accumulating in
stormwater ponds. Table B-1 shows the quantities and replacement values of each of these
asset types. The total replacement value of stormwater assets is $69.0 million (in year 2021 $).
The stormwater service also relies on the PW buildings for support; however, for the AM Plan,
those assets are listed with the Transportation service.
Table B-1: Stormwater Service Asset Inventory
Asset Class
Quantity
Replacement Value
(2021 $, millions)
Storm sewer pipes
40.3 km
$
63.0
Maintenance Holes
291 units
$
2.3
Catch Basins
667 units
$
2.6
Stormwater ponds
10 ponds
$
0.6
Oil-Grit Separators
6 units
$
0.1
Vehicles and Equipment
1 sweeper
$
0.4
TOTAL
$
69.0
The Municipality currently does not have data on inlet and outfall structures, ditches, rear yard
swales, and small culverts (those not included in the bridge inspection report). These assets are
of lower value, but important for stormwater management. It is recommended that
Municipality consider collecting data on these assets.
Table B-1 shows that the most significant portion (91%) of the stormwater asset inventory
consists of storm sewer pipes. Table B-2 shows that 65% ($40.9 million) of the pipes are PVC and
30% ($19.0 million) are of unknown material. The remainder are HDPE, Steel and Clay.
Table B-2: Stormwater Pipes by Material
Type
Quantity
(km)
Replacement Value
(2021 $, millions)
PVC
26.3 km
$
40.9
HDPE
1.5 km
$
1.9
Steel
0.3 km
$
0.5
Clay
0.4 km
$
0.7
Unknown Material
11.7 km
$
19.0
Municipality of Brighton | 2022 Corporate Asset Management Plan | 87
Type
Quantity
(km)
Replacement Value
(2021 $, millions)
TOTAL
40.2 km
$
63.0
Figure B-1 shows the locations of the stormwater pipes by material.
Figure B-1: Map of Stormwater Pipes by Material
Municipality of Brighton | 2022 Corporate Asset Management Plan | 88
B.2 State of the Infrastructure
Seventy-one percent (71%) of stormwater assets are in Fair condition or better, while 15% are in
Poor condition and 1% are in Very Poor condition. The condition distribution is shown in Figure
B-2. The Figure also shows that condition is unknown for 13% of stormwater assets. Assets with
unknown condition consist of pipes assets ($3.9 million), as well as maintenance holes, catch
basins and oil-grit separators. No condition data or age data are available for the assets.
Assets in Very Poor condition consist of 386m of clay tile pipe below Meade St. This segment
was installed in 1965, and is nearing its theoretical 70-year service life. It is recommended that
this segment be inspected by CCTV.
Figure B-2: Condition Overview - Stormwater Assets
Condition ratings for pipes were determined based on age. It was assumed that Steel and Clay
pipes have a 60-year service life, while PVC and HDPE have an 80-year service life. Pipes of
unknown material were also assumed to have an 80-year service life.
Condition of the ponds was based on staff input, while condition of the vehicle (the street
sweeper) was based on age. The streetsweeper is assumed to have a service life of 20 years.
Figure B-3 shows the condition distribution of pipes, which are the largest category of
stormwater assets. The Figure shows condition by material, specifically, PVC, HDPE, Steel and
Clay, as well as unknown material. For pipes with unknown material, installation year data was
available for some segments, and a service life of 80 years was assumed. The Figure shows that
the clay pipes and some steel pipes are in Very Poor condition. Pipes in Por condition consist of
Municipality of Brighton | 2022 Corporate Asset Management Plan | 89
steel pipes and pipes of unknown material. These conditions scores require validation by CCTV
inspection. In addition, hydraulic models are needed to assess capacity and flood risk. Figure B-4
shows the average age of stormwater pipes by material.
Figure B-3: Condition Detail - Stormwater Pipes by Material
Figure B-4: Average Age of Assets - Stormwater Pipes by Material
Municipality of Brighton | 2022 Corporate Asset Management Plan | 90
Pipe condition is mapped in Figure B-5. The map shows the segments in Very Poor condition are
along Meade St. (clay) and Applewood St. (steel) south of Stephen St.
Figure B-5: Map of Stormwater Pipes by Condition
Municipality of Brighton | 2022 Corporate Asset Management Plan | 91
Figure B-6 shows the detailed condition distribution of other stormwater assets, excluding
pipes. As explained, condition and age data were not available for maintenance holes, catch
basins and oil-grit separators. The stormwater ponds and street sweeper are all in Fair condition
or better. Figure B-7 shows the average age of these assets.
Figure B-6: Condition Detail - Stormwater Assets (excluding Pipes)
Figure B-7: Average Age of Assets - Stormwater Assets (excluding Pipes)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 92
B.3 Levels of Service
This section presents Level of Service (LOS) metrics and performance for the stormwater
service. LOS targets are not being set this iteration of the AM Plan. Instead, current
performance is reported for each LOS metric, and will continue to be monitored to inform
future LOS target-setting. O.Reg. 588/17 requires LOS targets to be proposed for all services in
an AM Plan to be issued by July 1, 2025.
Table B-3 presents Technical LOS metrics for the Stormwater service. Metrics have been divided
into the categories of Capacity and Use, and Quality. Inadequate performance on Capacity and
Use metrics indicate a need for system expansion improvements, and inadequate performance
on Quality metrics indicate a need for renewal and maintenance activities. For stormwater
service, no metrics have been included to assess Function, which would indicate a need for
upgrades. In the future, the Municipality consider adding metrics to monitor the quality of
water leaving the stormwater system and flowing into natural areas.
The Table shows that 84.2% of 6,596 parcels are resilient to a 100-year storm, but that data
were not available to report the percentage of assets resilient to a 5-year storm. More
specifically, the 2019 Stormwater Master Plan Master Plan (MP) reported on pipes and ponds
that are resilient to a 5-year storm; however, that data was not available with asset
replacement values. For a future AM Plan, resiliency data should be merged into the asset
inventory to enable calculation of percentage of assets (by replacement value) resilient to a 5-
year storm.
In the meantime, the MP indicated that Orchard Gate pond, Roos pond and Lucas pond have
insufficient capacity to contain a 100-year storm. Brighton by the Bay pond would also be
insufficient when Lake Ontario water levels are high. Moreover, Lucas pond has insufficient
capacity to contain a 5-year storm. Based on this information, it is recommended that the
Municipality cleaning these ponds.
Table B-3: Level of Service Metrics for Stormwater Service
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current
Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
adequate flood
protection for
properties
Description, which may
include maps, of the
user groups or areas of
the municipality that are
protected from flooding,
including the extent of
the protection provided
by the municipal
stormwater
management system.*
Stormwater pipes
have been installed
in the urban area, as
shown in Figure B-1.
In the rural areas,
drainage is
supported by
roadside ditches.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 93
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current
Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
adequate flood
protection for
properties
Percentage of properties
in municipality resilient
to a 100-year storm*
84.2% of 6,596
parcels are
resilient to a 100-
year storm
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
adequate
stormwater
system capacity
Percentage of the
municipal stormwater
management system
resilient to a 5-year
storm*
Data not available
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Assets are kept
in a state of
good repair
Percentage of assets in
fair or better condition
71%
* Metric required by O.Reg. 588/17.
B.4 Risk Management Strategy
Risk exposure associated with renewal needs are shown in Table B-4 for stormwater assets. The
Table shows that $0.6 million of the renewal needs are considered to be Very High risk,
consisting of 200m of metal (corrugated steel) pipe along Applewood Dr., south of Stephen St.
Table B-4: Renewal Risk Exposure - Stormwater Service
Total value of assets in 2021 $
$ 62.5
million
PoF
5
-
-
$
0.6
-
$
0.3
4
-
-
$ 10.1
$
0.4
$
0.3
3
-
-
$
4.3
$
0.2
$
0.6
2
-
-
$
4.8
$
2.5
$
2.4
1
-
-
$ 23.1
$
2.5
$
5.5
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
Municipality of Brighton | 2022 Corporate Asset Management Plan | 94
Table B-5 lists the Consequence of Failure ratings applied to different asset types. Probability of
Failure (PoF) was approximated by mapping of the 5-point condition scores to the 5-point PoF
rating.
Table B-5: Consequence of Failure Ratings - Stormwater Assets
Asset Type
Description of Impact of Physical
Failure
Consequence of Failure scores
Storm sewer pipes
Physical deterioration may result in
leaks or breaks, which could lead to
sink holes.
Larger pipes are assumed to carry
more flow, which can cause more
leakage and damage.
∅ < 199mm:
CoF 2
∅ 200-399mm:
CoF 3
∅ 400-599mm:
CoF 4
∅ ≥ 600mm:
CoF 5
Maintenance Holes
& Catch basins
Failure may result in uneven surface
on the roadway, which presents a
safety issue.
CoF = 3
Stormwater ponds
Failure will result in overflow of
pond, and flooding of surroundings.
CoF = 3
Oil-Grit Separators
Failure will result in pollution of
natural environment.
CoF = 3
Vehicles (Sweeper)
Failure results in accelerated
accumulation of sediment in ponds.
CoF = 3
Municipality of Brighton | 2022 Corporate Asset Management Plan | 95
B.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031) the stormwater service asset life cycle needs include the
following:
- Expansion & Upgrade
$ 2.57 million
- Renewal
$ 8.70 million
- Operations & Maintenance $ 0.35 million / year increasing to $0.40 million/year due to
growth assets
The following sub-sections provide details on the needs in each of these categories.
B.5.1 Expansion & Upgrade Needs
Based on the Stormwater Master Plan (MP) analysis, several stormwater ponds have capacity
issues. Specifically, Lucas pond has insufficient capacity to contain a 5-year storm, while Roos
pond has insufficient capacity to contain a 25-year storm, and Orchard Gate pond has
insufficient capacity to contain a 100-year storm. Brighton by the Bay pond would have
insufficient capacity to contain a 25-year storm if Lake Ontario water levels are high. It was
recommended in the Stormwater MP that these ponds be cleaned.
As indicated in the Stormwater MP, it will also be necessary to update the MP at 5-year
intervals. It is recommended that $30k be budgeted for this activity in 2023 and again in 2028.
The Stormwater MP also recommends $2.49 million of sub-watershed improvement projects,
such as infrastructure retrofits.
There is also a need for a wetland study at an estimated cost of $20k.
The total cost over 10 years would be $2.57 (in year 2021 $).
B.5.2 Renewal Needs
Table B-6 lists the Municipality's renewal practices by asset type, along with the forecast
renewal needs to 2031. The total renewal need to 2031 is $8.7 million, consisting primarily of
replacing stormwater pipes in conjunction with road re-reconstruction projects.
Table B-6: Stormwater Service Asset Renewal Practices & Needs to 2031
Asset Class
Renewal Practices
Renewal Needs to 2031
Stormwater pipes
Replace at end-of-
life
(60-80 years,
depending on
material), or
in conjunction with
road re-construction
$6.9 million for reconstruction of 17.4km
of pipes as part of road reconstruction
work identified in the Roads Deficit
presented on Oct 15, 2020. This cost
estimate includes a 30% escalation for
design & engineering, contract
administration and contingency. However,
this cost excludes roads, water and
wastewater project components, which
Municipality of Brighton | 2022 Corporate Asset Management Plan | 96
Asset Class
Renewal Practices
Renewal Needs to 2031
are reported in other sections of the AM
Plan.
Also recommended is renewal of
stormwater pipes in Very Poor condition,
including clay pipe along Meade St. (350m,
estimated cost of $630k) and steel pipe
along Applewood Dr., south of Stephen St.
(200m, estimated cost of $320k). Note
that this segment of Applewood Dr. is
south of the segment included in the 2020
Roads Deficit.
TOTAL = $7.9million
Maintenance Holes & Catch
basins
Replace in
conjunction with
road reconstruction
This cost has been included in the cost of
the stormwater pipe replacement
(contingency).
Stormwater ponds
Clean out ponds, per
Stormwater Master
Plan
recommendations
The following ponds were identified in the
Stormwater Master Plan as requiring
cleaning:
- Lucas pond ($36k)
- Roos pond ($80k)
- Orchard Gate pond ($156k)
- Brighton by the Bay pond ($97k)
TOTAL = $0.4 million
Oil-Grit Separators
Replace at 75 years
Oil-grit separators were installed between
2007 and 2015, so none of them require
replacement in the next 10 years.
Vehicle (Street sweeper)
Replace at 20 years
Street sweeper was purchased in 2008,
and will thus require replacement in 2028
at a cost of $425 k (in 2021 $).
TOTAL = $0.4 million
TOTAL RENEWAL NEED
(2022-31)
(excludes needs that will be
funded by operating)
$ 8.7 million
B.5.3 Operations & Maintenance Needs
Operations and Maintenance (O&M) costs include day-to-day costs associated with running and
overseeing the stormwater system. This includes pond inspection, catch basin cleaning, and street
Municipality of Brighton | 2022 Corporate Asset Management Plan | 97
cleaning, as well as preventive maintenance, corrective actions and reporting. O&M activities are
funded by the Municipality's operating budget.
Figure B-8 shows the operating expenditures for 2018-20, as well as the 2021 budget. These
amounts reflect only the labour charges associated stormwater service activities, since most
other overhead costs are captured under the transportation service. In the past three years, $0.38
million, $0.20 million and $0.22 million (2018-2020, respectively) have been spent on stormwater
activities. The budgeted amount for 2021 is $0.29 million.
Figure B-8: Operating Expenditures 2018-20 and 2021 Budget - Stormwater Service
As the stormwater system ages and as weather patterns change, there is a need to physically
monitor the condition of the pipe network. It is recommended that the Municipality establish a
CCTV program with $50k/year to inspect a subset of pipe segments each year. This would bring
the operating budget need to $0.34 million/year. The CCTV inspection findings would also
support more accurate condition scoring and estimation of remaining life for the next iteration
of the AM Plan.
In addition, the Municipality's asset portfolio grows each year due to ownership assumption of
developer-built assets. These growth assets require additional funds to support O&M activities,
such as inspection, catch basin cleaning and minor repairs. The average annual growth in
stormwater assets for the period 2016-21 was 717 m of stormwater pipes. Assuming that the
operating cost per unit remains unchanged from 2021 (based on 2021 budget and asset
inventory), Table B-7 shows that an additional $5,634 will be needed each year for O&M of new
stormwater pipes.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 98
Table B-7: Operating Budget Need for Growth Assets - Stormwater Service
Asset Type
Average
amount assets
assumed per
year for years
2016-2021
Total 2021
inventory
2021
Operating
Budget for
asset type
(2021 $)
Estimated
Annual
Operating
cost
(2021 $/m)
Additional
Operating
Need / year
for growth
assets
(2021 $)
Stormwater
Mains
717 m
36,976 m
$ 290,631
$ 7.9 /m
$ 5,634
Table B-8 shows the projected operating budget needed for each year from 2022 to 2031, based
on status quo operating costs (2021 budget), additional funds needed to meet current service
levels ($50k/year for CCTV), and funds needed to operate and maintain 717 m of stormwater
pipes to be added each year. The Table shows that operating budget needs are projected to
grow from $0.35 million in 2022 to $0.40 million in 2031.
Table B-8: Projected Annual Operating Budget Need - Stormwater Service
Year
Status Quo
Operating Costs
(based on 2021
Budget)
Additional Funding
Needed to manage
existing assets and
programs
Funding Needed
for O&M of
Growth Assets**
Projected
Operating Budget
Need by Year
2021
$ 290,631
2022
$ 290,631
$ 50,000
$ 5,634
$ 346,265
2023
$ 290,631
$ 50,000
$ 11,268
$ 351,899
2024
$ 290,631
$ 50,000
$ 16,902
$357,533
2025
$ 290,631
$ 50,000
$ 22,536
$ 363,167
2026
$ 290,631
$ 50,000
$ 28,170
$ 368,801
2027
$ 290,631
$ 50,000
$ 33,804
$ 374,435
2028
$ 290,631
$ 50,000
$ 39,438
$ 380,069
2029
$ 290,631
$ 50,000
$ 45,072
$ 385,703
2030
$ 290,631
$ 50,000
$ 50,706
$ 391,337
2031
$ 290,631
$ 50,000
$ 56,340
$ 396,971
* $50k is needed for CCTV inspection program
** Assumes 717m of stormwater pipes will be added each year.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 99
B.6 Financial Impact
Figure B-9 compares the life cycle needs presented in Section B.5 with the Municipality's
historical expenditures (2018-2020) and 2021 budget, to identify and quantify the gap.
Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the 2021
operating budget is shown in light green. These amounts reflect what was shown in Figure B-8.
For 2022-2031, the projected operating budget need is shown in light green with a dotted-line
border, and includes the additional $50k needed for the CCTV program, as well as the annual
increases needed to operate and maintain growth assets.
Figure B-9: Forecast Funding Gap 2022-31 - Stormwater service
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. The $0.22 million of capital projects
that were budgeted in 2021 will not be completed within the year and will be carried over to
2022. These projects consist of the following:
- $ 200 k for renewal of the Applewood Dr. culvert (renewal category)
- $ 20k for wetland study (expansion/upgrade category)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 100
The average annual expenditures and budget (black line) for expansion, upgrade, renewal and
O&M activities is $0.34 million/year for the period 2018-2021.
For the years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). For the Stormwater Service, upgrade needs include $0.26
million/year of improvements identified in Section B.5.1, and renewal needs include $0.87
million/year as discussed in Section B.5.2. The annual O&M needs are projected at $0.35
million/year in 2022, increasing to $0.40 million/year in 2031, as discussed in Section B.5.3. The
resulting funding gap for the overall service is $1.13 million/year in 2022, increasing to $1.18
million by 2031 due to assumption of growth assets.
The Municipality may consider establishing a stormwater charge to meet the funding needs of
the Stormwater Service, as well as to proactively address the increasing risk of flooding
associated with changing weather patterns.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 101
Appendix C Water Service
C.1 Inventory
The Water Department delivers drinking water to approximately 7,550 customers who are
connected to the municipal water distribution system (as of 2020 Annual Report). The source of
drinking water comprises three ground water wells located at 406 County Road 26. The wells
are approximately 40m deep and supply water to Brighton's Water Treatment Plant (WTP) on a
rotational basis. Water from the wells is pumped to the WTP and monitored by a Supervisory
Control and Data Acquisition (SCADA) system. At the WTP, chlorine is added to the water before
it is distributed to the customers. The distribution system consists of approximately 60 km of
mains, service connections, two (2) booster pumps, hydrants, valves and four (4) Pressure
Reducing Valves (PRV).
Table C-1 shows that the total replacement value of water assets is estimated at $59.7 million
(in 2021 $). Other than Pressure Reducing Valves (PRV), mainline valves and chambers have
been excluded due to lack of data. In addition, estimates the Booster Pumping Stations, Well
Pumps and the Sampling Station include only the value of process equipment, since values for
non-process building systems were not available. Conversely, for the Water Treatment Plan, the
replacement value includes only non-process building systems, since an inventory of process
equipment was not available.
Table C-1: Water Service Asset Inventory
Asset Class
Quantity
Replacement Value
(2021 $, millions)
Watermains
62.8 km
$
52.4
Appurtenances*
-
Hydrants & hydrant valves
-
Pressure reducing valves
(PRV) & PRV chambers*
-
Water meters
382 units
4 chambers
3464 units
$
3.9
$
0.5
$
1.0
Booster pumping stations
2 facilities
$
0.02**
Well pumps
3 pumps
$
0.03**
Water Treatment Plant
1 facility
$
1.5***
Sampling Station
1 facility
$
0.1***
Vehicles and Equipment
3 light vehicles
and other equipment
$
0.2
TOTAL
$
59.7
* No data available on other types of valves and chambers.
** Values include only process equipment.
*** Value includes only non-process building systems.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 102
As shown in Table C-1, 88% ($52.4 million) of the value of water service assets (based on
available inventory data) consists of watermains. The Municipality's water pipes are a
combination of PVC, cast iron, concrete and transite. More recently, HDPE has also been
installed in certain locations (e.g. under creeks). In the future, as pipes are replaced, they will be
replaced with HDPE where HDPE already exists, or by PVC in all other cases. As such, the
replacement values have been estimated based on the unit cost of installing PVC or HDPE,
assuming that pipe diameters remain unchanged. Table C-2 summarizes the quantity (by km)
and replacement value of watermains by material.
Table C-2: Watermains by Material
Type
Quantity (km)
Replacement Value
(2021 $, millions)
Polyvinyl chloride (PVC)
50.1
$
38.7
High Density Polyethylene (HDPE)
3.6
$
3.1
Concrete
1.3
$
2.9
Ductile Iron
1.5
$
3.3
Transite
3.5
$
2.8
Cast Iron
2.6
$
1.4
Unknown material
0.1
$
0.1
TOTAL
62.4 km
$
52.4
Municipality of Brighton | 2022 Corporate Asset Management Plan | 103
Figure C-1 shows a
map of the
watermains by
material, overlaid on
the road network for
reference. The map
shows that the HDPE
pipe services
Presqu'ile via
Presqu'ile Parkway
and Bayshore Road.
The north end of the
water system
includes concrete
pipe along County
Road 30 and ductile
iron pipe along
County Road 26.
Transite pipe is found
along Main St.,
Maplewood Ave. and
Dorman St. in
downtown Brighton,
the southern end of
Prince Edward St.
