This is the exact embedded text of the captured official document.
Snapshot a248b1c97c48 · verified 2026-06-09 ·
original document ·
archived snapshot ·
unofficial consolidation, the official version is held by the municipal clerk.
Town of East Gwillimbury
2022 Asset Management Plan
For CORE Assets at Current Levels of Service
Town of East Gwillimbury - Corporate Asset Management Plan
Document Control
2022 Asset Management Plan
Document ID :
Rev No
Date
Revision Details
Author
Reviewer
Approver
1
June 30, 2022
Review from Core AM Team. Revisions to
inventory, updated graphs, revised stormwater
lifecycle strategy and capital requirements
Jordan
Gonda
2
Aug 11, 2022
Feedback from Finance and Core AM Team.
Changes to financial Strategy, modification of
average annual requirements graphs
Jordan
Gonda
3
September 3,
2022
Corrected bridges average projected lifecycle
activities, updated executive summary, corrected
average annual requirements of first 10 years to
include backlog
Jordan
Gonda
4
October 7, 2022 Revised Executive Summary, revised methodology
for wet pond backlog calculation, projected bridge
capital costs fix, update styling.
Jordan
Gonda
5
November 10,
2022
Revised capital projections. Fixed data error for
wastewater and stormwater acquisition costs
Jordan
Gonda
6
April 21, 2023
Replaced risk matrix diagrams with risk rating
diagrams for all chapters
Jordan
Gonda
Town of East Gwillimbury - Corporate Asset Management Plan
TABLE OF CONTENTS
1
EXECUTIVE SUMMARY ................................................................................................................................5
1.1
Scope...................................................................................................................................................5
1.2
Asset Portfolio Summary....................................................................................................................5
1.3
Levels of Service..................................................................................................................................6
1.4
Growth Management Plan.................................................................................................................6
1.5
Lifecycle Management Strategy ........................................................................................................7
1.6
Risk ......................................................................................................................................................9
1.7
Financial Summary............................................................................................................................11
1.8
Recommendations............................................................................................................................11
2
INTRODUCTION .........................................................................................................................................13
2.1
An Overview of Asset Management................................................................................................13
2.2
Ontario Regulation 588/17 Compliance Review.............................................................................16
2.3
East Gwillimbury Community Profile...............................................................................................18
2.4
Climate Change.................................................................................................................................18
2.5
Scope and Methodology ..................................................................................................................21
2.6
Portfolio Overview............................................................................................................................23
3
Growth .......................................................................................................................................................32
3.1
East Gwillimbury Official Plan ..........................................................................................................32
3.2
Infrastructure Master Plans .............................................................................................................32
3.3
Growth Trends and Demand Drivers...............................................................................................33
3.4
Impact of Growth .............................................................................................................................33
4
Transportation...........................................................................................................................................35
4.1
Summary of the Assets.....................................................................................................................35
4.2
Levels of Service................................................................................................................................38
4.3
Growth Management Plan...............................................................................................................42
4.4
Lifecycle Management Plan .............................................................................................................44
4.5
Average Annual Requirements ........................................................................................................48
4.6
Risk ....................................................................................................................................................51
5
Water Network.......................................................................................................................................... 52
5.1
Summary of the Assets ..................................................................................................................... 53
5.2
Levels of Service................................................................................................................................ 54
5.3
Growth Management Plan ............................................................................................................... 58
5.4
Lifecycle Management Plan ............................................................................................................. 59
5.5
Average Annual Requirements ........................................................................................................ 60
5.6
Risk .................................................................................................................................................... 62
6
Wastewater Network ................................................................................................................................ 63
6.1
Summary of the Assets ..................................................................................................................... 63
6.2
Levels of Service................................................................................................................................ 65
6.3
Growth Management Plan ............................................................................................................... 68
6.4
Lifecycle Management Plan ............................................................................................................. 70
6.5
Disposal Plan ..................................................................................................................................... 71
6.6
Average Annual Requirements ........................................................................................................ 72
6.7 Risk .................................................................................................................................................... 72
Stormwater Network ................................................................................................................................ 75
7.1
Summary of the Assets ..................................................................................................................... 75
7.2
Levels of Service................................................................................................................................ 77
7.3
Growth Management Plan ............................................................................................................... 80
7.4
Lifecycle Management Plan ............................................................................................................. 81
7.5
Average Annual Requirements ........................................................................................................ 83
7.6
Risk .................................................................................................................................................... 84
8
FINANCIAL SUMMARY...............................................................................................................................86
8.1
Financial Strategy Requirements.....................................................................................................86
Town of East Gwillimbury - Corporate Asset Management Plan
8.2
Financial Requirements....................................................................................................................86
8.3
Impacts of Growth on the Financial Strategy..................................................................................88
8.4
Recommendations............................................................................................................................89
9
Recommendations Plan, Improvement and Monitoring ........................................................................90
9.1
Strategic Recommendations............................................................................................................90
9.2
Asset Portfolio Level Recommendations.........................................................................................90
9.3
Performance Measures....................................................................................................................91
10
References.................................................................................................................................................92
11
Appendix A: Ontario Regulation 588/17 Current Levels of Service........................................................93
12
Appendix B: LOS Maps and Images ..........................................................................................................97
13
Appendix C: Condition Scale.................................................................................................................. 103
14
Appendix D: Risk Models........................................................................................................................ 105
15
Appendix E: Roadmap Recommendations............................................................................................ 107
- 5 -
Town of East Gwillimbury - Corporate Asset Management Plan
1 EXECUTIVE SUMMARY
Municipal infrastructure provides the foundation for the economic, social, and environmental health and growth of a
community through the delivery of critical services. The goal of asset management is to deliver an adequate level of service
in the most cost-effective manner. This involves the development and implementation of asset management strategies and
long-term financial planning.
1.1 Scope
This Asset Management Plan identifies the current practices and strategies that are in place to manage public
infrastructure and makes recommendations where they can be further refined. Through the implementation of sound
asset management strategies, the Town can ensure that public infrastructure is managed to support the sustainable
delivery of municipal services. This asset management plan includes the following asset categories:
-
Transportation Network (roads, structural bridges & culverts, sidewalks, streetlighting, traffic signs, etc.)
-
Water Network (watermains, valves, chambers, hydrants, meters, service connections, etc.)
-
Wastewater Network (wastewater mains, manholes, service connections, pumping stations, etc.)
-
Stormwater Network (storm mains, manholes, catchbasins, driveway culverts, ponds, etc.)
With the development of this asset management plan, the Town has achieved compliance with Ontario Regulation 588/17
to the extent of the requirements that must be completed by July 1, 2022. Additional requirements with respect to the
inclusion of all asset portfolios, and the consideration of appropriate or "proposed" levels of service and growth must be
met by 2024, and 2025 respectively.
1.2 Asset Portfolio Summary
East Gwillimbury's core assets are valued at $1.876 billion, based on inflated construction unit cost estimates, and
engineering studies. The following table details the replacement value, short and long-term annual capital requirements,
and replacement cost method. Details of the quantities of asset managed within each of these portfolios can be referenced
in Sections 4.1, 5.1, 6.1, and 7.1.
Asset Segment
Replacement
Value
Average Annual Requirement
Replacement Cost Method
2022 - 2031
Long-term1
Road Network
$350,568,032
$4,709,907
$4,890,592
Cost/Unit & User-Defined
Bridges & Culverts
$26,595,135
$815,500
$621,344
User-Defined
Stormwater Network
$539,877,630
$5,618,401
$11,579,579
CPI
Water Network
$660,571,406
$4,945948
$13,077,195
CPI
Wastewater Network
$298,080,443
$878,015
$5,771,915
CPI
TOTAL
$1,875,692,646
$17,293,423
$35,940,625
71% of all assets analysed in this asset management plan are in fair or better condition and a backlog of $42.8 million
2exists. For the remaining 82% of assets, assessed condition data was unavailable, and asset age was used to approximate
condition - a data gap that persists in most municipalities. Generally, age misstates the true condition of assets, making
1 Theoretical value considering the requirements averaged over the full lifecycle of every asset
2 The backlog represents the total value of overdue renewal, rehabilitation, and replacement needs for each asset.
Specifically, roads, bridges and culverts, and storm ponds have backlogs defined as the total value of capital lifecycle costs
for triggers that have not been met (e.g., ponds that have exceeded the dredging criteria); all other assets utilize a replace
at end-of-life strategy and have the backlog defined as the total replacement value of assets where the age exceeds the
estimated useful life
- 6 -
Town of East Gwillimbury - Corporate Asset Management Plan
assessments essential to accurate asset management planning, and a recurring recommendation in this asset management
plan. The following table summarizes the condition of the asset portfolio.
Asset Segment
Average Condition
Backlog
Condition Assessment Method
Road Network
63%
$15.5m (4%)
81% Assessed
Bridges & Culverts
75%
$2.0m (8%)
100% Assessed
Stormwater Network
67%
$3.4m (6.3%)
5% Assessed
Water Network
72%
$20.6m (3%)
Age-Based
Wastewater Network
61%
$1.3m (4%)
Age-Based
TOTAL
65%
$42.8m (2.3%)
18% Assessed
1.3 Levels of Service
71% of assets in this asset management plan are in fair or better condition, the remaining 22% can expect capital renewal
over the next decade. Due to the identified backlog of renewal needs, and the expanding cost of asset renewal, the Town
can expect to increase expenditures over the long-term to maintain the current levels of service. The Town will require
capital investments of $17.3 million per year in the first ten years, eventually increasing to $120 million per year during
years 2082 - 2091. This increase is because the Town's core infrastructure assets are relatively new now, requiring
extensive renewals many years in the future.
1.4 Growth Management Plan
In alignment with the Town's Official Plan, circa June 2022, the Town of East Gwillimbury is projected to experience
significant growth; population growth of 62% between 2021 and 2031 and 250% growth between 2031 and 2051.
Employment is projected to follow a similar growth trend as population with 63% growth between 2021 and 2031 and
325% growth between 2031 and 2051. To meet the needs of a growth population the Town anticipates acquiring new
assets through the Development Charges Bylaw and developer contributions through plans of subdivisions and site plans,
roughly doubling the size of the Town's core asset networks. As a result of growth, additional demands will be placed on
the network, which includes maintaining current levels of service, provisions for new servicing, climate change adaptation,
urbanization, and various regional drivers (e.g. York Region wastewater treatment capacity constraints). The demands of a
growth infrastructure portfolio may also result in higher demands on staff resources to sustain current levels of service.
Acquiring new assets to accommodate growth will place pressures on the Town's financial capacity. The following figure
demonstrates these pressures, illustrating moderate financial impacts in the short to medium terms, and quite severe
impacts long term. Acquisition costs peak between 2037 and 2041, at $162 million over this five-year period. This means
the Town can expect to pay $32.3 million each year, on average, to construct newly developed assets during the peak
years. Long term, starting in year 2077, the Town will have significant costs related to replacement and renewal of growth
acquired assets. Replacement and renewal of growth assets peaks in years 2082 to 2086 at $553 million, or $111 million
per year on average for the five-year period. Ongoing operations and maintenance costs due to growth assets are
estimated to be $98 million for each five-year period, or $19.6 million per year.
- 7 -
Town of East Gwillimbury - Corporate Asset Management Plan
1.5 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time, negatively affecting the ability of an asset to fulfill
its intended function. Field interventions are undertaken to extend the service life, reduce the rate of deteriorate, or
improve the performance of this asset. These interventions make up the lifecycle management strategy, generally
categorized as acquisition, operations and maintenance, rehabilitation/renewal, replacement/reconstruction, and disposal.
Costs, timing, and impacts of these activities have been defined for each asset segment.
New asset acquisitions anticipated between 2022 and 2051, have been projected, from projects identified in the Town's
Development Charges Background Study and Bylaw as well as anticipated developer contributions through future plans of
subdivisions and site plans. Operations and maintenance costs are projected from historical expenditures. Disposal costs
are included in the replacement of each asset. Renewal and rehabilitation lifecycle activities have been specified for road
surfaces, structural bridges and culverts, and stormwater management ponds. All other assets rely on an end-of-life
replacement strategy, where assets are theoretically replaced once the condition score nears or reaches 0. The following
table summarizes the operations and maintenance, and renewal and replacement strategies for each asset category and
segment.
$5m $22m
$132m
$177m
$59m $55m
$37m
$43m $34m $30m
$69m
$427m
$553m
$394m
$191m
$88m
$0
$100m
$200m
$300m
$400m
$500m
$600m
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
2072-
2076
2077-
2081
2082-
2086
2087-
2091
2092-
2096
2097-
2101
Projected Growth Costs
Replacement & Renewal of Growth Assets
Acquisition
Operations and Maintenance of Growth Assets
- 8 -
Town of East Gwillimbury - Corporate Asset Management Plan
Asset Category
Asset
Segment
Operations and Maintenance
Renewal and Replacement
Transportation
Road
surfaces
Road inspections, line painting, street
sweeping, gravel dust control, pothole
patching, crack sealing, sightline
maintenance, winter maintenance, gravel
road grading, gravel road shoulder repair
Assumed road surfaces are triggered
for rehabilitation and replacement via
the decision trees developed by
Stantec's Pavement Management
System (PMS). Events include thin
milling and resurface, full asphalt
milling and resurface, thin asphalt
milling and resurface with geotextile,
reconstruction, crack sealing, surface
treatment.
Unassumed roads were not under the
scope of analysis of Stantec's PMS, and
modelled with the same events in
CityWide AM.
Bridges and
Culverts
Sweeping, Winter Maintenance, operations
and maintenance of the road surface
The timing and cost of bridge
component renewals and replacement
was taken from the 2021 Bridge
Inspection Report
Other
Sidewalk concrete repair, grinding trip ledge
End-of-life replacement
Stormwater
Wet Ponds
Stormwater pond inspections
Dredging at 50% sediment fill, as
specified in the Stormwater Master
Plan
Other
Culvert blockage program, oil grit separator
inspection program, winter maintenance
program, inspection of Nelson Drain, Dyke
Operations, Culvert inspection, inventory
and replacement program, catch basin
cleaning program, catch basin lid cleaning,
CCTV inspection and flushing
End-of-life replacement
Wastewater
All
Proactive CCTV inspections, life station
inspection/monitoring, Wastewater Charges,
Wastewater pumping station maintenance,
sewer flushing, lateral inspection and
cleaning, sewer main hydrojet
End-of-life replacement
Water
All
Valve turning, Drinking Water Quality
Management System, water main
monitoring, water meter reading, small
drinking water system operations and
maintenance, water purchased, hydrant
maintenance, watermain flushing and
maintenance, auto flushing device
inspection and maintenance, curb box
maintenance, water meter repair and
maintenance, water equipment repair
End-of-life replacement
- 9 -
Town of East Gwillimbury - Corporate Asset Management Plan
1.6 Risk
Risk models were developed for each asset category using likelihood and consequence of failure metrics. In total, $80.0
million of assets are considered to be high or very high risk. The figure summarizes the number of assets, quantities and
value in each risk category.
The assets having the highest risk rankings are summarized in the following tables for each asset category:
Bridges and Culverts
Asset
Probability
of Failure
Consequence
of Failure
Risk Rating
1
000110 - Queensville SDRD Bridge
4
3.67
14.7 - High
2
000109 - Rutledge Bridge
4
3.42
13.67 - High
3
000102 - Pony Hill Bridge
3
3.94
11.83 - Moderate
4
A
000114 - East Townline Bridge
3
3.85
11.56 - Moderate
B
000113 - East Townline Bridge
3
3.67
11.02 - Moderate
5
000403 - Stonehill Blvd Culvert
3
3.6
10.79 - Moderate
Road Network
Asset
Probability
of Failure
Consequence
of Failure
Risk Rating
1
A
Harry Walker Parkway - Corcoran Court to Green
Lane East
5
3.43
17.17 - Very High
B
Harry Walker Parkway - Corcoran Court to 228m
south of Corcoran Court
5
3.42
17.17 - Very High
2
Toll Road - Centennial Avenue to Oriole Drive
5
3.18
15.89 - High
3
Centre Street - Mount Albert Road to Elizabeth Street
5
3.13
15.67 - High
4
Doane Road - Centre Street to East Townline
5
3
15 - High
5
Corcoran Court - Harry Walker Parkway to End
5
2.98
14.92 - High
- 10 -
Town of East Gwillimbury - Corporate Asset Management Plan
Water Network
Asset
Probability
of Failure
Consequence of
Failure
Risk Rating
1
A
200mm Thinwall PVC: Yonge Street
5
2.28
11.4 - Moderate
B
150mm Thinwall PVC: Yonge Street
5
2.04
10.2 - Moderate
2
A
200mm Thinwall PVC: Thompson Drive
5
2.28
11.4 - Moderate
B
150mm Thinwall PVC: Thompson Drive
5
2.04
10.2 - Moderate
3
150mm Thinwall PVC: Tyson Drive
5
2.04
10.2 - Moderate
4
350mm Ductile Iron: Centre Street
3.75
2.52
9.45 - Moderate
5
350mm Ductile Iron: Main Street
3.75
2.52
9.45 - Moderate
Wastewater Network
Asset
Probability
of Failure
Consequence
of Failure
Risk Rating
1
250mm AC Gravity Line: Centre Street
4
2.83
11.3 - Moderate
2
Holland River Boulevard Pumping Station3
5
2.2
11 - Moderate
3
Industrial Commercial Institutional Service
Connection: Yonge Street
4
2.5
10 - Moderate
4
250mm AC Gravity Line: Alice Street
4
2.23
8.9 - Moderate
5
350mm AC Gravity Line: Peter Street
4
2.23
8.9 - Moderate
Stormwater Network
Asset
Probability
of Failure
Consequence
of Failure
Risk Rating
1
1050mm Concrete Gravity Sewer: Grist Mill Road
5
4.4
22 - Very High
2
1200mm Concrete Gravity Sewer: Veronica Crescent
5
4.1
20.5 - Very
High
3
Green Lane East Storm Water Detention Facility (8)
4
5
20 - Very High
4
1350mm Concrete Gravity Sewer: King Street
5
3.95
19.75 - Very
High
5
1200mm Concrete Gravity Sewer: Donlands Avenue
5
3.5
17.5 - Very
High
3 Holland River Boulevard Pumping Station rehabilitated and upgraded in 2022
- 11 -
Town of East Gwillimbury - Corporate Asset Management Plan
1.7 Financial Summary
The Town will require capital investments of $17.3 million per year in the first ten years, eventually increasing to $67.8
million per year after 50 years, to renew existing infrastructure only. Additionally, the Town will acquire new assets
between 2022 and 2051, peaking at an average annual requirement of $32.3 million between 2037 and 2041. Current
operating requirements are assessed at $13.5 million per year and increasing to $33.2 million. The following figure outlines
the full lifecycle costs of the core asset portfolio over the next 80 years.
1.8 Recommendations
A costing summary was developed to identify the short and long-term capital and operating requirements to maintain
current levels of service. Going forward the Town should identify the funding available, identify the funding gap, and
develop a financial strategy to close this funding gap. This strategy may consider raising taxes and rates, reallocating
budgets, and adapting lifecycle strategies.
The 2025 requirements of O. Reg. 588/17 will require the Town to develop a financial strategy that states the funding
requirements to achieve an appropriate or "proposed" levels of service, funding available from sustainable funding
sources, and identifies the gap between the funding need and funding available
Recommendations to guide continuous refinement of the Town's asset management program are identified below:
$142m
$181m
$415m
$526m
$366m
$324m$324m
$341m
$486m
$587m
$400m
$732m
$850m
$678m
$532m
$436m
$0
$100,000,000
$200,000,000
$300,000,000
$400,000,000
$500,000,000
$600,000,000
$700,000,000
$800,000,000
$900,000,000
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
2072-
2076
2077-
2081
2082-
2086
2087-
2091
2092-
2096
2097-
2101
Projected Total Costs
Operations and Maintenance of Growth Assets
Operations and Maintenance of Existing Assets
Replacement & Renewal of Growth Assets
Acquisition
Replacement & Renewal
Average Annual Renewal Requirements (Existing)
Average Annual Renewal Requirements (Growth)
Total
- 12 -
Town of East Gwillimbury - Corporate Asset Management Plan
-
Review data to update and maintain a complete and accurate dataset
-
Review and update lifecycle management strategies, including consideration for expansion of operating and
maintenance practices that may defer longer term and costly renewal requirements
-
Development and regularly review short and long-term plans to meet capital requirements
-
Continue to measure current levels of service and identify sustainable proposed levels of service
-
Review and execute on asset-specific recommendations identified within Section 9.2
- 13 -
Town of East Gwillimbury - Corporate Asset Management Plan
2 INTRODUCTION
2.1 An Overview of Asset Management
Municipalities are responsible for managing and maintaining a broad portfolio of infrastructure assets to deliver services to
the community. The goal of asset management is to minimize the lifecycle costs of delivering infrastructure services,
manage the associated risks, while maximizing the value ratepayers receive from the asset portfolio.
The acquisition of capital assets accounts for only 10-20% of their total cost of ownership. The remaining 80-90% derives
from operations and maintenance. This asset management plan focuses its analysis on the capital costs to maintain,
rehabilitate and replace existing municipal infrastructure assets.
These costs can span decades, requiring planning and foresight to ensure financial responsibility is spread equitably across
generations. An asset management plan is critical to this planning, and an essential element of broader asset management
program. The industry-standard approach and sequence to developing a practical asset management program begins with
a Strategic Plan, followed by an Asset Management Policy and an Asset Management Strategy, concluding with an Asset
Management Plan.
This industry standard, defined by the Institute of Asset Management (IAM), emphasizes the alignment between the
corporate strategic plan and various asset management documents. The strategic plan has a direct, and cascading impact
on asset management planning and reporting.
2.1.1 Asset Management Policy
An asset management policy represents a statement of the principles guiding the Town's approach to asset management
activities. It aligns with the organizational strategic plan and provides clear direction to municipal staff on their roles and
responsibilities as part of the asset management program.
The Town of East Gwillimbury adopted Policy No. 20-300-CP-001 "Strategic Asset Management Policy" on August 13, 2019,
in accordance with Ontario Regulation 588/17. The policy defines a corporate-wide asset management program that will
promote "the adoption of industry best practices, continuous improvement protocols and lifecycle and risk management of
all municipal infrastructure assets, with the goal of achieving the lowest total cost of ownership while meeting desired
levels of service."
The policy also stipulates the need to develop an asset management plan in accordance with Ontario Regulation 588/17
requirements. The Town must demonstrate an organization-wide commitment to efficiently manage municipal
infrastructure assets and improve accountability to the community through the adoption of holistic asset management
practices.
The Town of East Gwillimbury additionally adopted Policy No. 20-300-OP-002 "Strategic Asset Management Procedures"
on August 13, 2019. This policy defines the wide range of duties, responsibilities, and actions required to support the
Town's asset management program.
