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ASSET MANAGEMENT PLAN
2022
Table of Contents i
Lanark County
Asset Management Plan 2022
May 2023
Table of Contents
Acronyms and Abbreviations
Executive Summary
1.0
Introduction
1
1.1
Asset Management Overview ......................................................................... 1
1.2
Overview of the AMP ...................................................................................... 3
1.2.1
Policy Alignment .............................................................................................. 4
1.2.2
Regulatory Alignment ..................................................................................... 5
1.3
State of Local Infrastructure ........................................................................... 6
1.3.1
Asset Inventory ............................................................................................... 6
1.3.2
Asset Replacement Costs ................................................................................ 6
1.3.3
Asset Condition Summary ............................................................................... 8
1.3.4
Asset Hierarchy ............................................................................................... 9
1.4
Levels of Service .............................................................................................. 9
1.4.1
LOS Workshop ............................................................................................... 11
1.4.2
LOS Community Survey ................................................................................. 11
1.4.3
Proposed LOS ................................................................................................ 12
1.4.4
Areas of Consideration for Proposed LOS Increase ...................................... 15
1.5
Performance Measures ................................................................................. 15
1.6
Risk Assessment ............................................................................................ 16
1.6.1
Risk Methodology and Approach .................................................................. 17
1.6.2
Calculation of Likelihood ............................................................................... 18
1.6.3
Calculation of Consequence .......................................................................... 18
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Asset Management Plan 2022
May 2023
1.6.4
Calculation of Risk ......................................................................................... 19
1.6.5
Climate Change ............................................................................................. 20
1.6.6
Risk Workshop ............................................................................................... 20
1.6.7
Limitation and Assumptions - Risk Assessment ........................................... 20
1.7
Lifecycle Activities ......................................................................................... 21
1.8
Asset Management Strategy ......................................................................... 21
1.8.1
Linear Assets .................................................................................................. 23
1.8.2
Vertical Assets ............................................................................................... 24
1.8.3
Other Factors to Consider for Scenarios and Capital Projections ................ 24
1.9
Growth .......................................................................................................... 25
1.10
Roadmap with Next Steps ............................................................................. 27
1.10.1
Regulatory Compliance ................................................................................. 27
1.10.2
Recommendations in AMP 2022 ................................................................... 27
1.10.3
Operationalizing Asset Management............................................................ 28
2.0
Roads
31
2.1
State of Local Infrastructure ......................................................................... 31
2.1.1
Replacement Cost ......................................................................................... 32
2.1.2
Average Age .................................................................................................. 32
2.1.3
Expected Useful Life ...................................................................................... 32
2.2
Condition - Roads ......................................................................................... 32
2.3
Current Levels of Service - Roads ................................................................. 36
2.4
Current Performance - Roads ....................................................................... 38
2.5
Risk Assessment - Roads............................................................................... 38
2.6
Lifecycle Activities - Roads ........................................................................... 41
2.6.1
Construction .................................................................................................. 41
2.6.2
Maintenance Activities .................................................................................. 42
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Asset Management Plan 2022
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2.6.3
Renewal/Rehabilitation................................................................................. 42
2.6.4
Operating....................................................................................................... 43
2.6.5
Decommissioning .......................................................................................... 43
2.7
Asset Management Strategy ......................................................................... 43
2.7.1
Scenario Analysis ........................................................................................... 47
2.8
Proposed LOS Increase for Roads ................................................................. 51
3.0
Bridges & Structural Culverts
52
3.1
State of Local Infrastructure ......................................................................... 52
3.1.1
Replacement Cost ......................................................................................... 53
3.1.2
Average Age .................................................................................................. 54
3.1.3
Expected Useful Life ...................................................................................... 54
3.2
Condition - Bridges & Structural Culverts .................................................... 55
3.3
Current Levels of Service - Bridges & Structural Culverts ............................ 57
3.4
Current Performance - Bridges & Structural Culverts .................................. 59
3.5
Risk Assessment - Bridges & Structural Culverts ......................................... 61
3.6
Lifecycle Activities - Bridges & Structural Culverts....................................... 65
3.6.1
Lifecycle Activities - Bridges .......................................................................... 65
3.6.2
Lifecycle Activities - Structural Culverts ....................................................... 67
3.7
Asset Management Strategy ......................................................................... 70
3.7.1
Asset Management Strategy - Bridges ......................................................... 70
3.7.2
Asset Management Strategy - Structural Culverts ....................................... 72
4.0
Stormwater
74
4.1
State of Local Infrastructure ......................................................................... 74
4.1.1
Replacement Cost ......................................................................................... 75
4.1.2
Average Age .................................................................................................. 75
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Asset Management Plan 2022
May 2023
4.1.3
Expected Useful Life ...................................................................................... 76
4.2
Condition - Stormwater ................................................................................ 76
4.3
Current Levels of Service - Stormwater ....................................................... 78
4.4
Current Performance - Stormwater ............................................................. 79
4.5
Risk Assessment - Stormwater ..................................................................... 79
4.6
Lifecycle Activities - Stormwater .................................................................. 81
4.6.1