(including the east-
ward bend), as well
as segments of
Division St., Butler St.
and Grimes St. Cast
Iron pipe is found on
the western end of
Main St., Addison St., Meade St. and a few other segments throughout the downtown area.
Figure C-1: Map of Watermains by Material
Municipality of Brighton | 2022 Corporate Asset Management Plan | 104
C.2 State of the Infrastructure
Figure C-2 shows the
condition distribution of
assets in the water
inventory. The Figure
shows that 87% of
water assets are in Fair
condition or better. Ten
percent (10%) are in
Poor condition. These
assets consist primarily
of watermains, along
with three PRVs and
PRV chambers that are
planned for
replacement in 2026.
Assets in Very Poor
condition comprise
0.002% of the total replacement value of water assets, and consist of downspouts and eaves-
troughs (estimated value $1000) at the Chlorine Booster Station. Two and a half percent (2%) of
assets (by replacement value) have an unknown condition, and consist specifically of PRV, PRV
chambers and water meters.
Condition scores have been estimated based on age (see Table 3-2), except in the case of the
Water Treatment Plant (WTP), for which a building condition assessment was completed in
2021. Future iterations of the AM Plan may be improved by incorporating watermain breaks
into the condition score of watermains, which comprise 88% of the replacement value of water
assets. Condition assessment of process equipment at vertical facilities would also improve the
analysis.
Figure C-2: Condition Overview - Water Assets
Municipality of Brighton | 2022 Corporate Asset Management Plan | 105
Figure C-3
shows the
condition
distribution of
watermain
assets by
material. The
Figure shows
that assets in
Poor condition
consist of Cast
Iron, Transite
and PVC.
Figure C-3: Condition Detail - Watermains by Material
Municipality of Brighton | 2022 Corporate Asset Management Plan | 106
Figure C-4 shows a map
of the watermains by
condition, overlaid on
the road network for
reference. The map
shows that the
watermains that are in
Poor condition are
located primarily in the
downtown area of
Brighton, including
along Main St., Dundas
St., Prince Edward St.,
Maplewood St.,
Addison St., Centre St.,
Meade St., Division St.,
Butler St., Grimes St.,
William St., Georgina
St., and a few other
segments in the areas.
According to the age-
based condition scale,
assets in Poor condition
have 20%-40% of their
service life remaining.
Watermains are
estimated to have a
service life of 80 years,
which means that the
assets in Poor condition
have between 16-31
years of life remaining.
In future AM Plans, the condition score and expected remaining life should be adjusted based
on break history.
Figure C-5 shows the average age of the Municipality's watermains by material. The plot shows
that on average, transite and cast iron pipes were installed earlier than concrete and ductile
iron pipes, and that most recently, PVC and HDPE have been more commonly used.
Figure C-4: Map of Watermains by Condition
Municipality of Brighton | 2022 Corporate Asset Management Plan | 107
Figure C-5: Average Age of Assets - Watermains by Material
Figure C-6 shows the condition of the remaining water assets by asset type. The Figure shows
that hydrants and hydrant mains are in Fair condition or better, because they are inspected and
repaired annually to ensure that they are in working order. Three of four PRV chambers
(including the PRV inside) are in Poor condition, and are planned for replacement in 2026. The
condition of the remaining PRV chamber is unknown. Condition and age of water meters are
also unknown.
Vertical assets are generally in Fair condition or better, other than the downspouts and eaves
troughs at the Chlorine Booster Station, which are in Very Poor condition. In addition,
downspouts, eaves troughs and exterior wall sealant at the Water Treatment Plant are in Poor
condition. The duty centrifugal pumps are the Lakeview BPS and Dundas BPS are also in Poor
condition.
Vehicles & Equipment are also in Fair condition or better, other than a zero-turn mower and
three GPS units, which are in Poor condition.
Figure C-7 shows the average age of these assets. The plot shows that most water assets are
less than half-way through their service life. As shown in the plot, asset age data is not available
for PRV, PRV chambers or water meters.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 108
Figure C-6: Condition Detail - Water Assets (excluding watermains)
Figure C-7: Average Age of Assets - Water Assets (excluding watermains)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 109
C.3 Levels of Service
This section presents Level of Service metrics and performance for the water service. LOS
targets are not being set this iteration of the AM Plan. Instead, current performance is reported
for each LOS metric, and will continue to be monitored to inform future LOS target-setting.
O.Reg. 588/17 requires LOS targets to be proposed for all services in an AM Plan to be issued by
July 1, 2025.
Table C-3 presents Technical LOS metrics for the water service. It shows that 53% of properties
within the municipality are connected to the municipal water system. The Table also shows that
57% of properties within the municipality have access to fire hydrants. The Municipality is
currently working to develop a water model; however, fire flow models are not currently
available. As such, it is assumed that properties with access to fire hydrants have access to fire
flows.
In the past three years (2018-2020), there have been no boil water advisories affecting the
municipal water system. On the other hand, the system has experienced several watermain
breaks, as listed in Table C-4. Figure C-8 shows the locations of the four watermain breaks that
occurred 2019-20 (there were no watermain breaks in 2018). The map shows that all four
breaks occurred along an 850m segment of pipe along Main St. Based on only on the age, the
condition was reported as Poor; however, considering the recent break history and the resulting
service interruptions, it is recommended that this segment be replaced.
Table C-3 shows that 87% of the Municipality's water assets are in Fair condition or better. For
future AM Plans, the Municipality will consider the cost of sustaining this level of service, and
how best to balance these costs with risk and performance.
Table C-3: Technical Level of Service Metrics for Water Service
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
properties with
sufficient potable
water
Description, which may
include maps, of the user
groups or areas of the
municipality that are
connected to the
municipal water system.*
See Section C.1 for
description and maps.
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
properties with
sufficient potable
water
Description, which may
include maps, of the user
groups or areas of the
municipality that have fire
flow.*
For this AM Plan,
properties with access
to a fire hydrant are
assumed to have fire
flow. For future AM
Plans, the Water Model
will be used to
estimate fire flow.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 110
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
properties with
sufficient potable
water
Percentage of properties
connected to the
municipal water system*
53%
(3,280 connections
/ 6,216 properties)
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
properties with
water for fire
protection
Percentage of properties
where fire flow is
available*
57%
(3,533 / 6,216
properties
with access to fire
hydrants)
Function:
Services meet
customer
needs while
limiting
impacts to
health,
safety,
security,
nature and
heritage
Safe drinking
water
Minimum
disruption due to
boil water
advisories
The number of
connection-days per year
where a boil water
advisory notice is in place
compared to the total
number of properties
connected to the
municipal water system.*
No boil water
advisories
for at least the
past 3 years
(2018-2020)
Function:
Services meet
customer
needs while
limiting
impacts to
health,
safety,
security,
nature and
heritage
Safe drinking
water
Minimum
disruption due to
boil water
advisories
Description of service
interruptions due to boil
water advisories.*
N/A - no boil water
advisories
Function:
Services meet
customer
needs while
limiting
impacts to
health,
Pleasant
tasting and
looking
drinking
water at an
appropriate
pressure
Water meets
customer's
odour, colour,
flavour and
pressure
expectations
Number of complaints
due to issues originating
from Municipality's water
system (issues originating
from customer's assets or
appliances are not
included)
2020: none
2019: none
2018: 1 complaint
(low pressure caused
by power outage at
Municipality of Brighton | 2022 Corporate Asset Management Plan | 111
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
safety,
security,
nature and
heritage
Dundas Street booster
pump)
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Water assets are
kept in a state of
good repair
Water assets are
kept in a state of
good repair
The number of
connection-days per year
due to water main breaks
compared to the total
number of properties
connected to the
municipal water system.*
2020:
0.036 connection-days
lost / customer
2019:
0.008 connection-days
lost / customer
2018:
no breaks
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Water assets are
kept in a state of
good repair
Water assets are
kept in a state of
good repair
Description of service
interruptions due to
watermain breaks.*
See Table C-4, Figure C-
8 and accompanying
text in Section C.3.
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Water assets are
kept in a state of
good repair
Water assets are
kept in a state of
good repair
Percentage of assets in
fair or better condition
87%*
* Indicates that the metric is required by O.Reg. 588/17 to be reported in the AM Plan.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 112
Table C-4: Watermain Breaks 2018-2020
Year
Location of
Watermain Break
Customers
Affected
Duration
Affected
Customer-Days
Lost
2020
Across from 170 Main St.
225
1 day
225
2019
305 Main St.
16
1 day
16
2019
225 Main St.
17
1 day
17
2019
Intersection of Main St. &
Rundle St.
17
1
17
2018
No watermain breaks
--
--
--
Figure C-8: Locations of Watermain Breaks 2019-20
Municipality of Brighton | 2022 Corporate Asset Management Plan | 113
Municipality of Brighton | 2022 Corporate Asset Management Plan | 114
C.4 Risk Management Strategy
Risk exposure associated with renewal needs are shown in Table C-5 for all water service assets.
The Table shows that none of the renewal needs are considered to be Very High risk; however,
$ 6.8 million of renewal needs are considered to be High risk. Of that, $ 6.7 million consists of
watermains.
Table C-5: Renewal Risk Exposure - Water Service
Total value of assets in 2021 $
$ 59.6
million
Assets with unknown condition
$ 1.1
million
PoF
5
-
-
-
-
-
4
$ 5.8
$ 0.4
$ 0.0
$ 0.2
-
3
$ 10.7
$ 2.4
$ 0.1
$ 0.3
$ 6.3
2
$ 11.7
$ 0.7
-
$ 0.2
$ 0.0
1
$ 15.9
$ 1.6
$ 0.1
$ 0.5
$ 0.0
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
Figure C-9 shows that those High-risk mains are located along Country Road 26, Country Road
30, Main St. (east of Ontario St.), a short segment of Sharp Rd east of Applewood Dr., and a
short segment of Baldwin St. south of Anne St. Referring back to Figure C-8, it can be seen that
of those High risk mains, only the segment along Main St. is currently in Poor condition. Figure
C-8, shows that a watermain break occurred along this segment (occurred in year 2020), and
that three other breaks occurred along the segment to the west (those occurred in 2019). As
such, it is clear that this segment needs to be prioritized for renewal.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 115
Figure C-9: Map of Renewal Risk Exposure - Watermains
Municipality of Brighton | 2022 Corporate Asset Management Plan | 116
C.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031) the water system asset life cycle needs include the following:
- Expansion & Upgrade
$ 3.54 million
- Renewal
$15.88 million
- Operations & Maintenance
$ 1.00 million / year increasing to $1.11
million/year due to growth assets
The following sub-sections provide details on the needs in each of these categories.
C.5.1 Expansion & Upgrade Needs
System expansion needs were identified in the 2019 Development Charges Background Study
(DCBS), including the following:
- New 150mm watermain on Applewood to connect Loyalist to Stephen (145m),
estimated cost $ 160 k in year 2021 $
- Replace 150mm with 250mm on Main St from Prince Edward St. to Ontario St.
estimated cost $ 940 k in year 2021 $
- Replace 100 mm with 250 mm on Main St from Ontario St to service boundary,
estimated cost $ 1.18 million (cost estimate from Public Works' 6-year plan)
- Replace 100mm with 150mm on Lyons St from Prince Edward St. to Division St S (160m),
estimated cost $ 165 k in year 2021 $
- Replace 100mm with 150mm on Division St S from Lyons St to Butler St (115m),
estimated cost $ 270 k in year 2021 $
These needs total $2,715 k. Adding an allowance of 10% is for engineering and design costs, the
total of these projects comes to $3.00 million.
There is also a need to expand the 50mm (2") service connection at County Road 30 at Spring,
as was identified in Public Works' 6-year Capital Plan, at an estimated cost of $ 40 k.
In addition, the Municipality is beginning to plan for an additional well to meet expected growth
and demand. Staff estimate the cost of this work at $ 0.5 million, broken down as follows:
- Exploration & EA
$ 75 k
- Design
$ 75 k
- Construction
$ 350 k
As such, the system expansion needs identified in this section total $ 3.54 million. No upgrade
needs have been identified.
C.5.2 Renewal Needs
Table C-6 lists the Municipality's renewal practices by asset type, along with the forecast
renewal needs to 2031.
Unbuilt plans of subdivisions must be revised to reflect new construction standards.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 117
Table C-6: Water Service Asset Renewal Practices & Needs to 2031
Asset Class
Renewal Practices
Renewal Needs to 2031
Watermains
Replace at 80 years
- 835 m of watermain along Main St.
(Rundle to Ontario St.) renewal due to
recent break history, but was treated as
an Expansion need (see Section 9.5.1),
since this main was also identified in the
2019 Development Charges Background
Study as requiring expansion
- Renewal opportunities based on
coordination with road works (from
2022-26 Road Reconstruction Plan,
costs represent water portion of
project, escalated by 30% to cover
engineering, design, contract
administration and contingency):
o Loyalist Dr. (431 m)
Prince Edward St. to Applewood
$0.16 million
o Prince Edward St. (1,900 m)
Elizabeth St. to Harbour St.
$2.27 million
o Pinnacle St. S (300 m)
Elizabeth St. to end
$0.36 million
o Harbour St. S (2,100 m)
Prince Edward St. to Ontario St.
$1.70 million
o Marina Dr. (335m)
Raglan St. to Harbour St.
$0.06 million
o Walas St. (240m)
Raglan St. to Harbour St.
$0.03 million
o Main St. (815 m)
Prince Edward St. to Ontario St.
$0.98 million
o Applewood Dr. (330 m)
Loyalist Dr. north to end
$0.14 million
Municipality of Brighton | 2022 Corporate Asset Management Plan | 118
Asset Class
Renewal Practices
Renewal Needs to 2031
- An additional $8.0 million of renewal
needs were identified to be completed
in conjunction with projects identified in
the Roads Reconstruction Deficit
(presented to Council in October 2020)
- In addition to the projects identified in
the Roads Deficit, it is recommended
that Meade St. be considered for re-
construction at an estimated cost of
$0.23 million for the water assets.
TOTAL = $13.93 million (excludes
renewal/expansion of Main St. pipe, which
will be treated as an expansion need)
Appurtenances
- Hydrants & hydrant
valves
- Pressure reducing
valves (PRV) & PRV
chambers
- Water meters
Replace with main
Replace at 35 years
Replace at 20 years
- Included with watermain replacement
costs
- Replace PRV & chambers that are in
Poor condition ($0.13 million each at
Baldwin St., Ontario St. and Morrow
Ave.)
$0.39 million
- Develop meter replacement program
(estimate age of meters, estimate
revenue losses associated with old
meters, optimize replacement plan
based on costs & benefits).
$0.03 million (study only)
$1.00 million to replace meters
TOTAL = $1.42 million
Booster pumping stations
Repair/replace
components based
on condition
assessment
- Upgrade infrastructure at Lakeview
Heights BPS
$6.0 k. (The Water Model Study may
find that this BPS is not required is a
new water tower is installed)
- Replace duty centrifugal pumps at both
BPS
o Lakeview BPS
$1.4 k
o Dundas BPS
$8.0 k
Municipality of Brighton | 2022 Corporate Asset Management Plan | 119
Asset Class
Renewal Practices
Renewal Needs to 2031
- Condition assessment for building &
process equipment at 2 BPS $4.0 k.
TOTAL = $19.4 k
Well pumps
Repair/replace
components based
on condition
assessment
- Condition assessment for building &
process equipment at 3 wells: $5.0 k
- Well pumps have a service life of 10
years, so all 3 will have to be replaced
once during the period 2022-31: $35.0 k
TOTAL = $40.0 k
Water Treatment Plant
Repair/replace
components based
on condition
assessment
- Repairs identified for 2022-31 in
Building Condition Assessment $
176.1 k
- 2 Turbidity analysers
$ 8.0 k
- 4 Flow meters
$ 16.0 k
- 3 Flow control valves
$ 13.5 k
- Condition assessment for
process equipment
$ 2.0 k
TOTAL = $215.6 k
Chlorine Booster Station
Repair/replace
components based
on condition
assessment
- Chlorine Booster Station (CBS) requires
new downspouts and eaves troughs,
estimated $1.0 k (operating)
Vehicles and Equipment
- Equipment
- Pickup trucks
- Cube van
Replace at 10 years
Replace at 10 years
Replace at 20 years
- $0.11 million
- $0.09 million
- None (vehicle was purchased in 2021)
TOTAL = $0.20 million
Studies
- Water Financial Plan
Every 5 years
- $25 k for water portion of a combined
Water & Wastewater Financial Plan.
- Plan will be needed twice over 10-year
period
TOTAL = $50 k
TOTAL RENEWAL NEED
(2022-31)
$ 15.88 million
Municipality of Brighton | 2022 Corporate Asset Management Plan | 120
Asset Class
Renewal Practices
Renewal Needs to 2031
(excludes needs that will be
funded by operating)
Table C-6 includes a need for updating the Water Financial Plan. Under the Safe Drinking Water
Act (2002), O.Reg. 453/07 requires that municipal residential water systems complete a
Financial Plan and obtain Council approval for that Plan prior renewing their Municipal Drinking
Water License (MDWL). Since the MDWL must be renewed every five years, the Financial Plan
must also be completed every five years. In accordance with O.Reg. 453/07, the Financial Plan
must cover a planning period of at least 6 years, beginning with the first year of the period to be
covered by the MDWL once renewed.
The Municipality's previous Financial Plans was completed in 2017 (Water & Wastewater Rate
Study). As such, over the next 10-year period, the Water Financial Plan will need to be updated
in 2022 and 2027, and will be combined with the Wastewater Financial Plan and Rate Study as
was done in 2017. The estimated cost of each Water-Wastewater Financial Plan is $50 k (in 2021
$), totalling $100 k for the 10-year period. Water Service's share of that cost would be $50 k (in
2021 $) over the 10-year period.
C.5.3 Operations & Maintenance Needs
Operations costs include day-to-day costs associated with running and overseeing the water
system. This includes labour, electricity and program delivery costs, such as providing
underground locates, and promoting water conservation. Maintenance activities include
inspection, preventive maintenance and minor repairs. Operations and Maintenance (O&M)
activities are both funded by the Municipality's operating budget.
Figure C-10 shows the operating expenditures for 2018-20, as well as the 2021 budget. Based on
staff feedback, the 2021 budget amount is sufficient for current service levels and O&M
activities.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 121
Figure C-10: Operating Expenditures 2018-20 and 2021 Budget - Water Service
However, the Municipality's asset portfolio grows each year due to ownership assumption of
developer-built assets. These growth assets require additional funds to support O&M activities,
such as inspection, preventive maintenance and minor repairs. The average annual growth in
water assets for the period 2016-21 was 714 m mains. Assuming that the operating cost per unit
remains unchanged from 2021 (based on 2021 budget and asset inventory), Table C-7 shows
that an additional $11,346 will be needed each year for O&M.
Table C-7: Operating Budget Need for Growth Assets - Water Service
Asset Type
Average
amount assets
assumed per
year for years
2016-2021
Total 2021
inventory
2021
Operating
Budget for
asset type
(2021 $)
Estimated
Annual
Operating
cost
(2021 $/m)
Additional
Operating
Need / year
for growth
assets
(2021 $)
Watermains
714 m
62,949 m
$ 1,000,510
$ 15.9 /m
$ 11,346
Although the water service operating budget covers all asset types and activities within the
water service, the growth in watermains is assumed to represent general growth in system
activities, including customer service and administration. In 2022, the Municipality will
implement a work order management system, which will enable a more detailed understanding
of the O&M costs associated with addition of specific asset types.
Table C-8 shows the projected operating budget needed for each year from 2022 to 2031, based
on status quo operating costs (2021 budget), and funds needed to operate and maintain 714 m
of watermains to be added each year. The Table shows that no additional funds are needed to
meet current service levels. As shown in the Table, operating budget needs are projected to
grow from $1.01 million in 2022 to $1.11 million in 2031.
Table C-1: Projected Annual Operating Budget Need - Water Service
Year
Status Quo
Operating Costs
(based on 2021
Budget)
Additional
Funding Needed
to manage
existing assets
and programs
Funding Needed
for O&M of
Growth Assets*
Projected
Operating Budget
Need by Year
2021
$ 290,631
2022
$ 290,631
--
$ 11,346
$ 1,011,856
2023
$ 290,631
--
$ 22,692
$ 1,023,202
2024
$ 290,631
--
$ 34,038
$ 1,034,548
2025
$ 290,631
--
$ 45,384
$ 1,045,894
2026
$ 290,631
--
$ 56,730
$ 1,057,240
2027
$ 290,631
--
$ 68,076
$ 1,068,586
2028
$ 290,631
--
$ 79,422
$ 1,079,932
2029
$ 290,631
--
$ 90,768
$ 1,091,278
2030
$ 290,631
--
$ 102,114
$ 1,102,624
2031
$ 290,631
--
$ 113,460
$ 1,113,970
* Assumes 714m of watermains will be added each year.
A.1 Financial Impact
Figure C-11 compares the life cycle needs presented in Section C.5 with the Municipality's
available funding, to identify and quantify the gap. Specifically, annual operating expenditures
for 2018-2020 are shown in dark green and the 2021 operating budget is shown in light green.
These amounts reflect what was shown in Figure C-10. For 2022-2031, the projected operating
budget need is shown in light green with a dotted-line border, and includes the annual increases
needed to operate and maintain growth assets. (Due to the scale, the increasing height of the
light green bars is not apparent on the graph).