2.1.2 Asset Management Plan
The asset management plan presents the outcomes of the Town's asset management program and identifies the resource
requirements needed to achieve a defined level of service. An asset management plan typically includes the following
content:
-
State of Infrastructure
-
Asset Management Strategies
-
Levels of Service
-
Financial Strategies
The asset management plan is a living document that should be updated regularly as additional asset and financial data
becomes available. This will allow the Town to re-evaluate the state of infrastructure and identify how the organization's
asset management and financial strategies are progressing.
- 14 -
Town of East Gwillimbury - Corporate Asset Management Plan
2.1.3 Key Concepts in Asset Management
Effective asset management integrates several key components, including lifecycle management, risk management, and
levels of service. These concepts are applied throughout this asset management plan and are described below in greater
detail.
Lifecycle Management Strategies
The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors
including an asset's characteristics, location, utilization, maintenance history and environment. Asset deterioration has a
negative effect on the ability of an asset to fulfill its intended function, and may be characterized by increased cost, risk and
even service disruption.
To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to
establish a lifecycle management strategy to proactively manage asset deterioration.
There are several field intervention activities that are available to extend the life of an asset. These activities can be
generally placed into one of three categories: maintenance, rehabilitation, and replacement. The following table provides a
description of each type of activity and the general difference in cost.
Lifecycle Activity
Description
Example (Roads)
Cost
Maintenance
Activities that prevent defects or deteriorations
from occurring
Crack Seal
$
Rehabilitation/
Renewal
Activities that rectify defects or deficiencies that
are already present and may be affecting asset
performance
Mill & Re-surface
$$
Replacement/
Reconstruction
Asset end-of-life activities that often involve the
complete replacement of assets
Full Reconstruction
$$$
Depending on initial lifecycle management strategies, asset performance can be sustained through a combination of
maintenance and rehabilitation, but at some point, replacement is required. Understanding what effect these activities will
have on the lifecycle of an asset, and their cost, will enable staff to make better recommendations.
The Town's approach to lifecycle management is described within each asset category outlined in this asset management
plan. Developing and implementing a proactive lifecycle strategy will help staff to determine which activities to perform on
an asset and when they should be performed to maximize useful life at the lowest total cost of ownership.
Risk Management Strategies
Municipalities generally take a 'worst-first' approach to infrastructure spending. Rather than prioritizing assets based on
their importance to service delivery, assets in the worst condition are fixed first, regardless of their criticality. However, not
all assets are created equal. Some are more important than others, and their failure or disrepair poses more risk to the
community than that of others.
By identifying the various impacts of asset failure and the likelihood that it will fail, risk management strategies can identify
critical assets and determine where maintenance efforts and spending should be focused. This asset management plan
includes a high-level evaluation of asset risk and criticality through quantitative and qualitative methodologies.
Quantitative Approach to Risk
Asset risk is defined using the following formula:
Risk = Probability of Failure (POF) × Consequence of Failure (COF)
The probability of failure relates to the likelihood that an asset will fail at a given time. The probability of failure focuses on
two highly imperative impacts for risk assessment - structural and functional impacts. Structural impacts are related to the
- 15 -
Town of East Gwillimbury - Corporate Asset Management Plan
structural aspects of an asset such as load carrying capacity, condition, or breaks; whereas the functional impacts can
include parameters, slope, traffic count, and other impacts that can affect the performance of an asset.
The consequence of failure describes the overall effect that an asset's failure will have on an organization's asset
management goals. Consequences of failure can range from non-eventful to impactful. the consequence of failure
parameters aims to align with the Triple Bottom Line approach - economic, social, environmental - to risk management as
well as other fields including operational, health and safety, and strategic.
Each asset has been assigned a probability of failure score and consequence of failure score based on available asset data.
These risk scores can be used to prioritize maintenance, rehabilitation, and replacement strategies for critical assets. The
following diagram describes how the risk matrices can be interpreted for risk management:
Qualitative Approach to Risk
The qualitative risk assessment involves the documentation of risks to the delivery of services that the municipality faces
given the current state of the infrastructure and asset management strategies. These risks can be understood as corporate
level risks. Municipal staff provided information related to the following potential risks: asset data confidence, lifecycle
management strategies, organizational cognizance/capacity, infrastructure design/installation, aging infrastructure, climate
change and extreme weather events, growth, and infrastructure re-investment. The qualitative risks identified can guide
information and data gathering in the future.
Levels of Service
A level of service (LOS) is a measure of what the Town is providing to the community and the nature and quality of that
service. Within each asset category in this asset management plan, technical metrics and qualitative descriptions that
measure both technical and community levels of service have been established and measured as data is available.
These metrics include the technical and community level of service metrics that are required as part of Ontario Regulation
588/17 as well as additional performance measures that the Town has selected in accordance with best practices defined
by the International Infrastructure Management Manual (IIMM).
In this asset management plan, service levels are defined in three ways, customer values, customer levels of service, and
technical levels of services. The customer values identify the customer satisfaction measures that will guide future
assessments of the customer levels of service through a public forum. The customer values indicate the following:
-
Which aspects of the service are important to the customer;
-
Whether customers see value in what is currently provided; and,
-
The likely trend over time based on the current budget provision.
Customer levels of service are considered in terms of three overarching measures: quality, function, and capacity.
- 16 -
Town of East Gwillimbury - Corporate Asset Management Plan
-
Quality: What is the condition of the service?
-
Function: Is the service suitable for its intended purpose?
-
Capacity: Is the service over or under used?
Technical levels of service impact the customer levels of service and are required to achieve the customer values. The
technical measures relate to the activities and allocation of resources required to achieve the desired customer outcomes.
Appendix A includes a summary of the technical and community levels of service as defined by Ontario Regulation 588/17.
Current and Proposed Levels of Service
This asset management plan focuses on measuring the current level of service provided to the community. Once current
levels of service have been measured, the Town plans to establish proposed levels of service over a 10-year period, in
accordance with Ontario Regulation 588/17.
Proposed levels of service should be realistic and achievable within the timeframe outlined by the Town. They should also
be determined with consideration of a variety of community expectations, fiscal capacity, regulatory requirements,
corporate goals and long-term sustainability. Once proposed levels of service have been established, and prior to July 2025,
the Town must identify a lifecycle management and financial strategy which allows these targets to be achieved.
2.2 Ontario Regulation 588/17 Compliance Review
As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario government introduced Regulation 588/17,
Asset Management Planning for Municipal Infrastructure. Along with creating better performing organizations, more
liveable and sustainable communities, the regulation is a key, mandated driver of asset management planning and
reporting. It places substantial emphasis on current and proposed levels of service and the lifecycle costs incurred in
delivering them.
The diagram below outlines key reporting requirements under Ontario Regulation 588/17 and the associated timelines.
2019
Strategic Asset Management Policy
2022
Asset Management Plan for Core Assets with the following components: current levels of service, inventory
analysis, lifecycle activities to sustain LOS, cost of lifecycle activities, population and employment forecasts,
and discussion of growth impacts
2024
Asset Management Plan for core and non-core assets (same components as 2022) and Asset Management
Policy update
2025
Asset Management Plan for All Assets with the following additional components: proposed levels of service
for next 10 years, updated inventory analysis, lifecycle management strategy, financial strategy and
addressing shortfalls, and discussion of how growth assumptions impacted lifecycle and financial
The following table identifies the requirements outlined in Ontario Regulation 588/17 for municipalities to meet by July 1,
2022. Next to each requirement a page or section reference is included in addition to any necessary commentary.
Requirement
Ontario Regulation
Section
Asset Management Plan
Section Reference
Status - Core
Assets
Summary of assets in each category
S.5(2), 3(i)
4.1, 5.1, 6.1, 7.1
Complete
Replacement cost of assets in each category
S.5(2), 3(ii)
4.1.1, 5.1.1, 6.1.1, 7.1.1
Complete
Average age of assets in each category
S.5(2), 3(iii)
4.1.2, 5.1.2, 6.1.2, 7.1.2
Complete
Condition of core assets in each category
S.5(2), 3(iv)
4.1.2, 5.1.2, 6.1.2, 7.1.2
Complete
Description of municipality's approach to assessing
the condition of assets in each category
S.5(2), 3(v)
4.1.1, 5.1.1, 6.1.1, 7.1.1
Complete
Current levels of service in each category
S.5(2), 1(i-ii)
4.2, 5.2, 6.2, 7.2
Complete
Current performance measures in each category
S.5(2), 2
4.2, 5.2, 6.2, 7.2
Complete
- 17 -
Town of East Gwillimbury - Corporate Asset Management Plan
Lifecycle activities needed to maintain current levels
of service for 10 years
S.5(2), 4
4.1, 5.1, 6.1, 7.1
Complete
Costs of providing lifecycle activities for 10 years
S.5(2), 4
4.5, 5.5, 6.5, 7.5
Complete
Growth assumptions
S.5(2), 5(i-ii)
S.5(2), 6(i-vi)
3, 4.3, 5.3, 6.3, 7.3
Complete
- 18 -
Town of East Gwillimbury - Corporate Asset Management Plan
2.3 East Gwillimbury Community Profile
Census Characteristic
Town of East Gwillimbury
Ontario
Population 2021
34,637
14,223,942
Population Change 2016-2021
44.4%
5.8
Total Private Dwellings
11,869
5,929,250
Population Density
141.4/km2
15.9/km2
Land Area
244.91 km2
892,411.76 km2
The Town of East Gwillimbury is located in York Region and is part of the Greater Toronto Area. East Gwillimbury is within
the Lake Simcoe watershed with the East Holland River running directly through Town. The region has a diverse and vibrant
environment making it a centre for tourism and recreation and a beautiful place to live.
The region was initially established in the 1800s as part of the greater Toronto settling area. The Township and villages that
made up the region experienced moderate growth as a centre for transportation (particularly river transportation) and
agriculture; however, the area became a notable community independent of the major City nearby. Today, it remains a
blend of urban and rural life with strong ties to the City of Toronto.
Like many municipalities in the greater Toronto area, the Town of East Gwillimbury is currently experiencing significant
growth. Historically, the Town has experienced population growth slightly above the national average, however, since
2016, the population has increased at approximately 8.5 times the national average. According to the 2021 Census, East
Gwillimbury is the fastest growing municipality in Canada.
The Town is focused on promoting efficient development and economic growth while also protecting the natural
environment and agricultural lands. As of 2021, East Gwillimbury generates a total revenue of approximately $37.3 million
from taxes and rates and dedicates approximately $3.3 million of sustainable funding4 to the core infrastructure capital
budget.
Municipal staff have identified the transportation, stormwater, water, and wastewater networks as primary infrastructure
priorities. All core networks are critical in the promotion of efficient growth and development. Staff aim to maintain the
current level of service as the Town continues to grow through comprehensive capital planning and advanced asset
management practices.
2.4 Climate Change
Climate change can cause severe impacts on human and natural systems around the world. The effects of climate change
include increasing temperatures, higher levels of precipitation, droughts, and extreme weather events. In 2019, Canada's
Changing Climate Report (CCCR 2019) was released by Environment and Climate Change Canada (ECCC).
The report revealed that between 1948 and 2016, the average temperature increase across Canada was 1.7°C; moreover,
during this time period, Northern Canada experienced a 2.3°C increase. The temperature increase in Canada has doubled
that of the global average. If emissions are not significantly reduced, the temperature could increase by 6.3°C in Canada by
the year 2100 compared to 2005 levels. Observed precipitation changes in Canada include an increase of approximately
20% between 1948 and 2012. By the late 21st century, the projected increase could reach an additional 24%. During the
summer months, some regions in Southern Canada are expected to experience periods of drought at a higher rate.
Extreme weather events and climate conditions are more common across Canada. Recorded events include droughts,
flooding, cold extremes, warm extremes, wildfires, and record minimum arctic sea ice extent.
The changing climate poses a significant risk to the Canadian economy, society, environment, and infrastructure. The
impacts on infrastructure are often a result of climate-related extremes such as droughts, floods, higher frequency of
freeze-thaw cycles, extended periods of high temperatures, high winds, and wildfires. Physical infrastructure is vulnerable
4 Sustainable funding only includes revenue from taxes and rates and other sustainable funding sources such as the OCIF
grant and the Canada Community-Building Fund.
- 19 -
Town of East Gwillimbury - Corporate Asset Management Plan
to damage and increased wear when exposed to these extreme events and climate variabilities. Canadian Municipalities
are faced with the responsibility to protect their local economy, citizens, environment, and physical assets.
2.4.1 East Gwillimbury Climate Profile
The Town of East Gwillimbury is part of the Greater Toronto Area located in Southern Ontario within the Lake Simcoe
watershed along the East Holland River. The Town is expected to experience notable effects of climate change which
include higher average annual temperatures, an increase in total annual precipitation, and an increase in the frequency
and severity of extreme events. According to Climatedata.ca - a collaboration supported by Environment and Climate
Change Canada (ECCC) - the Town of East Gwillimbury may experience the following trends:
Higher Average Annual Temperature:
-
Between the years 1981 and 2010 the annual average temperature was 6.5 °C
-
Under a high emissions scenario, the annual average temperatures are projected to increase by 9 °C by the year
2050 and over 12 °C by the end of the century.
Increase in Total Annual Precipitation:
-
Under a high emissions scenario, East Gwillimbury is projected to experience an 7% increase in precipitation by
the year 2050 and a 14% increase by the end of the century.
Increase in Frequency of Extreme Weather Events:
-
It is expected that the frequency and severity of extreme weather events will change.
-
In some areas, extreme weather events will occur with greater frequency and severity than others especially
those impacted by Great Lake winds.
2.4.2 Lake Simcoe Watershed5
Lake Simcoe is the fourth largest lake wholly located in Ontario. The Lake Simcoe watershed covers 3,400 square
kilometres and 20 municipal borders, including the entirety of East Gwillimbury. There are over 500,000 residents in the
watershed and the population in the southern portion of the region is growing quickly. Land use in the watershed is
evolving over time, currently with 8% classified as urban land and 36% classified as agricultural land.
The physical impacts of climate change are most noticeable due to a shorter ice season, seasonal changes in river and
creek flow, and more phosphorus in the water. The shorter ice season can have profound impacts on the natural habitat as
it affects the distribution of oxygen and nutrients in the lake. The seasonal changes in the river and creek flow include less
water flowing in the spring and more flowing in the winter; such changes can impact infrastructure networks located near
the East Holland River due to flooding or decline in groundwater. Finally, the amount of phosphorus in the Lake, most likely
as a result of more extreme weather such as rainstorms, can lead to degraded water quality and algal blooms. Public health
and safety depend on the stability and predictability of the ecosystem in the Lake Simcoe watershed.
2.4.3 Integration of Climate Change and Asset
Asset management practices aim to deliver sustainable service delivery - the delivery of services to residents today without
compromising the services and well-being of future residents. Climate change threatens sustainable service delivery by
reducing the useful life of an asset and increasing the risk of asset failure. Desired levels of service can be more difficult to
achieve as a result of climate change impacts such as flooding, high heat, drought, and more frequent and intense storms.
In order to achieve the sustainable delivery of services, climate change considerations should be incorporated into asset
management practices. The integration of asset management and climate change adaptation observes industry best
practices and enables the development of a holistic approach to risk management. The Town has developed a number of
5 Source: Lake Simcoe Region Conservation Authority. Climate Change. LSRCA. https://www.lsrca.on.ca/watershed-
health/climate-change & Source: Lake Simcoe Region Conservation Authority. Our Watershed. LSRCA.
https://www.lsrca.on.ca/Pages/watershed.aspx
- 20 -
Town of East Gwillimbury - Corporate Asset Management Plan
documents and strategies to guide climate change adaptation and mitigation efforts. The Town has established the
Environmental Advisory Committee and adopted the Thinking Green and Sustainable Development strategies, water
conservation initiatives, waste diversion from landfill studies, and energy retrofits among many other approaches. These
strategies along with others will further advance the Town's capacity to develop asset management strategies that
incorporate climate change mitigation and adaptation considerations.
- 21 -
Town of East Gwillimbury - Corporate Asset Management Plan
2.5 Scope and Methodology
This asset management plan for the Town of East Gwillimbury is produced in compliance with Ontario Regulation 588/17.
This is the first of three asset management plans completed under the regulation. The 2022 deadline requires analysis of
only core assets (roads, bridges and culverts, water, wastewater, and stormwater).
2.5.1 Asset Categories Included in this Asset Management Plan
The asset management plan summarizes the state of the infrastructure for the Town's asset portfolio, establishes current
levels of service and the associated technical and customer oriented key performance indicators (KPIs), outlines lifecycle
strategies for maintaining current levels of service, assesses the impacts of growth, and provides financial summary of
infrastructure needs.
Asset Category
Source of Funding
Road Network
Tax Levy
Bridges & Culverts
Stormwater Network
Water Network
User Rates
Wastewater Network
2.5.2 Deriving Replacement Costs
There are a range of methods to determine the replacement cost of an asset, and some are more accurate and reliable
than others. This asset management plan relies on two methodologies.
-
User-Defined Cost and Cost/Unit: Based on costs provided by municipal staff which could include average costs
from recent contracts; data from engineering reports and assessments; staff estimates based on knowledge and
experience
-
Cost Inflation/CPI Tables: Historical cost of the asset is inflated based on Consumer Price Index or Non-
Residential Building Construction Price Index
User-defined costs based on reliable sources are a reasonably accurate and reliable way to determine asset replacement
costs. Cost inflation is typically used in the absence of reliable replacement cost data. It is a reliable method for recently
purchased and/or constructed assets where the total cost is reflective of the actual costs that the Town incurred. As assets
age, and new products and technologies become available, cost inflation becomes a less reliable method.
2.5.3 Estimated Useful Life and Service life remaining
The estimated useful life (EUL) of an asset is the period over which the Town expects the asset to be available for use and
remain in service before requiring replacement or disposal. The EUL for each asset in this asset management plan was
assigned according to the knowledge and expertise of municipal staff and supplemented by existing industry standards
when necessary.
By using an asset's in-service data and its EUL, the Town can determine the service life remaining (SLR) for each asset.
Using condition data and the asset's SLR, the Town can more accurately forecast when it will require replacement. The SLR
is calculated as follows:
Service Life Remaining (SLR) = In Service Date + Estimated Useful Life (EUL) - Current Year
2.5.4 Deriving Asset Condition
An incomplete or limited understanding of asset condition can mislead long-term planning and decision-making. Accurate
and reliable condition data helps to prevent premature and costly rehabilitation or replacement and ensures that lifecycle
activities occur at the right time to maximize asset value and useful life.
- 22 -
Town of East Gwillimbury - Corporate Asset Management Plan
A condition assessment rating system provides a standardized descriptive framework that allows comparative
benchmarking across the Town's asset portfolio. The table below outlines the condition rating system used in this asset
management plan to determine asset condition. This rating system is aligned with the Canadian Core Public Infrastructure
Survey which is used to develop the Canadian Infrastructure Report Card. When assessed condition data is not available,
service life remaining is used to approximate asset condition.
Condition
Description
Criteria
Service Life
Remaining (%)
Very Good
Fit for the future
Well maintained, good condition, new or recently
rehabilitated
80-100
Good
Adequate for now
Acceptable, generally approaching mid-stage of expected
service life
60-80
Fair
Requires attention
Signs of deterioration, some elements exhibit significant
deficiencies
40-60
Poor
Increasing potential
of affecting service
Approaching end of service life, condition below standard,
large portion of system exhibits significant deterioration
20-40
Very Poor
Unfit for sustained
service
Near or beyond expected service life6, widespread signs of
advanced deterioration, some assets may be unusable
0-20
The analysis in this asset management plan is based on assessed condition data only as available. In the absence of
assessed condition data, asset age is used as a proxy to determine asset condition.
2.5.5 Reinvestment Rate
As assets age and deteriorate they require additional investment to maintain a state of good repair. The reinvestment of
capital funds, through asset renewal or replacement, is necessary to sustain an adequate level of service. The reinvestment
rate is a measurement of available or required funding relative to the total replacement cost.
By comparing the actual vs. target reinvestment rate the Town can determine the extent of any existing funding gap. The
reinvestment rate is calculated as follows:
6 Assets in this condition category include backlog. A condition score of 0% implies the asset is at or beyond failure.
Annual Capital Requirement
Total Replacement Cost
Target Reinvestment Rate =
Actual Reinvestment Rate =
Annual Capital Funding
Total Replacement Cost
- 23 -
Town of East Gwillimbury - Corporate Asset Management Plan
2.6 Portfolio Overview
2.6.1 Levels of Service
This asset management plan is a key document that provides line of sight from the strategic vision of the Mayor and
Member of Council to the tactical management of assets. To do so, the levels of service have considered the 2019 - 2022
Strategic Plan's vision, mission, goals, and objectives. The purpose, vision, and values of the Town can be summarized as
the following:
-
Core Purpose: To be a safe, connected community, focused on liveability, and high quality, affordable services.
-
Community Vision: To be a balanced community evolving to meet the changing needs of our residents.
-
Strategic Values: The Town of East Gwillimbury is a Character Community. These values are incorporated and
promoted throughout the workplace and have been embedded in the Strategic Plan and include compassion,
integrity, courage, optimism, fairness, perseverance, honesty, respect, inclusiveness, responsibility, initiative, and
trust.
The priorities and actions of the Strategic Plan that are relevant to this asset management plan are summarized in the table
below.
- 24 -
Town of East Gwillimbury - Corporate Asset Management Plan
Strategic Priority
Strategic Action
How they are addressed in this Asset
Management Plan
Responsible growth
& environmental
protection
To promote the stewardship, preservation, conservation, protection, and
enhancement of the natural environment in East Gwillimbury
Infrastructure assets provide essential services to
communities, and these infrastructure program
can enhance the quality of life for residents and
promote an environment to support businesses.
This plan investigates the long-term planning of
infrastructure assets.
Ensure development occurs in a sustainable fashion, with a focus on preserving the
Town's cultural heritage and environmental features
Attract and support business development and job creation in East Gwillimbury
Ensure that communities are built in a respectful manner, with resident and
business quality of life protected.
Advocate for a variety of housing and employment options for residents in every
stage of life
Quality programs &
services
Continue to develop high quality programs that promote healthy and active living
that encompass the diverse interests of our residents
Assets exist to support and provide services to the
community. Planning and long-term management
of these assets is essential to the sustainability of
these services.
Provide programs and services that are inclusive, affordable, and accessible to all
residents
Continue to build and leverage natural heritage features, allowing residents to
connect with the environment
Continue to advocate for a safe and liveable community for our residents while
leveraging opportunities and partnerships
Continue to support and promote the arts, culture, and heritage of East
Gwillimbury
Build Complete
Communities
Enhance the Town's core infrastructure network including roads, sidewalks, water,
sewer, and broadband
The asset management plan identifies the current
state of the infrastructure and the current levels
of service provided by the core infrastructure
network: transportation, water, wastewater, and
stormwater. In conjunction with the Long-term
Financial Plan, Master Plans, and other key
planning documents, the asset management plan
will identify resources required to maintain the
existing network and acquire new infrastructure.