Construction .................................................................................................. 81
4.6.2
Maintenance ................................................................................................. 81
4.6.3
Renewal ......................................................................................................... 82
4.6.4
Operating....................................................................................................... 82
4.6.5
Decommissioning .......................................................................................... 82
4.7
Asset Management Strategy ......................................................................... 83
4.7.1
Projection of Works....................................................................................... 84
5.0
Buildings & Facilities
88
5.1
State of Local Infrastructure ......................................................................... 88
5.1.1
Replacement Cost ......................................................................................... 90
5.1.2
Asset Age ....................................................................................................... 90
5.1.3
Expected Useful Life ...................................................................................... 91
5.2
Condition - Buildings & Facilities .................................................................. 91
5.3
Levels of Service - Buildings & Facilities ....................................................... 92
5.3.1
Current Levels of Service ............................................................................... 92
5.4
Current Performance - Buildings & Facilities ............................................... 95
5.5
Risk Assessment - Buildings & Facilities ....................................................... 96
5.6
Lifecycle Activities - Buildings & Facilities .................................................... 98
5.6.1
Construction .................................................................................................. 98
5.6.2
Maintenance ................................................................................................. 98
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Asset Management Plan 2022
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5.6.3
Renewal ......................................................................................................... 99
5.6.4
Decommissioning/Disposal ........................................................................... 99
5.7
Asset Management Strategy ....................................................................... 100
5.7.1
Current Projection of Works ....................................................................... 102
5.7.2
Lanark Lodge ............................................................................................... 103
5.8
Proposed LOS Increase ................................................................................ 107
6.0
Traffic Lights
108
6.1
State of Local Infrastructure ....................................................................... 108
6.1.1
Replacement Cost ....................................................................................... 108
6.1.2
Average Age ................................................................................................ 109
6.1.3
Expected Useful Life .................................................................................... 109
6.2
Condition - Traffic Lights............................................................................. 109
6.3
Levels of Service .......................................................................................... 110
6.3.1
Current Levels of Service - Traffic Lights .................................................... 110
6.4
Current Performance - Traffic Lights .......................................................... 111
6.5
Risk Assessment - Traffic Lights .................................................................. 112
6.6
Lifecycle Activities - Traffic Lights ............................................................... 114
6.6.1
Acquisition ................................................................................................... 114
6.6.2
Maintenance ............................................................................................... 114
6.6.3
Decommissioning/Disposal ......................................................................... 115
6.7
Asset Management Strategy ....................................................................... 115
6.7.1
Projection of Works..................................................................................... 116
7.0
Fleet
117
7.1
State of Local Infrastructure ....................................................................... 117
7.1.1
Replacement Cost ....................................................................................... 118
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Asset Management Plan 2022
May 2023
7.1.2
Average Age ................................................................................................ 118
7.1.3
Expected Useful Life .................................................................................... 118
7.2
Condition - Fleet .......................................................................................... 119
7.3
Current Levels of Service - Fleet ................................................................. 121
7.4
Current Performance - Fleet ...................................................................... 123
7.5
Risk Assessment - Fleet .............................................................................. 124
7.6
Lifecycle Activities - Fleet ........................................................................... 126
7.6.1
Acquisition ................................................................................................... 126
7.6.2
Maintenance ............................................................................................... 126
7.6.3
Decommissioning/Disposal ......................................................................... 126
7.7
Asset Management Strategy ....................................................................... 127
7.7.1
Projection of Works..................................................................................... 128
7.8
Proposed LOS Increase ................................................................................ 130
8.0
Emergency Services
131
8.1
State of Local Infrastructure ....................................................................... 131
8.1.1
Ambulance Base Facilities ........................................................................... 132
8.1.2
Computers & Equipment ............................................................................ 132
8.1.3
Replacement Cost ....................................................................................... 132
8.1.4
Average Age ................................................................................................ 133
8.1.5
Expected Useful Life .................................................................................... 133
8.2
Condition - Emergency Services ................................................................. 133
8.3
Current Levels of Service - Emergency Services ......................................... 135
8.4
Current Performance - Emergency Services .............................................. 137
8.5
Risk Assessment - Emergency Services ...................................................... 137
8.6
Lifecycle Activities - Emergency Services ................................................... 138
8.6.1
Acquisition ................................................................................................... 138
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8.6.2
Maintenance ............................................................................................... 138
8.6.3
Decommissioning/Disposal ......................................................................... 138
8.7
Asset Management Strategy ....................................................................... 139
8.7.1
Projection of Works..................................................................................... 140
9.0
Social Housing
142
9.1
State of Local Infrastructure ....................................................................... 142
9.1.1
Replacement Cost ....................................................................................... 143
9.1.2
Average Age ................................................................................................ 143
9.1.3