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Of the $0.78 million of capital
projects that were budgeted in 2021, $0.17 million will not be completed within the year and
will be carried over to 2022. This includes:
- $ 45 k for the service connection at County Road 30 at Spring Valley (expansion project)
- $ 120 k for the water portion of the reconstruction of Loyalist Dr. (431 m) Prince Edward
St. to Applewood (renewal project)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 123
The average annual expenditures and budget for 2018-2021 (black line) summed over
expansion, upgrade, renewal and O&M activities is $1.4 million/year for the period 2018-2021.
For years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). The average annual funding need includes $ 0.35 million/year
of expansion and upgrade work as discussed in Section C.5.1, $ 1.59 million/year of renewal
work as discussed in Section C.5.2, and an annual O&M need of $1.01 million/year increasing to
$ 1.11 million/year, as discussed in Section C.5.3. The resulting funding gap for the overall
service is $1.55 million/year in 2022, increasing to $1.65 million by 2031 due to assumption of
growth assets. To address the funding gap, the municipality may adjust service levels, defer
activities on lower-risk assets, or seek additional revenues for example, through user fees or
grants.
Figure C-11: Forecast Funding Gap 2022-31 - Water service
Appendix A Wastewater Service
A.1 Inventory
Wastewater collected from the serviced area of the Municipality passes through four treatment
components at the Water Pollution Control Plant (WPCP), in the order listed below:
1) A 0.7-hectare aerated cell (Lagoon #1) with two mechanical surface aerators, and two
aspirating aerators.
2) A chemical mixing chamber where ferric chloride is added.
3) A 5.44-hectare waste stabilization pond (Lagoon #2) with three baffles.
4) A two-celled constructed wetland having a total surface area of 6.2 hectares.
The effluent from the constructed wetland is discharged continuously into a natural wetland
that borders Presqu'ile Bay, located off the northeast shore of Lake Ontario.
Table D-1 shows that the total replacement value of water assets is estimated at $59.5 million
(in 2021 $). Of that amount, 93% ($ 55.4 million) consists of wastewater mains. Estimates of the
replacement value of vertical assets include non-process building systems, and a partial
inventory of process equipment. Moreover, no data was available on maintenance holes.
Table D-1: Wastewater Service Asset Inventory
Asset Class
Quantity
Replacement Value
(2021 $, millions)
Wastewater mains
56.2 km
$
55.4
Maintenance Holes
no data
no data
Harbour Street Pump Station*
1 facility
$
2.8
Water Pollution Control Plant
(WPCP)*
1 facility
$
1.2
Vehicles and Equipment
2 light vehicles
and other equipment
$
0.1
TOTAL
$
59.5
* Value includes non-process building systems and selected process equipment. Process
equipment not fully inventoried.
The Municipality's wastewater pipes are a combination of asbestos cement, PVC, concrete
metal, and HDPE. In the future, as pipes are replaced, they will be replaced with HDPE where
HDPE already exists, or by PVC in all other cases. As such, the replacement values have been
estimated based on the unit cost of installing PVC or HDPE, assuming that pipe diameters
remain unchanged. Table D-2 summarizes the quantity (by km) and replacement value of
watermains by material.
Table D-2: Wastewater Mains by Material
Type
Quantity
Replacement Value
(2021 $, millions)
Asbestos Cement
28.7 km
$
32.7
Polyvinyl chloride (PVC)
22.9 km
$
19.3
High Density Polyethylene (HDPE)
3.9 km
$
2.6
Concrete Metal
0.7 km
$
0.7
TOTAL
56.2 km
$
55.4
Figure D-1 shows a map
of the wastewater
mains by material,
overlaid on the road
network for reference.
The map shows that
older areas are serviced
by asbestos cement
pipes, including
downtown Brighton
and the Gosport
community, while more
recently developed
areas are serviced by
PVC pipe. In addition,
HDPE pipe services
Presqu'ile via Presqu'ile
Parkway and Bayshore
Road. A segment of
concrete metal pipe
runs along the main
lagoon.
Figure D-1: Map of Wastewater Mains by Material
A.2 State of the Infrastructure
Figure D-2 shows the
condition distribution of
assets in the
wastewater inventory.
The Figure shows that
49% of wastewater
assets are in Fair
condition or better, and
51% are in Poor
condition. Assets in
poor condition consist
primarily of wastewater
mains ($29.2 million), as
well as pumps and other
process equipment at
the Harbour Street
Sewage Pumping
Station (SPS), and
building components at the Harbour St. SPS and the Water Pollution Control Plant (WPCP).
Assets in Very Poor condition comprise 0.3% of the total replacement value of water assets, and
consist of wall finishes and fire detection devices at the Harbour St. SPS, the by-pass chamber at
the WPCP and one berm at the lagoon.
Condition scores have been estimated based on age, except in the case vertical assets.
Specifically, for building components (non-process) at the WPCP and Harbour St. SPS, condition
scores are based on building condition assessments, which were completed in 2021. Condition
of process equipment at those facilities was based on staff assessment.
Figure D-2: Condition Overview - Wastewater Assets
Figure D-3
shows the
condition
distribution of
watermain
assets by
material. The
Figure shows
that assets in
Poor condition
consist of
Asbestos
Cement. (AC).
AC pipe was
installed in the
1960s and
1970s, and is
now about 40-
60 years old. With an estimated service life of 70 years, the older AC pipes are nearing their
theoretical end of life. CCTV inspection would be needed to confirm their condition and
remaining life.
Figure D-3: Condition Detail - Wastewater Mains by Material
Figure D-4 shows a map
of the wastewater
mains by condition,
overlaid on the road
network for reference.
The map shows that the
watermains that are in
Poor condition are
located primarily in the
downtown area of
Brighton, including
along Main St., Chapel
St., Centre St., Meade
St., Addison St., Dundas
St., Prince Edward St.,
Division St., Butler St.,
Grimes St., and other
segments in the area.
According to the age-
based condition scale,
assets in Poor condition
have 20%-40% of their
service life remaining.
AC pipes are estimated
to have a service life of
70 years, which means
that the assets in Poor
condition have between
14-28 years of life
remaining. For future
AM Plans, the CCTV
inspections should be
conducted to obtain a
more accurate
assessment of pipe condition and remaining life.
Figure D-5 shows the average age of wastewater mains by material. The plot shows that on
average, HDPE and PVC mains were installed more recently than asbestos cement and concrete
metal mains.
Figure D-6 shows the condition distribution of wastewater vertical assets, vehicles and
equipment. At the WPCP, the By-Pass chamber and Berm 1 are in Very Poor condition. At the
Harbour St. SPS, the interior faced insulation is in Very Poor condition.
Figure D-7 shows the average age of wastewater vertical assets, vehicles and equipment. The
plot shows that on average, the building systems that comprise the Harbour St. Sewage Pump
Station are beyond their service life.
Figure D-4: Map of Wastewater mains by Condition
Municipality of Brighton | 2022 Corporate Asset Management Plan | 129
Figure D-5: Average Age of Assets - Wastewater Mains
Figure D-6: Condition Detail - Wastewater Vertical Assets, Vehicles and Equipment
Municipality of Brighton | 2022 Corporate Asset Management Plan | 130
Figure D-7: Average Age of Assets - Wastewater Vertical Assets, Vehicles and Equipment
D.3 Levels of Service
This section presents Level of Service metrics and performance for the wastewater service. LOS
targets are not being set this iteration of the AM Plan. Instead, current performance is reported
for each LOS metric, and will continue to be monitored to inform future LOS target-setting.
O.Reg. 588/17 requires LOS targets to be proposed for all services in an AM Plan to be issued by
July 1, 2025.
Table D-3 presents Technical LOS metrics for the water service. It shows that 53% of properties
within the municipality are connected to the municipal wastewater system. It is expected that
this value will remain stable or increase in the future, as the Municipality encourages
development to occur where municipal services can be optimized, in accordance with the
Municipality's Official Plan.
Table D-3 also shows that in each of years 2018 to 2020, there were 4, 5 and 3 effluent
violations (out of 12 monthly reports/year), each related to exceedance of Total Ammonia
Nitrogen (TAN). TAN limits are defined in Environmental Compliance Approval (ECA) Number
3644-BWXRNN under which the WPCP operates. Moreover, for the first half of 2021, five (5)
reports have exceeded the TAN limit. The Municipality is aware of the issue, and is working on a
design for Lagoon upgrades to address the TAN issue and to provide for future treatment
capacity (for more information, see Report to Council "Wastewater Pollution Control Plant
Improvements Update", presented to Council on 16 Aug 2021).
In addition, the Table lists a metric for connection-days lost due to sewer backups. Excluding
backups attributed homeowners' infrastructure, there were two (2) sewer backup incidents in
2020, resulting in a total of 2 connection-days lost. Although the Municipality's sanitary system
is separate from the stormwater system, Inflow and Infiltration (I&I) remains a concern, and can
aggravate capacity and overflow issues. The Municipality is working to reduce I&I to provide
more capacity. In addition, Municipal Standards have been established to reduce the occurrence
of I&I in future construction of wastewater infrastructure.
Since the Municipality's stormwater and sanitary systems do not have any combined segments,
Table D-3 excludes O.Reg. 588/17 level of service (LOS) metrics related to combined systems.
Table D-1: Level of Service Metrics for Wastewater Service
Service
Attributes
Service
Expectatio
ns
Customer
Objectives
Technical Levels of
Service
Current Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
properties with
wastewater
service
Description, which may
include maps, of the user
groups or areas of the
municipality that are
connected to the
municipal wastewater
system.*
See Section D.1 for
description and maps.
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
conveyance
scope and
capacity
Provide
properties with
wastewater
service
Percentage of properties
connected to the
municipal wastewater
system.*
53%
(3,280 connections
/ 6,216 properties)
Function:
Services meet
customer needs
while limiting
impacts to
health, safety,
security, nature
and heritage
Wastewate
r system
protects
the
environme
nt from
pollution
Wastewater
system meets
effluent chemical
limits
The number of effluent
violations per year due to
wastewater discharge
compared to the total
number of properties
connected to the
municipal wastewater
system*
Number of violations:
2021: 5 (Jan-Jun)
2020: 3
2019: 5
2018: 4
As a ratio of 6,216
connections:
2021: 0.016
(extrapolated)
2020: 0.005
2019: 0.008
2018: 0.006
Function:
Services meet
customer needs
while limiting
impacts to
health, safety,
security, nature
and heritage
Wastewate
r system
protects
the
environme
nt from
pollution
Wastewater
system meets
effluent chemical
limits
Description of how
combined sewers in the
municipal wastewater
system are designed with
overflow structures in
place which allow
overflow during storm
events to prevent backups
into homes.*
N/A - wastewater and
stormwater sewers are
not combined
Service
Attributes
Service
Expectatio
ns
Customer
Objectives
Technical Levels of
Service
Current Performance
Function:
Services meet
customer needs
while limiting
impacts to
health, safety,
security, nature
and heritage
Wastewate
r system
protects
the
environme
nt from
pollution
Wastewater
system meets
effluent chemical
limits
Description of the
frequency and volume of
overflows in combined
sewers in the municipal
wastewater system that
occur in habitable areas
or beaches.*
N/A
Function:
Services meet
customer needs
while limiting
impacts to
health, safety,
security, nature
and heritage
Wastewate
r system
protects
the
environme
nt from
pollution
Wastewater
system meets
effluent chemical
limits
Description of how
stormwater can get into
sanitary sewers in the
municipal wastewater
system, causing sewage
to overflow into streets or
backup into homes.*
Inflow and infiltration
Function:
Services meet
customer needs
while limiting
impacts to
health, safety,
security, nature
and heritage
Wastewate
r system
protects
the
environme
nt from
pollution
Wastewater
system meets
effluent chemical
limits
Description of how
sanitary sewers in the
municipal wastewater
system are designed to be
resilient to avoid events
described in the item
above..*
See Municipality's
engineering standards.
Function:
Services meet
customer needs
while limiting
impacts to
health, safety,
security, nature
and heritage
Wastewate
r system
protects
the
environme
nt from
pollution
Wastewater
system meets
effluent chemical
limits
Description of the effluent
that is discharged from
sewage treatment plants
in the municipal
wastewater system.*
In accordance with
Environmental
Compliance Approval
for the Water Pollution
Control Plant.
Quality:
Services are
reliable and
responsive to
customers
Reliable
service
Operating,
maintenance and
monitoring
practices deliver
expected
wastewater
removal and
treatment
The number of
connection-days per year
due to wastewater
backups compared to the
total number of
properties connected to
the municipal wastewater
system*
0.0003 connection-
days lost / year /
connection
(2 connection-days lost
for 6,216 connections
in 2020)
* Indicates that the metric is required by O.Reg. 588/17 to be reported in the AM Plan.
Service
Attributes
Service
Expectatio
ns
Customer
Objectives
Technical Levels of
Service
Current Performance
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Wastewater
assets are kept in
a state of good
repair
Percentage of assets in
fair or better condition
49%
Municipality of Brighton | 2022 Corporate Asset Management Plan | 134
D.4 Risk Management Strategy
Risk exposure associated with renewal needs are shown in Table D-4 for all wastewater service
assets. The Table shows that $ 1.24 million of renewal needs are considered to be Very High
risk, all consisting of work required in vertical assets. Specifically, process pumps, piping and
process HVAC at Harbour St. Sewage Pump Station (SPS) are Very High risk, along with the
building generator, exterior doors, Exit lights and staircase handrail. At the Water Pollution
Control Plant (WPCP), the exterior doors, fire detection and sounding device, bypass chamber
and berm 1 are considered Very High risk.
Table D-4: Renewal Risk Exposure - Wastewater Service
Total value of assets in 2021 $
$ 59.5
million
Value included in Risk Table
$ 57.7
million
PoF
5
-
$ 0.0
-
-
$ 0.04
4
-
$ 0.0
$ 12.9
$ 0.2
$ 1.2
3
-
-
$ 10.7
$ 2.5
$ 9.1
2
-
$ 2.4
$ 2.70
-
$ 0.9
1
-
$ 0.2
$ 14.8
-
$ 0.0
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
Table D-4 shows also shows assets considered High risk, many of which consist of mains. High
risk mains are located along Main St., Dundas St., Elizabeth St., Applewood Dr. and Prince
Edward St., and along the residential streets in downtown Brighton. Comparing Figure D-8 with
the condition map in Figure D-4, it can be seen that most of the High-risk mains are also in Poor
condition. One exception is the main along Ontario St, which is in Fair condition, but considered
High risk due to its diameter and criticality to the system. Since none of these mains has reached
the end of their theoretical life, it is recommended that these mains be prioritized for CCTV
monitoring. They may also be scheduled for renewal if other corridor works present the
opportunity.
In the wastewater system, it is also necessary to address capacity and function risks. As
discussed in the previous section, the system experienced two backups in 2020 (one on Loyalist
Dr. and one on Harbour St.) Backups cause service disruptions and property damage. The
Municipality is working to reduce the risk of backups and overflows by managing flows through
inflow and infiltration reduction. CCTV inspection would also help identify potential blockages.
In addition, the wastewater system has exceeded its limits on Total Ammonium Nitrogen (TAN)
several times over the past few years. Effluent violations have negative impacts on the
environment, and carry a risk of financial penalties to the Municipality. The need to upgrade the
Municipality of Brighton | 2022 Corporate Asset Management Plan | 135
wastewater treatment system has thus been identified by Council as a priority in the Strategic
Plan Refresh (April 2021).
Figure D-8: Map of Renewal Risk Exposure - Wastewater Mains
D.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031) the wastewater system asset life cycle needs include the
following:
- Expansion & Upgrade
$12.01 million
- Renewal
$17.50 million
- Operations & Maintenance $ 1.12 million / year increasing to $1.25 million/year due to
growth assets
The following sub-sections provide details on the needs in each of these categories.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 136
D.5.1 Expansion & Upgrade Needs
System expansion needs were identified in the 2019 Development Charges Background Study
(DCBS), including the following (all values inflated from the 2019 estimate to 2021 $):
- Improvements to the WPCP for ammonia removal (estimated cost $ 8.80 million)
- Upgrade lift station / Harbour St. SPS and force main (estimated cost $ 3.00 million)
- Construct garage at lagoon (estimated cost $ 65 k)
In August 2021, the Municipality outlined the following draft plan for improving the WPCP (see
Report to Council dated 16 August 2021):
1. Remove all existing aerators and infrastructure. (complete)
2. Purchase and install of a Triplepoint aeration system to provide adequate mixing energy
and oxygen supply.
3. Relocate Arena Creek to prevent further erosion of the aeration pond northeast berm.
4. Construct a secondary clarifier with a future capacity to treat 6000 m3 per day.
5. Install a filtration system between aeration pond and secondary clarifier to remove
unwanted debris.
6. Construct a waste sludge area, such as a Geotube type device.
These steps are expected to be completed during the years 2022-24, and fall within the existing
capital project amount of $8.80 million (originally allocated to the Moving Bed Biofilm Reactor
project). These steps will also address the DCBS' identified need for improvements to the WCPC
for ammonia removal.
There is also a need to explore Inflow & Infiltration reduction, as a non-asset alternative to re-
capture capacity. The estimated cost of the program is $ 150 k over the years 2022-25.
There is also a concern that the wastewater main along Cedar St. between Raglan St. and
Harbour St. is nearing its capacity. This concern requires further investigation using the
hydraulic wastewater model that the Municipality is developing. The model is expected to be
ready to support analysis in 2022.
As such, the system expansion and upgrade needs identified in this section total $ 12.0 million.
The Municipality is developing a wastewater model which will support identification of
expansion and upgrade needs for future iterations of the AM plan.
D.5.2 Renewal Needs
Table D-5 lists the Municipality's renewal practices by asset type, along with the forecast
renewal needs to 2031.
Table D-5: Wastewater Service Asset Renewal Practices & Needs to 2031
Asset Class
Renewal Practices
Renewal Needs to 2031
Wastewater Mains
Replace AC pipes at
70 years, PVC, HDPE
and concrete metal
pipes at 80 years
- Renewal opportunities based on
coordination with road works (from
2022-26 Road Reconstruction Plan,
costs represent water portion of
Municipality of Brighton | 2022 Corporate Asset Management Plan | 137
Asset Class
Renewal Practices
Renewal Needs to 2031
project, escalated by 30% to cover
engineering, design, contract
administration and contingency):
o Main St. (1650 m)
Rundle Lane to Prince Edward
St.
$2.04 million
o Loyalist Dr. (431 m)
Prince Edward St. to
Applewood Dr.
$0.09 million
o Prince Edward St. (1,900 m)
Elizabeth St. to Harbour St.
$2.35 million
o Pinnacle St. S (300 m)
Elizabeth St. to end
$0.37 million
o Harbour St. S (2,100 m)
Prince Edward St. to Ontario St.
$1.76 million
o Marina Dr. (335m)
Raglan St. to Harbour St.
$0.07 million
o Walas St. (240m)
Raglan St. to Harbour St.
$0.03 million
o Applewood Dr. (330 m)
Loyalist Dr. north to end
$0.14 million
- An additional $8.0 million of renewal
needs were identified to be completed
in conjunction with projects identified
in the Roads Reconstruction Deficit
(presented to Council in October 2020)
- In addition to the projects identified in
the Roads Deficit, it is recommended
that Meade St. be considered for re-
construction at an estimated cost of
$0.23 million for the wastewater
assets.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 138
Asset Class
Renewal Practices
Renewal Needs to 2031
TOTAL = $15.08 million
Maintenance Holes
Replace with
wastewater mains
Costs included with wastewater main
replacements
Harbour St. SPS
Repair/replace
components based
on condition
assessment
- Repairs identified for 2022-31 in
Building Condition Assessment
$ 1.06 million
- Pumps, piping, valves
$ 1.08 million
TOTAL = $ 2.14 million
Water Pollution Control Plant
Repair/replace
components based
on condition
assessment
- Repairs identified for 2022-31 in
Building Condition Assessment $
12.0 k
- Lab equipment
$ 25.0 k
- Berm 1
$ 40.0 k
- Dosing equipment
$ 10.0 k
TOTAL = $ 0.09 million
Vehicles and Equipment
- Equipment
- Pickup trucks
Replace at 10 years
Replace at 10 years
- $0.05 million
- $0.09 million
TOTAL = $0.14 million
Studies
- Wastewater Financial
Plan
Every 5 years with
Water Financial Plan
- $25 k for water portion of a combined
Water & Wastewater Financial Plan.
- Plan will be needed twice over 10-year
period
TOTAL = $0.05 million
TOTAL RENEWAL NEED
(2022-31)
(excludes needs that will be
funded by operating)
$ 17.50 million
Table D-5 also includes a need for a Wastewater Financial Plan, which was identified as a
priority in Council's Strategic Plan Refresh (April 2021). The Wastewater Financial Plan is
typically developed in parallel with the Water Financial Plan, which must be updated every five
years.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 139
The Municipality's previous Water and Wastewater Financial Plans were completed in 2017
(Water & Wastewater Rate Study). As such, over the next 10-year period, the Wastewater
Financial Plan will need to be updated in 2022 and 2027, and will be combined with the Water
Financial Plan (Rate Study) as was done in 2017. The estimated cost of each Water-Wastewater
Financial Plan is $50 k (in 2021 $), totalling $100 k for the 10-year period. Wastewater Service's
share of that cost would be $50 k (in 2021 $) over the 10-year period.