The 2025 update of this asset management plan
will determine a proposed levels of service
suitable to enhance existing infrastructure assets
and revitalize key areas of the Town.
Create infrastructure to support healthy and active lifestyles and connect residents
with nature
Effectively manage new and existing assets to deliver exceptional services to
residents while ensuring a sustainable community
Focus on improving availability and quality of telecommunications servicing
Revitalize and rejuvenation of key downtown areas to provide a sense of place for
the community
- 25 -
Town of East Gwillimbury - Corporate Asset Management Plan
Strategic Priority
Strategic Action
How they are addressed in this Asset
Management Plan
Culture of
Municipal
Excellence
Build an engaged and strategically aligned staff team to deliver high quality
programs
Identification of risks and lifecycle needs within
the asset management plan will better enable the
Town to sustainably deliver infrastructure
programs in a fiscally responsible way.
The levels of service, risk, and lifecycle
management plans document the current
strategies of the Town to manage infrastructure
assets. The 2025 update will identify innovative
options for the Town's services to excel.
Ensure strong fiscal responsibility and program delivery
Enhance Customer Service focused culture with increased engagement and
communications
Build strong partnerships and leverage volunteerism for an engaged community
Continue to create an inclusive community that celebrates diversity
Foster an environment of innovation and flexibility
In addition to alignment with the strategic direction of the Town, this asset management plan seeks to align to relevant legislation at the Provincial and Federal
Level. The following table summarizes legislation applicable to all CORE asset categories and their relevance. Additional asset specific legislation is identified in
Chapters 4 to 7.
Legislation
Requirement
Significance
Municipal Act,
2001
The Act is the main statute governing the creation, administration and government of
municipalities in Ontario, specifying the powers and duties afforded to each municipality. A
lower tier municipality may pass by-laws, subject to the rules set out in subsection (4), as
follows:
1. Governance structure of the municipality and its local boards.
2. Accountability and transparency of the municipality and its operations and of its
local boards and their operations.
3. Financial management of the municipality and its local boards.
4. Public assets of the municipality acquired for the purpose of exercising its authority
under this or any other Act.
5. Economic, social and environmental well-being of the municipality, including
respecting climate change.
6. Health, safety and well-being of persons.
7. Services and things that the municipality is authorized to provide under subsection
(1).
8. Protection of persons and property, including consumer protection. 2006, c.32,
Sched. A, s.8; 2017, c.10, Sched.1, s.2.
By-laws and other forms of governance
serve as an element of the asset
management strategies available to the
Town. This Act places rules on by-laws the
Town may wish to incorporate for asset
management purposes.
- 26 -
Town of East Gwillimbury - Corporate Asset Management Plan
Legislation
Requirement
Significance
Planning Act,
R.S.O. 1990
The Act is a central piece of legislation governing land-use planning. The purposes of the act
are:
-
to promote sustainable economic development in a healthy natural environment
within the policy and by the means provided under this Act;
-
to provide for a land use planning system led by provincial policy;
-
to integrate matters of provincial interest in provincial and municipal planning
decisions;
-
to provide for planning processes that are fair by making them open, accessible,
timely and efficient;
-
to encourage co-operation and co-ordination among various interests;
-
to recognize the decision-making authority and accountability of municipal councils
in planning.
Land use planning is one aspect of an
asset management program, as it can
influence the acquisition of new assets to
accommodate growth.
Infrastructure for
Jobs and
Prosperity Act,
2015, and the
Ontario
Regulation
588/17: Asset
Management
Planning for
Municipal
Infrastructure
The purpose of this Act is to establish mechanisms to encourage principled, evidence-based
and strategic long-term infrastructure planning that supports job creation and training
opportunities, economic growth and protection of the environment, and incorporate design
excellence into infrastructure planning. Furthermore, to provide a framework for the
development and implementation of the Town's Corporate Asset Management Program. It
is intended to guide the consistent use of asset management practices across the
organization, to facilitate logical and evidence-based decision making for the management
of municipal infrastructure assets and to support the delivery of sustainable community
services now and in the future.
By using sound asset management practices, the Town will work to ensure that all municipal
infrastructure assets meet expected performance levels and continue to provide desired
service levels in the most efficient and effective manner. Linking service outcomes to
infrastructure investment decisions will assist the Town in focusing on service, rather than
budget driven asset management approaches.
The Act and Regulation provide a set of
staged requirements, from 2019 to 2025
and beyond, that the Town's asset
management program must adhere to.
This asset management plan document
contains content necessary to
demonstrate the current levels of service
of CORE infrastructure assets.
Development
Charges Act, 1997
The council of a municipality may by by-law, impose development charges against land to
pay for increased capital costs required because of increased needs for services arising from
development of the area to which the by-law applies.
Acquisition of new assts due to growth
falls under the purview of asset
management strategies and should be
considered within the asset management
program. Development charges provide a
mechanism to fund growth. Although not
in the scope of this asset management
plan, the financial impacts of growth at a
quantitative level may be investigated in
- 27 -
Town of East Gwillimbury - Corporate Asset Management Plan
Legislation
Requirement
Significance
future iterations of the asset
management plan.
- 28 -
Town of East Gwillimbury - Corporate Asset Management Plan
A levels of service framework has been developed at an asset category level, contained within chapters 4 to 7 of this report.
The levels of service framework document the current levels of service observed in 2021 (unless otherwise stated) for
customer and technical levels of service. Customer values noted in this asset management plan have been derived from a
variety of interactions with the public and Council that include and are not limited to, formal public information centres
related to Official Plan, infrastructure master plan updates, and engineering project development, as well as feedback
received from Council through reports, presentations, and workshops. Additionally, a review of historical Service Requests
from the Town's customer relationship management system also contributes to customer value development. These values
are proposed to be validated and/or updated, in concert with the developed of proposed service levels, required for the 2025
asset management plan.
The Town will be required to provide a proposed levels of service in 2025, and it is recommended that the Town engage the
public to determine values and priorities. These inputs, supplemented with staff insight and technical plans and documents,
will better enable the Town to determine a proposed levels of service that balances the desires of service users with
constraints of service providers.
2.6.2 State of the Infrastructure
Asset Portfolio Replacement Value
The asset categories analyzed in this asset management plan have a total replacement cost of $1.88 billion based on
inventory data from 2021. This total was determined based on a combination of user-defined costs and historical cost
inflation. This estimate reflects replacement of historical assets with similar, not necessarily identical, assets available for
procurement today.
The following table identifies the replacement value, average annual requirement, and the methods employed to determine
replacement costs across each asset category.
Asset Segment
Replacement
Value
Average Annual Requirement
Replacement Cost Method
2022 - 2031
Long-term7
Road Network
$350,568,032
$4,709,907
$4,890,592
Cost/Unit & User-Defined
Bridges & Culverts
$26,595,135
$815,500
User-Defined
Stormwater Network
$539,877,630
$5,618,401
$11,579,579
CPI
Water Network
$660,571,406
$4,945948
$13,077,195
CPI
Wastewater Network
$298,080,443
$878,015
$5,771,915
CPI
TOTAL
$1,875,692,646
$17,293,423
$35,940,625
The graph below visually illustrates the total replacement cost for each asset category.
7 Theoretical value considering the requirements averaged over the full lifecycle of every asset
- 29 -
Town of East Gwillimbury - Corporate Asset Management Plan
Asset Portfolio Condition
The current condition of the portfolio is central to all asset management planning. In summary, 71% of assets in the Town are
in fair or better condition. Of note, approximately 49% of core assets were constructed within the last 11 years. There is a
small backlog consisting of 2% of assets, representing those in need of renewal or replacement. The backlog represents the
total value of overdue renewal, rehabilitation, and replacement needs for each asset. Specifically, roads, bridges and culverts,
and storm ponds have backlogs defined as the total value of capital lifecycle costs for triggers that have not been met (e.g.,
ponds that have exceeded the dredging criteria); all other assets utilize a replace at end-of-life strategy and have the backlog
defined as the total replacement value of assets where the age exceeds the estimated useful life. These estimates rely on
both age-based condition and field recorded condition data. The following table identifies the average condition and
condition data source across each asset category.
Asset Segment
Average Condition
Backlog
Condition Assessment Method
Road Network
63%
$15.5m (4%)
81% Assessed
Bridges & Culverts
75%
$2.0m (8%)
100% Assessed
Stormwater Network
67%
$3.4m (6.3%)
5% Assessed
Water Network
72%
$20.6m (3%)
Age-Based
Wastewater Network
61%
$1.3m (4%)
Age-Based
TOTAL
65%
$42.8m (2.3%)
18% Assessed
The graph below visually illustrates the average condition for each asset segment on a very good to very poor scale.
$660.6m
$539.9m
$350.6m
$298.1m
$26.6m
$0
$100m
$200m
$300m
$400m
$500m
$600m
$700m
Water Network
Stormwater Network
Road Network
Wastewater Network
Bridges & Culverts
Current Replacement Cost
Total Current Replacement Cost: $1.88 Billion
- 30 -
Town of East Gwillimbury - Corporate Asset Management Plan
Forecasted Capital Requirements
The development of a long-term capital forecast should include both asset rehabilitation and replacement requirements.
With the development of asset-specific lifecycle strategies that include the timing and cost of future capital events, the Town
can produce an accurate long-term capital forecast. The following table identifies the average annual capital requirements
for each asset category for the next 10 years.
Category
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Total
Road
Network
$4.9m
$3.0m
$2.3m
$3.0m
$3.0m
$3.1m
$5.7m
$2.9m
$2.1m
$1.7m
$31.6
m
Bridges &
Culverts
$770k
$450k
$1.6m
$230k
$2.0m
$530k
$150k
$180k
$270k
$0
$6.2m
Stormwater
Network
$48k
$8k
$2.7m
$14.6m
$851k
$14.8
m
$2.8m
$8.0m
$3.2m
$9.1m
$56.0
m
Water
Network
$821k
$236k
$75k
$22.9m
$352k
$626k
$447k
$1.6m
$1.5m
$402k
$28.9
m
Wastewater
Network
$0
$27k
$0
$3.8m
$0
$1.4m
$82k
$0
$0
$2.2m
$7.5m
TOTAL
$6.5m
$3.7m
$6.6m
$21.5m
$6.2m
$20.4m
9.2m
$12.6
m
$7.0m
$13.4
m
$130.2
m
The graph below identifies capital requirements over the next 50 years for each asset category. The forecasted requirements
are aggregated into 5-year bins.
$40.7m
$45.9m
$46.9m
$9.1m
$85.2m
$1.7m
$83.6m
$176.1m
$51.9m
$83.2m
$6.0m
$63.3m
$81.9m
$19.5m
$67.3m
$12.1m
$83.0m
$77.1m
$36.4m
$74.2m
$6.8m
$264.1m
$278.5m
$181.2m
0%
25%
50%
75%
100%
Road Network
Bridges & Culverts
Stormwater
Network
Water Network
Wastewater
Network
Value and Percentage of Assets by Replacement Cost
Very Poor
Poor
Fair
Good
Very Good
- 31 -
Town of East Gwillimbury - Corporate Asset Management Plan
$42.8m
$67.6m
$62.5m
$153.2m
$195.9m
$145.1m
$104.0m
$120.8m $132.6m
$286.1m
$391.4m
$0
$50m
$100m
$150m
$200m
$250m
$300m
$350m
$400m
Backlog
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
Forecasted Capital Replacements
Road Network
Bridges & Culverts
Stormwater Network
Water Network
Wastewater Network
Average Annual Requirement
- 32 -
Town of East Gwillimbury - Corporate Asset Management Plan
3 Growth
The demand for infrastructure and services will change over time based on a combination of internal and external factors.
Understanding the key drivers of growth and demand will allow the Town to more effectively plan for new infrastructure, and
the upgrade or disposal of existing infrastructure. Increases or decreases in demand can affect what assets are needed and
what level of service meets the needs of the community.
3.1 East Gwillimbury Official Plan
The Official Plan establishes the vision for long-term growth and development within the Town. The Plan provides policy
guidance on land uses for parks, employment, housing, and other uses and informs the long-term objectives for core
infrastructure and public services such as transportation, water, and wastewater.
The Town of East Gwillimbury adopted an updated Official Plan in 2022. The vision of the plan is to develop a sustainable
community and ensure that growth does not place an undue financial burden on the residents of the Town. The Official Plan
is developed in accordance with the Provincial Policy Statement (2005), the Provincial Growth Plan "Places to Grow", the
Lake Simcoe Protection Plan, Green Energy & Economy Act and Greenbelt Plan.
The Plan is also structured to conform to the Region of York Official Plan, as well as the Region's comprehensive
infrastructure master plans and Planning for Tomorrow. York Region has proposed a new Official Plan in 2022. Population
and employment growth projections for the Town of East Gwillimbury were defined and utilized in the most recent version of
the Town's Official Plan. The York Region population is projected to increase from 1.2 million residents to over 2 million
residents by 2051. The Official Plan provides a regional analysis of this growth along with policy objectives to support efficient
growth and a diversified economy for all municipalities within its borders.
3.2 Infrastructure Master Plans
The Town of East Gwillimbury has developed several key master plans that serve as guiding documents for municipal services
with the expected growth. The master plans are deemed to be an integral component of the Town's Official Plan. East
Gwillimbury has a Water and Wastewater Master Plan (2009), Transportation Master Plan (2010), and Stormwater
Management Master Plan (2009). These plans will be regularly reviewed and updated every 5 years.
The Water and Wastewater Master Plan was developed with significant residential and employment growth in mind and is
currently being updated. The target residential and employment population projections utilized in this study are 150,000 and
75,000 respectively. The Plan states that with expected growth, the previous water supply proposals will not be sufficient;
the proposed water storage capacity must meet the Ministry of Environment, Conservation and Parks (MECP)'s requirements
for peak equalization, fire and emergency uses. The Plan also states that the Region's wastewater collection and treatment
system will require expansion to accommodate growth in East Gwillimbury.
The Transportation Master Plan is currently being updated. The updated Plan will identify the long-term transportation goals
as well as specific solutions requiring further study. Some of the study subjects are already defined, such as public and
stakeholder engagement, multimodal networks, managing peak travel demand, and community-oriented traffic control.
The Stormwater Management Master Plan is intended to prepare a practical framework that balances infrastructure and
development requirements with economic, social, and environmental constraints. The Plan provides input to improve the
management of stormwater for both existing and planned development. The Plan includes an assessment which found that a
general increase in peak flow will occur as a result of proposed development. A post-to-pre approach (post-development
infiltration must be equal to the pre-development infiltration) will be required and in some cases an over-control approach
may be needed. This plan is proposed to be updated in 2023.
The Master Plans for core infrastructure largely indicate that the Town must integrate notable considerations for population
and employment growth in new development. Further studies may be required to update the plans and strategies to
improve growth management.
- 33 -
Town of East Gwillimbury - Corporate Asset Management Plan
3.3 Growth Trends and Demand Drivers
Historically, the Town has experienced population growth above the national average. According to the 2021 Census, East
Gwillimbury is the fastest growing municipality in Canada with over 44% population growth between 2016 and 2021.
Population and employment in the Town is expected to continue to increase at significant rates.
This asset management plan relies on growth projections that were identified as part of East Gwillimbury's 2022 Official Plan
review. The following table summarizes population and employment projections.
Type
Location
Current
2031
2041
2051
Population
Central Growth Area
24,500
45,300
68,000
113,600
Mount Albert
6,000
8,000
8,000
8,000
Rural Area
6,000
6,000
6,000
6,000
TOTAL
36,500
59,300
82,000
127,600
Employment
Central Growth Area
8,300
14,300
23,500
40,800
Mount Albert
1,000
1,500
2,000
2,000
Rural Area
1,000
1,000
1,000
1,000
TOTAL
10,300
16,800
26,500
43,800
The Town of East Gwillimbury is projected to experience significant growth; population growth of 62% between 2021 and
2031 and 250% growth between 2021 and 2051. Employment is projected to follow a similar growth trend as population
with 63% growth between 2021 and 2031 and 325% growth between 2021 and 2051.
As stated in the Official Plan, the Town will continue to support a wide range of employment opportunities and a diverse
economy within its borders. East Gwillimbury is committed to diversifying commercial land use while also supporting the
existing rural/agricultural economy.
3.4 Impact of Growth
Planning for forecasted population growth may require the expansion of existing infrastructure and services. As growth-
related assets are constructed or acquired, they should be integrated into the Town's asset management plan. While the
addition of residential units will add to the existing assessment base and offset some of the costs associated with growth, the
Town will need to review the lifecycle costs of growth-related infrastructure. These costs should be considered in long-term
funding strategies that are designed to, at a minimum, maintain the current level of service.
By July 1, 2025, the Town's asset management plan must include a discussion of how the assumptions regarding future
changes in population and economic activity informed the preparation of the lifecycle management and financial strategy. In
this asset management plan, high-level analysis has been conducted to determine infrastructure and service needs that will
result from projected growth. This analysis includes consideration of new acquisition and the related capital and operations
and maintenance costs as well as potential staffing demands.
Of specific note, availability of wastewater allocation to service new development demand is limited. York Region's Upper
York Sewage Solution, proposed for 2031, is the preferred solution to expand treatment capability for East Gwillimbury.
Growth projections outlined in this plan are subject to the timing of this solution coming on-line.
3.4.1 Infrastructure Acquisition
Population and employment growth in East Gwillimbury is projected to necessitate significant development and asset
acquisition. Municipal staff utilized population growth projections and the existing inventory to predict the amount of linear
assets that may be required to support growth. These figures for each asset category can be found in sections 4.4.2, 5.4.2,
6.4.2, and 7.4.2.
A financial analysis of the projected asset acquisition can be found in section 8.7. The average annual capital requirements
for existing and newly acquired linear assets are estimated to be $72 million. The average annual operating and maintenance
- 34 -
Town of East Gwillimbury - Corporate Asset Management Plan
requirements for existing and newly acquired assets are estimated to be $33 million.8 This roughly doubles the current capital
and operating requirements of the Town.
3.4.2 Impacts on Staffing
Each department is expected to require additional staffing to support growth and new development in the Town. Some
divisions have already limited staffing to manage existing infrastructure. Newly acquired assets will require more staff
resources to undertake the planning, lifecycle management, and administration needed to maintain the desired level of
service.
The graph below shows staff complement per 100km of linear infrastructure in East Gwillimbury and compared with
neighbouring communities. These statistics account for leadership, engineering, operations and maintenance technical staff
members.
Staff compliment range from 8.5 full time equivalents to 17.6 per 100 km; East Gwillimbury is currently at 14.1 staff members
per 100 km of linear infrastructure. Of this preliminary analysis, there is no direct correlation amongst the comparator group.
This is due to a variety of factors including but not limited to:
-
the level of service each municipality provides;
-
the nature of core infrastructure assets each municipality manages; for example, complex assets such as the greater
number of wastewater pumping stations and bridges each municipality manages, require more resources;
-
the organization's structure and role and responsibility definition;
-
the degree to which information technology is applied and the process efficiencies they bring.
It is very likely that East Gwillimbury will need to expand its team of 36, made up of leadership, engineering, operations and
maintenance technical staff members, to accommodate population growth and asset acquisition.
8 Asset acquisition is projected to the year 2051, however, the funding analysis was projected out to 2100 assuming no
additional acquisition after 2051.
- 35 -
Town of East Gwillimbury - Corporate Asset Management Plan
4 Transportation
The transportation system is a made up of a large inventory of roads, bridges, culverts, sidewalks, and roadside
appurtenances. Each asset contributes to the provision of safe and efficient transportation services. The Town's roads,
bridges, and sidewalks are maintained by the Road Operations and Engineering branches within the Community
Infrastructure & Environmental Services department.
4.1 Summary of the Assets
4.1.1 Asset Inventory & Costs
Bridges & Culverts
The following table includes the quantity, total replacement cost and replacement cost method of each asset in the Town's
bridge and structural culvert inventory.
Asset Segment
Quantity
Replacement Value
Replacement Cost Method
Road Bridges
17 Assets
3,260 m2
$16,533,329
User-Defined
Road Culverts (<3M)
4 Assets
203 m2
$1,525,000
User-Defined
Road Culverts (>3M)
12 Assets
1,819 m2
$8,536,806
User-Defined
TOTAL
$26,595,135
The graph below visually illustrates the total replacement cost for bridges and culverts.
$1.5m
$8.5m
$16.5m
$0
$5m
$10m
$15m
$20m
Road Culverts (<3M)
Road Culverts (>3M)
Road Bridges
Current Replacement Cost
- 36 -
Town of East Gwillimbury - Corporate Asset Management Plan
Road Network
The following table identifies the quantity, total replacement cost, and replacement cost method of each asset segment in
the Town's road network inventory.
Asset Segment
Quantity
Replacement Value
Replacement Cost Method
HCB Roads
157,107.94 Meters
$232,074,721
Cost/Unit
LCB Roads
82,388.28 Meters
$78,532,467
Cost/Unit
Road Barriers
5,632.01 Assets
$1,886,722
Cost/Unit
Road Barriers - End Treatments
142 Assets
$1,420,000
User-Defined
Road Signs
3,054 Assets
$244,320
User-Defined
Sidewalks
128,288 Assets
$14,817,293
Cost/Unit
Streetlights
3,779 Assets
$6,768,480
User-Defined
Streetlights Poles
3,014.00
$14,824,030
User-Defined
TOTAL
$350,568,032
The graph below visually illustrates the total replacement cost for each asset segment in the Town's road network.
4.1.2 Asset Condition & Age
Bridges & Culverts
The following table identifies the average condition, condition assessment method, average age, and estimated useful life for
bridges and culverts. The average condition (%) is a weighted value based on replacement cost.
Asset Segment
Average Condition
Condition Assessment
Method
Estimated Useful
Life (Years)
Average Age
(Years)
Road Bridges
73%
100% Assessed
75
28.7
Road Culverts (<3M)
78%
100% Assessed
50
61.09
Road Culverts (>3M)
81%
100% Assessed
50
21.1
TOTAL
75%
100% Assessed
9 Although this culvert's age exceeds the estimated useful life, the 2021 bridge inspection report rated this structure as
having an overall good condition
$244k
$1.4m
$1.9m
$6.8m
$14.8m
$14.8m
$78.5m
$232.1m
$0
$50m
$100m
$150m
$200m
$250m
Road Signs
Road Barriers - End Treatments
Road Barriers
Streetlights
Sidewalks
Streetlights Poles
LCB Roads
HCB Roads
Current Replacement Cost
- 37 -
Town of East Gwillimbury - Corporate Asset Management Plan
The graph below visually illustrates the average condition for each asset segment on a very good to very poor scale
Of special note, bridge nos. 000110, 000113 and 000114 have declined in condition state since the data set for this plan was
compiled. Bridge No. 000113 was closed in January 2022 and bridge no. 000114 is proposed to be closed prior to the start of
the 2022-2023 winter operations season. Tonw staff are undertaking the engineering design for their replacement. Holding
strategy(s) for bridge no. 000110 are being investigated in order to provide short term benefit and hold the bridge in its
current condition state until bridge nos. 000113 and 000114 are replaced.