Expected Useful Life .................................................................................... 143
9.2
Condition - Social Housing .......................................................................... 143
9.3
Current Levels of Service - Social Housing ................................................. 145
9.4
Current Performance - Social Housing ....................................................... 146
9.5
Risk Assessment - Social Housing ............................................................... 148
9.6
Lifecycle Activities - Social Housing ............................................................ 150
9.6.1
Construction ................................................................................................ 150
9.6.2
Maintenance ............................................................................................... 151
9.6.3
Renewal ....................................................................................................... 152
9.6.4
Decommissioning/Disposal ......................................................................... 152
9.7
Asset Management Strategy ....................................................................... 152
9.7.1
Considerations from Foundations for the Future ....................................... 155
9.7.2
Projection of Works..................................................................................... 155
9.7.3
Family Units ................................................................................................. 156
9.7.4
Apartment Buildings ................................................................................... 157
9.7.5
Parking Lots ................................................................................................. 159
9.7.6
Overall Projection of Works ........................................................................ 160
9.8
Proposed LOS Increase ................................................................................ 162
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Asset Management Plan 2022
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10.0
IT Infrastructure
163
10.1
State of Local Infrastructure ....................................................................... 163
10.1.1
Replacement Cost ....................................................................................... 163
10.1.2
Average Age ................................................................................................ 163
10.1.3
Expected Useful Life .................................................................................... 164
10.2
Condition - IT Infrastructure ....................................................................... 164
10.3
Current Levels of Service - IT Infrastructure .............................................. 164
10.4
Current Performance - IT Infrastructure .................................................... 165
10.5
Risk Assessment - IT Infrastructure ............................................................ 165
10.6
Lifecycle Activities - IT Infrastructure ......................................................... 166
10.6.1
Acquisition ................................................................................................... 166
10.6.2
Maintenance ............................................................................................... 166
10.6.3
Disposal ....................................................................................................... 166
10.7
Asset Management Strategy ....................................................................... 166
10.7.1
Projection of Works..................................................................................... 167
11.0
Financing Strategy
168
11.1
Funding Sources .......................................................................................... 168
11.2
Capital Expenditures ................................................................................... 169
11.3
Financial Analysis ........................................................................................ 171
11.3.1
Forecasted Capital Investment ................................................................... 171
11.3.2
Reinvestment Rates .................................................................................... 173
12.0
Reference Reports
175
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Asset Management Plan 2022
May 2023
Figures
Figure 1-1: Lifecycle Approach (Infraguide 2005) .......................................................... 2
Figure 1-2: Distribution of Replacement Cost ............................................................... 7
Figure 1-3: Summary of Condition of All Infrastructure Assets ..................................... 8
Figure 1-4: Levels of Service (Community LOS, Technical LOS and Performance) ...... 10
Figure 1-5: Risk Heat Map ............................................................................................ 16
Figure 1-6: Risk Profile for all Assets ............................................................................ 17
Figure 1-7: Theoretical Deterioration of Assets and Lifecycle Activity
Opportunities ................................................................................................ 22
Figure 2-1: Overview of Road Condition Ratings ......................................................... 34
Figure 2-2: Road Condition Rating by Total Length and Surface Type ........................ 35
Figure 2-3: Risk Profile for Road Assets ....................................................................... 40
Figure 2-4: Annual Expenditure and Condition Index for Roads - Scenario 3 (2015
Funding Value) .............................................................................................. 49
Figure 3-1: Condition Ratings for Bridge Assets .......................................................... 56
Figure 3-2: Condition Ratings for Structural Culvert Assets ........................................ 57
Figure 3-3: Risk Profile for Bridge Assets ..................................................................... 62
Figure 3-4: Risk Rating Profile for Structural Culvert Assets ........................................ 64
Figure 4-1: Condition Ratings by Stormwater Culvert Type ........................................ 77
Figure 4-2: Condition Ratings by Culvert Type (CSP) ................................................... 77
Figure 4-3: Risk Profile for Stormwater Culvert Assets ............................................... 80
Figure 4-4: Projection of Works for Culverts Less than 3 m in Diameter .................... 86
Figure 5-1: Condition Ratings of Building and Facility Assets ...................................... 92
Figure 5-2: Risk Profile for Building and Facility Assets ............................................... 97
Figure 5-3: Current Projection of Works for Buildings and Facilities ........................ 102
Figure 5-4: Expenditure for Lanark Lodge Facility Components ............................... 105
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Asset Management Plan 2022
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Figure 5-5: Expenditure for Fixtures, Furniture and Equipment at Lanark Lodge ..... 106
Figure 5-6: Total Expenditure for Lanark Lodge ........................................................ 107
Figure 6-1: Risk Rating for Traffic Lights Assets ......................................................... 113
Figure 7-1: Condition Ratings for Public Works Fleet Assets ..................................... 120
Figure 7-2: Risk Rating for Fleet Assets ...................................................................... 125
Figure 7-3: Projection of Works for Fleet Assets ....................................................... 129
Figure 8-1: Condition Ratings for Emergency Services Assets ................................... 134
Figure 8-2: Projection of Works for Emergency Services Assets ............................... 140
Figure 9-1: Distribution of Social Housing Condition Assessments (2021) ............... 144
Figure 9-2: Performance Ratings for Social Housing Assets ...................................... 147
Figure 9-3: Risk Rating for Social Housing Assets ...................................................... 149
Figure 9-4: Capital Expenditure Projections for Social Housing Family Units ........... 157
Figure 9-5: Capital Expenditure Projections for Social Housing Apartment
Buildings ...................................................................................................... 158
Figure 9-6: Capital Expenditure Projections for Social Housing Parking Lots ........... 159
Figure 9-7: Capital Expenditure Projections for Social Housing (All Assets) ............. 161