D.5.3 Operations & Maintenance Needs
Operations costs include day-to-day costs associated with running and overseeing the
wastewater system. This includes labour, electricity and program delivery costs, such as
providing underground locates. Maintenance activities include inspection, preventive
maintenance and minor repairs. Operations and Maintenance (O&M) activities are both funded
by the Municipality's operating budget.
Figure D-9 shows the operating expenditures for 2018-20, as well as the 2021 budget. Based on
staff feedback, the 2021 budget amount is sufficient for current service levels and O&M
activities.
Figure D-9: Operating Expenditures 2018-20 and 2021 Budget - Wastewater Service
However, the Municipality's asset portfolio grows each year due to ownership assumption of
developer-built assets. These growth assets require additional funds to support O&M activities,
such as inspection, preventive maintenance and minor repairs. The average annual growth in
water assets for the period 2016-21 was 685 m mains. Assuming that the operating cost per unit
remains unchanged from 2021 (based on 2021 budget and asset inventory), Table D-6 shows
that an additional $13,526 will be needed each year for O&M.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 140
Table D-6: Operating Budget Need for Growth Assets - Wastewater Service
Asset Type
Average
amount assets
assumed per
year for years
2016-2021
Total 2021
inventory
2021
Operating
Budget for
asset type
(2021 $)
Estimated
Annual
Operating
cost
(2021 $/m)
Additional
Operating
Need / year
for growth
assets
(2021 $)
Wastewater
Mains
685 m
56,226 m
$ 1,110,739
$ 19.8 /m
$ 13,526
Although the wastewater service operating budget covers all asset types and activities within
the wastewater service, the growth in wastewater mains is assumed to represent general
growth in system activities, including customer service and administration. In 2022, the
Municipality will implement a work order management system, which will enable a more
detailed understanding of the O&M costs associated with addition of specific asset types.
Table D-7 shows the projected operating budget needed for each year from 2022 to 2031,
based on status quo operating costs (2021 budget), and funds needed to operate and maintain
685 m of wastewater mains to be added each year. The Table shows that no additional funds
are needed to meet current service levels. As shown in the Table, operating budget needs are
projected to grow from $1.12 million in 2022 to $1.25 million in 2031.
Table D-7: Projected Annual Operating Budget Need - Wastewater Service
Year
Status Quo
Operating Costs
(based on 2021
Budget)
Additional
Funding Needed
to manage
existing assets
and programs
Funding Needed
for O&M of
Growth Assets*
Projected
Operating Budget
Need by Year
2021
$ 1,110,739
2022
$ 1,110,739
$ 13,526
$ 1,124,265
2023
$ 1,110,739
$ 27,052
$ 1,137,791
2024
$ 1,110,739
$ 40,578
$ 1,151,317
2025
$ 1,110,739
$ 54,104
$ 1,164,843
2026
$ 1,110,739
$ 67,630
$ 1,178,369
2027
$ 1,110,739
$ 81,156
$ 1,191,895
2028
$ 1,110,739
$ 94,682
$ 1,205,421
2029
$ 1,110,739
$ 108,208
$ 1,218,947
2030
$ 1,110,739
$ 121,734
$ 1,232,473
Municipality of Brighton | 2022 Corporate Asset Management Plan | 141
Year
Status Quo
Operating Costs
(based on 2021
Budget)
Additional
Funding Needed
to manage
existing assets
and programs
Funding Needed
for O&M of
Growth Assets*
Projected
Operating Budget
Need by Year
2031
$ 1,110,739
$ 135,260
$ 1,245,999
* Assumes 685m of wastewater mains will be added each year.
D.6 Financial Impact
Figure D-10 compares the life cycle needs presented in Section D.5 with the Municipality's
historical expenditures (2018-2020) and 2021 budget, to identify and quantify the gap.
Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the 2021
operating budget is shown in light green. These amounts reflect what was shown in Figure D-9.
For 2022-2031, the projected operating budget need is shown in light green with a dotted-line
border, and includes annual increases needed to operate and maintain growth assets. (Due to
the scale, the increasing height of the light green bars is not apparent on the graph).
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Of the $12.08 million of capital
projects that were budgeted in 2021, $11.93 million will not be completed within the year and
will be carried over to 2022. This includes the following upgrade projects:
- $ 65 k to construct a garage at the lagoon (expansion project)
- $ 8.8 million for lagoon upgrades
The following renewal projects are also being carried over to 2022:
- $ 3.0 million to renew the Harbour St. SPS and force main
- $ 70 k for the wastewater portion of the reconstruction of Loyalist Dr. (431 m) Prince
Edward St. to Applewood
The average annual expenditures and budget for 2018-2021 (black line) summed over
expansion, upgrade, renewal and O&M activities is $4.17 million/year for the period 2018-2021.
For years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). The average annual funding need includes $ 1.20 million/year
of expansion and upgrade work as discussed in Section D.5.1, $ 1.75 million/year of renewal
work as discussed in Section D.5.2, and an annual O&M need of $ 1.12 million/year increasing to
$ 1.25 million/year, as discussed in Section D.5.3. In 2022, the funding gap is -$0.09 million/year
in 2022, indicating that average annual needs have dropped slightly compared to the years
2018-2021; however, as the network grows due to asset assumption, the average annual need
reaches $4.17 million in 2029 (matching the average annual expenditures and budget for 2018-
2021), and by 2031 the average annual funding gap is projected to reach $0.03 million. To
address the funding gap, the municipality may adjust service levels, defer activities on lower-risk
assets, or seek additional revenues for example, through user fees or grants.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 142
Figure D-10: Forecast Funding Gap 2022-31 - Wastewater
Municipality of Brighton | 2022 Corporate Asset Management Plan | 143
Appendix E Parks & Recreation Services
E.1 Inventory
The Municipality provides residents with indoor and outdoor opportunities for recreation.
Outdoor facilities include soccer fields, baseball diamonds, tennis courts and a pickleball court,
as well as trails, play structures, a splash pad, a skateboard park, boating facilities and benches.
Park maintenance relies on a fleet of pick-up trucks, mowers, trailers, and other equipment. For
indoor activities, the Municipality also manages buildings for community activities, including
community centres, an arena, and a curling club.
Table E-1: Parks & Recreation Asset Inventory
Asset Class
Quantity
Replacement Value
(2021 $, millions)
Sport fields, courts and
amenities
4 soccer fields
2 ball diamonds
2 tennis courts
1 pickleball court
$
1.1
Trails
5.4 km
$
0.6
Play and leisure
7 play structures
1 splash pad
1 skateboard park
picnic tables and shelters
$
1.5
Boating facilities
7 docks
$
0.4
Vehicles and Equipment
5 light vehicles
20 units of other
equipment
$
0.6
Buildings
2 community centres
1 arena
1 curling club
1 heritage building
Parks & Recreation garage
Washrooms at parks and
marina
$
16.8
TOTAL
$
21.6
Municipality of Brighton | 2022 Corporate Asset Management Plan | 144
E.2 State of the Infrastructure
Figure E-1 shows the condition distribution of assets in the Parks & Recreation inventory. The
Figure shows that 93% of these assets are in Fair condition or better, while 7% are in Poor
condition.
Figure E-1: Condition Overview - Parks & Recreation Assets
Condition scores have been estimated based on staff input, except in the case of the buildings.
For buildings, condition scores were determined based on findings from a Building Condition
Assessment project that was completed in 2021.
Figure E-2 shows the condition of the Parks & Recreation assets by asset type. The Figure shows
that assets in Poor condition consist of building components. Of these, the most significant
assets are the roof ($400k) and chiller ($67k) at King Edward Park Arena ($400k), and the wood
canopy at Codrington Community Centre ($160).
Figure E-3 shows the average age of assets by asset type. The Figure shows that on average,
vehicles, equipment and building components are beyond their average service life (averages
are calculated over replacement value). However, as was shown in Figure E-2, most of those
assets are in Fair condition or better, which suggests that assets are deteriorating more slowly
than expected, or that some assets (most likely, building components) have been replaced,
while the data is still showing the original installation year.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 145
Figure E-2: Condition Detail - Parks & Recreation Assets
Municipality of Brighton | 2022 Corporate Asset Management Plan | 146
Figure E-3: Average Age of Assets - Parks & Recreation Assets
E.3 Levels of Service
This section presents Level of Service metrics and performance for the water service. LOS
targets are not being set this iteration of the AM Plan. Instead, current performance is reported
for each LOS metric, and will continue to be monitored to inform future LOS target-setting.
O.Reg. 588/17 requires LOS targets to be proposed for all services in an AM Plan to be issued by
July 1, 2025.
Table E-2 presents Technical LOS metrics for Parks & Recreation service. Metrics have been
divided into the categories of Function and Quality. Inadequate performance on Capacity
metrics would indicate a need for expansion, inadequate performance on Function metrics
would indicate a need for upgrade improvements, and inadequate performance on Quality
metrics would indicate a need for renewal and maintenance activities.
The performance reported in Table E-2 sets a benchmark for future comparison.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 147
Table E-2: Levels of Service - Parks & Recreation
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
access to
parks
Provide sufficient
park space per
resident
Hectares of parkland per
resident
6.34 hectares
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Adequate
access to
recreational
facilities
Provide sufficient
indoor
community
spaces per
resident
Number of residents per
recreation buildings
2,369 people/building
11,844 pop (2016) /
5 community buildings
Function:
Services meet
customer
needs while
limiting
impacts to
health,
safety,
security,
nature and
heritage
Safety
Minimal
Number of safety
incidents related to
indoor recreation assets
2-3 incidents per year
Function:
Services meet
customer
needs while
limiting
impacts to
health,
safety,
security,
nature and
heritage
Safety
Minimal
Number of safety
incidents related to
outdoor recreation assets
1-2 incidents per year
Municipality of Brighton | 2022 Corporate Asset Management Plan | 148
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Quality:
Services are
reliable and
responsive to
customers
Reliable
service
Low number of
complaints
Number of customer
complaints related to
parks and recreation
assets
6-8 complaints per year
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Assets are kept in
a state of good
repair
Percentage of assets in
fair or better condition
93%
E.4 Risk Management Strategy
Risk exposure associated with renewal and repair needs are shown in Table E-3 for Parks &
Recreation assets. For sports fields and courts, play and leisure assets, boating assets, vehicles
and equipment the Table includes full replacement value of the asset in the appropriate cell,
based on Probability of Failure (condition) and Consequence of Failure. This reflects the
assumption that the risk would be mitigated by replacement of the asset. For buildings, the
table lists the cost of repairs recommended within the AM Plan period, 2022-31. Building repair
costs of $5,000 or less are excluded, because it is assumed that these will be addressed through
regular maintenance activities, and thus funded by operating budget.
Table E-3: Renewal Risk Exposure - Parks & Recreation Service
Total value of assets in 2021 $
$ 21.6
million
PoF
5
-
-
-
-
-
4
-
$
0.0
$
0.6
-
-
3
-
$
0.6
$
1.7
-
-
2
-
$
0.5
$
1.9
-
-
1
-
$
1.3
$
0.0
-
-
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
As shown in the Table, Parks & Recreation assets all have a Consequence of Failure of either 2 or
3. As such Risk Exposure is generally Moderate or lower. Assets with High-Risk Exposure include
Municipality of Brighton | 2022 Corporate Asset Management Plan | 149
the roof ($400k) and chiller ($67k) at King Edward Park Arena ($400k), and the wood canopy
($160k) and metal framed windows ($15k) at Codrington Community Centre.
E.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031) the Parks & Recreation asset life cycle needs include the
following:
- Expansion & Upgrade
$ 20.58 million
- Renewal
$ 3.88 million
- Operations & Maintenance
$ 1.10 million / year increasing to $1.13
million/year due to growth assets
The following sub-sections provide details on the needs in each of these categories.
E.5.1 Expansion & Upgrade Needs
System expansion needs were identified in the 2019 Development Charges Background Study
(DCBS), including the following (all values inflated from the 2019 estimate to 2021 $):
- Trail expansions - Grimes / Simpsons Property (estimated cost $ 272k)
- Trail expansions - Stalwood Property section (estimated cost $ 27k)
- 4 Pickleball Courts (estimated cost $ 150k)
- Curling Club & Arena - Design Study (estimated cost $ 54k)
- Recreation Master Plan Update Study (estimated cost $ 75k)
In addition, the estimated cost of building a new park on recently purchased land is $20 million.
As such, the system expansion and upgrade needs identified in this section total $ 20.58 million
over the period 2022-31, or an average of $2.06 million/year.
E.5.2 Renewal Needs
Table E-4 lists the Municipality's renewal practices by asset type, along with the forecast
renewal needs to 2031.
Table E-4: Parks & Recreation Asset Renewal Practices & Needs to 2031
Asset Class
Renewal Practices
Renewal Needs to 2031
Sport fields, courts and amenities
Replace at end of
life
The following assets will reach end-of-
life over the next 10 years:
- Large soccer field, including lighting
- Mid-sized soccer field
- Lighting at ball diamonds #1 and #2
- Tennis courts #1 and #2
TOTAL = $ 625 k
Municipality of Brighton | 2022 Corporate Asset Management Plan | 150
Asset Class
Renewal Practices
Renewal Needs to 2031
Trails
Replace at end of
life
Trail will not require replacement
during the next 10 years.
Play and leisure
Replace at end of
life
The following assets will reach end-of-
life over the next 10 years:
- Half of the play structures
- The original part of the skateboard
park
TOTAL = $ 400 k
Boating facilities
Replace at end of
life (concrete docks
65 years, other
docks 20 years)
Government docks (concrete) were
installed in ~1970 and will be nearing
end-of-life by 2031 (end of the AM Plan
period). Municipality to monitor.
Other docks have been renewed in
recent years (2016-2020), so will not
need replacement within the next 10
years.
TOTAL = none
Vehicles and Equipment
Replace at end of
life:
5-10 years
depending on
equipment type
Light vehicles, tractors, mowers, the
ball diamond groomer, backhoe and ice
re-surfacer each have a service life of
10 years. As such, each unit will require
replacement over the next 10 years.
Zero-turn mowers have a service life of
5 years, and will each require
replacement twice over the next 10
years.
The total renewal need will be $683k
over the next 10 years.
TOTAL = $ 683 k
Buildings
Based on condition
assessment
Building condition assessment
recommends $2.17 million of
replacement and repair over the next
10 years. This amount does not include
repairs estimated at less than $5k, as
these are assumed to be covered by
operating budgets.
TOTAL = $2.17 million
TOTAL RENEWAL NEED (2022-31)
(excludes needs that will be
funded by operating)
$ 3.88 million
Municipality of Brighton | 2022 Corporate Asset Management Plan | 151
E.5.3 Operations & Maintenance Needs
Operations costs include day-to-day costs associated with running and overseeing the
recreation buildings and parks. This includes caring for the grass (mowing, fertilizing, over-
seeding), inspecting the play structures and other assets, preventive maintenance, minor repairs
and stewardship of cemetery grounds. Operations and Maintenance (O&M) activities are both
funded by the Municipality's operating budget.
Figure E-4 shows the operating expenditures for 2018-20, as well as the 2021 budget. Based on
staff feedback, the 2021 budget amount is sufficient for current service levels and O&M
activities. However, the Municipality's asset portfolio grows each year due to ownership
assumption of developer-built assets. These growth assets require additional funds to support
O&M activities, such as inspection, litter pick-up and grass cutting. The average annual growth
in open space assets (parks or boulevards) for the period 2016-21 was 1 hectare. The market
rate for boulevard or park maintenance is approximately $225/hectare/cut for a full-season
contract, including litter pick-up and the beginning and end of the season. Assuming grass is cut
14 times/season, the operational cost associated with adding one hectare per year is $3,150.
Although the Municipality uses in-house staff and equipment to cut grass, this market-based
approximation is considered reasonable to cover the labour, equipment and administration
costs associated with added assets.
Figure E-4: Operating Expenditures 2018-20 and 2021 Budget - Parks & Recreation Service
The Municipality is aiming to implement a work order management system in the coming year.
This system will enable a more detailed understanding of the O&M costs associated with
specific activities and assets, which will improve the estimate of O&M needs for future
iterations of the AM Plan.
Table E-5 shows the projected operating budget needed for each year from 2022 to 2031, based
on status quo operating costs (2021 budget), and funds needed to operate and maintain 1
Municipality of Brighton | 2022 Corporate Asset Management Plan | 152
hectare of boulevard or park space to be added each year. No additional indoor recreation
spaces are planned at this time. The Table shows that no additional funds are needed to meet
current service levels. As shown in the Table, operating budget needs are projected to grow
from $1.10 million in 2022 to $1.13 million in 2031.
Table E-5: Projected Annual Operating Budget Need - Parks & Recreation Service
Year
Status Quo
Operating Costs
(based on 2021
Budget)
Additional
Funding Needed
to manage
existing assets
and programs
Funding Needed
for O&M of
Growth Assets*
Projected
Operating Budget
Need by Year
2021
$ 1,094,224
2022
$ 1,094,224
--
$ 3,150
$ 1,097,374
2023
$ 1,094,224
--
$ 6,300
$ 1,100,524
2024
$ 1,094,224
--
$ 9,450
$ 1,103,674
2025
$ 1,094,224
--
$ 12,600
$ 1,106,824
2026
$ 1,094,224
--
$ 15,750
$ 1,109,974
2027
$ 1,094,224
--
$ 18,900
$ 1,113,124
2028
$ 1,094,224
--
$ 22,050
$ 1,116,274
2029
$ 1,094,224
--
$ 25,200
$ 1,119,424
2030
$ 1,094,224
--
$ 28,350
$ 1,122,574
2031
$ 1,094,224
--
$ 31,500
$ 1,125,724
* Assumes 1 hectare of park or boulevard space will be added each year.
E.6 Financial Impact
Figure E-4 compares the life cycle needs presented in Section E.5 with the Municipality's
historical expenditures (2018-2020) and 2021 budget, to identify and quantify the gap.
Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the 2021
operating budget is shown in light green. These amounts reflect what was shown in Figure E-3.
For 2022-2031, the projected operating budget need is shown in light green with a dotted-line
border, and includes annual increases needed to operate and maintain growth assets. (Due to
the scale, the increasing height of the light green bars is not apparent on the graph).
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Of the $0.74 million of capital
projects that were budgeted in 2021, $0.15 million will not be completed within the year and
will be carried over to 2022. This includes the following expansion project:
Municipality of Brighton | 2022 Corporate Asset Management Plan | 153
- $125 k to construct a pickleball court
The following renewal project is also being carried over to 2022:
- $ 25 k for the roof membrane at King Edward Park Arena
The average annual expenditures and budget for 2018-2021 (black line) summed over
expansion, upgrade, renewal and O&M activities is $1.46 million/year for the period 2018-2021.
For years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). The average annual funding need includes $ 2.06 million/year
of expansion and upgrade work as discussed in Section E.5.1, $ 0.39 million/year of renewal
work as discussed in Section E.5.2, and an annual O&M need of $ 1.10 million/year increasing to
$ 1.13 million/year, as discussed in Section E.5.3. In 2022, the funding gap is $2.09 million/year
in 2022, and is projected to increase $ 2.12 million by 2031. To address the funding gap, the
municipality may adjust service levels, defer activities on lower-risk assets, or seek additional
revenues for example, through taxation, user fees or grants.
Figure E-5: Forecast Funding Gap 2022-31 - Parks & Recreation
Municipality of Brighton | 2022 Corporate Asset Management Plan | 154
Appendix F Fire Protection Service
F.1 Inventory
Fire protection service is delivered by volunteer fire fighters led by two full-time staff, the Fire
Chief and one Deputy Fire Chief. They rely on $8.8 million worth of vehicles and equipment to
delivery fire protection.
Table F-1: Fire Service Asset Inventory
Asset Class
Quantity
Replacement Value
(2021 $, millions)
Emergency Vehicles
8 units
$
4.80
Emergency Equipment
42 units
$
0.40
Light Vehicles
2 units
$
0.14
Other Equipment
4 units
$
0.07
Buildings
2 fire stations
$
3.41
TOTAL
$
8.82
F.2 State of the Infrastructure
Figure F-1 shows that 75% of the Fire Service assets are in Fair condition or better, while of 25%
are in Poor or Very Poor condition. Assets in Very Poor condition consist of self-contained
breathing apparatus units, extraction jaws, a drier, a generator. In addition, two emergency
vehicles are in Poor condition.
Several components of Fire Station #1 (South) are also in Very Poor (roof) and Poor condition
(corrugated steel deck, exterior fibreboard panels, furnaces, ducts and diffusers, exhaust fan
and asphalt paving).
Asset condition breakdown is shown by asset type in Figure F-2. For these assets, condition
scoring was based on staff assessment.
Figure F-3 shows the average age of Fire Service assets. The plot shows that the average age
exceeds the average service life of assets in the following categories: emergency vehicles,
emergency equipment, other equipment and the fire station. (Age and service life has been
averaged based on replacement value.) For emergency vehicles, other equipment and the fire
station, most assets are in Fair condition or better (as was shown in Figure F-2), which suggests
that assets are deteriorating more slowly than expected. On the other hand, most emergency
equipment is in Very Poor condition, which aligns with the assessment that average age has
exceeded average service life for these assets.