$1.7m
$3.5m
$2.5m
$7.9m
$1.1m
$3.1m
$3.4m
$3.0m
0%
25%
50%
75%
100%
Road Bridges
Road Culverts (<3M)
Road Culverts (>3M)
Value and Percentage of Assets by
Replacement Cost
Very Poor
Poor
Fair
Good
Very Good
$425k
- 38 -
Town of East Gwillimbury - Corporate Asset Management Plan
Road Network
The following table identifies the average condition, condition assessment method, average age, and estimated useful life for
each asset segment in the road network. The average condition (%) is a weighted value based on replacement cost.
Asset Segment
Average Condition
Condition Assessment
Method
Estimated Useful
Life (Years)
Average Age
(Years)
HCB Roads
72%
89% Assessed
20
16.4
LCB Roads
50%
99% Assessed
20
10.6
Road Barriers
40%
Age-Based
30
21.9
Road Barriers - End
Treatments
32%
Age-Based
30
23.0
Road Signs
74%
99% Assessed
10
82.710
Sidewalks
35%
Age-Based
20
19.3
Streetlights
40%
Age-Based
20
17.1
Streetlights Poles
46%
Age-Based
25
16.1
TOTAL
63%
81% Assessed
The graph below visually illustrates the average condition for each asset segment on a very good to very poor scale. Of the
assets in very poor condition $15.5m are currently backlog, representing 4.4% of the Roads portfolio
4.2 Levels of Service
The following tables identify the Town's current level of service for the transportation network. These metrics include the
technical and community level of service metrics that are required as part of Ontario Regulation 588/17 as well as additional
10 In-service dates for road signs will need to be reviewed for accuracy. However, condition assessments exist, and these
results are used to inform the overall condition and replacement needs.
$13.2m
$10.6m
$540k
$500k
$7.2m
$3.2m
$5.5m
$37.4m
$44.2m
$207k
$180k
$1.6m
$353k
$1.1m
$61.8m
$18.6m
$718k
$570k
$8k
$461k
$11k
$1.1m
$55.8m
$4.2m
$150k
$100k
$145k
$2.6m
$1.7m
$2.6m
$64.0m
$271k
$70k
$91k
$2.9m
$1.5m
$4.5m
0%
25%
50%
75%
100%
HCB Roads LCB Roads
Road
Barriers
Road
Barriers -
End
Treatments
Road Signs Sidewalks Streetlights Streetlights
Poles
Value and Percentage of Assets by Replacement
Cost
Very Poor
Poor
Fair
Good
Very Good
- 39 -
Town of East Gwillimbury - Corporate Asset Management Plan
performance measures that the Town has selected in accordance with best practices defined by the International
Infrastructure Management Manual (IIMM).
4.2.1 Customer Research and Expectations
The following table provides a high-level summary of the customer values and customer satisfaction measures that will guide
future assessments of the customer levels of service through a public forum.
Customer Values
Customer Satisfaction Measure
The transportation network is safe
to use
Infrastructure is suitably configured and predictable to use within the network's
operating expectations
The transportation network is
convenient, reliable, and available
to use
The quality of infrastructure do not negatively impact the travelling experience
The transportation network can support all types of traffic
The Transportation Network gets me to my destination quickly
4.2.2 Legislative Requirements
There are several legislative requirements relating to the management of the transportation network. The table below
summarizes some of the key requirements that apply specifically to the transportation network. Legislative requirements that
apply to all assets are summarized in Section 2.5.
Legislation
Requirement
Significance
Ontario Regulation 239/02:
Minimum Maintenance
Standards for Municipal
Highways
The Regulation requires that a municipality comply
to a minimum standard of repair for highways
under the municipality's jurisdiction. Minimum
maintenance standards prescribe a response time
and response criteria for winter maintenance and
the repair of road defects. The regulation classifies
roads into 6 classifications, based on traffic loading
and speed limit, that determine the standard that
applies.
Roads and bridges require a
minimum level of repair, which can
influence the Town's operations and
maintenance programs. Roads that
are a lower class (higher speed limit
and traffic loading) will need to be
maintained at a greater service level.
Ontario Regulations 104/97,
160/02 and 472/10:
Standards for Bridges
The regulation specifies a set of procedures and
standards that the municipality must adhere to
when designing, inspecting, and maintaining the
integrity of bridges and structural culverts. The
regulation mandates that a bridge's safety and
structural integrity must be assessed at least every
second calendar year under the direction of a
professional engineering, according to the Ontario
Structural Inspection Manual (OSIM).
The OSIM inspection and reporting
process has a significant operating
cost for the Town. Additionally,
findings of this report can influence
the planned lifecycle activities and
be used to prioritize those bridges
that have safety or structural
integrity concerns.
- 40 -
Town of East Gwillimbury - Corporate Asset Management Plan
4.2.3 Customer Levels of Service
The following table identifies the current performance of the transportation network within three overarching measures of
the customer experience: quality, function, and capacity.
Type of
Measure
Level of Service
Performance Measure
Current
Performance
Quality
Condition of
Roads, bridges,
and structural
culverts
% of the network in very poor condition
12%
% of the network in poor condition
24%
% of the network in fair condition
24%
% of the network in good condition
19%
% of the network in very good condition
21%
Average pavement condition index (PCI) for HCB paved roads in the
Town
72%
Average pavement condition index (PCI) for LCB paved roads in the
Town
50%
Average Bridge Condition Index (BCI) of Road Bridges
71%
Average Bridge Condition Index (BCI) of Structural Culverts
81%
Description or images of the condition of bridges and structural
culverts, and how this would affect the use of bridges and culverts
See Appendix
B
Average surface condition for unpaved roads in the Town
N/A
Description or images that illustrate the different levels of road class
pavement condition
See Appendix
B
Average detour distance
15.5 km
Function
Scope of arterial,
collector, and
local roads in
the Town
Lane-km of arterial roads (MMS classes 1 and 2) per land area
(km/km2)
0 km
Lane-km of collector roads (MMS classes 3 and 4) per land area
(km/km2)
115.6 km
Lane-km of local roads (MMS classes 5 and 6) per land area (km/km2)
364.5 km
Measure of
appropriateness
and connectivity
of the
transportation
network
Description, which may include maps, of the road network in the
municipality and its level of connectivity.
See Appendix
B
Description of the traffic that is supported by municipal bridges (e.g.
heavy transport vehicles, motor vehicles, emergency vehicles,
pedestrians, cyclists)
See Appendix
B
Capacity
Measure of
whether the
service is
adequate to
meet traffic
needs
Cycling measure(s) to be updated and included in the 2024 asset management plan
Pedestrian traffic measure(s) to be updated and included in the 2024 asset management
plan
% of network in service category A
Proposed to
be included in
2024 asset
management
plan
% of network in service category B
% of network in service category C
% of network in service category D
% of network in service category E
% of network in service category F
- 41 -
Town of East Gwillimbury - Corporate Asset Management Plan
4.2.4 Technical Levels of Service
The following table identifies the current level of service of the transportation network within two overarching measures of
the technical asset performance: lifecycle activities and service quality.
Type of
Measure
Level of Service
Performance Measure
Current Performance
Lifecycle
Activities
Acquisition
Frequency
As identified in plans and studies
Budget
See Section 8.7
Operation
Road Inspections
Ongoing
Line Painting
Annual
Street Sweeping
Annual
Gravel Road Dust Control
Annual
O&M Budget
$3,492,939
Maintenance
Pothole Patching
Ongoing - identified from routine
inspections
Crack Sealing
As per trigger identified in Pavement
Management System
Winter Maintenance
Undertaken at each winter event
Sightline Maintenance
Three times per year
Gravel Road Grading
Annual
Gravel Road Shoulder Work
As Needed
Sidewalk Concrete Repair
Annual
Grinding Trip Ledge
Annual
O&M Budget (2021)
$3,492,939
Renewal
Frequency
Budgeted
and
prioritized
as
per
Pavement Management System and
routine inspections
Budget
$5.44
million
average
annual
requirement
Disposal
Frequency
Disposed assets are accounted for within
the renewal process
Budget
Part of renewal costs
Service
Quality
Staff Capacity
Full-time Engineering staff members
divided by lane km of roads
10 / 480 lane km = 0.021
Full-time Operations staff members
divided by meters of roads
16 / 480 lane km = 0.033
Full-time Engineering staff members
divided by total number of service
requests
10 / 498 = 0.02
Full-time Operations staff members
divided by total number of service
requests
16 / 498 = 0.032
Number of service requests divided by
total lane kilometer of roads
498 / 480 = 1.04
- 42 -
Town of East Gwillimbury - Corporate Asset Management Plan
4.3 Growth Management Plan
4.3.1 Trends
Drivers affecting demand include things such as population change, regulations, changes in demographics, seasonal factors,
vehicle ownership rates, consumer preferences and expectations, technological changes, economic factors, agricultural
practices, environmental awareness, etc.
4.3.2 Population and Economic Growth Forecasts
Growth of population within the Town results in a need to acquire new transportation infrastructure. Between DC bylaw and
developer contributed assets, the road network is expected to double in size by 2051, with significant growth occurring
between years 2026 and 2040. This growth generally follows the expected population growth, as illustrated in the figure
below. Growth in the transportation network will place pressure on staff time and resourcing to undertake the necessary
lifecycle activities to manage service levels.
4.3.3 Demand Impact on Assets
As a result of growth, additional demand will be placed on the transportation network. The following table summarizes the
demand drivers and expected impact on services.
Demand drivers
Description
Impact on services
New Servicing
New development is expected to
accommodate growth of the
town. This will require new
transportation assets to service
new households and businesses,
and may increase traffic loads on
existing transportation assets
Increased traffic loads will cause roads to deteriorate more
rapidly, which may lead to decreased service levels or higher
lifecycle costs. The Town may consider new lifecycle activities,
such as micro-surfacing, to reduce the rate of deterioration.
Servicing of new households and business will require the
acquisition of new assets, which will add to the capital,
maintenance, and operating requirements if the Town wishes to
maintain current service levels.
- 43 -
Town of East Gwillimbury - Corporate Asset Management Plan
Demand drivers
Description
Impact on services
The major east-west corridor of the rural transportation network
may require road widening, turning lanes, and traffic signals to
maintain service levels.
Climate Change
An increased frequency and
intensity of storm events is
expected.
If the stormwater network cannot manage the increased storm
demands, transportation infrastructure may be damaged during
storm events.
Heavier and more frequent snowfall events may challenge staffing
resources to respond in a timely manner and clear the roads for
users.
Urbanization
New growth and development
will grow urban areas, which have
different service expectations
from rural areas.
Transitioning gravel and surface treated roads to paved roads will
require more capital intensive lifecycle management.
As the Town densifies from urban growth, roads and bridges may
have increased traffic loads and speed limits, resulting in higher
maintenance requirements to comply with the Minimum
Maintenance Standards.
Populations that move from larger urban areas in the south (e.g.
Toronto and surrounding area) will be accustomed to a higher
level of service. This change in demographics may result in a
higher expectations for the Town's transportation services.
Regional Drivers
Additional transportation assets
may be downloaded from the
region, or uploaded to the region.
Any new roads the Town acquires from York Region will result in
additional maintenance requirements, further consuming staff
resources and budgets.
4.3.4 Impact on Staffing
Staffing needs are expected to scale with population growth, as demonstrated in Section 3.4.2. Staff have identified limited
capacity in the Road Operations and Engineering departments to deal with projected growth. The Town may need to
consider contracting out work if staff resources do not scale appropriately with growth. Finding new avenues of funding,
along with a focus on project prioritization, can reduce the impact on staffing.
- 44 -
Town of East Gwillimbury - Corporate Asset Management Plan
4.4 Lifecycle Management Plan
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as
expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration.
4.4.1 Background Data
Condition Assessment Strategies
The condition of bridges and structural culverts is established via biennial inspections, which produce a bridge condition
index (BCI) score for each structure, as well as detailed condition information on each structure element.
The condition of roads is collected every two years by an external consultant, utilizing a detailed visual inspection of the
entire network. A pavement condition index (PCI) and surface distress index (SDI) are calculated from observed defects,
geometry and drainage, and rideability.
Streetlights, barriers, sidewalks, signs and signals are assessed through a combination of age-based condition where the
useful life and age is used to estimate deterioration, inspection records where defects are noted, and engineering studies.
All transportation assets have their respective condition ratings transformed to a 0 - 100 condition rating scale, spread across
five condition increments: very poor, poor, fair, good, very good. This scale conforms with the 1 - 5 grading system specified
in the Canadian Infrastructure Report Card - Rating Scale for Asset Condition. Appendix C outlines these condition ranges.
Asset Capacity and Performance
Infrastructure assets provide the Town value by enabling the delivery of key services. Over time these assets will deteriorate,
which will lower the service they provide. The following is a summary of capacity and performance considerations for the
transportation network:
-
Bridges and structural culvert deficiencies are documented in detail as part of the biennial OSIM inspection process.
Loading and dimensional restrictions and criticality of deficiencies are identified for each structure.
-
The road network is organized into functional classes and maintenance classes, which determine the level of
maintenance they require, the type of traffic they can accommodate, speed limit, and volume of traffic.
4.4.2 Acquisition
The following table identifies expected asset acquisition based on the current asset inventory, projected population growth,
and the development charges background study.
Asset Type
Source
2021-2025
2026-2030
2031-2035
2036-2040
2041-2045
2046 -2050
2051+
Roads
(lane-
metre)
DC Bylaw
0
0
0
42,752
16,100
9,921
0
Developer
Contributed
9,921
114,216
131,147
92,032
37,403
4,353
7,019
Total
9,921
114,216
131,147
134,784
53,503
14,274
7,019
Streetlight
Fixture
(count)
DC Bylaw
0
0
862
228
238
0
0
Developer
Contributed
112
1,268
1,463
1,028
414
53
80
Total
112
1,268
2,325
1,256
652
53
80
Streetlight
Pole
(count)
DC Bylaw
0
0
862
228
238
0
0
Developer
Contributed
112
1,268
1,463
1,028
414
53
80
Total
112
1,268
2,325
1,256
652
53
80
DC Bylaw
0
0
21,235
56,780
59,010
0
0
- 45 -
Town of East Gwillimbury - Corporate Asset Management Plan
Asset Type
Source
2021-2025
2026-2030
2031-2035
2036-2040
2041-2045
2046 -2050
2051+
Sidewalk
(metre)
Developer
Contributed
4,695
58,541
65,366
45,550
19,354
912
3,121
Total
4,695
58,541
86,601
102,330
78,364
912
3,121
Bridge
(count)
DC Bylaw
1
0
2
4
2
0
0
Developer
Contributed
0
3
4
3
1
0
0
Total
1
3
6
7
3
0
0
Culvert
(count)
DC Bylaw
0
0
5
10
0
0
0
Developer
Contributed
0
3
4
3
1
0
0
Total
0
3
9
13
1
0
0
See section 3.3 for growth projections.
Acquiring new assets will require additional operating and maintenance requirements in addition to capital costs.
4.4.3 Operations and Maintenance Plan
The following table identifies actual operations and maintenance spending for the transportation network within the last
three years. A summary of these activities, including their frequency, is provided in section 4.2.4.
Year
Operations and Maintenance Actuals & Budget $
2019 (actual)
$3,493,926
2020 (actual)
$3,327,036
2021 (actual)
$3,492,939
4.4.4 Renewal/Replacement Plan
The Town of East Gwillimbury currently owns 480 lane-km of road surfaces, that are either in-service or on maintenance. Of
these roads, 410 lane-km are assumed, and the remainder are unassumed. The renewal and replacement strategy for asphalt
roads uses a combination of thin asphalt milling and resurfacing, full asphalt milling and resurfacing and reconstruction.
Surface treated roads are generally resurfaced on a regular cycle, when the pavement condition index drops below 55.
specific triggers for these activities are dependent on numerous factors, including pavement condition index, surface distress
index, roadside class and material.
Projections of renewal and replacement requirements have been modelled in two ways within this plan. Assumed roads are
modelled using Stantec's Road Matrix Pavement Management System, and unassumed roads are modelled using PSD's
Citywide Asset Manager.
Bridge and culvert renewals are scheduled as per the cost estimates and timelines recommended by the 2021 OSIM report.
Renewal/Replacement Strategy: Assumed Assets
Asphalt roads are triggered for rehabilitation and replacement via the decision trees developed by Stantec's PMS. High traffic
paved roads follow the logic in the first figure and include the following: Rural (1000ADT and over); Semi-urban/Urban
(Collector Commercial or Industrial, Collector Residential, Local Commercial, and Industrial). Low traffic paved roads follow
the logic of the second figure and include the following: Rural (under 1000 ADT); Semi-Urban/Urban (Alleyway, Local
Residential, Laneway). Surface Treated Roads follow the logic in the third figure, including surface treated roads of all road
class. Results were obtained by running the model over a 50-year period with an unconstrained budget and optimized for
cost effectiveness. This scenario best accounts for the current levels of service, as it determines the rehabilitation program
for lifecycle needs at the lowest cost option.
- 46 -
Town of East Gwillimbury - Corporate Asset Management Plan
The diagram below illustrates the lifecycle decision tree for HCB high traffic roads.
PCI<=70
PCI<40
RSE = Urban OR
Semi-Urban
Reconstruct Urban
Collector
Reconstruct Rural
Collector
SDI<=60 OR Severe
Alg/Edg/Rut
SDI<=50
Full Asphalt Milling &
Resurfacing
(Collector)
Thin Asphalt Milling
& Resurface w/
Geotextile
Thin Asphalt Milling
& Resurface
PCI<=80 AND Linear
Cracking And No
Previous Crack Seal
Crack Seal
Do Nothing
- 47 -
Town of East Gwillimbury - Corporate Asset Management Plan
The diagram below illustrates the lifecycle decision tree for HCB low traffic roads.
The diagram below illustrates the lifecycle decision tree for surface treated roads.
Renewal/Replacement Strategy: Unassumed Assets
The lifecycle program for unassumed roads is summarized in the following Figures. Both Low and High traffic roads follow the
scheme presented in the figure below; where local roads use the local road unit costs, and collector roads use collector road
unit costs. There are no unassumed surface treated roads, therefore, surface treated roads have not been modelled in
Citywide AM.
Event Name
Event Class
Event Trigger
Crack Seal
Maintenance
PCI<80
Thin Asphalt Mill & Resurface
Rehabilitation
PCI<60
Full Asphalt Mill & Resurface
Rehabilitation
PCI<50
Full Reconstruction
Replacement
PCI<40
PCI<=70
PCI<40
RSE = Urban OR
Semi-Urban
Reconstruct Urban
Local
Reconstruct Rural
Local
SDI<=60 OR Severe
Alg/Edg/Rut
SDI<=50
Full Asphalt Milling &
Resurfacing (Local)
Thin Asphalt Milling
& Resurface w/
Geotextile
Thin Asphalt Milling
& Resurface
PCI<=80 AND Linear
Cracking And No
Previous Crack Seal
Crack Seal
Do Nothing
PCI<=55
Surface
Treatment
Do Nothing
- 48 -
Town of East Gwillimbury - Corporate Asset Management Plan
4.4.5 Disposal
Disposal includes any activity associated with the disposal of a decommissioned asset including sale, demolition, or
relocation. In the case of the Transportation assets, disposal is typically completed along with replacement of the assets, and
the costs are included within the renewal costs.
4.5 Average Annual Requirements
Bridges & Culverts
The annual capital requirement represents the average amount per year that the Town should allocate towards rehabilitation
and replacement needs. The following table identifies the average annual capital requirements for bridges and culverts for
the next 10 years.
Category
Backlog
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Total
Road
Bridges
$2.0m
$770k
$450k
$1.6m
$0
$2.0m
$450k
$150k
$70k
$115k
$0
$7.6m
Road
Culverts
(<3M)
$0
$0
$0
$0
$100k
$0
$0
$0
$110
$15k
$0
$225k
Road
Culverts
(>3M)
$0
$0
$0
$0
$130k
$0
$80k
$0
$80k
$140k
$0
$350k
TOTAL
$2.0m
$770k
$450k
$1.6m
$230k
$2.0m
$530k
$150k
$180k
$270k
$0
$8.2m
The graph below identifies capital requirements over the next 50 years for bridges and culverts. The forecasted requirements
are aggregated into 5-year bins.
- 49 -
Town of East Gwillimbury - Corporate Asset Management Plan
Road Network
The following table identifies the average annual capital requirements for each asset segment in the road network for the
next 10 years.
Category
Backlog
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Total
HCB Roads
$0
$3.8m
$2.0m
$1.4m
$1.1m
$1.7m
$1.7m
$3.2m
$1.7m
$1.7m
$1.3
m
$19.6
m
LCB Roads
$1.1m
$234k
$232k
$664k
$1.2m
$1.2m
$919k
$620k
$357k
$243k
$129
k
$6.9m
Road
Barriers
$259k
$31k
$108k
$20k
$123k
$0
$0
$42k
$44k
$59k
$38k
$723k
Road
Barriers -
End
Treatments
$300k
$40k
$60k
$0
$100k
$0
$0
$40k
$20k
$40k
$60k
$660k
Road Signs
$0
$80
-
-
-
$1k
$7k
$109k
$36k
$88k
$3k
$244k
Sidewalks
$6.7m
$259k
$162k
$55k
$44k
$82k
$327k
$823k
$407k
$75k
$162
k
$9.1m
Streetlights
$2.7m
$89k
$251k
$120k
$0
$0
$0
$267k
$86k
$5k
$0
$3.6m
Streetlights
Poles
$4.4m
$480k
$128k
$41k
$320k
$69k
$174k
$719k
$251k
$0
$0
$6.6m
TOTAL
$15.5m
$4.9m
$3.0m
$2.3m
$3.0m
$3.0m
$3.1m
$5.8m
$2.9m
$2.2m
$1.7
m
$47.3
m
$2.0m
$5.0m
$1.1m
$558k
$1.1m
$3.3m
$0
$0
$2.0m
$5.2m
$2.1m
$0
$3m
$6m
Backlog
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
Forecasted Capital Replacements
Road Bridges
Road Culverts (<3M)
Road Culverts (>3M)
Average Annual Requirement
- 50 -
Town of East Gwillimbury - Corporate Asset Management Plan
Road Network
The graph below identifies capital requirements over the next 50 years for each asset segment in the road network. The
forecasted requirements are aggregated into 5-year bins.