Figure 11-1: Forecasted Capital Expenditures, Funding Capacity, and Reserve
Balances....................................................................................................... 171
Tables
Table 1-1: Seven Essential Questions and Report Sections ........................................... 3
Table 1-2: Core and Non-Core Assets ............................................................................ 3
Table 1-3: Asset Hierarchy Example .............................................................................. 9
Table 1-4: Proposed Levels of Service for 2031 ........................................................... 13
Table 1-5: Likelihood Factors ....................................................................................... 18
Table 1-6: Consequence Factors .................................................................................. 19
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Asset Management Plan 2022
May 2023
Table 1-7: Population Growth Rates for Lanark County (2006 to 2031) ..................... 25
Table 1-8: Growth Impact and Assumptions by Category ........................................... 26
Table 2-1: Current State Summary of Roads ............................................................... 31
Table 2-2: Road Condition Descriptors and PCIs ......................................................... 33
Table 2-3: Road PCI Ratings from 2018-2021 .............................................................. 35
Table 2-4: Community LOS for Roads .......................................................................... 36
Table 2-5: Technical LOS for Roads .............................................................................. 37
Table 2-6: Performance for Road Assets ..................................................................... 38
Table 2-7: Summary of Road Strategy ......................................................................... 44
Table 2-8: Road Surface Widths for Reconstruction ................................................... 46
Table 2-9: Roads Analysis Budget Scenario Results ..................................................... 48
Table 3-1: Current State Summary of Bridge Assets ................................................... 52
Table 3-2: Current State Summary of Structural Culverts ........................................... 53
Table 3-3: Expected Useful Life Summary for Bridges ................................................. 54
Table 3-4: Bridge Condition Ratings from BCI Ratings ................................................. 55
Table 3-5: Community LOS for Bridges and Structural Culverts .................................. 58
Table 3-6: Technical LOS for Bridges and Structural Culverts ..................................... 59
Table 3-7: Performance for Bridges ............................................................................. 60
Table 3-8: Performance for Structural Culverts ........................................................... 60
Table 3-9: Projection of Works for Bridges .................................................................. 71
Table 3-10: Maintenance and Replacements for Culverts Greater than 3 m
Diameter ........................................................................................................ 73
Table 4-1: Current State Summary of Stormwater Culverts ........................................ 74
Table 4-2: Stormwater Culvert Material Summary ..................................................... 75
Table 4-3: Community LOS for Stormwater Culverts .................................................. 78
Table 4-4: Technical LOS for Stormwater Culverts ...................................................... 78
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Table 4-5: Small Culvert Lifecycle Activities and Condition Ranges ............................ 84
Table 5-1: Current State Summary of Buildings & Facilities ........................................ 89
Table 5-2: Current State Summary of Lanark Lodge .................................................... 90
Table 5-3: Condition Ratings - Facilities and Buildings ............................................... 91
Table 5-4: Community LOS for Buildings & Facilities ................................................... 93
Table 5-5: Technical LOS for Buildings & Facilities ...................................................... 93
Table 5-6: Level of Service Additional Information for Buildings and Facilities .......... 95
Table 5-7: Reinvestment Rate for Lanark Lodge ........................................................ 104
Table 6-1: Current State Summary of Traffic Lights .................................................. 108
Table 6-2: Traffic Light Condition Assessment Remaining Useful Life Rating
System ......................................................................................................... 109
Table 6-3: Average Condition Ratings of Traffic Lights .............................................. 110
Table 6-4: Community LOS for Traffic Lights ............................................................. 110
Table 6-5: Locations of County Traffic Lights ............................................................. 111
Table 6-6: Technical LOS for Traffic Lights ................................................................. 111
Table 6-7: Performance for Traffic Lights Assets ....................................................... 112
Table 7-1: Current State Summary of Fleet Assets .................................................... 117
Table 7-2: Expected Useful Life of Fleet .................................................................... 118
Table 7-3: Fleet Condition Assessment Remaining Useful Life Rating System ......... 119
Table 7-4: Summary of Public Works Fleet Assets Condition .................................... 121
Table 7-5: Community LOS for Fleet .......................................................................... 121
Table 7-6: Technical LOS for Fleet .............................................................................. 122
Table 7-7: Performance for Public Works Fleet Assets ............................................. 124
Table 7-8: Condition Rating Description (Fleet)......................................................... 124
Table 8-1: Current State Summary of Emergency Services Assets ............................ 131
Table of Contents xiii
Lanark County
Asset Management Plan 2022
May 2023
Table 8-2: Emergency Services Assets Condition Assessment Remaining Useful
Life Rating System ....................................................................................... 133
Table 8-3: Community LOS for Emergency Services .................................................. 135
Table 8-4: Technical LOS for Emergency Services ..................................................... 136
Table 8-5: Performance for Emergency Services ....................................................... 137
Table 9-1: Current State Summary of Social Housing Assets .................................... 142
Table 9-2: Social Housing Condition Rating Scale ...................................................... 143
Table 9-3: Community LOS for Social Housing .......................................................... 145
Table 9-4: Technical LOS for Social Housing .............................................................. 146
Table 9-5: Performance for Social Housing Assets .................................................... 148
Table 10-1: Current State Summary of IT Infrastructure Assets ............................... 163
Table 10-2: Community LOS for IT Infrastructure Assets .......................................... 164
Table 10-3: Technical LOS for IT Infrastructure Assets .............................................. 164
Table 10-4: Performance for IT Infrastructure Assets ............................................... 165
Table 11-1: Baseline Capital Funding Capacity .......................................................... 168
Table 11-2: Capital Expenditure Forecast ($000's) .................................................... 170
Table 11-3: Summary of Financial Projections ($000's) ............................................ 172
Table 11-4: Target Reinvestment Rates vs 2016 Canadian Average Reinvestment
Rate ............................................................................................................. 174
Table 11-5: Reinvestment Rates (2022$) ................................................................... 174
Appendix
Appendix A-Figures
Acronyms and Abbreviations
xiv
Lanark County
Asset Management Plan 2022
May 2023
Acronyms and Abbreviations
°C
degrees Celsius
a.m.