For light vehicles, the average age has not reached the average service.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 155
Figure F-1: Condition Overview - Fire Service Assets
Figure F-2: Condition Detail - Fire Service Assets
Municipality of Brighton | 2022 Corporate Asset Management Plan | 156
Figure F-3: Average Age of Assets - Fire Service Assets
F.3 Levels of Service
This section presents Level of Service metrics and performance for the fire service. Table F-2
shows that in 2020, the Fire Service met dispatch and response time targets, but did not meet
chute time target (time when a call is dispatched until the time an emergency vehicle begins
continuous travel to a call). The slow chute time is likely affected by the time required for
volunteer fire fighters to arrive at the station; however, the Municipality may explore whether
any asset-related changes may improve this performance.
Table F-2 also includes a metric for meeting equipment standards set by the NFPA. Any changes
to standards would require the upgrades to equipment.
The Table also shows that 75% of assets in the Fire Service are in Fair condition or better. A LOS
target has not been set for this metric, and is not required for this iteration of the AM Plan. The
current performance is reported and will continue to be monitored to inform future LOS target-
setting. O.Reg. 588/17 requires LOS targets to be proposed for all services in an AM Plan to be
issued by July 1, 2025.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 157
Table F-2: Levels of Service - Fire Service
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Fire service
provides
adequate
protection to
the
community
Fire service
responds to calls
in a timely
manner
Average dispatch time
(target is 90 sec)
2020 results:
66 seconds
(meets standard)
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Fire service
provides
adequate
protection to
the
community
Fire service
responds to calls
in a timely
manner
Average chute time
(standard is 2 minutes)
2020 results:
4:29
(does not meet
standard)
Capacity and
Use: Services
have enough
capacity and
are accessible
to everyone
Fire service
provides
adequate
protection to
the
community
Fire service
responds to calls
in a timely
manner
Average response time
(standard is 10 minutes)
2020 results:
9:58
(meets standard)
Function:
Services meet
customer
needs while
limiting
impacts to
health,
safety,
security,
nature and
heritage
Assets meet
the needs of
the fire
protection
service
Assets are up to
current safety
and emergency
standards
Equipment meets
NFPA standards
100%
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Assets are kept in
a state of good
repair
Percentage of assets in
fair or better condition
75%
Municipality of Brighton | 2022 Corporate Asset Management Plan | 158
F.4 Risk Management Strategy
Risk exposure associated with renewal and repair needs are shown in Table F-3 for Fire Service
assets. For vehicles and equipment, the Table includes full replacement value of the asset in the
appropriate cell, based on Probability of Failure (condition) and Consequence of Failure. This
reflects the assumption that the risk would be mitigated by replacement of the asset. For
buildings, the table lists the cost of repairs recommended by the Building Condition Assessment
for the period 2022-31. Building repair costs of $5,000 or less are excluded, because it is
assumed that these will be addressed through regular maintenance activities, and thus funded
by operating budget.
Table F-3: Renewal Risk Exposure - Fire Service
Total value of assets in 2021 $
$ 5.9
million
PoF
5
-
-
-
-
$ 0.33
4
-
$ 0.04
$ 0.07
-
$ 1.22
3
-
$ 0.02
$ 0.09
$ 0.01
$ 1.54
2
-
$ 0.11
$ 0.11
-
$ 0.07
1
-
-
$ 0.11
-
$ 2.24
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
As shown in the Table, $ 1.55 million of assets are considered to be Very High risk, including the
following:
- 2 emergency vehicles ($1.2 million total),
- 30 of self-contained breathing apparatus (SCBA) units ($0.25 million),
- extraction jaws ($50k), and
- Assets at Fire Station #1 - South
o Generator ($12k)
o Roofing ($14k)
o Furnaces ($15k)
Probability of Failure (PoF) ratings were assigned based on condition (Very Good indicates PoF =
1, Very Poor indicates PoF = 5). Consequence of Failure (CoF) ratings were assigned as listed in
Table F-4.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 159
Table F-4: Consequence of Failure Ratings - Fire Service
Asset Type
Description of Impact of Physical
Failure
Consequence of Failure Scores
Emergency
Vehicles
Failure of an emergency vehicle will
reduce the Fire Service's capacity
and capabilities, and result in slower
response times.
CoF = 5
Emergency
Equipment
Failure of emergency equipment will
reduce the Fire Service's capacity
and capabilities.
CoF = 5
Light Vehicles
Light vehicles are critical to the
operation, but can be quickly
replaced with rental vehicle options.
CoF = 3
Other Equipment
Trailers, ATVs and side-by-side units
are not used on a daily basis, and
can be replaced with rental options
if necessary.
CoF = 2
Buildings
Fire Stations are critical to the
operation.
Facility CoF = 5
Components within the
Buildings have CoF:
- CoF = 5 for foundations,
shell, services
- CoF = 4 for plumbing
fixtures, eavestroughs
and downspouts
- CoF = 3 for interior walls
and doors, driveways,
parking lots, pedestrian
paving
- CoF = 2 wall, floor and
ceiling finishes;
landscaping
Overall CoF for building
components
= min(Facility CoF, Component
CoF)
F.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031) the Fire Service asset life cycle needs include the following:
- Expansion & Upgrade
$ 12.00 million
- Renewal
$ 3.69 million
Municipality of Brighton | 2022 Corporate Asset Management Plan | 160
- Operations & Maintenance
$ 0.75 million / year (does not consider potential
new fire station)
The following sub-sections provide details on the needs in each of these categories.
F.5.1 Expansion & Upgrade Needs
System expansion needs were identified in the 2019 Development Charges Background Study
(DCBS), including the following (all values inflated from the 2019 estimate to 2021 $):
- Fire Master Plan (estimated cost $ 80k)
- Community Risk Assessment (estimated cost $ 80k)
In addition, Council's Strategic Plan Refresh (April 2021) identified construction of a new
combined fire/ambulance as a strategic priority. This includes the following costs:
- Land cost estimated at $300k (2021 capital to be carried over)
- Design & construction anticipated to cost $8 - $12 million
- Additional vehicles and equipment $1.2 - $1.5 million
A need for upgrade of the Fire Service communication system has also been identified ($35k,
funded by 2019 capital).
As such, the system expansion and upgrade needs identified in this section total $ $12.0 million
(taking the midpoint of the ranges given for construction costs and costs of additional vehicles
and equipment). Averaging this amount over the 2022-31 period yields an annual need of $1.20
million/year.
F.5.2 Renewal Needs
Table E-4 lists the Municipality's renewal practices by asset type, along with the forecast
renewal needs to 2031.
Table F-5: Fire Service Asset Renewal Practices & Needs to 2031
Asset Class
Renewal Practices
Renewal Needs to 2031
Emergency Vehicles
Replace at 20 years
Within the next 10 years, the following
equipment will require replacement:
- 3 pumpers ($700k each) and
- the 1988 International 51900
($500k)
TOTAL = $2.6 million
Emergency Equipment
Replace at 15 years
Within the next 10 years, the following
equipment will require replacement:
- Compressor and cascade system
($35k)
- Extraction jaws and pump ($50k)
- 30 Self-contained Breathing
Apparatus units ($250k total)
Municipality of Brighton | 2022 Corporate Asset Management Plan | 161
Asset Class
Renewal Practices
Renewal Needs to 2031
- 4 driers ($11k)
- Generator at Fire Station #1 ($23k)
- 2 Thermal Cameras ($19k)
- Water Ice Rescue Unit ($20k)
- Mini Holmatro Cutters & Cribbing
($13k)
TOTAL = $420k
Light Vehicles
Replace at 10 years
Within the next 10 years, two light
vehicles will require replacement.
TOTAL = $ 80k
Other Equipment
Replace at 15 years
Within the next 10 years, two trailers, a
utility vehicle and a side-by-side will
require replacement.
TOTAL = $ 65k
Buildings
Based on condition
assessment
Building condition assessment
recommends $0.52 million of replacement
and repair over the next 10 years. This
amount does not include repairs
estimated at less than $5k, as these are
assumed to be covered by operating
budgets.
TOTAL = $0.52 million
TOTAL RENEWAL NEED (2022-
31)
(excludes needs that will be
funded by operating)
$ 3.69 million
F.5.3 Operations & Maintenance Needs
Operations costs include day-to-day costs associated with running and overseeing the Fire
Service. This includes utilities for buildings, fuel for vehicles, and staff time to respond to calls,
and manage the volunteer fire fighters. Maintenance activities include inspections, preventive
maintenance and minor repairs for vehicles, equipment and building assets. Operations and
Maintenance (O&M) activities are both funded by the Municipality's operating budget.
Figure F-4 shows the operating expenditures for 2018-20, as well as the 2021 budget. According
to staff input, the current funding level is sufficient to support the current level of service. A
new fire station will be constructed in 2023, which will require additional vehicles, equipment
and building maintenance. If the Fire Service remains a volunteer service, then no additional
costs will be incurred for fire fighter staffing. On the other hand, as the Municipality grows,
there may be a need to transition to a paid fire fighting service, to achieve faster chute and
response times. This would significantly change the operating budget need.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 162
At this time, there is insufficient information on the future fire station and associated
equipment to estimate the impact on operating cost.
Figure F-4: Operating Expenditures 2018-20 and 2021 Budget - Fire Service
F.6 Financial Impact
Figure F-5 compares the life cycle needs presented in Section F.5 with the Municipality's
historical expenditures (2018-2020) and 2021 budget, to identify and quantify the gap.
Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the 2021
operating budget is shown in light green. These amounts reflect what was shown in Figure F-4.
For 2022-2031, the projected operating budget need is shown in light green with a dotted-line
border, and includes annual increases needed to operate and maintain growth assets. (Due to
the scale, the increasing height of the light green bars is not apparent on the graph).
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Of the $0.63 million of capital
projects that were budgeted in 2021, $0.30 million will not be completed within the year and
will be carried over to 2022. Another $0.03 million is being carried over from the 2019 capital
budget. These carry-over projects include the following expansion/upgrade projects:
- $416 k to purchase land for a fire station
- $ 35 k to upgrade the Fire Service communication system (carried over from 2019)
The following renewal project is also being carried over to 2022:
- $ 6 k for pump at Fire Station #2 - North
The average annual expenditures and budget for 2018-2021 (black line) summed over
expansion, upgrade, renewal and O&M activities is $0.97 million/year for the period 2018-2021.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 163
For years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). The average annual funding need includes $ 1.20 million/year
of expansion and upgrade work as discussed in Section F.5.1, $ 0.37 million/year of renewal
work as discussed in Section F.5.2, and an annual O&M need of $ 0.75 million/year, as discussed
in Section F.5.3. The annual funding gap is thus $1.34 million/year. This gap does not include the
anticipated Increase in operational costs associated with the new fire station, such as building
utilities, fuel for vehicles, and additional staffing. To address the funding gap, the municipality
may adjust service levels, defer activities on lower-risk assets, or seek additional revenues for
example, through taxation, user fees or grants.
Figure F-5: Forecast Funding Gap 2022-31 - Fire Service
Municipality of Brighton | 2022 Corporate Asset Management Plan | 164
Appendix G Health Services
G.1 Inventory
The Municipality owns and maintains the Brighton Health Centre building at 170 Main St., which
is leased to health care providers who support the community's health needs.
In addition, the Municipality recently purchased a single-storey building at 22 Dundas Street,
which serves as a medical office, and is maintained by the tenant. This property was purchased
late in development of the AM Plan, and is not included in this report. It will be incorporated
into a future update of the AM Plan.
Table G-1 shows that the replacement value of the Brighton Health Centre building is $5.3
million. This value includes only the building systems and components, and does not include any
specialized health care equipment within the building.
Table G-1: Health Services Asset Inventory
Asset Class
Quantity
Replacement Value
(2021 $, millions)
Building (Brighton Health Centre)
1
$
5.3
TOTAL
$
5.3
G.2 State of the Infrastructure
The Brighton Health Centre was recently renovated. As shown in Figure G-1, 99.7% of the
building is in Fair condition or better, and only 0.3% is in Poor condition. The asset in Poor
condition consists of window and door caulking ($14k).
Figure G-2 shows the average age of Health Services assets. The plot shows that within the
Brighton Health Centre, the average age of systems within the building is 31, which is within the
average service life of 38 (age and service life has been averaged based on replacement value of
the building's systems and components). However, it is possible that the average age is actually
lower. Specifically, the data lists an installation year of 1990 (original construction year of the
building) for all assets within the building; however, some assets may have been replaced since
then.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 165
Figure G-1: Condition Distribution - Health Services
Figure G-2: Average Age of Assets - Health Services
G.3 Levels of Service
This section presents Level of Service metrics and performance for the Health Services assets.
LOS targets are not being set this iteration of the AM Plan. Instead, current performance is
reported for each LOS metric, and will continue to be monitored to inform future LOS target-
setting. O.Reg. 588/17 requires LOS targets to be proposed for all services in an AM Plan to be
issued by July 1, 2025.
For this service, the Quality aspect of LOS is assessed, and will indicate a need for renewal and
maintenance activities. Table G-2 shows that 99.7% of assets in this service are in Fair condition
or better.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 166
Table G-2: Levels of Service - Health Services
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Assets are kept in
a state of good
repair
Percentage of assets in
fair or better condition
99.7%
G.4 Risk Management
Risk exposure associated with renewal and repair needs are shown in Table G-3 for Health
Services assets, specifically, the Brighton Health Centre. The table lists the cost of repairs
recommended within the AM Plan period, 2022-31, as recommended by the Building Condition
Assessment conducted in 2021. Building repair costs of $5,000 or less are excluded, because it is
assumed that these will be addressed through regular maintenance activities, and thus funded
by operating budget.
Table G-3: Renewal Risk Exposure - Health Services
Total value of assets in 2021 $
$ 5.3
million
PoF
5
-
-
-
-
-
4
-
-
-
-
$ 0.01
3
-
$ 0.06
-
-
$ 0.17
2
-
$ 0.08
-
$ 0.01
$ 0.04
1
-
-
-
-
-
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
As shown in the Table, there are $0.01 million of assets considered to have Very High Risk
Exposure. This consists of window and door caulking, with an estimated repair cost of $14k.
G.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031) the Health Services asset life cycle needs include the
following:
- Expansion & Upgrade
none
- Renewal
$ 0.38 million
- Operations & Maintenance
$ 0.38 million / year
Municipality of Brighton | 2022 Corporate Asset Management Plan | 167
The following sub-sections provide details on the needs in each of these categories.
G.5.1 Expansion & Upgrade Needs
No expansion or upgrade needs have been identified for the Brighton Health Centre over the
next 10 years.
G.5.2 Renewal Needs
Renewal needs were identified by the 2021 Building Condition Assessment, and included $0.38
million of capital needs over the next 10 years, or an average of $0.04 million/year.
G.5.3 Operations & Maintenance Needs
Operations costs include day-to-day costs associated with the Brighton Health Centre, including
electricity, water property taxes and insurance costs. Maintenance activities include inspection,
preventive maintenance and minor repairs. Operations and Maintenance (O&M) activities are
both funded by the Municipality's operating budget.
Figure G-3 shows the operating expenditures for 2018-20, as well as the 2021 budget. Based on
staff feedback, the 2021 budget amount is sufficient for current service levels and O&M
activities.
Figure G-3: Operating Actuals & Budget - Health Services
G.6 Financial Impact
Figure G-4 compares the life cycle needs presented in Section G.5 with the Municipality's
historical expenditures (2018-2020) and 2021 budget, to identify and quantify the gap.
Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the 2021
Municipality of Brighton | 2022 Corporate Asset Management Plan | 168
operating budget is shown in light green. These amounts reflect what was shown in Figure G-3.
For 2022-2031, the projected operating budget need is shown in light green with a dotted-line
border, and is assumed to remain steady at the 2021 budgeted amount.
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Significant upgrades and renewals
were completed in 2018-2021. For the upcoming ten-year period, the average annual capital
need for 2022-2031 drops to $0.04 million/year (renewals only).
The average annual expenditures and budget for 2018-2021 (black line) summed over
expansion, upgrade, renewal and O&M activities is $1.04 million/year for the period 2018-2021.
Due to the decrease in capital needs, the average annual funding need of $0.42 million
(including renewal and O&M) for 2022-2031 represents a $0.62 million/year decrease from the
period prior to 2021.
Figure G-4: Forecast Funding Gap 2022-31 - Health Services
Municipality of Brighton | 2022 Corporate Asset Management Plan | 169
Appendix H Municipal Administration
H.1 Inventory
This Appendix discusses assets that support the Municipality's administration activities and
services, such as Council activities, development planning, economic development, by-law
enforcement, human resources, finance, legal and IT services. These services rely primarily on
the Municipal Centre and Library building for office space. This section also includes all of the
organization's IT assets, as well as two (2) light vehicles, one each to support development
planning and by-law enforcement. The inventory of administration assets is shown in Table H-1.
This section includes the Library building, because it is adjacent to the Municipal Centre and
managed by the Municipality; however, the Library's contents and assets are not included.
Table H-1: Municipal Administration Asset Inventory
Asset Class
Quantity
Replacement Value
(2021 $, millions)
IT Assets
58 cell phones & tablets
53 laptop and desktop
computers
22 desktop printers
3 leased multi-function
printers
corporate systems*
$
0.4
Vehicles
2 vehicles
$
0.8
Buildings
1 building
$
3.9
TOTAL
$
4.3
* Server, telephone system, financial system
H.2 State of the Infrastructure
Figure H-1 shows the condition distribution of Administration assets. The Figure shows that
96.5% of these assets are in Fair condition or better, while 0.2% are in Poor condition, and 3%
are of unknown condition. Assets with unknown condition consist of devices and printers, due
to a lack of age data.
Figure H-2 shows the average age of Administration assets by asset class. The plot shows that
within the Municipal Building and Library, the average age has exceeded the average service life
of systems within the building (age and service life has been averaged based on replacement
value of the building's systems and components). However, it is possible that the average age is
actually lower. Specifically, the data lists an installation year of 1982 (original construction year
of the building) for all assets within the building; however, some assets may have been replaced
since then.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 170
Figure H-1: Condition Distribution - Municipal Administration
Figure H-2: Average Age of Assets - Municipal Administration
H.3 Levels of Service
This section presents Level of Service metrics and performance for the Municipal Administration
assets. LOS targets are not being set this iteration of the AM Plan. Instead, current performance
is reported for each LOS metric, and will continue to be monitored to inform future LOS target-
setting. O.Reg. 588/17 requires LOS targets to be proposed for all services in an AM Plan to be
issued by July 1, 2025.
For this service, the Quality aspect of LOS is assessed, and will indicate a need for renewal and
maintenance activities. Table H-2 shows that 96.5% of assets in this service are in Fair condition
or better.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 171
Table H-2: Levels of Service - Municipal Administration
Service
Attributes
Service
Expectations
Customer
Objectives
Technical Levels of
Service
Current Performance
Quality:
Services are
reliable and
responsive to
customers
Reliable
assets
Assets are kept in
a state of good
repair
Percentage of assets in
fair or better condition
96.5%
H.4 Risk Management
Risk exposure associated with renewal and repair needs are shown in Table H-3 for
administration assets. For corporate IT assets and vehicles, the Table includes the full
replacement value of the asset in the appropriate cell, based on Probability of Failure
(condition) and Consequence of Failure. This reflects the assumption that the risk would be
mitigated by replacement of the asset. Assets with unknown condition, such as end-user devices
and printers, are excluded due to lack of condition data.
For the Municipal Building and Library, the table lists the cost of repairs recommended within
the AM Plan period, 2022-31. Building repair costs of $5,000 or less are excluded, because it is
assumed that these will be addressed through regular maintenance activities, and thus funded
by operating budget.
The Table shows that none of these assets in considered to be Very High risk. Assets considered
to be High risk include the corporate server ($40k) and various components of the Municipal
Building ($100k for repairs to gas furnace, electrical distribution panel, chair lift, exterior pot
lights, brick veneer and vanity sink).
Table H-3: Renewal Risk Exposure - Municipal Administration
Total value of assets in 2021 $
$ 4.3
million
PoF
5
-
-
-
-
-
4
-
-
-
$ 0.01
-
3
-
-
-
$ 0.01
$ 0.12
2
-
$ 0.08
$ 0.17
$ 0.04
$ 0.83
1
-
-
-
-
-
1
2
3
4
5
Consequence of Failure
Risk Legend
Very Low
Low
Moderate
High
Very High
Municipality of Brighton | 2022 Corporate Asset Management Plan | 172
H.5 Life Cycle Management Strategy
Over the next 10 years (2022-2031) the Municipal Administration asset life cycle needs include
the following:
- Expansion & Upgrade
$ 1.90 million
- Renewal
$ 1.91 million
- Operations & Maintenance
$ 0.78 million / year
The following sub-sections provide details on the needs in each of these categories.
H.5.1 Expansion & Upgrade Needs
No expansion or upgrade needs are currently identified for the Municipal Administration
building over the next 10 years; however, as the municipality grows, staffing may increase, a
space plan may be needed to determine how the future need for office space will be addressed.
The Municipality has identified a need for a work order management system, and has budgeted
$147k toward this. It is likely that there will also be a need for additional funds for data
collection and process re-design to support this technology-based business transformation
project.
For the Library, the 2019 Development Charges Background Study indicates that $329k is to be
provided for additional collection materials over 2019-2029. Assuming that this annualized
amount (approximately $33k/year) will continue to 2031, then there is a need for $329k for the
period 2022-31.