$15.5m $16.2m $15.4m
$11.2m
$17.3m
$25.7m
$16.6m $17.8m
$29.1m
$33.1m
$26.8m
$0
$10m
$20m
$30m
$40m
Backlog
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
Forecasted Capital Replacements
HCB Roads
LCB Roads
Road Barriers
Road Barriers - End Treatments
Road Signs
Sidewalks
Streetlights
Streetlights Poles
Average Annual Requirement
- 51 -
Town of East Gwillimbury - Corporate Asset Management Plan
4.6 Risk
4.6.1 Corporate Risk Assessment
The following table identifies corporate level risks the Town faces given the current state of the infrastructure and asset
management strategies. The table also includes a high-level risk treatment plan for the identified risks.
What can Happen
Risk Rating
Risk Treatment Plan
Road/Bridge Failure
Very High
-
Complete formal condition assessment every 2 years to determine
PCI rating
-
Complete biennial OSIM report to determine BCI ratings
-
Crack sealing to promote better drainage and reduce deterioration
of the road base
-
Monitor areas that are prone to flooding as they may be more at
risk of damage caused by a higher frequency of freeze/thaw cycles
-
Rehabilitation including resurfacing (HBC) or surface treatment
(LCB) to improve surface condition
-
Consider full replacement of road surface and base and
bridge/culvert with sustainable infrastructure
-
Monitor areas that are prone to flooding as water and ice may lead
to increase deterioration of road surfaces
Fiscal Capacity
High
-
Optimize risk assessments to improve short- and long-term capital
planning
Municipal Staff Capacity
Constraints
High
-
Align staff functions and maintenance contracts with appropriate
business unit
Information Management
Constraints
High
-
Operationalize Citywide for effective use of SR's and Work Orders
and improve metrics
4.6.2 Asset Level Risks
Bridges and Culverts
The following figure summarizes the extent and value of assets at each level of risk for the Bridges and Culverts, based on the
2021 inventory:
This is a high-level model developed for the purposes of this asset management plan and Town staff should review and adjust
the risk model to reflect an evolving understanding of both the probability and consequences of asset failure. See Appendix D
for a summary of the model metrics. The identification of critical assets allows the Town to determine appropriate risk
mitigation strategies and treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition
assessment strategies, or simply the need to collect better asset data.
The following table identifies the five bridge and structural culvert assets with the highest risk ratings.
Asset
Probability of
Failure
Consequence of
Failure
Risk Rating
1
000110 - Queensville SDRD Bridge
4
3.67
14.7 - High
- 52 -
Town of East Gwillimbury - Corporate Asset Management Plan
2
000109 - Rutledge Bridge
4
3.42
13.67 - High
3
000102 - Pony Hill Bridge
3
3.94
11.83 - Moderate
4
A
000114 - East Townline Bridge
3
3.85
11.56 - Moderate
B
000113 - East Townline Bridge
3
3.67
11.02 - Moderate
5
000403 - Stonehill Blvd Culvert
3
3.6
10.79 - Moderate
Road Network
The following figure summarizes the extent and value of assets at each level of risk for the Road Network, based on the 2021
inventory:
The following table identifies the five assets with the highest risk ratings.
Asset
Probability
of Failure
Consequence
of Failure
Risk Rating
1
A
Harry Walker Parkway - Corcoran Court to Green Lane
East
5
3.43
17.17 - Very High
B
Harry Walker Parkway - Corcoran Court to 228m south
of Corcoran Court
5
3.42
17.17 - Very High
2
Toll Road - Centennial Avenue to Oriole Drive
5
3.18
15.89 - High
3
Centre Street - Mount Albert Road to Elizabeth Street
5
3.13
15.67 - High
4
Doane Road - Centre Street to East Townline
5
3
15 - High
5
Corcoran Court - Harry Walker Parkway to End
5
2.98
14.92 - High
5 Water Network
The water services provided by the Town are overseen by Water Operations and Engineering branches within the Community
Infrastructure & Environmental Services department. The department is responsible for both the underground and above
ground infrastructure.
- 53 -
Town of East Gwillimbury - Corporate Asset Management Plan
5.1 Summary of the Assets
5.1.1 Asset Inventory & Costs
The following table identifies the quantity, total replacement cost, and replacement cost method of each asset segment in
the Town's water network inventory.
Asset Segment
Quantity
Replacement Value
Replacement Cost Method
Automatic Flushing Devices
45 Assets
$297,405
2018 unit cost inflated by CPI
Bulk Water Filling Station
1 Assets
$81,562
2018 unit cost inflated by CPI
Curb Stops
11,301 Assets
$3,017,367
2018 unit cost inflated by CPI
Hydrants
1,229 Assets
$17,884,408
2018 unit cost inflated by CPI
Sampling Stations
41 Assets
$282,654
2018 unit cost inflated by CPI
Water Chambers
882 Assets
$11,278,134
2018 unit cost inflated by CPI
Water Meters
9,696 Assets
$3,112,416
2018 unit cost inflated by CPI
Water Service Connections
105,267.86 Meters
$218,550,686
2018 unit cost inflated by CPI
Water Valves
2,702 Assets
$18,569,449
2018 unit cost inflated by CPI
Watermains
168,355.72 Meters
$387,570,024
2018 unit cost inflated by CPI
TOTAL
$660,644,105
CPI
The graph below visually illustrates the total replacement cost for each asset segment.
$82k
$283k
$297k
$3.0m
$3.1m
$11.3m
$17.9m
$18.6m
$218.6m
$387.6m
$0
$100m
$200m
$300m
$400m
Bulk Water Filling Station
Sampling Stations
Automatic Flushing Devices
Curb Stops
Water Meters
Water Chambers
Hydrants
Water Valves
Water Service Connections
Watermains
Current Replacement Cost
- 54 -
Town of East Gwillimbury - Corporate Asset Management Plan
5.1.2 Asset Condition & Age
The following table identifies the average condition, condition assessment method, average age, and estimated useful life for
each asset segment. The average condition (%) is a weighted value based on replacement cost.
Asset Segment
Average Condition
Condition Assessment
Method
Estimated Useful
Life (Years)
Average Age
(Years)
Automatic Flushing Devices
62%
Age-Based
30
12.6
Bulk Water Filling Station
88%
Age-Based
30
3.0
Curb Stops
49%
Age-Based
30
18.0
Hydrants
42%
Age-Based
30
19.8
Sampling Stations
61%
Age-Based
30
11.1
Water Chambers
65%
Age-Based
30
10.3
Water Meters
79%
Age-Based
15
3.4
Water Service Connections
70%
Age-Based
60
17.4
Water Valves
41%
Age-Based
30
21.3
Watermains
57%
Age-Based
52
22.4
TOTAL
61%
Age-Based
The graph below visually illustrates the average condition for each asset segment on a very good to very poor scale. Of the
assets in very poor condition $20.6m are currently backlog, representing 3% of the Water Network
5.2 Levels of Service
The following tables identify the Town's current level of service for the water network. These metrics include the technical
and community level of service metrics that are required as part of Ontario Regulation 588/17 as well as additional
performance measures that the Town has selected in accordance with best practices defined by the International
Infrastructure Management Manual (IIMM).
$53k
$1.1m
$7.3m
$1.5m
$105k
$891k
$8.4m
$27.5m
$13k
$77k
$1.9m
$7k
$754k
$4k
$38.6m
$780k
$134.0m
$20k
$246k
$1.3m
$159k
$1.4m
$38.0m
$1.5m
$39.3m
$86k
$211k
$34k
$2.5m
$1.3m
$24.4m
$2.6m
$43.8m
$126k
$82k
$1.4m
$5.2m
$83k
$5.1m
$1.7m
$116.7m
$5.3m
$142.9m
0%
25%
50%
75%
100%
Automatic
Flushing
Devices
Bulk Water
Filling
Station
Curb Stops
Hydrants
Sampling
Stations
Water
Chambers
Water
Meters
Water
Service
Connections
Water
Valves
Watermains
Very Poor
Poor
Fair
Good
Very Good
- 55 -
Town of East Gwillimbury - Corporate Asset Management Plan
5.2.1 Customer Research and Expectations
The following table provides a high-level summary of the customer values and customer satisfaction measures that will guide
future assessments of the customer levels of service through a public forum.
Customer Values
Customer Satisfaction Measure
The Water Network is Safe to Use
The water is safe to consume
Adequate water pressure is available
The Water Network is Available to users
Water servicing is available
Quality Experience
The water does not have unexpected odors/tastes or colours
The Water Network is Reliable
Water outages/shortages are not common
Affordability
Rates are affordable
5.2.2 Legislative Requirements
There are several legislative requirements relating to the management of the water network. The table below summarizes
some of the key requirements that apply specifically to the water network. Legislative requirements that apply to all assets
are summarized in Section 2.5.
Legislation
Requirement
Significance
Safe Drinking
Water Act,
2002
(SDWDA)
All drinking water systems must obtain an approval from the
Director of the Ministry of Environment, Conservation and Parks
to operate, and water operators must obtain specific training and
certification required in the Act. Municipalities must establish a
drinking water quality management system (DWQMS) which
comprises of the following:
-
Accreditation protocols
-
Risk assessment
-
An operational plan
-
Best management practices related to the monitoring
and testing of water to ensure water quality
This Act may incur increased
operating requirements on the part
of the Town to comply with testing,
reporting, and accreditation
protocols. Compliance with the Act
will better enable the Town to
deliver high quality water.
Ontario
Water
Resources
Act, R.S.O.
1990
The Ontario Water Resources Act regulates sewage disposal and
sewage works, and regulates permits to take more than 50,000
liters per day of surface water and ground water. The Act also
requires approvals for water works, sewage works, regulates the
drilling and construction of wells, and designates the protection of
sources of public water supply.
There are a set of regulations under the Act that can be enacted
on water and wastewater related matters. These include:
-
Water taking and transfers
-
Exempting minor watermain, sewer or stormwater
management projects from approval
-
Classifying water works and sewage works, licensing of
facility operators and operating standards
-
Licensing of well contractors and technicians and
requirements for well construction, operation and
abandonment
-
Contraventions by secured creditors, receivers and
trustees in bankruptcy.
The Act is quite large is scope, but
generally affects the acquisition,
operation, and disposal of water
supply assets. Many of the
requirements relate to water
extraction, which is under the
purview of the Region
Sustainable
Water and
Sewage
Systems Act,
The Act has passed its third reading in 2002 and is still awaiting
Royal Assent. The act outlines requirements for the full cost
accounting and long-term sustainability of water supply systems.
The municipality must assess costs of supplying water, and
A cost recovery plan will require a
detailed understanding of the
capital and operating requirements
of a water and wastewater system.
- 56 -
Town of East Gwillimbury - Corporate Asset Management Plan
2002, S.O.
2002
develop plans to charge rates sufficient to cover the capital and
operating costs of the water and sewer systems. The plan must be
reviewed and approved by an auditor, and then submitted by the
municipality to the Minister.
However, the Region is responsible
for supplying water and setting
water supply rates.
5.2.3 Customer Levels of Service
The following table identifies the current performance of the water network within three overarching measures of the
customer experience: quality, function, and capacity.
Type of
Measure
Level of Service
Performance Measure
Current
Performance
Quality
Condition of watermains
% of watermains in very poor condition
7%
% of watermains in poor condition
35%
% of watermains in fair condition
10%
% of watermains in good condition
11%
% of watermains in very good condition
37%
Service Interruptions
# 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
0
Description of boil water advisories and service
interruptions
See Appendix A
# of connection-days per year where water is not
available due to water main breaks compared to the
total number of properties connected to the municipal
water system
2
Function
Scope of the municipal
water system
Percentage of properties connected to the municipal
water system
71%
Description, which may include maps, of the user
groups or areas of the municipality that are connected
to the municipal water system
See Appendix B
Percentage of properties where fire flow is available
Currently being
assessed in the
W&WW Master
Plan
Description, which may include maps, of the user
groups or areas of the municipality that have fire flow
Currently being
assessed in the
W&WW Master
Plan
Capacity
System capacity to
support water flow
Cubic meters of water purchased annually
2,514 ML
(2020)
- 57 -
Town of East Gwillimbury - Corporate Asset Management Plan
5.2.4 Technical Levels of Service
The following table identifies the current level of service of the water network within two overarching measures of the
technical asset performance: lifecycle activities and service quality.
Type of
Measure
Level of
Service
Performance Measure
Current Performance
Lifecycle
Activities
Acquisition
Frequency
As identified in plans and studies
Budget
See Section 8.7
Operation
Valve Turning
25% valves per year
Drinking Water Quality Management
System
Daily
Water main monitoring
As required
Water meter reading
As per billing cycle
Small drinking water systems operations
and maintenance
2 times per week
Water purchased
Continuous, as per demand
O&M Budget
$5,875,162
Maintenance
Hydrant Maintenance
Annual, during Fall
Watermain flushing and maintenance
As required
Auto flushing device inspection and
maintenance
Monthly
Curb box maintenance
As Needed
Water meter repair and maintenance
As Needed
Water equipment repair
As Needed
O&M Budget
$5,875,162
Renewal
Frequency
Budgeted and prioritized as per Water
Master Plan and staff assessments
Budget
$13.08 million average annual
requirement
Disposal
Frequency
Disposed assets are accounted for
within the renewal process
Budget
Part of renewal costs
Service
Quality
Staff Capacity
Full-time staff members divided by
number of serviced households
36 / 9891 = 0.0036
Full-time staff members divided by
kilometers of water mains
36 / 168.4 = 0.214
Number of service requests divided by
total number of full time Water
Operations staff
329 / 11 = 29.9
Service
requests
Number of service requests divided by
total number of serviced households
329 / 9891 = 0.033
- 58 -
Town of East Gwillimbury - Corporate Asset Management Plan
5.3 Growth Management Plan
5.3.1 Trends
Drivers affecting demand include things such as population change, regulations, changes in demographics, seasonal factors,
vehicle ownership rates, consumer preferences and expectations, technological changes, economic factors, agricultural
practices, environmental awareness, etc.
5.3.2 Population and Economic Growth Forecasts
Growth of population within the Town results in a need to acquire new water infrastructure. Between DC bylaw and
developer contributed assets, the water network is expected to increase 2.4 times by 2051, with significant growth occurring
between years 2026 and 2040. This growth generally follows the expected population growth, as illustrated in the figure
below. Growth in the water network will place pressure on staff time and resourcing to undertake the necessary lifecycle
activities to manage service levels.
5.3.3 Demand Impact on Assets
As a result of growth, additional demand will be placed on the water network. The following table summarizes the demand
drivers.
Demand drivers
Description
Impact on services
New Servicing
New development is expected
to accommodate growth of
the town. This will require new
water assets to service new
households and businesses,
and may increase demand
loads on existing water assets
New subdivisions will require watermains, service connections,
hydrants, and other water assets to service new households.
Acquiring new assets will mean that the Town will have to maintain
a larger network, requiring larger operations and maintenance
budgets, and requiring more staff resourcing to maintain service
levels.
Densifying existing areas may require watermains to be upsized to
serve demands. However, the Town has not identified any specific
locations where this is a considerable risk in the near future.
Climate Change
Changing weather patterns
may result in water shortages
If the water supply becomes significantly constrained, the Town
may have to consider strategies other than flushing to maintain the
168
168
173
235
312
363
382
387
0
5
61
77
51
19
5
4
0
20000
40000
60000
80000
100000
120000
140000
0
50
100
150
200
250
300
350
400
450
Current 2021-2025 2026-2030 2031-20352036-20402041-2045 2046-2050
2050+
Population
km of water main
Projected Growth of Water Network
Inventory
Growth
Population
- 59 -
Town of East Gwillimbury - Corporate Asset Management Plan
or lower temperatures during
winter.
water quality. This will require more effort, staff resourcing, and
training to maintain current service levels.
Colder temperatures in the winter will require watermains to be
installed at deeper bury depths. This results in increased excavation
costs, ultimately increasing watermain lifecycle costs.
Urbanization
Growth of the urban areas will
place higher requirements on
fire protection.
The Town may be required to increase monitoring of the water
system to ensure it can provide fire protection. More frequent
monitoring will increase operating costs.
Regional Drivers
York Region may put new
drinking water wells online,
and/or introduce new
groundwater treatment
Addition of new drinking water wells or enhance a groundwater
treatment strategy may create disturbances in the water
distribution system related to hydraulics and change in water
chemistry, potentially requiring additional maintenance to maintain
current service levels.
5.3.4 Impact on Staffing
Staffing needs are expected to scale with population growth, as demonstrated in Section 3.4.1. Staff have identified limited
capacity in the Water Operations and Engineering departments to deal with current infrastructure needs, therefore, limited
capacity to deal with projected growth and new acquisition. The Town may need to consider contracting out work if staff
resources do not scale appropriately with growth. A focus on project prioritization can reduce the impact on staffing.
5.4 Lifecycle Management Plan
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as
expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration.
5.4.1 Background Data
Asset condition
There are no assessed condition scores available for the water network, rather, age-based condition is used as an
approximation. Staff monitor and record breaks, hydrant issues, and valve issues, but these are not translated into an overall
condition rating.
The condition of an asset is calculated by prorating the age of the asset over its useful life. These condition ratings are
transformed to a 0 - 100 condition rating scale, spread across five condition increments: very poor, poor, fair, good, very
good. This scale conforms with the 1- 5 grading system specified in the Canadian Infrastructure Report Card - Rating Scale for
Asset Condition. Appendix C outlines these condition ranges.
Asset capacity and performance
Annually, the Town completes a review of hazardous events and their risks which may occur in the system. Every three years
the Town undertakes a full risk assessment and an emergency preparedness field exercise. Additionally, the Town assesses
the functioning of the water system through inspections and operational activities, such as valve turning, water meter
repairs, and hydrant maintenance. Auto-flushers are inspected monthly as part of a new program to monitor water loss
within the system. Operations and maintenance activities are summarized in section 5.2.4.
Water distribution capacity was assessed as part of the 2009 Water and Wastewater Master Plan, and deemed sufficient for
current growth scenarios at that time. The upcoming Water and Wastewater Master Plan will provide an updated assessment
of pressure flows for consumption and fire protection.
- 60 -
Town of East Gwillimbury - Corporate Asset Management Plan
5.4.2 Acquisition
The following table identifies expected asset acquisition based on the current asset inventory, projected population growth,
and the development charges background study.
Asset Type
Source
2021-2025
2026-2030
2031-2035
2036-2040
2041-2045
2046 -2050
2051+
Mains
(meters)
DC Bylaw
0
2,100
8,801
3,300
0
2,300
0
Developer
Contributed
5,163
59,272
68,130
47,822
19,403
2,310
3,661
Total
5,163
61,372
76,931
51,122
19,403
4,610
3,661
Service
Connections
(meters)
DC Bylaw
0
0
0
0
0
0
0
Developer
Contributed
394
5,173
5,678
3,939
1,720
11
251
Total
394
5,173
5,678
3,939
1,720
11
251
See Section 3.3 for growth projections. Acquiring new assets will require additional operating and maintenance requirements
in addition to capital costs.
5.4.3 Operations and Maintenance Plan
The following table identifies actual operations and maintenance spending for the water network within the last three years.
A summary of these activities, including their frequency, is provided in section 5.2.4.
Year
Operations and Maintenance Actuals & Budget ($)
2019 (actual)
$5,303,963
2020 (actual)
$5,369,550
2021 (actual)
$5,875,162
5.4.4 Renewal & Replacement Prioritization
Renewal and replacement for the water network is a combination of reactive and proactive approaches. Due to the DWQMS
regulations the network is highly monitored and maintained, therefore the increased oversight allows staff to fix upcoming
problem proactively. However, projects such as the high-risk asbestos cement watermain replacements remain in the queue,
providing a reactive approach if a break were to occur. There are currently no mid-life rehabilitation events proactively
scheduled, rather, water assets are replaced at the end of their useful life.
5.4.5 Disposal Plan
Disposal includes any activity associated with the disposal of a decommissioned asset including sale, demolition, or
relocation. In the case of the water network, disposal is typically completed along with replacement of the assets, and the
costs are included within the renewal costs.
5.5 Average Annual Requirements
The annual capital renewal requirement represents the average amount per year that the Town should allocate towards
rehabilitation and replacement needs. The following table identifies the average annual capital requirements for each asset
segments for the next 10 years.
- 61 -
Town of East Gwillimbury - Corporate Asset Management Plan
Category
Backlog
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Total
Automatic
Flushing
Devices
$53k
$0
$0
$0
$0
$0
$0
$7k
$0
$0
$7k
$0
Bulk Water
Filling Station $0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Curb Stops
$928k
$63k
$534
$801
$65k
$25k
$45k
$10k
$2k
$3k
$4k
$63k
Hydrants
$6.0m
$146k
$146k
$73k
$524k
$87k
$320k
$146k
$204k
$1.0m
$116k
$146k
Sampling
Stations
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Water
Chambers
$473k
$294k
$0
$0
$537k
$115k
$115k
$77k
$38k
$230k
$102k
$294k
Water Meters $96k
$963
$7k
$2k
$3k
$642
$321
$4k
$2k
$321
$15k
$963
Water Service
Connections
$891k
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Water Valves $7.3m
$317k
$0
$0
$532k
$124k
$128k
$84k
$45k
$225k
$158k
$317k
Watermains
$4.8m
$0
$83k
$0
$21.2m
$0
$18k
$120k
$1.3m
$0
$0
$0
TOTAL
$20.6m
$821k
$236k
$75k
$22.9m
$352k
$626k
$447k
$1.6m
$1.5m
$402k
$70.0m
The graph below identifies capital requirements over the next 50 years for each asset segment. The forecasted requirements
are aggregated into 5-year bins.
$20.6m
$24.4m
$4.5m
$72.0m
$97.5m
$57.8m
$42.5m
$50.8m
$32.0m
$73.0m
$103.2m
$0
$10m
$20m
$30m
$40m
$50m
$60m
$70m
$80m
$90m
$100m
$110m
Backlog
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
Forecasted Capital Replacements
Automatic Flushing Devices
Bulk Water Filling Station
Curb Stops
Hydrants
Sampling Stations
Water Chambers
Water Meters
Water Service Connections
Water Valves
- 62 -
Town of East Gwillimbury - Corporate Asset Management Plan
5.6 Risk
5.6.1 Corporate Risk Assessment
The following table identifies corporate level risks the Town faces given the current state of the infrastructure and asset
management strategies. The table also includes a high-level risk treatment plan for the identified risks.
What can Happen
Risk Rating
Risk Treatment Plan
Reactive lifecycle
management
Very High
Complete formal condition assessments of watermains and appurtenances, to
support proactive lifecycle management
Water Loss
High
Leverage annual water loss audits to investigate and address problem areas.