ante meridiem
AADT
average annual daily traffic
ACR
aluminum copper radiators
ALOS
Asset Level of Service
AM
Asset Management
AMP
Asset Management Plan
AODA
Accessibility for Ontarians with Disabilities Act
BCI
Bridge Condition Index
Bldg
Building
C
climate change factor
CAO
Chief Administrative Officer
CCTV
closed-circuit television
CLOS
Community Level of Service
Corp
Corporation
County
Lanark County
CSA
Canadian Standards Association
CSP
Corrugated Steel Pipe
DPSS
Dillon Predictive Scenario Software
e.g.
exempli gratia (for example)
EMC
electromagnetic compatibility
ES
Executive Summary
etc.
etcetera (and so forth)
FCM
Federation of Canadian Municipalities
HCB
High Class Bituminous
HDPE
high density polyethylene
i.e.
id est (that is)
ID
identification
Acronyms and Abbreviations
xv
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Asset Management Plan 2022
May 2023
IT
Information Technology
km
kilometre
KPI
key performance indicator
LCB
Low Class Bituminous
LED
light-emitting diode
LOS
Level of Service
Ltd.
Limited
m
metre
M
million
m2
square metre
Maint
maintenance
Max
maximum
Min
minimum
MOE
Ministry of the Environment
MTO
Ontario Ministry of Transportation
N
North
N/A
Not Applicable
No.
number
O & M
Operations and Maintenance
O. Reg.
Ontario Regulation
OSIM
Ontario Structure Inspection Manual
p.m.
post meridiem
PCI
Pavement Condition Index
PVC
polyvinyl chloride
Qty
quantity
Recons
reconstruction
Rehab
rehabilitation
St
street
sq.
square
UPS
Uninterrupted Power Supply
Executive Summary xvi
Lanark County
Asset Management Plan 2022
May 2023
Executive Summary
Lanark County has updated its 2016 Asset Management Plan (AMP) in alignment with
the County's Strategic Asset Management Policy and the new regulation guiding
municipalities in the development of asset management plans (O. Reg. 588/17 and as
amended by O. Reg. 193/21).
Overview of the AMP
The Introduction (Section 1.0) presents an overview of key concepts of asset
management such as the State of Local Infrastructure, Levels of Service, Risk
Assessment and Lifecycle Activities, concluding with a section on Growth and a
Roadmap with Next Steps.
The core assets included in the AMP are:
Roads (Section 2.0);
Bridges and Structural Culverts (Section 3.0); and
Stormwater (Section 4.0).
The non-core assets included in the AMP are:
Buildings & Facilities (Section 5.0);
Traffic Lights (Section 6.0);
Fleet (Section 7.0);
Emergency Services (Section 8.0);
Social Housing (Section 9.0); and
IT Infrastructure (Section 10.0).
The financing strategy is presented in Section 11.0.
Policy Alignment
This asset management plan was developed in alignment with the County's Strategic
Asset Management Policy (Report # FIN-11-2019).
The purpose of the policy is to establish consistent standards and guidelines for
management of the County's assets applying sound technical, social and economic
principles that consider present and future needs of users, and the service expected
Executive Summary xvii
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Asset Management Plan 2022
May 2023
from the assets. This means leveraging the lowest lifecycle cost of ownership with
regard to the service levels that best meet the needs of the community while being
cognizant of the risk of failure that is acceptable.
Within the policy the County states the importance of strategic alignment with other
planning documents at the County, namely a Strategic Plan, an Official Plan, an
Emergency Response Plan, and an Asset Management Plan.
These plans were designed to meet the legislative requirements and work together to
achieve the County's mission of providing innovation and excellence in service delivery.
These plans will be reviewed regularly by staff and annual spending requirements in
support of the plans' objectives will be incorporated into the budgeting process. All of
the County's plans rely to some extent on the physical assets owned by the County and
the commitment of staff to ensure their strategic use. This includes the long-term
maintenance, repair, and replacement of existing assets along with the acquisition of
new assets to meet the evolving needs in the County.
Regulatory Alignment
The 2022 AMP update is aligned with the requirements of O. Reg. 588/17: Asset
Management Planning for Municipal Infrastructure and as amended by O. Reg. 193/21
which requires all core assets to be covered in the asset management plan with current
Level of Service (LOS). Core assets owned by the County include roads, bridges/culverts
and stormwater. This update also includes non-core assets such as buildings, fleet and
emergency services.