In addition, the following growth-related studies are typically required every 5 years, and will
thus be needed twice during the 10-year AM Plan period:
- Development Charges Background Study (estimated cost: $35k per study)
- Official Plan Review (estimated cost: $200k per study)
- Zoning By-Law update (estimated cost: $200k per update)
The DCBS also identifies a need for Community Improvement Plans for brownfields ($30k/year
for years 2022-21), and a Secondary Plan is also in progress for Greenfields within the urban
area. This study has an estimated cost of $250k over two years.
H.5.2 The total need for expansion and upgrade improvements is $1.90 million for 2022-2031,
or $0.19 million/year.Renewal Needs
Renewal needs are listed in Table H-3, and total $1.91 million over the period 2022-31, or $0.19
million/year.
Table H-4: Municipal Administration Asset Renewal Practices & Needs to 2031
Asset Class
Renewal Practices
Renewal Needs to 2031
Corporate IT Equipment
(financial system, telephone
system, server)
Replace at end of
life
These assets have an estimated service life
of 5 years. At the end of that time, the
telephone system and server require
Municipality of Brighton | 2022 Corporate Asset Management Plan | 173
Asset Class
Renewal Practices
Renewal Needs to 2031
replacement, and the financial system
typically requires software upgrade.
Over the next ten years, these types of
renewal will be required twice for each
asset, resulting in a renewal need of $0.49
million.
TOTAL = $0.49 million
End-user IT Equipment
(cell phones, tablets, laptops,
desktop computers, printers,
multi-function devices)
Replace at end of
life
Cell phones have a service life of 2 years,
while tablets, laptops, computers and
printers have a service life of 4 years.
Replacing these on an end-of-life cycle will
result in a renewal need of $0.42 million
over 10 years.
End-user devices are leased, and do not
require replacement. Leases are treated as
an operating expense.
TOTAL = $0.42 million
Vehicles and Equipment
Replace at 10 years
Over the next 10 years, each vehicle will
require replacement once.
TOTAL = $ 0.08 million
Buildings
Based on condition
assessment
Building condition assessment
recommends $0.92 million of replacement
and repair over the next 10 years. This
amount does not include repairs
estimated at less than $5k, as these are
assumed to be covered by operating
budgets.
TOTAL = $0.92 million
TOTAL RENEWAL NEED
(2022-31)
(excludes needs that will be
funded by operating)
$ 1.91 million
H.5.3 Operations & Maintenance Needs
Operations costs include day-to-day costs associated with the Municipal Administration and
Library building, the two light vehicles and IT assets, including fuel, water, janitorial costs and IT
management services. Maintenance activities include inspection, preventive maintenance and
minor repairs. Operations and Maintenance (O&M) activities are both funded by the
Municipality's operating budget.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 174
Figure H-3 shows the operating expenditures for 2018-20, as well as the 2021 budget. Based on
staff feedback, the 2021 budget amount is sufficient for current service levels and O&M
activities. Transfer costs to the Library are highlighted. Based on staff feedback, the 2021 budget
amount is sufficient for current service levels and O&M activities. As such, the 2021 budget
amount ($0.78 million) is assumed to reflect the future O&M need for the next ten years, since
no expansion or upgrade of these assets the municipal administration assets (administration
building, IT assets or vehicles) is expected.
Figure H-3: Operating Actuals & Budget - Municipal Administration & Library
H.6 Financial Impact
Figure H-6 compares the life cycle needs presented in Section H.5 with the Municipality's
historical expenditures (2018-2020) and 2021 budget, to identify and quantify the gap.
Specifically, annual operating expenditures for 2018-2020 are shown in dark green and the 2021
operating budget is shown in light green. These amounts reflect what was shown in Figure H-5.
For 2022-2031, the projected operating budget need is shown in light green with a dotted-line
border, at the same level as the 2021 budget amount.
Historical annual capital spending is shown as dark grey stacked bars for 2018-2020, and
includes combined spending on asset expansion, upgrade and renewal projects. For 2021, the
light grey bar shows the capital amount budgeted for 2021. Of the $1.00 million of capital
projects that were budgeted in 2021, $0.72 million will not be completed within the year and
will be carried over to 2022. This includes the following expansion (growth) projects:
- $125 k for the Secondary Plan
- $147 k for Asset Management software (work order management system)
There are no renewal projects being carried over for administration assets.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 175
For years 2022-2031, capital needs are divided into renewal needs (yellow) and
expansion/upgrade needs (blue). The average annual funding need includes $ 0.19 million/year
of expansion and upgrade work as discussed in Section H.5.1, $ 0.19 million/year of renewal
work as discussed in Section H.5.2, and an annual O&M need of $ 0.78 million/year as discussed
in Section H.5.3. For 2022-2031, the funding need is projected to drop by annual average of
$0.30 million from the average actual expenditures of $1.47 million/year for the period 2018-
2021.
Figure H-4: Forecast Funding Gap 2022-31 - Municipal Administration
Municipality of Brighton | 2022 Corporate Asset Management Plan | 176
Appendix I Regulatory Compliance
The following chart represents the Municipality's position with respect to the asset management requirements identified in O.Reg. 588/17
for Core and Non-Core Assets for July 1, 2024 (current Levels of Service).
Table I-1: Compliance with O.Reg. 588/17 (2022 and 2024 Deadlines)
Plan Section
O.Reg. 588/17
Compliance Practices
(Current LOS)
Transporta
tion
Service
assets,
including
Roads &
Bridges
Stormwate
r Service
assets
Water
Service
assets
Wastewate
r Service
assets
Parks &
Recreation
Service
assets
Fire
Service
assets
Health
Services
assets
Municipal
Administra
tion
Service
assets
State of Local
Infrastructure For each asset
category, the AM Plan
provides
State of Local
Infrastructure
- a summary of the
assets,
Section
A.1
Section
B.1
Section
C.1
Section
D.1
Section
E.1
Section
F.1
Section
G.1
Section
H.1
State of Local
Infrastructure
- the replacement
cost of the assets,
Section
A.1
Section
B.1
Section
C.1
Section
D.1
Section
E.1
Section
F.1
Section
G.1
Section
H.1
State of Local
Infrastructure
- the average age of
the assets,
Section
A.2
Section
B.2
Section
C.2
Section
D.2
Section
E.2
Section
F.2
Section
G.2
Section
H.2
State of Local
Infrastructure
- the condition of the
assets,
Section
A.2
Section
B.2
Section
C.2
Section
D.2
Section
E.2
Section
F.2
Section
G.2
Section
H.2
Municipality of Brighton | 2022 Corporate Asset Management Plan | 177
Plan Section
O.Reg. 588/17
Compliance Practices
(Current LOS)
Transporta
tion
Service
assets,
including
Roads &
Bridges
Stormwate
r Service
assets
Water
Service
assets
Wastewate
r Service
assets
Parks &
Recreation
Service
assets
Fire
Service
assets
Health
Services
assets
Municipal
Administra
tion
Service
assets
State of Local
Infrastructure
- the approach to
assessing condition
of assets.
Section 3
Section 3
Section 3
Section 3
Section 3
Section 3
Section 3
Section 3
Levels of
Service
For each asset
category, the AM Plan
reports the current LOS
performance. For core
assets, the AM Plan
provides the qualitative
community
descriptions and
technical metrics as
required by O.Reg.
588/17, and the
current performance.
Section 4,
Section
A.3
Section 4,
Section
B.3
Section 4,
Section
C.3
Section 4,
Section
D.3
Section 4,
Section
E.3
Section 4,
Section
F.3
Section 4,
Section
G.3
Section 4,
Section
H.3
Asset
Management
Strategy
For each asset
category, the AM Plan
provides the lifecycle
activities that would
need to be undertaken
to provide the
Section 6,
Section
A.5
Section 6,
Section
B.5
Section 6,
Section
C.5
Section 6,
Section
D.5
Section 6,
Section
E.5
Section 6,
Section
F.5
Section 6,
Section
G.5
Section 6,
Section
H.5
Municipality of Brighton | 2022 Corporate Asset Management Plan | 178
Plan Section
O.Reg. 588/17
Compliance Practices
(Current LOS)
Transporta
tion
Service
assets,
including
Roads &
Bridges
Stormwate
r Service
assets
Water
Service
assets
Wastewate
r Service
assets
Parks &
Recreation
Service
assets
Fire
Service
assets
Health
Services
assets
Municipal
Administra
tion
Service
assets
proposed LOS for each
of the next 10 years.
Financial
Strategy
A description of
assumptions regarding
future changes in
population or economic
activity.
For each asset
category, the AM Plan
provides the costs of
providing the lifecycle
activities that would
need to be undertaken
to maintain the current
LOS for each of the
next 10 years.
Section
6.2,
Section
6.5,
Section
A.5
Section
A.5
Section
6.2,
Section
6.5,
Section
B.5
Section
B.5
Section
6.2,
Section
6.5,
Section
C.5
Section
C.5
Section
6.2,
Section
6.5,
Section
D.5
Section
D.5
Section
6.2,
Section
6.5,
Section
E.5
Section
E.5
Section
6.2,
Section
6.5,
Section
F.5
Section
F.5
Section
6.2,
Section
6.5,
Section
G.5
Section
G.5
Section
6.2,
Section
6.5,
Section
H.5
Section
H.5
Background
Information
The AM Plan indicates
how the background
information and
reports upon which the
state of infrastructure
Section
1.2
Section
1.2
Section
1.2
Section
1.2
Section
1.2
Section
1.2
Section
1.2
Section
1.2
Municipality of Brighton | 2022 Corporate Asset Management Plan | 179
Plan Section
O.Reg. 588/17
Compliance Practices
(Current LOS)
Transporta
tion
Service
assets,
including
Roads &
Bridges
Stormwate
r Service
assets
Water
Service
assets
Wastewate
r Service
assets
Parks &
Recreation
Service
assets
Fire
Service
assets
Health
Services
assets
Municipal
Administra
tion
Service
assets
section is based will be
made available to the
public.
Municipality of Brighton | 2022 Corporate Asset Management Plan | 180
Appendix J List of Capital Needs 2022-2031
Table J-1: List of Capital Needs 2022-2031
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Transportation
Roads
Expansion
Overpass/underpass at John Street east of No Frills
3,000,000
2026 (Plan due)
staff to assess
Transportation
Roads
Expansion
Design a Connecting Link between Industrial Park and
Country Road
3,000,000
2022 (Design due)
staff to assess
Transportation
Roads
Expansion
Salt and sand storage (Fund from Operating Budget)
10,000
2022
staff to assess
T/W/WW/SWM
Corridor
Renewal
Re-construct Loyalist Drive (see PW 6-year capital plan)
Prince Edward
Street
Applewood
Drive
490
990,600
156,000 91,000 113,100 1,350,700
2022
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Prince Edward Street (see PW 6-year capital
plan)
Elizabeth Street
Harbour Street
1,850
2,270,000 2,350,000
4,620,000
2022
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Harbour Street (see PW 6-year capital plan)
Prince Edward
Street
Ontario Street
2,100
2,675,000
1,698,000 1,757,000
1,317,000
7,447,000
2023
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Walas Street (see PW 6-year capital plan)
Raglan Street
Harbour Street
240
430,000
33,000 33,000
106,000
602,000
2023
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Marina Drive (see PW 6-year capital plan)
Raglan Street
Harbour Street
335
561,000
61,000 68,000
148,000
838,000
2023
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Pinnacle Street South (see PW 6-year capital
plan)
Elizabeth Street
End
280
566,000
360,000 372,000
178,000
1,476,000
2023
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Presquile Parkway (see PW 6-year capital plan)
Ontario Street
Park Entrance
1,150
1,500,000
1,500,000
2023
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Main Street (see PW 6-year capital plan)
Young Street
Urban Limits to
West of Cheer
Farms
2,450
3,100,000 2,040,000
10,760,000
2024
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Applewood Drive (see PW 6-year capital plan)
Loyalist Drive
End (North)
405
623,000
141,000 140,000
904,000
2026
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Addison Street (see PW 6-year capital plan)
200
710,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Baldwin Street (see PW 6-year capital plan)
980
3,470,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Chapel Street (see PW 6-year capital plan)
630
2,230,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Chatten Road (see PW 6-year capital plan)
County Road 30 East entrance of
North Shop
280
360,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Cheer Drive (see PW 6-year capital plan)
240
850,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Division Street North (see PW 6-year capital
plan)
530
1,880,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Division Street South (see PW 6-year capital
plan)
400
1,420,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Drummond (see PW 6-year capital plan)
County Road 2
Smith Street
610
790,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Dundas Street (see PW 6-year capital plan)
Georgina Street
start of High
School Property
620
2,200,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Elgin Street - East and West (see PW 6-year
capital plan)
690
2,450,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Elizabeth Street (see PW 6-year capital plan)
Prince Edward
Street
Terry Fox Drive
440
1,560,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Grimes Street (see PW 6-year capital plan)
180
640,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Gross Street (see PW 6-year capital plan)
240
850,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Hope Street (see PW 6-year capital plan)
330
1,170,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Kingsley Avenue (see PW 6-year capital plan)
Sanford Street
Proctor Park
375
1,330,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Little Lake Road (see PW 6-year capital plan)
County Road 30
Top of Hill
230
300,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Lyons Street (see PW 6-year capital plan)
170
600,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Napolean Street (see PW 6-year capital plan)
220
780,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct North Drive (see PW 6-year capital plan)
135
480,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Platt Street (see PW 6-year capital plan)
140
500,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Price Street - East and West (see PW 6-year
capital plan)
900
3,190,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Re-construct Queen Street - East and West (see PW 6-year
capital plan)
490
1,740,000
TBD
see inventory
Municipality of Brighton
2022 AM Plan - Appendix J
Page 1 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
T/W/WW/SWM
Corridor
Renewal
Re-construct Whites Road (see PW 6-year capital plan)
Georgina Street
Scriver Road
1735
710,000
TBD
see inventory
T/W/WW/SWM
Corridor
Renewal
Reconstruct Meade St (350m)
350
360,000
225,000
225,000
90,000
900,000
TBD
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Long Reach Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Lakeshore Rd
Lakeshore Rd
400
22,400
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Lakeshore Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Kelly Ln
Rabbit Run
2600
145,600
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Greenway Circle (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Lakeshore Rd
Lakshore Rd
800
44,800
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Geogina St (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Hardy Ln
Whites Rd
1400
78,400
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Fish Hatchery Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 27
End
900
50,400
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Telephone Rd West (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 30
Waites Rd
2900
162,400
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Lakecrest Circle (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Lakeshore Rd
Lakeshore Rd
500
28,000
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Huff Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Tracks
Lakeshore Rd
2000
112,000
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Huff Rd North (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 2
600
33,600
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Waite's Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Telephone Rd
CR 21
1900
106,400
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Percy St (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 2
End
800
44,800
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Long Reach Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 26
End
1200
67,200
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Walt St (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Smith St
Whites Rd
1000
56,000
2022
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Guertin Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 30
End
700
39,200
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Bullis Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Telephone Rd
200m North of
Whites Road
1900
106,400
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Old York Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 2
Oak Ridge Rd
200
11,200
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Oakridge Drive (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Old York Rd
End
300
16,800
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Grandview Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 2
End
200
11,200
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Twin Ln (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 30
Richmond St
100
5,600
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Township Hall Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Chattan Rd
CR 30
200
11,200
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Florence Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Chatten Rd
End
100
5,600
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Bonn Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Smith St
End
1000
56,000
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Hanson Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 30
CR 26
3400
190,400
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Carman Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 30
CR 26
2500
140,000
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Carman Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 26
Coltman Rd
5300
296,800
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Young St (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
0.3km N of
George St
End
300
16,800
2023
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Newton Ln (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 30
End
500
28,000
2024
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Cemetary Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 30
Richmond St
500
28,000
2024
see inventory
Municipality of Brighton
2022 AM Plan - Appendix J
Page 2 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Transportation
Roads - Surface
Treated
Renewal
Resurface Alexander Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 30
Little Lake Rd
800
44,800
2024
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Telephone Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 26
QW Boundry
7000
392,000
2024
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Old Wooler Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Lord Rd
QW Boundry
5100
285,600
2024
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Rush Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 41
Hansen Rd
1200
67,200
2024
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Lord Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 41
Old Wooler Rd
1200
67,200
2024
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Richmond St South (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 21
Endnd (South)
1000
56,000
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Moran Dr (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Richmond St
Richmond St
500
28,000
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Middle Ridge Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Telephone rd
End
1100
61,600
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Goodrich Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 30
Sumach Ln
2000
112,000
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Loomis Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Pinewood
School Rd
CR 30
2900
162,400
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Whites Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Scriver Rd
0.5KM west of
Scriver Rd
500
28,000
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Richmond St (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 21
End (North)
4500
252,000
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Sumach (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Goodrich Rd
End
850
47,600
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Cramahe Hill Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Pine Grove Rd
CR 27
3100
173,600
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Cameron Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Goodfellow Rd
0.5 S of
Goodfellow Rd
500
28,000
2025
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Cowan Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Old Wooler Rd
Jamison Rd
900
50,400
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Laird Nelson Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Old Wooler Rd
Deadend
200
11,200
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Percy Boom Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 29
Boundary Rd
1000
56,000
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Jamison Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Cowan Rd
Dalmas Rd
2450
137,200
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Donaldson Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 30
Deadend
1300
72,800
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Stewart Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 64
Martin Rd
600
33,600
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Martin Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Stewart Rd
Deadend
200
11,200
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Cedardale Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Stoney Point Rd
South
Deadend
400
22,400
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Tillings Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 30
Deadend
500
28,000
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Aranda Way (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Goodfellow Rd
CR 30
5500
308,000
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Bauer Rd (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Telephone Rd
Deadend
300
16,800
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Allison St (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 30
Deadend
500
28,000
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Goodfellow Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 30
Cameron Rd
2300
128,800
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Stone Ln (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Hansen Rd
End
150
8,400
2026
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Lisgar (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR2
Smith St
620
34,720
2026
see inventory
Municipality of Brighton
2022 AM Plan - Appendix J
Page 3 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Transportation
Roads - Surface
Treated
Renewal
Resurface Bayshore Road (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Lighthouse Ln
End
4000
224,000
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Stoney Point Rd South (see PW 6-year capital plan