Optimize flushing through enhanced water quality, monitoring
Water Ownership
High
Water is sourced from York Region, which is supplied by the City of Toronto and
Peel Region, as well as Region owned and operated groundwater wells.
Without ownership of water sources the Town is not in control of water capacity,
water treatment, source water, and pricing. The Town should continue to monitor
demand and ensure adequate water storage is available
Fiscal Capacity
Constraints
High
Optimize risk ratings to improve short- and long-term capital planning
Municipal Staff
Capacity Constraints
Very High
Align staff functions and maintenance contracts with appropriate business unit
Information
Management
Constraints
High
Operationalize Citywide for effective use of SR's and Work Orders and improve
metrics
5.6.2 Asset Level Risks
The following figure summarizes the extent and value of assets at each level of risk for the Water Network, based on the
2021 inventory:
This is a high-level model developed for the purposes of this asset management plan and Town staff should review and adjust
the risk model to reflect an evolving understanding of both the probability and consequences of asset failure. See Appendix D
for a summary of the model metrics. The identification of critical assets allows the Town to determine appropriate risk
mitigation strategies and treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition
assessment strategies, or simply the need to collect better asset data.
The following table identifies the five assets with the highest risk ratings.
Asset
Probability of
Failure
Consequence of
Failure
Risk Rating
1
A
Local - 200mm Thinwall PVC: Yonge Street
5
2.28
11.4 - Moderate
B
150mm Thinwall PVC: Yonge Street
5
2.04
10.2 - Moderate
2
A
200mm Thinwall PVC: Thompson Drive
5
2.28
11.4 - Moderate
B
150mm Thinwall PVC: Thompson Drive
5
2.04
10.2 - Moderate
- 63 -
Town of East Gwillimbury - Corporate Asset Management Plan
3
150mm Thinwall PVC: Tyson Drive
5
2.04
10.2 - Moderate
4
350mm Ductile Iron: Centre Street
3.75
2.52
9.45 - Moderate
5
350mm Ductile Iron: Main Street
3.75
2.52
9.45 - Moderate
6 Wastewater Network
The water services provided by the Town are overseen by Wastewater Operations and Engineering branches within the
Community Infrastructure & Environmental Services department. The department is responsible for both the underground
and above ground infrastructure.
6.1 Summary of the Assets
6.1.1 Asset Inventory & Costs
The following table identifies the quantity, total replacement cost, and replacement cost method of each asset segment in
the Town's wastewater network inventory.
Asset Segment
Quantity
Replacement Value
Replacement Cost Method
Manholes
1,638 Assets
$22,343,958
2018 unit cost inflated by CPI
Pumping Stations
5 Assets
$6,603,520
2018 unit cost inflated by CPI
Sewer Services
81,727.55 Meters
$17,004,608
2018 unit cost inflated by CPI
- 64 -
Town of East Gwillimbury - Corporate Asset Management Plan
Wastewater Mains
104,221.20 Meters
$252,128,357
2018 unit cost inflated by CPI
TOTAL
$298,080,443
CPI
The graph below visually illustrates the total replacement cost for each asset segment.
6.1.2 Asset Condition & Age
The following table identifies the average condition, condition assessment method, average age, and estimated useful life for
each asset segment. The average condition (%) is a weighted value based on replacement cost.
Asset Segment
Average Condition
Condition Assessment
Method
Estimated Useful
Life (Years)
Average Age
(Years)
Manholes
69%
Age-Based
50
14.9
Pumping Stations
68%
Age-Based
40
13.2
Sewer Services
79%
Age-Based
60
12.1
Wastewater Mains
71%
Age-Based
52
15.1
TOTAL
72%
Age-Based
The graph below visually illustrates the average condition for each asset segment on a very good to very poor scale. Of the
assets in very poor condition $1.3m are currently backlog, representing 0.4% of the Wastewater Network
Note: Holland River Boulevard Pumping Station rehabilitated and upgraded in 2022.
$6.6m
$17.0m
$22.3m
$252.1m
$0
$50m
$100m
$150m
$200m
$250m
Pumping Stations
Sewer Services
Manholes
Wastewater Mains
Current Replacement Cost
$3.7m
$1.3m
$4.1m
$750k
$2.1m
$49.1m
$1.6m
$991k
$17.0m
$2.9m
$1.3m
$2.4m
$29.7m
$13.4m
$4.0m
$11.5m
$152.3m
0%
25%
50%
75%
100%
Manholes
Pumping Stations
Sewer Services
Wastewater Mains
Very Poor
Poor
Fair
Good
Very Good
- 65 -
Town of East Gwillimbury - Corporate Asset Management Plan
6.2 Levels of Service
The following tables identify the Town's current level of service for the wastewater network. These metrics include the
technical and community level of service metrics that are required as part of Ontario Regulation 588/17 as well as additional
performance measures that the Town has selected in accordance with best practices defined by the International
Infrastructure Management Manual (IIMM).
6.2.1 Customer Research and Expectations
The following table provides a high-level summary of the customer values and customer satisfaction measures that will guide
future assessments of the customer levels of service through a public forum.
Customer Values
Customer Satisfaction Measure
The Wastewater Network is Convenient to Use
Wastewater is collected in the municipal system as expected
Quality Experience
The wastewater does not cause unexpected odors
The wastewater does not adversely affect the environment
Affordability
Rates are affordable
Accessibility
Wastewater servicing is available
- 66 -
Town of East Gwillimbury - Corporate Asset Management Plan
6.2.2 Legislative Requirements
There are several legislative requirements relating to the management of the wastewater network. The table below
summarizes some of the key requirements that apply specifically to the wastewater network. Legislative requirements that
apply to all assets are summarized in Section 2.6.
Legislation
Requirement
Significance
Ontario Water
Resources Act
The Ontario Water Resources Act regulates sewage disposal
and sewage works and regulates permits to take more than
50,000 liters per day of surface water and ground water. The
Act also requires approvals for water works, sewage works,
regulates the drilling and construction of wells, and
designates the protection of sources of public water supply.
There are a set of regulations under the Act that can be
enacted on water and wastewater related matters. These
include:
-
Water taking and transfers
-
Exempting minor watermain, sewer or stormwater
management projects from approval
-
Classifying water works and sewage works, licensing
of facility operators and operating standards
-
Licensing of well contractors and technicians and
requirements for well construction, operation, and
abandonment
-
Contraventions by secured creditors, receivers, and
trustees in bankruptcy.
The Act is quite large is scope, but
generally affects the acquisition,
operation, and disposal of
wastewater treatment assets. The
Town is responsible for collection of
wastewater. Treatment and
discharge is under responsibility of
the Region.
Sustainable
Water and
Sewage
Systems Act,
2002
The Act has passed its third reading in 2002 and is still
awaiting Royal Assent. The Act outlines requirements for the
full cost accounting and long-term sustainability of water
supply and sewage treatment systems. The municipality
must assess costs of treating wastewater and develop plans
to charge rates sufficient to cover the capital and operating
costs of the water and sewer systems. The plan must be
reviewed and approved by an auditor, and then submitted
by the municipality to the Minister.
A cost recovery plan will require a
detailed understanding of the capital
and operating requirements of a
water and wastewater system.
However, the Region is responsible
for treating and discharging
wastewater.
Environmental
Protection Act,
R.S.O. 1990
The Act prohibits discharge of contaminants into the
environment that can cause or are likely to cause adverse
effects. The Act prescribes approved limits for contaminants
that the municipality must adhere to before discharging.
Additionally, all spills containing contaminants must be
reported and cleaned up as prescribed by the Act. The Act
has authority to establish liability on the part at fault.
The Town must operate, maintain,
and construct the wastewater system
to a level of care as to avoid spills of
contaminants. Failure to do so will
result in the Town having to expend
staff resourcing on cleaning and
reporting. Further, non-compliance
events may place liabilities on the
Town.
6.2.3 Customer Levels of Service
The following table identifies the current performance of the wastewater network within three overarching measures of the
customer experience: quality, function, and capacity.
- 67 -
Town of East Gwillimbury - Corporate Asset Management Plan
Type of
Measure
Level of Service
Performance Measure
Current Performance
Condition
Condition of
wastewater
mains and
pumping
stations
% of wastewater system in very poor condition
2%
% of wastewater system in poor condition
19%
% of wastewater system in fair condition
7%
% of wastewater system in good condition
12%
% of wastewater system in very good condition
60%
Average condition of pump stations
68%
Service
Interruptions
Number of connection-days per year having
wastewater backups compared to the total
number of properties connected to the municipal
wastewater system
0
Description of how stormwater can get into
wastewater mains in the municipal wastewater
system, causing sewage to overflow into streets or
backup into homes
No known cross-connections by
design. Infiltration of
groundwater to pipes occurs
through pipe defects.
I&I reduction across the system
0.52 ML/day from 2011 levels
Number of effluent violations per year due to
wastewater discharge compared to the total
number of properties connected to the municipal
wastewater system
N/A
Description of how wastewater mains in the
municipal wastewater system are designed to be
resilient to avoid stormwater infiltration
Modern wastewater system is
built at a standard to seal it from
infiltration. I&I is no present in
new areas, and mostly an issue
with older areas.
Function
Scope of the
municipal
wastewater
system
Percentage of properties connected to the
municipal wastewater system across the entire
Town
54%
Percentage of properties connected to the
municipal wastewater system within the urban
boundary
64%
Description, which may include maps, of the user
groups or areas of the municipality that are
connected to the municipal wastewater systems
See Appendix B
Scope of
combined
sewers
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
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
Number of events per year where combined sewer
flow in the municipal wastewater system exceeds
system capacity compared to the total number of
properties connected to the municipal wastewater
system
N/A
- 68 -
Town of East Gwillimbury - Corporate Asset Management Plan
Type of
Measure
Level of Service
Performance Measure
Current Performance
Capacity
System capacity
to support
wastewater
flow
Number of residential units that can be
accommodated by the wastewater system
2,875 single detached equivalent
Total ICI flow that can be accommodated by the
wastewater system
1,027.9 ML
6.2.4 Technical Levels of Service
The following table identifies the current level of service of the wastewater network within two overarching measures of the
technical asset performance: lifecycle activities and service quality.
Type of
Measure
Level of Service
Performance Measure
Current Performance
Lifecycle
Activities
Acquisition
Frequency
As identified in plans and studies
Budget
See Section 8.7
Operation
Proactive CCTV inspections
25% - 30% of network annually
Lift Station Inspection/Monitoring
2 - 3 times per week
Wastewater charges
Continuous
O&M Budget
$4,033,055
Maintenance
Wastewater Pumping Station Maintenance
As Needed
Sewer Flushing
25% - 30% of network annually
Lateral Inspection and Cleaning
25% - 30% of network annually
Sewer main hydroject (>300mm)
Annually
O&M Budget
$4,033,055
Renewal
Frequency
Budgeted and prioritized as per W&WW
Master Plan and staff assessments
Budget
$5.77 million average annual requirement
Disposal
Frequency
Disposed assets are accounted for within the
renewal process
Budget
Part of renewal costs
Service Quality
Staff Capacity
Full-time staff members divided by
number of serviced households
36 / 7593 = 0.0047
Full-time staff members divided by
kilometers of wastewater mains
36 / 104.2 = 0.35
Service requests
Number of service requests divided by
total number of serviced households
16 / 7593 = 0.0021
6.3 Growth Management Plan
6.3.1 Trends
Drivers affecting demand include things such as population change, regulations, changes in demographics, seasonal factors,
vehicle ownership rates, consumer preferences and expectations, technological changes, economic factors, agricultural
practices, environmental awareness, etc.
- 69 -
Town of East Gwillimbury - Corporate Asset Management Plan
6.3.2 Population and Economic Growth Forecasts
Growth of population within the Town results in a need to acquire new wastewater infrastructure. Between DC bylaw and
developer contributed assets, the wastewater network is expected to increase three times by 2051, with significant growth
occurring between years 2025 and 2040. This growth generally follows the expected population growth, as illustrated in the
figure below. Growth in the wastewater network will place pressure on staff time and resourcing to undertake the necessary
lifecycle activities to manage service levels.
6.3.3 Demand Impact on Assets
As a result of growth, additional demand will be placed on the transportation network. The following table summarizes the
demand drivers.
Demand drivers
Description
Impact on services
New Servicing
New development is expected
to accommodate growth of the
town. This will require new
wastewater assets to service
new households and
businesses, and may increase
demand loads on existing
wastewater assets
New subdivisions will require wastewater mains, service
connections, pumping stations, and other wastewater assets to
service new households. Acquiring new assets will mean that
the Town will have to maintain a larger network, requiring
larger operations and maintenance budgets, and requiring
more staff resourcing to maintain service levels.
Densifying existing areas may require wastewater to be
upsized to serve demands. However, the Town has not
identified any specific locations where this is a considerable
risk in the near future.
Climate Change
Changing weather patterns may
result in lower temperatures
during the winter
Colder temperatures in the winter will require wastewater
mains to be installed a deeper bury depths. This results in
increased excavation costs, ultimately increasing wastewater
main lifecycle costs.
Urbanization
Growth of the urban system
will increase demands on the
wastewater collection system.
Urbanization is not expected to create unique challenges,
beyond having to accommodate more wastewater flow.
Other
Capacity limits at the York
Region wastewater treatment
system may constrain growth
The Town will be unable to service wastewater to new
development if the treatment capacity of the York Region
wastewater system (UYSS) is not expanded. This will slow down
future growth significantly.
104
104
108
165
246
294
312
318
0
4
57
81
48
18
6
2
0
20000
40000
60000
80000
100000
120000
140000
0
50
100
150
200
250
300
350
Current
2025
2030
2035
2040
2045
2050
2051+
Population
Km pipe
Projected Growth of Sanitary Pipe
Inventory
New Growth
Population
- 70 -
Town of East Gwillimbury - Corporate Asset Management Plan
6.3.4 Impact on Staffing
Staffing needs are expected to scale with population growth, as demonstrated in Section 3.4.1*. Staff have identified limited
capacity in the Wastewater Operations and Engineering departments to deal with current infrastructure needs, therefore,
limited capacity to deal with projected growth and new acquisition. Staff must balance responsibilities between both
wastewater and water infrastructure which are projected to expand at similar rates. The Town may need to consider
alternative means to deliver work if staff resources do not scale appropriately with growth. A focus on project prioritization,
can assist to reduce the impact on staffing.
6.4 Lifecycle Management Plan
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as
expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration.
6.4.1 Background Data
Asset condition
Although inspection results for wastewater gravity mains exist, they have not been analyzed and translated to a numerical
condition rating. Currently, the wastewater network utilizes age-based condition only, where a condition score is determined
based on prorating an asset's age over its useful life.
The condition of an asset is calculated by prorating the age of the asset over its useful life. These condition ratings are
transformed to a 0 - 100 condition rating scale, spread across five condition increments: very poor, poor, fair, good, very
good. This scale conforms with the 1- 5 grading system specified in the Canadian Infrastructure Report Card - Rating Scale for
Asset Condition. Appendix C outlines these condition ranges.
Asset capacity and performance
Historically, the Town has inspected 50% of the wastewater network per year using a closed-circuit television (CCTV). This
work includes the gravity mains and manholes, but not the laterals. The Town is currently reviewing its sewer inspection
program to determine the appropriate inspection frequency going forward. In addition to the network-wide inspection,
sewer mains are inspected prior to capital work, and those that are contributing to inflow and infiltration are inspected.
Wastewater pumping stations are inspected regularly by staff, and during proactive maintenance activities.
Wastewater collection capacity was assessed as part of the 2009 Water and Wastewater Master Plan and deemed sufficient
for current growth scenarios at that time. The upcoming Water and Wastewater Master Plan will provide an updated
assessment of capacity.
6.4.2 Acquisition
The following table identifies expected asset acquisition based on the current asset inventory, projected population growth,
and the development charges background study.
- 71 -
Town of East Gwillimbury - Corporate Asset Management Plan
Asset Type
Source
2021-2025
2026-2030
2031-2035
2036-2040
2041-2045
2046 -2050
2051+
Mains
(meters)
DC Bylaw
0
2,066
20,150
5,940
0
5,063
0
Developer
Contributed
4,332
54,452
60,634
42,222
18,019
730
2,860
Total
4,332
56,518
80,784
48,162
18,019
5,793
2,860
Service
Connections
(meters)
DC Bylaw
0
0
0
0
0
0
0
Developer
Contributed
3,673
48,579
53,180
36,868
16,166
0
2,316
Total
3,673
48,579
53,180
36,868
16,166
0
2,316
Pump
Stations
(count)
DC Bylaw
0
0
2
3
0
2
0
Developer
Contributed
0
0
0
0
0
0
0
Total
0
0
2
3
0
2
0
See section 3.3 for growth projections. Acquiring new assets will require additional operating and maintenance requirements
in addition to capital costs.
6.4.3 Operations and Maintenance Plan
The following table identifies actual operations and maintenance spending for the water network within the last three years.
A summary of these activities, including their frequency, is provided in section 6.2.4.
Year
Operations and Maintenance Budget ($)
2019 (actual)
$3,235,142
2020 (actual)
$3,552,983
2021 (actual)
$4,033,055
6.4.4 Renewal/Replacement Plan
The lifecycle program for the water network is summarized in the following tables and figures.
Event Name
Event Class
Event Trigger
Trenchless Relining
Rehabilitation
I&I issues identified through
CCTV inspection
End of Life Replacement
Replacement
End of life
Renewal/Replacement Prioritization
Generally, renewal and replacement of the piped system is done reactively. However, if there are opportunities to coordinate
proactive replaced along with renewing the road. Wastewater pumping stations receive regular maintenance as per
manufacturer recommendations. Findings from inspections are used to proactively replace components of pumping stations,
however, pumping stations are relatively new and have not had significant renewal activities.
6.5 Disposal Plan
Disposal includes any activity associated with the disposal of a decommissioned asset including sale, demolition, or
relocation. In the case of the wastewater network, disposal is typically completed along with replacement of the assets, and
the costs are included within the renewal costs.
- 72 -
Town of East Gwillimbury - Corporate Asset Management Plan
6.6 Average Annual Requirements
The annual capital renewal requirement represents the average amount per year that the Town should allocate towards
rehabilitation and replacement needs. The following table identifies the average annual capital requirements for each asset
segments for the next 10 years.
Category
Backlog
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Total
Manholes
$0
$0
$27k
$0
$2.0m
$0
$1.1m
$82k
$0
$0
$477k
$3.6m
Pumping
Stations
$1.3m
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1.3m
Sewer
Services
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Wastewater
Mains
$0
$0
$0
$0
$1.8m
$0
$297k
$0
$0
$0
$1.7m
$3.8m
TOTAL
$1.3m
$0
$27k
$0
$3.8m
$0
$1.4m
$82k
$0
$0
$2.2m
$8.8m
The graph below identifies capital requirements over the next 50 years for each asset segment. The forecasted requirements
are aggregated into 5-year bins. Over half of the wastewater mains were installed between year 2000 and 2020, leading to a
spike seen from 2057 onwards.
6.7 Risk
6.7.1 Corporate Risk Assessment
The following table identifies corporate level risks the Town faces given the current state of the infrastructure and asset
management strategies. The table also includes a high-level risk treatment plan for the identified risks.
$1.3m
$3.8m
$3.6m
$29.8m
$20.4m
$14.7m
$7.2m
$12.5m
$25.1m
$68.5m
$94.8m
$0
$10m
$20m
$30m
$40m
$50m
$60m
$70m
$80m
$90m
$100m
Backlog
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
Forecasted Capital Replacements
Manholes
Pumping Stations
Sewer Services
Wastewater Mains
Average Annual Requirements
- 73 -
Town of East Gwillimbury - Corporate Asset Management Plan
What can Happen
Risk Rating
Risk Treatment Plan
Reactive lifecycle
management
Very High
Complete formal condition assessments of mains, pumping stations, and
manholes to support proactive lifecycle management
Inflow & Infiltration
High
Adopt a flow monitoring program to support the development of an
effective inflow and infiltration reduction program
System Capacity Limits
Very High
Service allocation is limited due to Regional (UYSS) wastewater treatment
capacity constraints
Fiscal Capacity Constraints
High
Optimize risk ratings to improve short- and long-term capital planning
Municipal Staff Capacity
Constraints
High
Align staff functions and maintenance contracts with appropriate
business unit
Information Management
Constraints
High
Operationalize Citywide for effective use of SR's and Work Orders and
improved metrics
6.7.2 Asset Level Risks
The following figure summarizes the extent and value of assets at each level of risk for the Wastewater Network, based on
the 2021 inventory:
This is a high-level model developed for the purposes of this asset management plan and Town staff should review and adjust
the risk model to reflect an evolving understanding of both the probability and consequences of asset failure. See Appendix D
for a summary of the model metrics. The identification of critical assets allows the Town to determine appropriate risk
mitigation strategies and treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition
assessment strategies, or simply the need to collect better asset data.
The following table identifies the five assets with the highest risk ratings.
Asset
Probability
of Failure
Consequence
of Failure
Risk Rating
1
250mm AC Gravity Line: Centre Street
4
2.83
11.3 - Moderate
2
Holland River Boulevard Pumping Station11
5
2.2
11 - Moderate
3
Industrial Commercial Institutional Service
Connection: Yonge Street
4
2.5
10 - Moderate
4
250mm AC Gravity Line: Alice Street
4
2.23
8.9 - Moderate
5
350mm AC Gravity Line: Peter Street
4
2.23
8.9 - Moderate
11 Holland River Boulevard Pumping Station rehabilitated and upgraded in 2022
- 74 -
Town of East Gwillimbury - Corporate Asset Management Plan
- 75 -
Town of East Gwillimbury - Corporate Asset Management Plan
7 Stormwater Network
The water services provided by the Town are overseen by the Road Operations and Engineering branches within the
Community Infrastructure & Environmental Services department. The department is responsible for both the underground
and above ground infrastructure.
7.1 Summary of the Assets
7.1.1 Asset Inventory & Costs
The following table identifies the quantity, total replacement cost, and replacement cost method of each asset segment in
the Town's stormwater network inventory.
Asset Segment
Quantity
Replacement Value
Replacement Cost Method
Catchbasins
3,917 Assets
$30,686,682
2018 unit cost inflated by CPI
Culverts
15,960 Meters
$28,477,972
2018 unit cost inflated by CPI
Dry Ponds
12 Assets (42,344 M2)
$3,188,922
Cost/Unit
FDC Manholes
17 Assets
$231,897
2018 unit cost inflated by CPI
FDC Sewer Services
765.34 Meters
$1,573,781
2018 unit cost inflated by CPI
Headwalls
232 Assets
$604,592
2018 unit cost inflated by CPI
Manholes
2316 Assets
$35,951,000
2018 unit cost inflated by CPI
Soakaway Pits
45 Assets
$540,000
2018 unit cost inflated by CPI
Storm Mains
142,452.55 Meters
$393,804,602
2018 unit cost inflated by CPI
Storm Services
73,001.09 Meters
$15,188,909
2018 unit cost inflated by CPI
Wet Ponds
50 (393,430.78 M2)
$29,629,272
Cost/Unit
TOTAL
$539,877,630
The graph below visually illustrates the total replacement cost for each asset segment.