Roadmap with Next Steps
Future updates will need to include green infrastructure assets (i.e. natural assets)
owned by the County and further assessment on infrastructure vulnerability to the
impacts caused by climate change related to operations, levels of service and lifecycle
management.
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Asset Management Plan 2022
May 2023
Current Replacement Value
The current replacement cost for all infrastructure assets owned by the County of
Lanark is $517 million (in 2022 dollars). The distribution of this replacement cost is
shown in Figure ES- 1.
Figure ES- 1: Distribution of Replacement Cost
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Asset Management Plan 2022
May 2023
The current condition of each of the asset categories is presented in Figure ES-2.
Figure ES- 2: Current Condition of Asset Categories
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Asset Management Plan 2022
May 2023
Levels of Service (LOS)
Levels of Service (LOS) are presented in Figure ES- 3 and defined as follows:
Community LOS: LOS that the organization provides to the community, intended to
be customer-focused, providing a qualitative description of scope and quality; and
Technical LOS: LOS that the asset is capable of providing to the County which is
further measured by the performance of the asset, providing technical metrics that
support the delivery of LOS.
Figure ES- 3: Levels of Service
The current and proposed LOS are described in terms of technical metrics and
qualitative descriptions for each asset type. These descriptions are prescribed for core
assets (including stormwater, roads, and bridges and culverts) within Ontario Regulation
(O. Reg.) 588/17.
Through the AMP development, the County sought to establish current and proposed
LOS in accordance with O. Reg. 588/17.
For the non-core assets included within this AMP, the County sought to define and
establish current and proposed LOS in line with the intent of O. Reg. 588/17.
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Asset Management Plan 2022
May 2023
As part of this process, the County undertook education and working sessions with
internal stakeholders, and provided a survey for public feedback to understand level of
service concepts, and gain understanding of public perception of the levels of service.
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Risk Profile
Of the approximate 1900 assets tracked within the County's asset management data only six are classified as High risk
rating and approximately 350 as Moderate risk rating. These assets are considered high and moderate priorities for the
implementation of lifecycle activities and possible replacement. The remaining assets are considered Low risk rating.
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Acknowledgements
The consulting team would like to express our appreciation to the staff and Council for
their cooperation and input to this update. We acknowledge their commitment and
flexibility to contribute to this project despite the challenges brought into daily
operations as a result of the global pandemic.
Project Team
Kevin Wills, Treasurer;
Megan Beson, Deputy Clerk;
David Dicaire, Housing Operations Supervisor;
Kurt Greaves, CAO;
Emily Hollington, Director of Social Services;
Christa Lowry, Mayor of Mississippi Mills; and
Joan Pratt, Business Manager.
About this Report
Dillon Consulting Limited was retained by Lanark County to conduct an update to their
Asset Management Plan to meet the requirements of O. Reg. 588/17: Asset
Management Planning for Municipal Infrastructure and as amended by O. Reg. 193/21.
Consulting Team
Darla Campbell, Project Manager;
Kaelee Oxford, Technical Lead; and
Joseph Hoekstra, Financial Strategy.
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Asset Management Plan 2022
May 2023
1.0
Introduction
Lanark County (County) is updating its 2016 Asset Management Plan (AMP) in alignment
with the County's Strategic Asset Management Policy (Report # FIN-11-2019 - Strategic
Asset Management Policy) and O. Reg. 588/17: Asset Management Planning for
Municipal Infrastructure.
The AMP documents the County's assets and strategies based on known information at
the time of writing the report. This plan is prepared in 2022 and is a snapshot of a
period of time. Assets will continue to deteriorate and investments will be required to
improve the condition and extend the useful life of the infrastructure, to meet the "fit
for purpose" measure of the assets in delivery of the services and meeting (or moving
towards) the proposed levels of service established by the County.
1.1
Asset Management Overview
Asset management is a process of making the best possible decisions regarding the
creation, maintenance, renewal, rehabilitation, disposal, expansion and procurement of
infrastructure assets. The objective of asset management is to maximize the benefits of
the assets, minimize risk and provide satisfactory levels of service to the public in a
sustainable manner. It considers risks related to the lifecycle of the assets and requires a
multi-disciplinary team of planning, finance, engineering, technology, maintenance and
operations.
Asset management considers the full lifecycle of the infrastructure, not just the initial
cost for designing and constructing the asset (20%), but the operations and
maintenance each and every year (80%). See Figure 1-1.
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Asset Management Plan 2022
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Figure 1-1: Lifecycle Approach (Infraguide 2005)
The provision of reliable infrastructure is crucial for ensuring that the County can
continue to deliver reliable services to its current residents and to accommodate growth
in a manner which is environmentally, socially and economically sustainable.
To ensure that the County is able to provide infrastructure that meets the needs of
residents now and in the future the County has developed and implemented an asset
management plan. The intent of the asset management plan is to identify the technical
and financial needs of assets well in advance of a major asset renewal or replacement so
that the County is able to plan for these major projects should the timing of the needs
coincide.
The structure of the County's Asset Management Plan is based on the essential
elements framework described in the Federation of Canadian Municipalities (FCM)'s
Infraguide for Managing Infrastructure Assets, which includes seven questions. A
summary of the seven questions and the corresponding sections within this report in
which it is addressed is shown in Table 1-1.