- assuemes $7/sqm, 8m width)
Bayview Lane
Boundary
3600
201,600
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Shoal Point Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Stoney Point Rd
South
End
800
44,800
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Boundary Road (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Little Lake Rd
0.7 km north of
Hwy 2
1700
95,200
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Stoney Point Road (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 2
CR 64
2400
134,400
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Old Wooler Road (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
CR 30
Lord
5300
296,800
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Pinewood School Rd (see PW 6-year capital plan -
assuemes $7/sqm, 8m width)
Goodrich Rd
Boundary Rd
2300
128,800
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Simpson St (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
CR 2
End
1300
72,800
2027
see inventory
Transportation
Roads - Surface
Treated
Renewal
Resurface Tee's Ln (see PW 6-year capital plan - assuemes
$7/sqm, 8m width)
Little Lake Rd
End
200
11,200
2027
see inventory
Transportation
Roads - Gravel
Renewal
Re-gravel Stone Rd
Hansen Rd
Dead End
775
2,071
80,152
2030
2
Transportation
Roads - Gravel
Renewal
Re-gravel Barrett Ln
Northumberland
#41
Northumberlan
d #41
750
1,832
28,356
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Sumach Rd
Goodrich Rd
Dead End
1235
1,641
63,515
2030
2
Transportation
Roads - Gravel
Renewal
Re-gravel Brook's Cres
Hansen Rd
Hansen Rd
780
3,519
73,903
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Ross Rd
McCann Rd
Dead End
640
4,594
88,889
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Laird Neilson Rd
Old Wooler Rd
Dead End
705
412
15,932
2030
2
Transportation
Roads - Gravel
Renewal
Re-gravel McCann Rd
Highway #30
Highway #30
635
3,601
139,371
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Gainforth Rd
Old Wooler Rd
Dead End
700
2,586
100,063
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Goodfellow Rd
Cameron Rd
The East Limit of
the
Municicpality
655
4,697
181,790
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Hardy Ln
Georgina St
Dead End
1052
145
4,296
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Florence Rd
Chatten Rd
Dead End
820
259
10,022
2026
2031
2
Transportation
Roads - Gravel
Renewal
Re-gravel Dallison Ln
Northumberland
Rd #26
Dead End
790
846
32,739
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Clearview Ln
Goodfellow Rd
Dead End
660
1,302
50,380
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel
0
806
31,188
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel McLean Rd
Northumberland
Rd #26
Dead End
805
431
16,693
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel
0
263
8,274
2022
2027
2
Transportation
Roads - Gravel
Renewal
Re-gravel Elm St
Highway #30
King St
1225
227
6,752
2026
2031
2
Transportation
Roads - Gravel
Renewal
Re-gravel Rosslyn dr
0
257
7,639
2025
2030
2
Transportation
Roads - Gravel
Renewal
Re-gravel Cameron Rd
0.5km South of
Goodfellow Rd
Jamieson Rd
685
14,675
435,853
2028
2031
3
Transportation
Roads - Gravel
Renewal
Re-gravel Dale Rd
County Rd #21
Penryn Road
1160
8,506
329,169
2022
2028
3
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
2,118
81,953
2022
2028
3
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
124
4,808
2022
2028
3
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
1,488
57,576
2022
2027
unknown
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
299
11,588
2022
2027
unknown
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
4,435
171,625
2022
2027
unknown
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
4,264
165,009
2022
2027
unknown
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
5,292
204,812
2022
2027
unknown
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
6,139
237,582
2022
2027
unknown
Transportation
Roads - Gravel
Renewal
Re-gravel (see inventory for info on segment)
0
621
19,574
2022
2027
unknown
Transportation
Bridges
Renewal
Goodfellow Road Bridge (West) - minor rehab
1
116,000
2025
5
Transportation
Bridges
Renewal
Lord Road Bridge - minor rehab
3
162,000
2025
5
Transportation
Bridges
Renewal
Monck Street Bridge - Replace Structure
4
486,000
2025
5
Transportation
Bridges
Renewal
Grosjean Road Bridge - minor rehab
5
30,000
2025
5
Transportation
Bridges
Renewal
Bayshore Road Bridge - minor rehab
6
167,000
2022
5
Transportation
Culverts
Renewal
Drummond Street Box Culvert - minor rehab
7
104,000
2025
5
Transportation
Culverts
Renewal
Smith Street Box Culvert - minor rehab
8
71,000
2025
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 4 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Transportation
Culverts
Renewal
White's Road Box Culvert - minor rehab
9
84,000
2025
5
Transportation
Culverts
Renewal
Huff Road Box Culvert - minor rehab
10
97,000
2022
5
Transportation
Culverts
Renewal
Aranda Way Culvert (at Codrington) - minor rehab
12
49,000
2025
5
Transportation
Culverts
Renewal
Aranda Way Culvert - minor rehab
13
71,000
2025
5
Transportation
Culverts
Renewal
Scriver Road Concrete Culvert - minor rehab
14
82,000
2025
5
Transportation
Culverts
Renewal
Gerorge Street Culvert - minor rehab
15
58,000
2025
5
Transportation
Culverts
Renewal
Main Street Concrete Culvert - minor rehab
16
221,000
2025
5
Transportation
Culverts
Renewal
Ontario Street Culvert - minor rehab
17
209,000
2022
5
Transportation
Culverts
Renewal
Cedar Street Culvert - minor rehab
18
128,000
2025
5
Transportation
Culverts
Renewal
Harbour Street Concrete Culvert - minor rehab
19
106,000
2022
5
Transportation
Culverts
Renewal
Elizabeth Street Concrete Culvert - minor rehab
20
96,000
2022
5
Transportation
Culverts
Renewal
Hutchinson CSP Culvert - minor rehab
21
17,000
2025
5
Transportation
Culverts
Renewal
Bullis Road Culvert - Replace Structure
22
396,000
2025
5
Transportation
Culverts
Renewal
Lawson Settlement Road Culvert - minor rehab
23
58,000
2025
5
Transportation
Culverts
Renewal
White's Road Culvert - Replace Structure
24
446,000
2025
5
Transportation
Culverts
Renewal
Alexander Road Culvert - minor rehab
25
58,000
2025
5
Transportation
Culverts
Renewal
Cameron Road Twin Culverts - minor rehab
26
58,000
2025
5
Transportation
Culverts
Renewal
Presqu'lle Parkway Culvert - minor rehab
27
25,000
2025
5
Transportation
Culverts
Renewal
Division Street Culvert - minor rehab
28
64,000
2022
5
Transportation
Culverts
Renewal
Prercy Street Culvert - Replace Structure
29
256,000
2025
5
Transportation
Culverts
Renewal
Simpson Street Culvert - minor rehab
30
58,000
2025
5
Transportation
Culverts
Renewal
Scriver Road Culvert - Replace Structure
31
177,000
2025
5
Transportation
Culverts
Renewal
Richardson Road Culvert - Replace Structure
32
248,000
2025
5
Transportation
Culverts
Renewal
Old Wooler Road Culvert - minor rehab
33
54,000
2025
5
Transportation
Culverts
Renewal
Hansen Road Culvert - Replace Structure
34
248,000
2022
5
Transportation
Culverts
Renewal
Goodrich Road Culvert - minor rehab
35
58,000
2025
5
Transportation
Culverts
Renewal
Butler Street Culvert - minor rehab
37
55,000
2025
5
Transportation
Culverts
Renewal
Prince Edward Street Culvert - minor rehab
38
90,000
2025
5
Transportation
Culverts
Renewal
McCann Road Culvert - Replace Structure
39
322,000
2025
5
Transportation
Culverts
Renewal
County Road 2 Culvert - Replace Structure
40
158,000
2025
5
Transportation
Culverts
Renewal
Stoney Point Road South Culvert - Replace Structure
41
165,000
2025
5
Transportation
Traffic Signals
Renewal
Replace traffic signals at Main St and Division St. N
250,000
2025
5
Transportation
Streetlight Bulbs
/ Heads
Renewal
Replace streetlight bulbs/heads
415,000
2024
2
Transportation
Sidewalks
Renewal
Replace sidewalks (cost over 10-year period)
5,800,000
2022-2031
3
Transportation
Vehicles &
Equipment
Renewal
Mower (not zero turn)
19,718
2022
2027
3
Transportation
Vehicles &
Equipment
Renewal
Hoist
8,386
2025
3
Transportation
Vehicles &
Equipment
Renewal
2015 Ford F550
62,000
2025
3
Transportation
Vehicles &
Equipment
Renewal
2019 Ford F550 4x4
75,000
2029
3
Transportation
Vehicles &
Equipment
Renewal
2009 Chevrolet Ext Cab 4x4
45,000
2022
3
Transportation
Vehicles &
Equipment
Renewal
2011 GMC 2500
50,000
2022
3
Transportation
Vehicles &
Equipment
Renewal
2015 Chevrolet Silverado Crew Cab
50,000
2025
3
Transportation
Vehicles &
Equipment
Renewal
2017 Ford F250
50,000
2027
3
Transportation
Vehicles &
Equipment
Renewal
2019 Chev Silverado Crew 4x4
45,000
2029
3
Transportation
Vehicles &
Equipment
Renewal
2019 Dodge Ram Crew 4x4
50,000
2029
3
Transportation
Vehicles &
Equipment
Renewal
2021 Hyundai Kona - eSUV
45,000
2031
3
Transportation
Vehicles &
Equipment
Renewal
Surveying Equipment/Plotter
12,716
2022
3
Municipality of Brighton
2022 AM Plan - Appendix J
Page 5 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Transportation
Vehicles &
Equipment
Renewal
Gas Monitoring System
18,791
2022
3
Transportation
Vehicles &
Equipment
Renewal
401 Sign Illumination
23,596
2025
5
Transportation
Vehicles &
Equipment
Renewal
Reflectometer
12,425
2026
3
Transportation
Vehicles &
Equipment
Renewal
GPS for Vehicles (37)
27,079
2030
3
Transportation
Vehicles &
Equipment
Renewal
Portable Radar Speed Signs (2)
9,859
2028
3
Transportation
Vehicles &
Equipment
Renewal
Black Cat Speed Monitors (3)
10,515
2028
4
Transportation
Vehicles &
Equipment
Renewal
2010 Vermeer Chipper
60,000
2030
3
Transportation
Vehicles &
Equipment
Renewal
2009 John Deere Backhoe
170,000
2029
4
Transportation
Vehicles &
Equipment
Renewal
Line Painter
7,385
2025
4
Transportation
Vehicles &
Equipment
Renewal
Loader Scales (2)
27,079
2025
4
Transportation
Vehicles &
Equipment
Renewal
Drop in Water Tank for Dump Truck
40,000
2025
3
Transportation
Vehicles &
Equipment
Renewal
Sidewalk Planer
18,888
2028
4
Transportation
Vehicles &
Equipment
Renewal
post hole auger for McCormick
4,278
2028
3
Transportation
Vehicles &
Equipment
Renewal
2014 Wacker Sidewalk Plow
180,500
2024
5
Transportation
Vehicles &
Equipment
Renewal
2019 MaClean Sidewalk Plow
180,500
2029
5
Transportation
Vehicles &
Equipment
Renewal
2011 International Tandem
350,000
2022
5
Transportation
Vehicles &
Equipment
Renewal
2013 International Tandem
350,000
2023
5
Transportation
Vehicles &
Equipment
Renewal
2015 Freightliner Tandem
350,000
2025
5
Transportation
Vehicles &
Equipment
Renewal
2018 International Tandem
350,000
2028
5
Transportation
Vehicles &
Equipment
Renewal
2008 Sterling Single Axle - spare (certifiable state)
70,000
2022
5
Transportation
Vehicles &
Equipment
Renewal
2017 International Single Axle
315,000
2027
5
Transportation
Vehicles &
Equipment
Renewal
2019 International Single Axle
315,000
2029
5
Transportation
Vehicles &
Equipment
Renewal
Backup Cameras (15)
15,000
2024
4
Transportation
Vehicles &
Equipment
Renewal
Cardlock System/Fuel Tank
12,425
2026
4
Transportation
Vehicles &
Equipment
Renewal
Cardlock System/Fuel Tank
70,430
2027
4
Transportation
Buildings
Renewal
Public Works Building North - B. Shell - Replace Overhead
Doors
36,000
2027
5
Transportation
Buildings
Renewal
Public Works Building North - C. Interiors - Replace Hollow
Metal Doors
9,000
2021
3
Transportation
Buildings
Renewal
Public Works Building North - C. Interiors - Replace Paint
5,500
2024
2
Transportation
Buildings
Renewal
Public Works Building North - C. Interiors - Replace Epoxy
Coating
10,000
2022
2
Transportation
Buildings
Renewal
Public Works Building North - D. Services - Repair Hot Water
Boilers
6,000
2030
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 6 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Transportation
Buildings
Renewal
Public Works Building North - D. Services - Replace Overhead
Space Heaters
15,000
2030
5
Transportation
Buildings
Renewal
Public Works Building North - D. Services - Replace Main
Electrical Panel/ Main Disconnect
35,000
2030
5
Transportation
Buildings
Renewal
Public Works Building North - D. Services - Replace Interior
Lights
6,000
2022
5
Transportation
Buildings
Renewal
Public Works Building North - G. Building Sitework - Replace
Asphalt Pavement
240,000
2025
3
Transportation
Buildings
Renewal
Public Works Building North - G. Building Sitework - Replace
Entrance Gates
6,000
2023
3
Transportation
Buildings
Renewal
Sand Dome - B. Shell - Repair Framing & Sheathing - Front
Entrance
7,500
2021
5
Transportation
Buildings
Renewal
Sand Dome - C. Interiors - Repair Interior Wood Retaining
Walls
10,000
2025
3
Transportation
Buildings
Renewal
Sand Dome - G. Building Sitework - Repair Asphalt Pavement
220,000
2021
3
Transportation
Buildings
Renewal
Coverall Salt Shed - B. Shell - Replace Sectional Canvas
Overhead Door
10,000
2027
5
Transportation
Buildings
Renewal
Coverall Salt Shed - B. Shell - Replace Canvas Roof
75,000
2027
5
Transportation
Buildings
Renewal
Coverall Salt Shed - C. Interiors - Replace Asphalt
21,000
2026
2
Transportation
Buildings
Renewal
Public Works Building South - B. Shell - Repair Original - Pre-
engineered steel structure with prefinished metal
20,000
2031
5
Transportation
Buildings
Renewal
Public Works Building South - B. Shell - Replace Caulking at
window and door perimeter (Original and first addition)
14,000
2021
5
Transportation
Buildings
Renewal
Public Works Building South - B. Shell - Replace Caulking at
window and door perimeter (Second addition)
7,000
2025
5
Transportation
Buildings
Renewal
Public Works Building South - B. Shell - Replace Original -
Insulated metal overhead door
45,000
2021
5
Transportation
Buildings
Renewal
Public Works Building South - B. Shell - Replace First addition
- Insulated metal overhead door
18,000
2029
5
Transportation
Buildings
Renewal
Public Works Building South - B. Shell - Replace Original -
Standing seam metal
225,000
2031
5
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Replace Original -
Hollow metal door
27,000
2031
3
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Replace Paint -
Throughout
70,000
2031
2
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Replace Original -
Vinyl tile
21,000
2031
2
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Replace Original -
Carpet
18,000
2028
2
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Replace First
addition - Vinyl tile
12,000
2031
2
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Replace First
addition - Carpet
7,000
2031
2
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Repair Original -
Prefabricated vinyl & fiberglass insulation Blanket
100,000
2031
2
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Repair First
addition - Prefabricated vinyl & fiberglass insulation Blanket
45,000
2026
2
Transportation
Buildings
Renewal
Public Works Building South - C. Interiors - Replace Ceiling
tiles - Throughout
25,000
2030
2
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Repair Original -
Eavestrough and downspout
6,000
2031
4
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Replace
Suspended gas fired heater
10,000
2029
5
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Replace Gas
furnace with cooling unit - York
25,000
2029
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 7 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Replace Gas
furnace ith cooling unit- Bryant
25,000
2029
5
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Replace AED units
& safety cabinets
12,500
2026
5
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Replace Original -
Interior lighting (flourescent & wall mounted fixtures) and
branch wiring
20,000
2031
5
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Replace Original -
Interior lighting (HID) and branch wiring
7,000
2031
5
Transportation
Buildings
Renewal
Public Works Building South - D. Services - Replace Security
alarm system & cameras
15,000
2030
3
Stormwater Service
Study
Upgrade
Upadate the Stormwater Master Plan
60,000
2023
2028
staff to assess
Stormwater Service
Sub-watershed
Improvements
Upgrade
Stormwater MP sub-watershed improvements (Cost over 10
years)
2,490,000
2022-2031
staff to assess
Stormwater Service
Study
Upgrade
Wetland study
20,000
2022
staff to assess
Stormwater Service
Pipes
Renewal
Reconstruction of pipes
7,900,000
2022-2031
staff to assess
Stormwater Service
Ponds
Renewal
Clean out Lucas pond
36,000
2023
staff to assess
Stormwater Service
Ponds
Renewal
Clean out Roos pond
80,000
2024
staff to assess
Stormwater Service
Ponds
Renewal
Clean out Orchard Gate pond
156,000
2024
staff to assess
Stormwater Service
Ponds
Renewal
Clean out Brighton by the Bay pond
97,000
2025
staff to assess
Stormwater Service
Vehicles &
Equipment
Renewal
Replacement of Street Sweeper
400,000
2028
staff to assess
Water Service
Pipes
Expansion
New 150mm watermain on Applewood to connect Loyalist
to Stephen (145m)
160,000
2022-2031
staff to assess
Water Service
Pipes
Expansion
Replace 150mm with 250mm on Main St from Prince
Edward St. to Ontario St.
940,000
2022-2031
staff to assess
Water Service
Pipes
Expansion
Replace 100 mm with 250 mm on Main St from Ontario St to
service boundary
1,180,000
2022-2031
staff to assess
Water Service
Pipes
Expansion
Replace 100mm with 150mm on Lyons St from Prince
Edward St. to Division St S (160m)
165,000
2022-2031
staff to assess
Water Service
Pipes
Expansion
Replace 100mm with 150mm on Division St S from Lyons St
to Butler St (115m),
270,000
2022-2031
staff to assess
Water Service
Pipes
Expansion
10% allowance for engineering and design costs of projects
285,000
2022-2031
staff to assess
Water Service
Pipes
Expansion
Expand the 50mm (2") service connection at County Road 30
at Spring
40,000
2022-2031
staff to assess
Water Service
PRV
Renewal
Replace PRV and chambers in poor condition at Baldwin St,
Ontario St, and Morrow Ave
390,000
2022
staff to assess
Water Service
Study
Renewal
Develop water meter replacement program study
30,000
2022
staff to assess
Water Service
Water Meters
Renewal
Replace water meters (cost over 10-year period)
1,000,000
2022-2031
staff to assess
Water Service
Vertical Assets
Upgrade
Upgrade infrastrucutre at Lakeview Heights BPS
6,000
2022
staff to assess
Water Service
Vertical Assets
Renewal
Replace duty centrifugal pumps at Lakeview BPS and Dundas
BPS
1,400
2022
staff to assess
Water Service
Vertical Assets
Renewal
Replace duty centrifugal pumps at Dundas BPS
8,000
2022
staff to assess
Water Service
Vertical Assets
Renewal
Assess condition of building and process equipment at BPS
4,000
2022
2027
staff to assess
Water Service
Vertical Assets
Renewal
Condition assessment for building and process equiment at
3 wells
5,000
2022
2027
staff to assess
Water Service
Vertical Assets
Renewal
Water Treatment Plant - C. Interiors - Replace Paint
7,000
2022
2
Water Service
Vertical Assets
Renewal
Water Treatment Plant - D. Services - Replace Dehumidifier -
Dectron MAM series
20,000
2030
5
Water Service
Vertical Assets
Renewal
Water Treatment Plant - D. Services - Replace Radiant tube
IR heaters
24,000
2030
5
Water Service
Vertical Assets
Renewal
Water Treatment Plant - D. Services - Replace Fire alarm
system
20,000
2030
5
Water Service
Vertical Assets
Renewal
Water Treatment Plant - D. Services - Replace Gas Detection
System
12,000
2030
5
Water Service
Vertical Assets
Renewal
Water Treatment Plant - D. Services - Replace Interior
lighting (flourescent) and branch wiring
14,000
2030
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 8 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Water Service
Vertical Assets
Renewal
Water Treatment Plant - E. Equipment - Replace Cabinetry
6,000
2030
3
Water Service
Vertical Assets
Renewal
Water Treatment Plant - G. Building Sitework - Replace
Asphalt paved parking lot
12,500
2030
3
Water Service
Vertical Assets
Renewal
Water Treatment Plant - H. Processes - Replace Back-up
Power
46,624
2022
5
Water Service
Vertical Assets
Renewal
Water Treatment Plant - H. Processes - Replace Gas
Chlorinator B
7,000
2030
5
Water Service
Vertical Assets
Renewal
Water Treatment Plant - H. Processes - Replace Well pump 1
7,000
2030
5
Water Service
Vertical Assets
Renewal
Wells - H. Processes - Replace Well pump 1
12,000
2026
3
Water Service
Vertical Assets
Renewal
Wells - H. Processes - Replace Well pump 2
12,000
2030
3
Water Service
Vertical Assets
Renewal
Wells - H. Processes - Replace Well pump 3
12,000
2031
3
Water Service
Vehicles &
Equipment
Renewal
Confined Space Equipment
15,000
2023
4
Water Service
Vehicles &
Equipment
Renewal
GPS units for 3 vehicles
1,486
2023
2
Water Service
Vehicles &
Equipment
Renewal
Leak Detector
7,500
2023
2
Water Service
Vehicles &
Equipment
Renewal
2013 GMC
45,000
2023
3
Water Service
Vehicles &
Equipment
Renewal
2019 GMC Sierra 1/2 T Crew cab 4x4
45,000
2029
3
Water Service
Vehicles &
Equipment
Renewal
Mower - Zero Turn
39,866
2022
3
Water Service
Vehicles &
Equipment
Renewal
Valve Turner
46,127
2022
2
Water Service
Vehicles &
Equipment
Renewal
Water and Wastewater Financial Plan study
50,000
2022
2027
4
Wastewater Service
Vertical Assets
Expansion
Improvements to the WPCP for ammonia removal
8,800,000
2022-2024
staff to assess
Wastewater Service
Vertical Assets
Expansion
Upgrade lift station / Harbour St. SPS and force main
3,000,000
staff to advise
staff to assess
Wastewater Service
Vertical Assets
Expansion
Construct garage at lagoon
65,000
staff to advise
staff to assess
Wastewater Service
I&I
Expansion
Explore Inflow and Inflitration reduction
150,000
2022-2025
staff to assess
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - A. Substructure - Repair
Cast-in-place concrete foundations
850,000
2024
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - B. Shell - Repair Split
Face Concrete Block
85,000
2021
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - B. Shell - Replace
Hollow Metal Doors
6,000
2024
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - C. Interiors - Replace
Handrails
15,000
2022
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - C. Interiors - Replace
Faced insulation
21,000
2021
2
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - D. Services - Replace
Generator
50,000
2023
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - D. Services - Replace
Main Electrical Panel
30,000
2024
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - G. Building Sitework -
Repair Gravel Paved Parking Pad
5,250
2029
3
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - H. Processes - Pumps
800,000
2029
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - H. Processes - Piping,
valves
200,000
2029
5
Wastewater Service
Buildings
Renewal
Harbour Street Sewage Lift Station - H. Processes - Hvac for
drywell, this is above normal for buildings
75,000
2029
5
Wastewater Service
Buildings
Renewal
WPCP - B. Shell - Replace Hollow metal door in metal frame
6,000
2022
5
Wastewater Service
Buildings
Renewal
WPCP - C. Interiors - Replace Painted Concrete Block
Masonry
6,500
2029
2
Wastewater Service
Buildings
Renewal
WPCP - H. Processes - Lab equipment
25,000
staff to advise
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 9 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Wastewater Service
Buildings
Renewal
WPCP - H. Processes - MPL depends on erosion rates Berm 1
40,000
staff to advise
5
Wastewater Service
Buildings
Renewal
WPCP - H. Processes - Dosing System
10,000
staff to advise
5
Wastewater Service
Vehicles &
Equipment
Renewal
Digital CCTV Camera
8,429
2026
3
Wastewater Service
Vehicles &
Equipment
Renewal
Confined Space Equipment
3,150
2023
4
Wastewater Service
Vehicles &
Equipment
Renewal
GPS units for 2 vehicles
495
2023
2
Wastewater Service
Vehicles &
Equipment
Renewal
2013 Chevrolet
45,000
2022
3
Wastewater Service
Vehicles &
Equipment
Renewal
2019 Dodge
50,000
2022
3
Wastewater Service
Vehicles &
Equipment
Renewal
Mower - Zero Turn
39,866
2029
2
Wastewater Service
Vehicles &
Equipment
Renewal
Wastewater Financial Plan
50,000
2022
2027
Parks and Recreation
Services
Trails
Expansion
Trail expansions - Grimes / Simpsons Property
272,000
2023