- 76 -
Town of East Gwillimbury - Corporate Asset Management Plan
7.1.2 Asset Condition & Age
The following table identifies the average condition, condition assessment method, average age, and estimated useful life for
each asset segment. The average condition (%) is a weighted value based on replacement cost.
Asset Segment
Average
Condition
Condition Assessment
Method
Estimated Useful
Life (Years)
Average Age
(Years)
Catchbasins
64%
Age-Based
50
17.3
Culverts
67%
95% Assessed
50
18.1
Dry Ponds12
37%
100% Assessed
50
30.8
FDC Manholes
86%
Age-Based
50
6.6
FDC Sewer Services
86%
Age-Based
50
6.4
Headwalls
65%
Age-Based
50
17.1
Manholes
67%
Age-Based
50
15.8
Soakaway Pits
95%
Age-Based
50
1.9
Storm Mains
65%
Age-Based
50
16.8
Storm Services
83%
Age-Based
60
9.9
Wet Ponds13
81%
100% Assessed
50
10.0
TOTAL
67%
5% Assessed
12 Condition based on % sediment fill capacity
13 Condition based on % sediment fill capacity
$232k
$540k
$605k
$1.6m
$3.2m
$15.2m
$28.5m
$29.6m
$30.7m
$36.0m
$393.8m
$0
$100m
$200m
$300m
$400m
FDC Manholes
Soakaway Pits
Headwalls
FDC Sewer Services
Dry Ponds
Storm Services
Culverts
Wet Ponds
Catchbasins
Manholes
Storm Mains
Current Replacement Cost
- 77 -
Town of East Gwillimbury - Corporate Asset Management Plan
The graph below visually illustrates the average condition for each asset segment on a very good to very poor scale. Of the
assets in very poor condition $0.146m are currently backlog, representing 0.03% of the Stormwater Network.
7.2 Levels of Service
Technical and community level of service metrics that are required as part of Ontario Regulation 588/17 as well as additional
performance measures that the Town has selected in accordance with best practices defined by the International
Infrastructure Management Manual (IIMM).
7.2.1 Customer Research and Expectations
The following table provides a high-level summary of the customer values and customer satisfaction measures that will guide
future assessments of the customer levels of service through a public forum.
Customer Values
Customer Satisfaction Measure
The Stormwater Network is safe and reliable
No occurrences of ponding, flooding, and icing
Aesthetic Quality
Stormwater infrastructure is aesthetically integrated in the
surrounding environment
Quality
The storm system does not adversely affect the environment
The storm system does not promote growth in the mosquito
population and transmission of the West Nile virus
7.2.2 Legislative Requirements
There are several legislative requirements relating to the management of the stormwater network. The table below
summarizes some of the key requirements that apply specifically to the stormwater network. Legislative requirements that
apply to all assets are summarized in Section 2.5.
$3.6m
$744k
$112k
$52k
$3.2m
$38.1m
$359k
$4.8m
$734k
$2.6m
$68k
$5.1m
$69.8m
$292k
$883k
$3.5m
$4.4m
$514k
$27k
$208k
$151k
$4.2m
$44.6m
$1.8m
$4.1m
$3.7m
$21.5m
$63k
$4.9m
$45.3m
$2.7m
$4.7m
$15.1m
$1.1m
$205k
$1.4m
$271k
$18.5m
$540k
$196.0m
$10.4m
$19.5m
0%
25%
50%
75%
100%
Very Poor
Poor
Fair
Good
Very Good
- 78 -
Town of East Gwillimbury - Corporate Asset Management Plan
Legislation
Requirement
Significance
Environmental
Protection Act, R.S.O.
1990; and
accompanying
Ontario Regulation
406/19: On-site and
excess soil management
In addition to the requirements stated in the
Environmental Protection Act, additional
requirements from Ontario Regulation 406/19
relate to the management of soil. The
regulation requires sampling and analysis
requirements for the development and
operation of storm water management
facilities. Characterization of SWM facilities soil
characteristics will identify sediment loading
and presence of contaminants that is a concern.
Operational resources will be required
to undertake the sampling, testing and
analysis requirements. These results
can also determine the condition or
performance of a stormwater
management facility, and ultimately, it's
suitability to provide service.
7.2.3 Customer Levels of Service
The following table identifies the current performance of the stormwater network within three overarching measures of the
customer experience: quality, function, and capacity.
Type of
Measure
Level of Service
Performance Measure
Current Performance
Condition
Condition of Roads,
bridges, and structural
culverts
Average condition of storm sewer mains
65%
Average condition of storm ponds
75%
% of network in poor or very poor condition
24%
Service Interruptions
Number of service requests related to flooding
per household
Service requests
currently not
configured to capture
this information
Function
Level of Connectivity
Description, which may include map, of the user
groups or areas of the municipality that are
protected from flooding, including the extent of
protection provided by the municipal
stormwater system
See Appendix B
Capacity
Measure of whether the
service is adequate to
meet traffic needs
Percentage of properties in the municipality
that are resilient to a 100-year storm.
99.35%
Percentage of the municipal stormwater
management system resilient to a 5-year storm.
100%
- 79 -
Town of East Gwillimbury - Corporate Asset Management Plan
7.2.4 Technical Levels of Service
The following table identifies the current level of service of the stormwater network within two overarching measures of the
technical asset performance: lifecycle activities and service quality.
Type of
Measure
Level of Service
Performance Measure
Current Performance
Lifecycle
Activities
Acquisition
Frequency
Assets acquired as per plans and studies
Budget
See Section 8.7
Operation
Stormwater Pond Inspections
Annual
Culvert blockage program
Annual
Oil grit separator inspection program
Clear 50% annually
Winter operations program
Seasonally
Inspection of Nelson Drain
Ad hoc and ongoing
Dyke Operations
Ad hoc and ongoing
O&M Budget
$98,050
Maintenance14
Culvert inspection, inventory, and
replacement program
Annual
Catch basin cleaning program
50% of catch basins annually
Catch basin lid cleaning
Daily
CCTV inspection & flushing
Ad hoc and ongoing
O&M Budget
$98,050
Renewal
Frequency
Budgeted and prioritized as per
Stormwater Master Plan and staff
assessments
Budget
$10.75 million average annual
requirement
Disposal
Frequency
Disposed assets are accounted for within
the renewal process
Budget
Part of renewal costs
Asset Quality
Main Longevity
Percentage of pipes in each material
See Appendix A
Percentage of pipes in each diameter
See Appendix A
Service
Quality
Staff Capacity
Full-time staff members divided by
kilometers of storm mains
36 / 142.5 = 0.25
Full-time staff members divided by
serviced households
36 / 13993 = 0.0026
Service requests
Number of service requests divided by
total households
75 / 13993 = 0.0054
14 Storm sewer Inspections performed in coordination with roads renewal planned in the current and next year out.
Inspections are also performed ad hoc on components on the system that are experiencing operational performance issues
(e.g. if surface flooding occurs and not draining in a sewer). Funding is paid for under roads renewal.
- 80 -
Town of East Gwillimbury - Corporate Asset Management Plan
7.3 Growth Management Plan
7.3.1 Trends
Drivers affecting demand include things such as population change, regulations, changes in demographics, seasonal factors,
vehicle ownership rates, consumer preferences and expectations, technological changes, economic factors, agricultural
practices, environmental awareness, etc.
7.3.2 Population and Economic Growth Forecasts
Growth of population within the Town results in a need to acquire new stormwater infrastructure. Between DC bylaw and
developer contributed assets, the stormwater network is expected to nearly double by 2051, with significant growth
occurring between years 2026 and 2040. This growth generally follows the expected population growth, as illustrated in the
figure below. Growth in the stormwater network will place pressure on staff time and resourcing to undertake the necessary
lifecycle activities to manage service levels.
7.3.3 Demand Impact on Assets
As a result of growth, additional demand will be placed on the transportation network. The following table summarizes the
demand drivers.
Demand drivers
Description
Impact on services
New Servicing
New development is
expected to accommodate
growth of the town. This will
require new stormwater
assets to service new
households and businesses,
and may increase demand
loads on existing stormwater
assets
New subdivisions will require storm mains, service
connections, stormwater management facilities, and other
stormwater assets to service new households. Acquiring
new assets will mean that the Town will have to maintain a
larger network, requiring larger operations and
maintenance budgets, and requiring more staff resourcing
to maintain service levels.
Densifying existing areas may require stormwater to be
upsized to serve demands. However, the Town has not
identified any specific locations where this is a
considerable risk in the near future.
142
142
145
181
223
253
265
267
0
3
35
42
30
12
3
3
0
20000
40000
60000
80000
100000
120000
140000
0
50
100
150
200
250
300
Current
2025
2030
2035
2040
2045
2050
2051+
Population
Km pipe
Projected Growth of Stormwater Pipe
Inventory
New Growth
Population
- 81 -
Town of East Gwillimbury - Corporate Asset Management Plan
Demand drivers
Description
Impact on services
Climate Change
Changing weather patterns
may result in increased
rainfall and snowmelt.
The full effects of climate change on the stormwater
system is not yet understood. However, if rainfall and
snowmelt volumes increase, it is likely that more flooding
and washout events will occur. The Town may expect to
increase catch basin cleaning and pond sediment removal
programs, and possibly increase capacity in the collection
system
Urbanization
Growth in the urban areas
requires more grey
infrastructure than rural
areas
Urban areas are less suitable to accommodate green
infrastructure, such as ditches and channels. Instead, catch
basins and pipes are required to collect stormwater.
Typically, catch basins and pipes have more operating
requirements than ditches and channels.
Engineered surfaces, such as roads, sidewalks, and
buildings, are typically less permeable than vegetated
areas. As urban areas become more developed, the Town
can expect to receive more runoff during snowmelt and
rain events, contributing to a higher drainage demand.
7.3.4 Impact on Staffing
Staffing needs are expected to scale with population growth, as demonstrated in Section 3.4.2. Staff have identified limited
capacity in the Wastewater Operations and Engineering departments to deal with current infrastructure needs, therefore,
limited capacity to deal with projected growth and new acquisition. The Town may need to consider contracting out work if
staff resources do not scale appropriately with growth. A focus on project prioritization, can reduce the impact on staffing.
7.4 Lifecycle Management Plan
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as
expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration.
7.4.1 Background Data
Asset condition
Results from culvert inspections have been transformed to a 1 - 5 condition rating scale. Stormwater mains are assessed for
defects, and a condition score can be developed if a rating criteria is determined. Some storm ponds have been assessed for
sediment loads, in which case assessed ponds have a condition score equal to the % sediment fill. Storm ponds and other
assets that have not been assessed rely on age-based condition.
Age-based condition is calculated by prorating the age of the asset over its useful life. These condition ratings are
transformed to a 0 - 100 condition rating scale, spread across five condition increments: very poor, poor, fair, good, very
good. This scale conforms with the 1- 5 grading system specified in the Canadian Infrastructure Report Card - Rating Scale for
Asset Condition. Appendix C outlines these condition ranges.
Asset capacity and performance
Historically, the Town has inspected 10% of the piped storm sewer network per year using a closed-circuit television (CCTV).
This work includes the gravity mains and manholes, but not the laterals. However, this work has not commenced in 2021, and
the Town is currently considering a suitable inspection frequency going forward. In addition to the network-wide inspection,
sewer mains are inspected prior to capital work, and those that are contributing to inflow and infiltration are inspected.
- 82 -
Town of East Gwillimbury - Corporate Asset Management Plan
Approximately 30% of catch basins and oil grit separators are inspected and cleaned each year. Culverts are inspected
annually for blockages and other defects. A bathymetric survey of the storm ponds was conducted by an external consultant
in 2017/2018 to determine sediment levels - the Town intends to repeat this assessment on an 8-year cycle.
The capacity of the stormwater system was assessed in the 2012 Stormwater Master Plan, where sub catchments were
modelled under 2 to 100-year storm events. The current stormwater system was found to adequately respond to storm
events, and the receiving bodies had capacity to collect runoff from a 100-year storm. Based on developments proposed at
that time in the Official Plan, it is anticipated that developments will increase peak flow runoff and future studies may need
to examine retrofits and upgrades to the stormwater system.
7.4.2 Acquisition
The following table identifies expected asset acquisition based on the current asset inventory, projected population growth,
and the development charges background study.
Asset Type
Source
2021-2025
2026-2030
2031-2035
2036-2040
2041-2045
2046 -2050
2051+
Mains
(meters)
DC Bylaw
0
0
0
0
0
0
0
Developer
Contributed
3,407
35,495
42,300
29,951
11,471
2,451
2,578
Total
3,407
35,495
42,300
29,951
11,471
2,451
2,578
Service
Connections
(meters)
DC Bylaw
0
0
0
0
0
0
0
Developer
Contributed
3,302
43,619
47,770
33,122
14,514
14
2,085
Total
3,302
43,619
47,770
33,122
14,514
14
2,085
SWM
Facilities
(count)
DC Bylaw
0
0
0
0
0
0
0
Developer
Contributed
3
24
31
22
7
4
2
Total
3
24
31
22
7
4
2
See section 3.3 for growth projections. Acquiring new assets will require additional operating and maintenance requirements
in addition to capital costs.
7.4.3 Operations and Maintenance Plan
The following table identifies actual operations and maintenance spending for the stormwater network within the last three
years. A summary of these activities, including their frequency, is provided in section 7.2.4.
Year
Operations and Maintenance Actuals & Budget $
2019 (actual)
$60,435
2020 (actual)
$35,113
2021 (actual)
$98,050
7.4.4 Renewal/Replacement Plan
The lifecycle program for the water network is summarized in the following tables and figures.
Event Name
Event Class
Event Trigger
Storm pond dredging
Rehabilitation
As per bathymetric findings15
Asset replacement
replacement
End of life
15 Historically the Town would dredge ponds at 50% sediment capacity, which is the basis for this plan.
- 83 -
Town of East Gwillimbury - Corporate Asset Management Plan
Renewal/Replacement Prioritization
Generally, renewal and replacement of the piped system is done reactively. However, if there are opportunities to coordinate
work, such as renewing the road surface above, then stormwater mains may be proactively replaced. Storm ponds are
dredged as per findings of the bathymetric surveys to ensure they can receive runoff adequately.
7.4.5 Disposal Plan
Disposal includes any activity associated with the disposal of a decommissioned asset including sale, demolition, or
relocation. In the case of the water network, disposal is typically completed along with replacement of the assets, and the
costs are included within the renewal costs.
7.5 Average Annual Requirements
The annual capital requirement represents the average amount per year that the Town should allocate towards funding
rehabilitation and replacement needs. The following table identifies the average annual capital requirements for each asset
segments for the next 10 years.
Category
Backlog
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Total
Catchbasins
$0
$0
$0
$226k
$993k
$178k
$743k
$331k
$840k
$40k
$259k
$0
Culverts
$146k
$48k
$0
$129k
$102k
$57k
$35k
$21k
$133k
$77k
$8k
$48k
Dry Ponds
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$112k
$0
FDC Manholes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
FDC Sewer
Services
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Headwalls
$0
$0
$0
$5k
$3k
$0
$16k
$5k
$10k
$10k
$3k
$0
Manholes
$0
$0
$8k
$125k
$756k
$11k
$829k
$477k
$181k
$163k
$661k
$0
Soakaway Pits
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Storm Linear
Appurtenances
$0
$0
$0
$0
$6k
$0
$0
$0
$7k
$0
$0
$0
Storm Mains
$0
$0
$0
$1.9m
$9.6m
$65k
$12.7m
$1.4m
$6.8m
$1.9m
$3.7m
$0
Storm Services
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Wet Ponds
$3.3m
16
$0
$0
$282k
$3.1m
$541k
$540k
$577k
$0
$983k
$4.4m
$0
TOTAL
$3.4m
$48k
$8k
$2.7m
$14.6m
$851k
$14.8m
$2.8m
$8.0m
$3.2m
$9.1m
$48k
The graph below identifies capital requirements over the next 50 years for each asset segment. The forecasted requirements
are aggregated into 5-year bins.
16 Wet ponds are considered backlog when the condition drops below 50%, coinciding with the ponds being 50% full of
sediment. The backlog cost of wet ponds is determined as the cost of dredging.
- 84 -
Town of East Gwillimbury - Corporate Asset Management Plan
7.6 Risk
7.6.1 Corporate Risk Assessment
The following table identifies corporate level risks the Town faces given the current state of the infrastructure and asset
management strategies. The table also includes a high-level risk treatment plan for the identified risks.
What can Happen
Risk Rating
Risk Treatment Plan
Reactive lifecycle
management
Very High
Complete formal condition assessments of mains, pumping stations, and
manholes to support proactive lifecycle management
Sediment Build-Up
High
Develop a formal flushing program to reduce sediment build-up and
improve system flow
Fiscal Capacity Constraints
Very High
Transition from a rural to urban community puts additional stress on the
stormwater system and requires notable funding for operation,
maintenance as well as system upgrades
Optimize risk ratings and growth projections to improve short- and long-
term capital planning.
Low Confidence in Asset
Data & Information
High
Allocate time and funding to improve asset inventory information
through CCTV program
Municipal Staff Capacity
Constraints
High
Align staff functions and maintenance contracts with appropriate
business unit
Information Management
Constraints
High
Operationalize Citywide for effective use of SR's and Work Orders and
improve metrics
7.6.2 Asset Level Risks
The following figure summarizes the extent and value of assets at each level of risk for the Stormwater Network, based on
the 2021 inventory:
$3.4m
$18.2m
$37.9m $39.6m
$59.6m
$43.5m $37.6m $39.7m $44.5m
$106.4m
$0
$20m
$40m
$60m
$80m
$100m
$120m
$140m
$160m
Backlog
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
Forecasted Capital Replacements
Catchbasins
Culverts
Dry Ponds
FDC Manholes
FDC Sewer Services
Headwalls
Manholes
Soakaway Pits
Storm Linear Appurtenances
Storm Mains
Storm Services
Wet Ponds
Average Annual Requirements
- 85 -
Town of East Gwillimbury - Corporate Asset Management Plan
This is a high-level model developed for the purposes of this asset management plan and Town staff should review and adjust
the risk model to reflect an evolving understanding of both the probability and consequences of asset failure. See Appendix D
for a summary of the model metrics. The identification of critical assets allows the Town to determine appropriate risk
mitigation strategies and treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition
assessment strategies, or simply the need to collect better asset data.
The following table identifies the five assets with the highest risk ratings.
Asset
Probability
of Failure
Consequence
of Failure
Risk Rating
1
1050mm Concrete Gravity Sewer: Grist Mill Road
5
4.4
22 - Very High
2
1200mm Concrete Gravity Sewer: Veronica Crescent
5
4.1
20.5 - Very High
3
Green Lane East Storm Water Detention Facility (8)
4
5
20 - Very High
4
1350mm Concrete Gravity Sewer: King Street
5
3.95
19.75 - Very High
5
1200mm Concrete Gravity Sewer: Donlands Avenue
5
3.5
17.5 - Very High
- 86 -
Town of East Gwillimbury - Corporate Asset Management Plan
8 FINANCIAL SUMMARY
8.1 Financial Strategy Requirements
For an asset management plan to be effective and meaningful, it must be integrated with financial planning and long-term
budgeting. The development of a comprehensive financial plan will allow the Town of East Gwillimbury to identify the
financial resources required for sustainable asset management based on existing asset inventories, desired levels of service,
and address increasing pressures brought on by growth. The Town will be developing a Financial Strategy as part of the
regulation's 2025 requirements.
Funding for the costs to maintain current service levels typically comes from the following sources:
1.
Use of traditional sources of municipal funds:
a.
Tax levies
b.
User fees
c.
Reserves
d.
Debt
e.
Development charges
2.
Use of non-traditional sources of municipal funds:
a.
Reallocated budgets
b.
Partnerships
c.
Procurement methods
3.
Use of Senior Government Funds:
a.
Gas tax
b.
Annual grants
8.2 Financial Requirements
The following sections outline the costs required to maintain current service levels. These projected costs account for the
operating, maintenance, and renewal requirements for assets that the Town manages today, as well as the acquisition,
operating, maintenance and renewal costs for assets that the Town anticipates acquiring through growth.
8.2.1 Average Annual Operating and Maintenance Requirements
The following graph outlines the projected annual operating and maintenance costs. The Town projected the operation and
maintenance costs for existing assets as well as for the projected increases due to growth.
- 87 -
Town of East Gwillimbury - Corporate Asset Management Plan
8.2.2 Average Annual Capital Renewal Requirements
The following graph outlines the average annual capital requirements for each asset category, in five-year increments.
Generally, the capital requirements of existing infrastructure will increase over time, peaking at $78.3m by 2067. An
appropriate funding strategy should be developed, gradually increasing at the pace capital requirements increase. It is
assumed that the $42.8m backlog will be managed in the first five years, meaning that the $22.1m/year in 2022-2026 is
made up of $8.6m/year for the backlog and $13.5m/year for existing needs.
$13.5m $13.9m
$19.2m
$26.0m
$30.6m $32.4m
$32.9m $33.2m
$33.2m
$33.2m
$33.2m
$0
$5.0m
$10.0m
$15.0m
$20.0m
$25.0m
$30.0m
$35.0m
Current
2022 -
2026
2027 -
2031
2032 -
2036
2037 -
2041
2042 -
2046
2047 -
2051
2052 -
2056
2057 -
2061
2062 -
2066
2067 -
2071
Projected Annual Operations & Maintenance
($)
Road Network
Bridges and Culverts
Wastewater Network
Water Network
Stormwater Network
Total
$22.1m
$12.5m
$30.6m
$39.2m
$29.0m
$20.8m
$24.2m
$26.5m
$57.2m
$78.3m
$0
$10.0m
$20.0m
$30.0m
$40.0m
$50.0m
$60.0m
$70.0m
$80.0m
$90.0m
2022 -
2026
2027 -
2031
2032 -
2036
2037 -
2041
2042 -
2046
2047 -
2051
2052 -
2056
2057 -
2061
2062 -
2066
2067 -
2071
Forecasted Annual Capital Requirements
Road Network
Bridges and Culverts
Wastewater Network
Water Network
Stormwater Network
Total
- 88 -
Town of East Gwillimbury - Corporate Asset Management Plan
For the water network, wastewater network and the storm network asset categories the annual requirement has been
calculated based on a "replacement only" scenario, in which capital costs are only incurred at the construction and
replacement of each asset.