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Table 1-1: Seven Essential Questions and Report Sections
Question
Report Section
1. What do you have and where is it?
State of Local Infrastructure
2. What is it worth?
State of Local Infrastructure
3. What is its condition and expected remaining service
life?
State of Local Infrastructure
4. What is the level of service expectation, and what
needs to be done?
Levels of Service
Lifecycle Activities
Asset Management Strategy
5. When do you need to do it?
Asset Management Strategy
6. How much will it cost and what is the acceptable level
of risk(s)?
Asset Management Strategy
Risk Assessment
7. How do you ensure long-term affordability?
Financing Strategy
1.2
Overview of the AMP
This introduction includes an overview of key asset management principles: State of
Local Infrastructure, Levels of Service, Risk Assessment and Lifecycle Activities. The
introduction concludes with a section on Growth and a Roadmap with Next Steps.
The core and non-core assets included in the AMP are presented in Table 1-2.
Table 1-2: Core and Non-Core Assets
Core Assets
Non-Core Assets
Roads (Chapter 2)
Bridges and Culverts (Chapter 3)
Stormwater (Chapter 4)
Buildings & Facilities (Chapter 5)
Traffic Lights (Chapter 6)
Fleet (Chapter 7)
Emergency Services (Chapter 8)
Social Housing (Chapter 9)
IT Infrastructure (Chapter 10)
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Each asset category presents the following topics:
1. State of Local Infrastructure;
2. Condition;
3. Current Levels of Service;
4. Current Performance;
5. Risk Assessment;
6. Lifecycle Activities;
7. Asset Management Strategy; and
8. Proposed Levels of Service.
1.2.1
Policy Alignment
This asset management plan was developed in alignment with the County's Strategic
Asset Management Policy (Report # FIN-11-2019).
The purpose of the policy is to establish consistent standards and guidelines for
management of the County's assets applying sound technical, social and economic
principles that consider present and future needs of users, and the service expected
from the assets. This means leveraging the lowest lifecycle cost of ownership with
regard to the service levels that best meet the needs of the community while being
cognizant of the risk of failure that is acceptable.
Within the policy the County states the importance of strategic alignment with other
planning documents at the County, namely a Strategic Plan, an Official Plan, an
Emergency Response Plan, and an Asset Management Plan. These plans were designed
to meet the legislative requirements and work together to achieve the County's mission
of providing innovation and excellence in service delivery. These plans will be reviewed
regularly by staff and annual spending requirements in support of the plans' objectives
will be incorporated into the budgeting process. All of the County's plans rely to some
extent on the physical assets owned by the County and the commitment of staff to
ensure their strategic use. This includes the long-term maintenance, repair, and
replacement of existing assets along with the acquisition of new assets to meet the
evolving needs in the County.
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Stakeholder Engagement: As established in the policy, the County recognizes the need
for stakeholder engagement as an integral component of a comprehensive asset
management approach. The County commits to provide opportunities for residents and
other stakeholders serviced by the County to provide input into asset management
planning process, and will foster informed dialogue using the best available information.
This was achieved through workshops with staff and a level of service on-line survey.
1.2.2
Regulatory Alignment
The 2022 AMP is an update to the 2016 AMP which requires alignment with the new
regulation, O. Reg. 588/17: Asset Management Planning for Municipal Infrastructure.
The regulation requires the following four phases of compliance:
1. By July 2019: Municipalities to have a strategic asset management policy;
2. By July 2022: All core assets to be covered in the asset management plan with
current Level of Service (LOS). Core assets include water, wastewater, stormwater,
roads and bridges/culverts;
3. By July 2024: All assets owned by the municipality to be covered in the AMP.
Non-core assets include buildings, fleet and equipment as well as green
infrastructure assets; and
4. By July 2025: Municipalities will have approved proposed LOS and the lifecycle
management and financial strategy for 10-year period to achieve the proposed LOS.
This AMP meets phase 3 requirements for all asset categories except natural assets.
This AMP sets out proposed (target) levels of service and a financing strategy to meet
the proposed levels of service for all core and non-core infrastructure assets. Once
approved by Council, will move the County forward to phase 4 compliance.
Future updates will need to include green infrastructure assets (i.e. natural assets)
owned by the County and further assessment on infrastructure vulnerability to the
impacts of climate change.
Inclusive of all other assets owned by the County, this AMP provides an overview of
what is needed to continue to deliver the services required of the community in the
future. The asset management plan identifies the required investments to maintain
service delivery for the next 10 years. The plan will be updated on an ongoing basis with
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Asset Management Plan 2022
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the availability of new information, and the regulation requires annual reporting to
Council on the progress (and barriers) to implementing the AMP.
1.3
State of Local Infrastructure
Each section on the State of Local Infrastructure sets out the following:
A summary of the assets in the category;
The replacement cost of the assets in the category;
The average age of the assets in the category, determined by assessing the average
age of the components of the assets;
The information available on the condition of the assets in the category; and
A description of the County's approach to assessing the condition of the assets in the
category, based on recognized and generally accepted good engineering practices
where appropriate.
1.3.1
Asset Inventory
The inventory includes assets that are owned by the County. The County maintains
comprehensive databases of their assets including detailed attributes of the assets. The
inventory was compiled prior to initiation of this work, and was provided by the County.