Parks and Recreation
Services
Trails
Expansion
Trail expansions - Stalwood Property section
27,000
TBD
Parks and Recreation
Services
Parks
Expansion
4 Pickleball Courts
150,000
2022
Parks and Recreation
Services
Buildings
Expansion
Curling Club & Arena -- Design Study
54,000
2022
Parks and Recreation
Services
Study
Expansion
Recreation Master Plan Update Study
75,000
2022-2031
Parks and Recreation
Services
Parks
Expansion
Building a new park and facility on purchased land
20,000,000
2025
Parks and Recreation
Services
Parks
Renewal
Replace soccer field, ball diamonds and tennis courts
625,000
2022-2031
Parks and Recreation
Services
Parks
Renewal
Replace half of play structures and original part of
skateboard park
400,000
2022-2031
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2007 Woods Backhoe BH70X
12,500
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2012 Reist Ball Groomer
10,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2000 Ball Park Bannerman Groomer
10,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2014 Zamboni 445-16085
90,000
2024
3
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2004 Chevrolet Silverado
55,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2007 Ford F150
45,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2010 Chevrolet Silverado 3/4 Ton
50,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2016 Cherolet Silverado 1/2 ton
40,000
2026
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2019 Chev Silverado 1/2 ton
40,000
2029
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2007 Woods Loader 1008
10,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2011 Ferris Walk-Behind Mower
28,000
2022
2027
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2017 Ferris Stand-up Mower (used as spare)
30,000
2022
2027
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2013 Zero-Turn Mower
14,718
2022
2027
2
Municipality of Brighton
2022 AM Plan - Appendix J
Page 10 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2014 Ferris Zero-Turn Mower
36,000
2022
2027
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2017 Ferris zero turn
18,000
2027
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2019 72" zero turn mower (John Deere)
36,000
2024
2029
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2019 72" zero turn mower (John Deere)
36,000
2024
2029
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2008 Aquacide Sprayer
21,353
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
1977 Allis Chalmers Tractor
20,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2007 New Holland TC 30 Tractor
35,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
1997 Husquavarna Tractor
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2010 Sure FT7 - What is this? Trailer
7,500
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
Tandem Axle Trailer - car hauler
12,000
2022
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2017 Mid-size Tandem Axle Trailer (Belongs to Grass Crew)
8,500
2027
2
Parks and Recreation
Services
Vehicles &
Equipment
Renewal
2020 Kubota Uility Vehicle (UTV) (Model Number: RTV-
X900)
17,500
2030
2
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - A1010 Standard
Foundations - Repair Concrete Block Foundations
6,750
2031
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - B2020 Exterior Windows -
Replace Metal Framed Windows
15,000
2024
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - B2030 Exterior Doors -
Replace Hollow Metal Doors
7,500
2030
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - B3010 Roof Coverings -
Replace Metal Roofing
162,000
2030
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - C1020 Interior Doors -
Replace Hollow Metal Doors
22,500
2027
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - C3010 Wall Finishes -
Replace Paint
8,000
2023
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - C3020 Floor Finishes -
Replace Carpet Flooring
7,500
2024
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - C3030 Ceiling Finishes -
Replace Suspended Ceiling Tiles
9,000
2030
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - D2010 Plumbing Fixtures -
Replace Toilets, Sinks
8,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - D3010 Energy Supply -
Replace Generator/Transfer Switch
60,000
2022
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - D5010 Electrical Service &
Distribution - Replace Main Electrical Panel
25,000
2027
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - D5020 Lighting & Branch
Wiring - Replace Lighting
12,500
2023
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - E2010 Fixed Furnishings -
Replace Book Shelves
20,000
2024
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - E2010 Fixed Furnishings -
Replace Kitchen Cabinetry
27,000
2024
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - G2020 Parking Lots -
Replace Asphalt Pavement
120,000
2030
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - G2040 Site Development -
Replace Entrance Canopy
12,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - G2040 Site Development -
Replace Gazebo
45,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - G2040 Site Development -
Replace Wood Canopy
160,000
2031
3
Municipality of Brighton
2022 AM Plan - Appendix J
Page 11 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - G2040 Site Development -
Replace Storage Shed
60,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - G2050 Landscaping -
Replace Planters
50,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
Codrington Community Centre - G2050 Landscaping -
Replace Flag Poles
20,000
2029
3
Parks and Recreation
Services
Buildings
Renewal
Hilton Hall (Heritage) - A1010 Standard Foundations - Repair
Stone wall foundations
6,000
2021
2
Parks and Recreation
Services
Buildings
Renewal
Hilton Hall (Heritage) - B2010 Exterior Walls - Repair Stone
Veneer
5,400
2030
2
Parks and Recreation
Services
Buildings
Renewal
Hilton Hall (Heritage) - C3010 Wall Finishes - Replace Wood
Paneling
6,000
2021
2
Parks and Recreation
Services
Buildings
Renewal
Hilton Hall (Heritage) - C3020 Floor Finishes - Replace Vinyl
Tile
7,000
2023
2
Parks and Recreation
Services
Buildings
Renewal
Hilton Hall (Heritage) - C3030 Ceiling Finishes - Replace
Ceiling Tile Suspended
6,000
2026
2
Parks and Recreation
Services
Buildings
Renewal
Hilton Hall (Heritage) - G2020 Parking Lots - Replace Asphalt
Parving
12,000
2022
2
Parks and Recreation
Services
Buildings
Renewal
Hilton Hall (Heritage) - G2030 Pedestrian Paving - Replace
Concrete Walkways
12,000
2022
2
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Canteen & Washroom - C3030 Ceiling
Finishes - Repair Painted gypsum ceiling
5,500
2027
2
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Canteen & Washroom - D5030
Communications & Security Systems - Replace Security
system with cameras and keypad
8,000
2025
2
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Canteen & Washroom - E2010 Fixed
Furnishings - Replace Wood cabinetry and laminate
countertops
7,000
2024
2
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Canteen & Washroom - G2030 Pedestrian
Paving - Replace Asphalt walkways
7,000
2027
2
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - B2030 Exterior Doors -
Replace Wood doors
6,000
2025
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - C3020 Floor Finishes -
Replace Carpet
45,000
2028
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - D2020 Domestic Water
Distribution - Replace Electric domestic hot water heater
7,000
2026
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - D3030 Cooling Generating
Systems - Replace Refrigeration system
15,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - D4030 Fire Protection
Specialties - Replace Fire Alarm System w/ Pull Stations
20,000
2029
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - D4030 Fire Protection
Specialties - Replace Emergency Lights and Exit Signage
8,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - D5010 Electrical Service &
Distribution - Replace Main Panel
10,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - D5010 Electrical Service &
Distribution - Replace Electrical distribution panel
18,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
Brighton & District Curling Club - D5030 Communications &
Security Systems - Replace Security Alarm System
12,000
2030
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - B2010 Exterior Walls - Repair
Concrete Block Masonry
15,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - B2010 Exterior Walls - Repair
Metal Siding
10,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - B2010 Exterior Walls - Replace
Painting
20,000
2027
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - B2010 Exterior Walls - Replace
Sealant
10,000
2026
3
Municipality of Brighton
2022 AM Plan - Appendix J
Page 12 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - B2030 Exterior Doors - Replace
Hollow Metal Doors
6,000
2030
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - B2030 Exterior Doors - Replace
Overhead Doors
15,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - B3010 Roof Coverings - Replace
Flat Roofing Systems
400,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - C1030 Specialties - Replace
Benches
6,000
2023
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - C2020 Stair Finishes - Replace
Paint
8,000
2026
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - C3010 Wall Finishes - Replace
Paint
7,500
2026
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - C3020 Floor Finishes - Replace
Rubber Flooring
30,000
2024
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - D2020 Domestic Water
Distribution - Replace In-Floor Heating Distribution
40,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - D4010 Fire Protection Sprinkler
Systems - Repair Sprinkler System
10,000
2025
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - E2010 Fixed Furnishings - Replace
Bathroom Stalls
6,400
2023
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - E2010 Fixed Furnishings - Repair
Bleachers
20,000
2029
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - F1042-A - Ice Skating Equipment -
Replace Chiller
67,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - F1042-A - Ice Skating Equipment -
Replace Compressor 1
50,000
2021
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - F1042-A - Ice Skating Equipment -
Repair Brine System & Distribution
75,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - G2010 Roadways - Replace
Asphalt Pavement Phase 1
120,000
2024
3
Parks and Recreation
Services
Buildings
Renewal
King Edward Park Arena - G2010 Roadways - Replace
Asphalt Pavement Phase 2
120,000
2031
3
Parks and Recreation
Services
Buildings
Renewal
Parks & Recreation Garage - B2030 Exterior Doors - Replace
Roll up garage doors
30,000
2030
3
Parks and Recreation
Services
Buildings
Renewal
Parks & Recreation Garage - D3070 Special HVAC Systems &
Equipment - Replace CO2 monitoring system
6,000
2027
3
Parks and Recreation
Services
Buildings
Renewal
Parks & Recreation Garage - G2040 Site Development -
Replace Chain-linked fencing
15,000
2030
3
Fire Protection
Service
Study
Expansion
Fire master plan
80,000
2022
Fire Protection
Service
Study
Expansion
Community Risk Assessment
80,000
2022
Fire Protection
Service
Buildings
Expansion
Combined fire/ambulance land cost
300,000
2022
Fire Protection
Service
Buildings
Expansion
Combined fire/ambulance design and construction
10,000,000
2023-2024
Fire Protection
Service
Buildings
Expansion
Combined fire/ambulance additional vehicles
1,500,000
2024
Fire Protection
Service
Vehicles &
Equipment
Upgrade
Fire Service communication system
35,000
2023
Fire Protection
Service
Vehicles &
Equipment
Renewal
1988 International 51900
500,000
2022
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
1995 Freightliner Pumper
700,000
2022
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
2003 Freightliner Pumper
700,000
2023
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
2006 GMC C55 Mini Pumper
700,000
2024
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 13 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Fire Protection
Service
Vehicles &
Equipment
Renewal
Compressor and Casade System
35,047
2030
3
Fire Protection
Service
Vehicles &
Equipment
Renewal
Extraction Jaws and Pump
49,732
2022
3
Fire Protection
Service
Vehicles &
Equipment
Renewal
Self Contained Breathing Apparatus
250,000
2022
3
Fire Protection
Service
Vehicles &
Equipment
Renewal
Driers
10,964
2022
2027
3
Fire Protection
Service
Vehicles &
Equipment
Renewal
South Hall Generator
22,676
2022
2027
3
Fire Protection
Service
Vehicles &
Equipment
Renewal
Thermal Cameras
18,872
2027
3
Fire Protection
Service
Vehicles &
Equipment
Renewal
Water Ice Rescue Unit
20,015
2025
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
Mini Holatro Cutters & Cribbing
12,724
2031
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
2008 Ford F150 XLT 4 x 4
70,000
2022
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
2019 Gmc Crew 4x4
70,000
2030
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
2010 LBW Trailer
15,000
2022
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
2009 Suzuki LTA 750
15,000
2022
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
1999 TB7 Trailer
15,000
2022
5
Fire Protection
Service
Vehicles &
Equipment
Renewal
2019 Polaris Side By Side
20,000
2030
5
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - B2010 Exterior Walls - Repair
Concrete Block
5,400
2025
5
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - B2020 Exterior Windows - Replace
Metal Framed windows
6,500
2025
5
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - B2030 Exterior Doors - Replace
Overhead Doors
56,000
2031
5
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - C1020 Interior Doors - Replace
Hollow Metal Doors
10,500
2030
3
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - C3010 Wall Finishes - Replace Paint
15,000
2024
2
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - C3020 Floor Finishes - Replace Vinyl
Tile
11,000
2029
2
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - D2010 Plumbing Fixtures - Replace
Toilet, Urinal, Sink, Shower
7,000
2025
4
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - D3020 Heat Generating Systems -
Replace Ceiling mounted heating units
24,000
2025
5
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - G2020 Parking Lots - Replace
Asphalt Pavement
75,000
2024
3
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - G2030 Pedestrian Paving - Replace
Concrete Walkways
9,000
2024
3
Fire Protection
Service
Buildings
Renewal
Fire Station #2 (North) - G2030 Pedestrian Paving - Replace
Accessibility Ramp
10,000
2024
3
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - B2010 Exterior Walls - Repair Brick
Masonry
10,000
2027
2
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - B2010 Exterior Walls - Replace
Fibreboard Panels
40,000
2022
2
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - B2010 Exterior Walls - Repair EIFS
25,000
2026
2
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - B2020 Exterior Windows - Replace
Aluminum Framed
9,000
2025
2
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - B2030 Exterior Doors - Replace
Hollow Metal Doors
8,000
2029
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 14 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - B2030 Exterior Doors - Replace
Ovehead Doors
45,000
2030
5
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - B3010 Roof Coverings - Replace
Convential assembly with EPDM membrane
14,000
2022
5
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - C3010 Wall Finishes - Replace Paint
25,000
2030
2
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - C3020 Floor Finishes - Replace Vinyl
Tile
10,000
2024
2
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - C3030 Ceiling Finishes - Repair
Wood Slats
12,000
2031
2
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - D3020 Heat Generating Systems -
Replace Furnaces
15,000
2031
5
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - D5020 Lighting & Branch Wiring -
Replace Lighting
10,000
2029
5
Fire Protection
Service
Buildings
Renewal
Fire Station #1 (South) - G2020 Parking Lots - Replace
Asphalt Paving
70,000
2025
3
Health Services
Buildings
Renewal
Brighton Health Centre - B2010 Exterior Walls - Repair
Original - Architectural Concrete Block Masonry
27,500
2022
5
Health Services
Buildings
Renewal
Brighton Health Centre - B2010 Exterior Walls - Replace
Original - Caulking At Window And Door Perimeter
14,000
2024
5
Health Services
Buildings
Renewal
Brighton Health Centre - B2030 Exterior Doors - Replace
Original - Hollow Metal Door In Metal Frame
6,000
2030
5
Health Services
Buildings
Renewal
Brighton Health Centre - B3010 Roof Coverings - Replace
Original - EPDM - Flat platform for mechanical equipment
21,000
2027
5
Health Services
Buildings
Renewal
Brighton Health Centre - C3010 Wall Finishes - Replace
Original -Paint
35,000
2029
2
Health Services
Buildings
Renewal
Brighton Health Centre - C3020 Floor Finishes - Replace
Original - Vinyl tile
10,000
2031
2
Health Services
Buildings
Renewal
Brighton Health Centre - C3020 Floor Finishes - Replace
Original - Vinyl Sheet
9,000
2029
2
Health Services
Buildings
Renewal
Brighton Health Centre - C3020 Floor Finishes - Replace
Original - Carpet
45,000
2028
2
Health Services
Buildings
Renewal
Brighton Health Centre - C3030 Ceiling Finishes - Replace
Original - Ceiling tiles
40,000
2030
2
Health Services
Buildings
Renewal
Brighton Health Centre - D4020 Standpipe & Hose System -
Replace Fire Alarm Panel
25,000
2025
5
Health Services
Buildings
Renewal
Brighton Health Centre - D4030 Fire Protection Specialties -
Replace Original - Emergency exit signage
10,000
2031
5
Health Services
Buildings
Renewal
Brighton Health Centre - D5020 Lighting & Branch Wiring -
Replace Original - Interior lighting (flourescent) and branch
wiring
120,000
2031
5
Health Services
Buildings
Renewal
Brighton Health Centre - D5020 Lighting & Branch Wiring -
Replace Original - Exterior lighting
9,000
2031
5
Health Services
Buildings
Renewal
Brighton Health Centre - E1010 Commercial Equipment -
Replace Appliances
8,000
2031
4
Municipal
Administration
IT Equipment
Upgrade
Work order management system
147,000
2022
staff to assess
Municipal
Administration
Library Materials Upgrade
Additional collection materials for the library (total over 10
years)
330,000
$30k annually
staff to assess
Municipal
Administration
Study
Upgrade
Development charges background study
70,000
2024
2029
staff to assess
Municipal
Administration
Study
Upgrade
Offical plan review
400,000
2024
2029
staff to assess
Municipal
Administration
Study
Upgrade
Zoning By-Law update
400,000
2025
2030
staff to assess
Municipal
Administration
Study
Upgrade
Community improvement plans for brownfields
300,000
2022
staff to assess
Municipality of Brighton
2022 AM Plan - Appendix J
Page 15 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Municipal
Administration
Study
Upgrade
Secondary plan for Greenfields within the urban area
250,000
2023
staff to assess
Municipal
Administration
IT Equipment
Renewal
Update Financial System
186,185
2023
2028
5
Municipal
Administration
IT Equipment
Renewal
Replace Server
38,767
2022
2027
5
Municipal
Administration
IT Equipment
Renewal
Update Telephone System
21,068
2022
2027
4
Municipal
Administration
IT Equipment
Renewal
Replace Cell Phones - total cost over 10 years
105,000
Each device every 2
years
2
Municipal
Administration
IT Equipment
Renewal
Replace Tablets - total cost over 10 years
23,000
Each device every 4
years
3
Municipal
Administration
IT Equipment
Renewal
Replace Laptops - total cost over 10 years
175,000
Each device every 4
years
3
Municipal
Administration
IT Equipment
Renewal
Replace PC Computers (Desktop) - total cost over 10 years
90,000
Each device every 4
years
3
Municipal
Administration
IT Equipment
Renewal
Replace Desktop Printers - total cost over 10 years
22,000
Each device every 4
years
1
Municipal
Administration
Vehicles &
Equipment
Renewal
Replace 2014 Toyota Matrix - Bylaw
40,000
2024
3
Municipal
Administration
Vehicles &
Equipment
Renewal
Replace 2014 Toyota Matrix - Buildings
40,000
2024
3
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - B2010 Exterior
Walls - Repair Brick veneer
16,000
2025
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - B2020 Exterior
Windows - Replace Metal framed
54,000
2026
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - B3010 Roof
Coverings - Replace Metal sheet
390,000
2029
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - B3010 Roof
Coverings - Replace Inverted flat roof
25,000
2028
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - C1020 Interior
Doors - Repair Metal / wood doors
50,000
2030
3
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - C3010 Wall Finishes -
Replace Gypsum board / Painted concrete block
18,000
2028
2
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - C3020 Floor Finishes
- Replace Carpet
45,000
2031
2
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - C3030 Ceiling
Finishes - Replace Painted drywall ceiling
13,500
2028
2
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D2010 Plumbing
Fixtures - Replace Toilet / Urinals
14,000
2028
4
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D2010 Plumbing
Fixtures - Replace Vanity Sink / Janitor Sinks
8,000
2025
4
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D2020 Domestic
Water Distribution - Replace Electric domestic hot water
heater
12,000
2031
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D3020 Heat
Generating Systems - Replace Gas Furnace
12,000
2024
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D3020 Heat
Generating Systems - Replace Heat Recovery Ventilation
System
8,000
2025
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D4030 Fire
Protection Specialties - Replace Fire Alarm System w/ Pull
Stations and Alarms
40,000
2029
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D4030 Fire
Protection Specialties - Replace Emergency Lights and Exit
Signage
17,500
2031
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D5020 Lighting &
Branch Wiring - Replace Light fixtures
96,000
2026
5
Municipality of Brighton
2022 AM Plan - Appendix J
Page 16 of 17
Service
Asset Type
Type of Need
Description of Improvement Action Needed
Corridor
Information for
Corridor
Reconstruction:
From
Corridor
Information for
Corridor
Reconstruction:
To
Corridor
Information for
Corridor
Reconstruction:
Road Section or
Bridge Site
Number
Corridor
Information for
Corridor
Reconstruction:
Length (m)
Corridor
Information for
Corridor
Reconstruction:
Road
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
Water
Component
Cost
Corridor
Information for
Corridor
Reconstruction:
WW Component
Cost
Corridor
Information for
Corridor
Reconstruction:
SWM
Component Cost
Cost (2021 $)
per occurrence
Timing (First Occurrence
in 2022-2031)
Timing (Second
Occurrence in 2022-
2031)
Consequence of
Failure (5-highest,
1-lowest)
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D5010 Electrical
Service & Distribution - Replace Main Panel
40,000
2031
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - D5010 Electrical
Service & Distribution - Replace Electrical distribution panel
18,000
2031
5
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - E1040 Other
Equipment - Replace Chair lift
6,000
2021
4
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - G2020 Parking Lots -
Replace Asphalt parking lot
11,350
2026
3
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - G2040 Site
Development - Replace Concrete stairs
8,000
2031
3
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - G2040 Site
Development - Repair Chain link fence
13,650
2027
3
Municipal
Administration
Buildings
Renewal
Brighton Municipal Centre and Library - G2040 Site
Development - Replace Metal columns
7,500
2029
3
Municipality of Brighton
2022 AM Plan - Appendix J
Page 17 of 17