However, for the Road Network and Bridges and Culverts, lifecycle management strategies have been developed to identify
capital costs that are realized through strategic rehabilitation and renewal of the Town's assets. The development of these
strategies allows for a more accurate representation of the true costs of renewing roads, under the current strategy.
8.3 Impacts of Growth on the Financial Strategy
The financial requirements presented in the previous sections identifies the funding needs to operate, maintain, and renew
assets that the Town manages today. As the Town grows, new assets will be acquired, which will create additional
requirements. Using the growth projections provided within the asset category chapters, an approximation of financial
requirements was developed for a full build-out scenario based upon the Town's recently updated Official Plan and the
inclusion of 70% of the Whitebelt lands into the urban boundary. The following figure compiles and summarizes all of these
financial requirements together.
$142m
$181m
$415m
$526m
$366m
$324m $324m
$341m
$486m
$587m
$400m
$732m
$850m
$678m
$532m
$436m
$0
$100,000,000
$200,000,000
$300,000,000
$400,000,000
$500,000,000
$600,000,000
$700,000,000
$800,000,000
$900,000,000
2022-
2026
2027-
2031
2032-
2036
2037-
2041
2042-
2046
2047-
2051
2052-
2056
2057-
2061
2062-
2066
2067-
2071
2072-
2076
2077-
2081
2082-
2086
2087-
2091
2092-
2096
2097-
2101
Projected Total Costs
Operations and Maintenance of Growth Assets
Operations and Maintenance of Existing Assets
Replacement & Renewal of Growth Assets
Acquisition
Replacement & Renewal
Average Annual Renewal Requirements (Existing)
Average Annual Renewal Requirements (Growth)
Total
- 89 -
Town of East Gwillimbury - Corporate Asset Management Plan
Growth costs were determined by calculating the unit capital and operating & maintenance requirements for existing assets
and multiplying it by the units of growth assets acquired. However, projections for growth asset acquisition only extends to
2051. These projected requirements will increase should the remaining 30% of Whitebelt lands be brought into the urban
boundary through a future Official Plan update.
Using the assumptions of applying unit costs from existing assets to growth assets, it becomes apparent that growth will
increase overall capital and operational costs significantly. Years 2077 and beyond see a spike in renewal of growth assets, as
at this point growth assets are approaching failure. The average annual renewal requirements for growth assets exceeds that
of the existing network, meaning by the end of this century renewal efforts may need to double.
As described above, several assumptions were made to determine growth requirements. These results are intended as a
starting point for further review. It is recommended that a detailed financial analysis examines the funding and staffing
requirements to meet service level needs for these rapidly growing asset portfolios.
8.4 Recommendations
1.
The 2025 requirements of O. Reg. 588/17 will require the Town to develop a financial strategy that states the funding
requirements to achieve the desired or "proposed" levels of service, funding available from sustainable funding sources,
and identifies the gap between the funding need and funding available. To this end:
a.
The Town should identify all available sustainable funding sources. Sustainable sources are those that have
historically been received at least three years in a row, and are expected to continue to be received for the next 10
years; and
b.
The Town should allocate the available funding to each asset category, considering historical budgets and service
level needs, for all asset portfolios that will be studied as part of the regulation's 2024 Asset Management Plan for
all assets at current levels of service; and
c.
The Town should calculate a funding shortfall, defined as the difference between funding needs and sustainable
funding available; and
d.
Finally, if a funding shortfall exists, the Town should consider several options to close the gap. These options can
consider changes to tax and rate increases, multiple funding horizons, reallocating budgets between asset
categories, alternative asset lifecycle, holding and management strategies and acceptable residual levels of risk.
2.
This plan considered historical operations and maintenance service levels and spending to approximate future operating
and maintenance needs. A more detailed study should be conducted to understand, more accurately, the future
operating, maintenance and renewal pressures.
3.
Consider the impact of changing technology, staffing levels, and standard operating processes on capital, maintenance,
and operating requirements.
4.
Consider the impacts of deferring the Upper York Sewage Solution on future asset acquisitions. Forecasted needs should
better reflect these impacts once timing of the UYSS is known.
- 90 -
Town of East Gwillimbury - Corporate Asset Management Plan
9 Recommendations Plan, Improvement and Monitoring
9.1 Strategic Recommendations
In November 2021, East Gwillimbury engaged PSD Citywide to develop an asset management roadmap. This report
summarizes the Town's current state of the asset management program, identifies gaps, and provides recommendations for
program improvement spanning years 2021 to 2025. Asset management maturity was assessed through a survey and staff
correspondences, considering the maturity of data, asset management strategies, and information systems.
Strategic recommendations identified in general include, further inventory data refinement, documentation and revisions to
asset management strategies, and improvements to the inventory systems are crucial for the Town to mature its asset
management program. Future requirements of Ontario Regulation 588/17 will require the Town to develop an inventory of
non-core assets, develop levels of service measures, a risk management plan, and document lifecycle activities for non-core
assets, and determine a suitable, "proposed" levels of service.
The proposed levels of service may require the Town to develop new lifecycle strategies and determine impacts on financial
requirements and resulting strategy. Recommendations to meet these future Ontario Regulation 588/17 requirements are
documented in the Town's Asset Management Roadmap 2021-2025.
Refer to Appendix E for the roadmap summary, timelines and resources of the improvement plan.
9.2 Asset Portfolio Level Recommendations
9.2.1 Transportation Network
1.
Develop assessed condition scores for sidewalks, barriers, and streetlights, as these asset segments rely on age.
2.
Continue to refine lifecycle strategies, comparing the projected workplan against the actual work that was delivered.
3.
Develop capacity key performance indicators, as identified in the Customer Levels of Service
4.
Risk model weightings should be reviewed and refined to ensure prioritized listing of critical assets aligns with staff
priorities
5.
Operating and maintenance costs should consider the expenditure need to maintain current levels of service, rather
than what was historically spent. The Town may consider a detailed study to understand these needs.
9.2.2 Water Network
1.
Currently the replacement cost relies on inflated unit rates developed in 2018. The Town should update cost
estimates using current construction rates, considering full project costs, for future iterations of the asset
management plan.
2.
Consider developing a proxy condition score for watermains and appurtenances, considering factors such as
historical breaks, age, and material. Currently, all segments rely on age.
3.
Develop fire flow / fire protection key performance indicators, as identified in the Customer Levels of Service
4.
Risk model weightings should be reviewed and refined to ensure prioritized listing of critical assets aligns with staff
priorities
5.
Operating and maintenance costs should consider the expenditure need to maintain current levels of service, rather
than what was historically spent. The Town may consider a detailed study to understand these needs
9.2.3 Wastewater Network
1.
Currently the replacement cost relies on inflated unit rates developed in 2018. The Town should update cost
estimates using current construction rates, considering full project costs, for future iterations of the asset
management plan.
2.
Develop an overall condition score for sewer mains, laterals, and manholes, utilizing results from CCTV inspections
as per the Pipeline Assessment and Certification Program (PACP).
3.
Risk model weightings should be reviewed and refined to ensure prioritized listing of critical assets aligns with staff
priorities
- 91 -
Town of East Gwillimbury - Corporate Asset Management Plan
4.
Operating and maintenance costs should consider the expenditure need to maintain current levels of service, rather
than what was historically spent. The Town may consider a detailed study to understand these needs.
9.2.4 Stormwater Network
1.
Currently the replacement cost relies on inflated unit rates developed in 2018. The Town should update cost
estimates using current construction rates, considering full project costs, for future iterations of the asset
management plan.
2.
Develop an overall condition score for storm sewer mains, laterals, and manholes, utilizing results from CCTV
inspections as per the Pipeline Assessment and Certification Program (PACP).
3.
Utilize bathymetric survey results to estimate the remaining useful life of stormwater ponds, and to determine a
suitable inspection/cleaning frequency
4.
Risk model weightings should be reviewed and refined to ensure prioritized listing of critical assets aligns with staff
priorities
5.
Operating and maintenance costs should consider the expenditure need to maintain current levels of service, rather
than what was historically spent. The Town may consider a detailed study to understand these needs.
9.3 Performance Measures
The effectiveness of the asset management plan can be measured in the following ways:
1.
The accuracy of the forecasted costs identified in this plan as compared to those costs identified in the long-term
financial plan
2.
The degree to which the existing and projected service levels and service consequences, risks and residual risks are
incorporated into the Strategic Plan and business plans
3.
The number of infrastructure project business cases that utilize levels of service reporting and risk to identify and
justify the business need of the infrastructure project.
- 92 -
Town of East Gwillimbury - Corporate Asset Management Plan
10 References
Climatedata.ca
Federation of Canadian Municipalities. "Canadian Infrastructure Report Card." 2019.
Government of Canada. "Canada's Changing Climate Report." 2019.
IPWEA. "International Infrastructure Management Manual (IIMM)." 2020.
ISO 55000. "Asset Management - Overview, Principles and Terminology." 2014.
ISO 55001. "Asset Management - Management Systems - Requirements." 2014.
ISO 33000. "Risk Management." 2018.
Lake Simcoe Region Conservation Authority. LSRCA. https://www.lsrca.on.ca/
Ontario Regulation 588/17. "Asset Management Planning for Municipal Infrastructure."
The Institute of Asset Management. "Asset Management - An Anatomy." December 2015.
Town of East Gwillimbury. "Cultural Mapping Project." 2012.
Town of East Gwillimbury. "Official Plan." June 2022.
Town of East Gwillimbury. "Water & Wastewater Master Plan." 2009.
Town of East Gwillimbury. "Stormwater Management Master Plan." 2009.
Town of East Gwillimbury. "Transportation Master Plan." 2010.
York Region. "Official Plan." April 2019.
- 93 -
Town of East Gwillimbury - Corporate Asset Management Plan
11 Appendix A: Ontario Regulation 588/17 Current Levels of Service
Table 1- Roads Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2020)
Scope
Description, which may include
maps, of the road network in the
municipality and its level of
connectivity
See Appendix B
Quality
Description or images that illustrate
the different levels of road class
pavement condition
See Appendix B
Table 2- Roads Technical Levels of Service
Service Attribute
Technical Metric
Current LOS (2020)
Scope
Lane-km of arterial roads (MMS classes 1 and 2) per land area
(km/km2)
0
Lane-km of collector roads (MMS classes 3 and 4) per land area
(km/km2)
0.472
Lane-km of local roads (MMS classes 5 and 6) per land area
(km/km2)
1.488
Quality
Average pavement condition index for paved roads in the
municipality
50%
Average surface condition for unpaved roads in the municipality (e.g.
excellent, good, fair, poor)
N/A
Table 3- Bridges and Culverts Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2020)
Scope
Description of the traffic that is
supported by municipal bridges (e.g.
heavy transport vehicles, motor
vehicles, emergency vehicles,
pedestrians, cyclists)
The Town's bridges support a range of traffic types, including
heavy and light vehicles, pedestrians and cyclists. They are
used as part of major transportation routes that
accommodate all types of travel including emergency
response, transportation of goods/services, and personal
travel.
Quality
Description or images of the
condition of bridges and how this
would affect use of the bridges
See Appendix B
Description or images of the
condition of culverts and how this
would affect use of the culverts
See Appendix B
Table 4 - Bridges and Culverts Technical Levels of Service
Service Attribute
Technical Metric
Current LOS (2020)
Scope
% of bridges and structural culverts in the municipality with loading
or dimensional restrictions
17%
Quality
Average bridge condition index value for bridges in the municipality
67
- 94 -
Town of East Gwillimbury - Corporate Asset Management Plan
Average bridge condition index value for structural culverts in the
municipality
72
Table 5- Water Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2020)
Scope
Description, which may include maps, of the user groups or
areas of the municipality that are connected to the municipal
water system
See Appendix B
Description, which may include maps, of the user groups or
areas of the municipality that have fire flow
Currently being assessed in the
upcoming Water Master Plan
Reliability
Description of boil water advisories and service interruptions
N/A
Table 6- Water Technical Levels of Service
Service Attribute
Technical Metric
Current LOS (2020)
Scope
% of properties connected to the municipal water system
71%
% of properties where fire flow is available
Currently being assessed in the
upcoming Water Master Plan
Reliability
# 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
0
# of connection-days per year where water is not
available due to water main breaks compared to the total
number of properties connected to the municipal water
system
2
Table 7- Wastewater Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2020)
Scope
Description, which may include maps, of the user groups or
areas of the municipality that are connected to the municipal
wastewater system
See Appendix B
Reliability
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
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
Description of how stormwater can get into wastewater mains
in the municipal wastewater system, causing sewage to
overflow into streets or backup into homes
No known cross-connections
by design. Infiltration of
groundwater to pipes occurs
through pipe defects.
Description of how wastewater mains in the municipal
wastewater system are designed to be resilient to stormwater
infiltration
Modern wastewater system is
built at a standard to seal it
from infiltration. I&I is no
present in new areas, and
mostly an issue with older
areas.
- 95 -
Town of East Gwillimbury - Corporate Asset Management Plan
Service
Attribute
Qualitative Description
Current LOS (2020)
Description of the effluent that is discharged from sewage
treatment plants in the municipal wastewater system
Sewage Treatment is managed
by York Region
- 96 -
Town of East Gwillimbury - Corporate Asset Management Plan
Table 8 - Wastewater Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS (2020)
Scope
% of properties connected to the municipal wastewater system
54%
Reliability
# of events per year where combined sewer flow in the municipal
wastewater system exceeds system capacity compared to the total
number of properties connected to the municipal wastewater system
N/A
# of connection-days per year having wastewater backups compared to
the total number of properties connected to the municipal wastewater
system
0
# of effluent violations per year due to wastewater discharge compared to
the total number of properties connected to the municipal wastewater
system
N/A
Table 9- Stormwater Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2020)
Scope
Description, which may include map, of the user groups or areas of the
municipality that are protected from flooding, including the extent of
protection provided by the municipal stormwater system
See Appendix B
Table 10- Stormwater Technical Levels of Service
Service Attribute
Technical Metric
Current LOS (2020)
Scope
% of properties in municipality resilient to a 100-year storm
99.35%
% of the municipal stormwater management system resilient to
a 5-year storm
100%
- 97 -
Town of East Gwillimbury - Corporate Asset Management Plan
12 Appendix B: LOS Maps and Images
- 98 -
Town of East Gwillimbury - Corporate Asset Management Plan
- 99 -
Town of East Gwillimbury - Corporate Asset Management Plan
- 100 -
Town of East Gwillimbury - Corporate Asset Management Plan
- 101 -
Town of East Gwillimbury - Corporate Asset Management Plan
Description or Images that illustrate the different levels of road pavement Condition
Very Good
Good
Fair
- 102 -
Town of East Gwillimbury - Corporate Asset Management Plan
Poor
Very Poor
- 103 -
Town of East Gwillimbury - Corporate Asset Management Plan
13 Appendix C: Condition Scale
Bridge Condition Rating Scale
Condition Category
BCI Range
Description
Very Good
80 - 100
Bridges/culverts in very good condition do not require any corrective maintenance
or rehabilitation. Structures are fully operational.
Good
70 - 80
Bridges good condition may require some corrective maintenance. Bridges/culverts
are fully operational.
Fair
50 - 70
Bridges in fair condition would have some deficiencies and may require minor to
major rehabilitation. These bridges are typically fully operational, but in some cases
can have restrictions placed.
Poor
35 - 50
Bridges in poor condition require major rehabilitation or replacement. These
bridges may have load or dimensionality restrictions placed on them. In some cases,
these structures could be closed.
Very Poor
0 - 35
Bridges in very poor condition require major rehabilitation or replacement. These
bridges likely have load or dimensionality restrictions placed on them. In many
cases, these structures could be closed.
Road Surface Condition Rating Scale
Condition Category
PCI Range
Description
Very Good
85 - 100
Road is in excellent condition with few visible defects. Rideability is excellent
with few areas of slight distortion. Slight distress severity having distress density
levels less than 10%
Good
70 - 85
Road is in good condition with accumulating defects. Rideability is good with
intermittent rough and uneven sections. Slight severity distress along 10 - 20%
of road surface.
Fair
55 - 70
Road is in fair condition with intermittent patterns of slight to moderate
defects. Rideability is fair and surface is occasionally rough and uneven.
Moderate distress severity with density levels 10% - 20%
Poor
40 - 55
Road is in poor condition with frequent patterns of moderate defects.
Rideability is poor and surface is rough and uneven. Presence of severe
distresses, distress density 50% - 80% of road
Very Poor
0 - 40
Road is in very poor condition with extensive severe distresses. Rideability is
very poor and overall surface is rough and uneven. Sever distresses present,
distress density greater than 80%
Canadian Infrastructure Report Card Condition Rating Scale: Road appurtenances, water, wastewater, stormwater
Condition Category
% of service
life remaining
Description
Very Good
80 - 100
Well maintained, good condition, new or recently rehabilitated
Good
60 - 80
Acceptable, generally approaching mid stage of expected service life
Fair
40 - 60
Signs of deterioration, some elements exhibit deficiencies
Poor
20 - 40
Approaching end of service life, condition below standard, large portion of
system exhibits significant deterioration
- 104 -
Town of East Gwillimbury - Corporate Asset Management Plan
Very Poor
0 - 20
Near or beyond expected service life, widespread signs of advanced
deterioration, some assets may be unusable
- 105 -
Town of East Gwillimbury - Corporate Asset Management Plan
14 Appendix D: Risk Models
Road Surfaces
Probability of Failure
Consequence of Failure
Condition
Replacement Cost
Roadside Environment
Drainage
Adjacent to Bridge
MMS Class
Roadside Class
Road Use (Risk)
Traffic Bridge & Culverts
Probability of Failure
Consequence of Failure
Condition
Replacement Cost
Health and Safety
AADT
Roadside Design Class
Land Use
Detour Length
Pedestrian Bridge Structures
Probability of Failure
Consequence of Failure
Condition
Replacement Cost
Proximity to ESA or Public Recreational Area
Detour Length
Health and Safety
Type of Trail
Type of Crossing
Use of Bridge
Watermains
Probability of Failure
Consequence of Failure
Condition
Pipe Size (mm)
Crossing Type
Material
In Easement (Yes/No)
Road Use
Material
Wastewater Mains
Probability of Failure
Consequence of Failure
Condition
Pipe Size (mm)
Pipe Material
Proximity to ESA or Public Recreational Area
Road Use
In Easement (Yes/No)
Pressurized
- 106 -
Town of East Gwillimbury - Corporate Asset Management Plan
Wastewater Pumping Stations
Probability of Failure
Consequence of Failure
Condition
Replacement Cost
Proximity to ESA or Public Recreational Area
Household Serviced
Stormwater Culverts and Service Connections
Probability of Failure
Consequence of Failure
Condition
Pipe Size (mm)
Road Use
Material
In Easement (Yes/No)
Pressurized
Storm Mains
Probability of Failure
Consequence of Failure
Condition
Pipe Size (mm)
Proximity to ESA or Public Recreational Area
In Easement (Yes/No)
Pressurized
Road Use (Risk)
Stormwater Facilities
Probability of Failure
Consequence of Failure
Condition
Replacement Cost
SWM Facility Type
SWM Type
Other Assets (E.G. Roadside Appurtenances & Water Metres)
Probability of Failure
Consequence of Failure
Condition
Replacement Cost
- 107 -
Town of East Gwillimbury - Corporate Asset Management Plan
15 Appendix E: Roadmap Recommendations
- 108 -
Town of East Gwillimbury - Corporate Asset Management Plan
Roadmap Tasks
2021
2022
2023
2024
2025
Q3
Q4 Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
1.0 Asset Management Plan (2022 Compliant)
1.1: Conduct a data gap analysis (core)
CIES
1.2 Consolidate data sets
CIES, CS, Finance
1.3 Update replacement costs (core)
CIES, Finance
1.4 Update condition data (core)
CIES
1.5 Develop inventory update SOPs
CIES
1.6 Document condition assessment strategies (core)
CIES
1.7 Document current lifecycle strategies (core)
CIES
1.8 Develop risk models(core)
CIES
1.9 Document the risks of achieving the current strategy (core)
CIES
1.10 Configure Maintenance Manager to track KPIs
CIES, CS
1.11 Document technical and community LOS (core)
CIES, CS, Finance
1.12 Document the impacts of future demands (core)
CIES
1.13 Accounting of costs to deliver current LOS (core)
CIES, Finance
1.14 Document sustainable funding sources (core)
Finance
1.15 Develop the Financial Strategy
Finance, CIES
1.16 Develop the asset management plan (core)
CIES
1.17 Council endorsement of Asset Management Plan (core)
Council
2.0 Asset Management Plan (2024 Compliant)
2.0: Asset Management Readiness Assessment
All
2.1: Conduct a data gap analysis (non-core)
CPRC, CS, EG, ECSS
2.2: Componentize complex facilities
CPRC
2.3: Develop condition scores (non-core)
CPRC, CS, EG, ECSS
- 109 -
Town of East Gwillimbury - Corporate Asset Management Plan
Roadmap Tasks
2021
2022
2023
2024
2025
Q3
Q4 Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
2.4: Update replacement costs (core & non-core)
CIES, CPRC, CS, EG, ECSS
2.5: Document condition assessment strategies (non-core)
CPRC, CS, EG, ECSS
2.6: Document asset management strategies (non-core)
CPRC, CS, EG, ECSS
2.7: Develop risk models (non-core)
CPRC, CS, EG, ECSS
2.8: Document Technical and Community LOS metrics (non-core)
CPRC, CS, EG, ECSS
2.9: Update the Growth Strategy (non-core)
All
2.10: Accounting of Costs to Deliver the Current LOS (non-core)
Finance, CIES
2.11: Document Sustainable Funding Sources (non-core)
Finance
2.12: Update the financial strategy (non-core)
Finance, CIES
2.13: Update the Asset Management Plan for 2024 compliance
CIES
2.14: Council endorsement of the Asset Management Plan (non-core)
Council
3.0 Asset Management Plan (2025 Compliant)
3.0: Asset Management Readiness Assessment
All
3.1: Update the Asset inventory
All
3.2: Assess the public's expectations
CIES
3.3: Determine and document the proposed LOS options
All
3.4: Document the proposed lifecycle strategy options
All
3.5: Assess increases in demand caused by growth
All
3.6: Accounting of Costs to Deliver the Proposed Level of Service
Finance, CIES
3.7: Document Sustainable Funding Sources
Finance
3.8: Conduct Scenario Analysis to Revise Proposed Levels of Service
All
3.9: Review Scenario Analysis with Council
CIES, Finance, Council
3.9: Update the Financial Strategy
Finance, CIES
- 110 -
Town of East Gwillimbury - Corporate Asset Management Plan
Roadmap Tasks
2021
2022
2023
2024
2025
Q3
Q4 Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
3.11: Review the proposed financial strategy with Council
CIES, Finance, Council
3.12: Update the Asset Management Plan for 2025 compliance
CIES
3.13: Council endorsement of the Asset Management Plan
Council