Lanark County owns infrastructure assets that provide services in the following asset
categories: Roads; Bridges and Culverts; Stormwater; Buildings and Facilities; Traffic
Lights; Fleet; Emergency Services; Social Housing and IT Infrastructure.
The County owned assets included within this Asset Management Plan include core
assets (as defined in O. Reg. 588/17) and non-core assets as previously presented in
Table 1-2.
1.3.2
Asset Replacement Costs
The total replacement cost for the County's infrastructure assets is: $517 million (in
2022 dollars). The distribution of this replacement cost is shown in Figure 1-2, with
roads, bridges and culverts making up 64% of the replacement costs.
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Asset Management Plan 2022
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Figure 1-2: Distribution of Replacement Cost
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1.3.3
Asset Condition Summary
A summary of the condition for each of the County's infrastructure assets is shown in Figure 1-3. On average, 21% of the
County's infrastructure assets have a condition rating of Very Good, 35% have a condition rating of Good, 24% have a
condition rating of Fair, 8% have a condition rating of Poor, and 11% have a condition rating of Very Poor.
Figure 1-3: Summary of Condition of All Infrastructure Assets
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1.3.4
Asset Hierarchy
The asset hierarchy defines the tiers of asset componentry. Each type of asset, both
complex and linear, can have its assets defined and inventoried at a high level, or with
increased component detail. The County currently tracks their assets to a
subcomponent level. An example of the componentry within the buildings and facilities
is shown in Table 1-3. The components of the assets have been defined with their
category, assets, components and subcomponents.
Table 1-3: Asset Hierarchy Example
Asset Category
Asset Component
Subcomponent
Roads
Road Base
Road Surface
Shoulders
Street lights
For this Asset Management Plan (AMP), the analysis will focus on assets at the 'asset
component' level for the linear assets, with the expectation that the condition and
replacement of the components and subcomponents will be consistent with the linear
assets. This is predicated on the assumption that all other elements included in the
system are required componentry that will be replaced in conjunction with the linear
components, and are expected to have similar lifespans and conditions as the linear
components.
Buildings and facilities are considered complex assets. Complex assets are classified as
assets which have various components which will be considered within the AMP. The
components that will be included in the AMP are described in the buildings and facilities
chapter of this report.
1.4
Levels of Service
The current and proposed levels of service are described in terms of technical metrics
and qualitative descriptions for each asset type. These measures are prescribed for core
assets (including water, wastewater, stormwater, roads, and bridges and culverts)
within O. Reg. 588/17.
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Levels of Service (LOS) are presented in Figure 1-4 and defined as follows:
Community LOS: LOS that the organization provides to the community, intended to
be customer-focused, providing a qualitative description of scope and quality; and
Technical LOS: LOS that the asset is capable of providing to the County which is
further measured by the performance of the asset, providing technical metrics that
support the delivery of LOS.
Figure 1-4: Levels of Service (Community LOS, Technical LOS and Performance)
The Levels of Service (LOS) section provides responses to question 4 of FCM's Infraguide
seven questions framework. The current and proposed LOS are described in terms of
technical metrics and qualitative descriptions for each asset type. These descriptions are
prescribed for core assets (including stormwater, roads, and bridges and culverts) within
Ontario Regulation (O. Reg.) 588/17.
Through the AMP development, the County sought to establish current and proposed
LOS, in accordance with O. Reg. 588/17 for the core assets, and to define and establish
current and proposed LOS for non-core assets in line with the intent of O. Reg. 588/17.
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As part of this process, the County undertook education and working sessions with
internal stakeholders, and provided a survey for public feedback to understand level of
service concepts, and gain understanding of public perception of the levels of service.
1.4.1
LOS Workshop
A workshop was held with staff from the County, representing departments across the
organization. The workshop was held on June 18, 2021 through online delivery.
During the LOS of workshop, the concepts of Levels of Service were discussed, including
definition of levels of service, impacts of changes to levels of service, and barriers to
delivering the service.
The workshop included discussion regarding current Levels of Service at the County,
conducting individual group discussions to identify important parameters for defining
service delivery, and local issues and efficiencies for delivery.
1.4.2
LOS Community Survey
The County undertook a community survey to receive feedback and information
regarding Levels of Service in the community.
The purpose of the community survey was to engage with members of the public about
levels of service related to asset management in the County, related to service delivery
associated with the asset categories included within this plan. The survey solicited
feedback on:
Overall satisfaction with municipal services;
Suggestions for service improvements;
Expectations for levels of municipal services;
Willingness to pay to maintain or increase services; and
Service priorities for funding allocation.
The survey was advertised with a notice in a mail out and was available on the County's
website from April 19, 2022 to May 5, 2022. The community could request a printed
copy of the survey or directly participate with the online survey. The survey was
completed by 254 respondents with 94% of them being full time residents within the
County. A summary of the survey results was presented in the report, Asset
Management Levels of Service Survey Summary (June 2022).
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The following are the overall themes and findings that emerged from the survey results:
Theme #1: The community is generally satisfied with the programs and services
provided by the Municipality;
Theme #2: The community feels that most of the services listed in the survey do not
need improvement at this time;
Theme #3: Overall, majority of residents are willing to pay an increase or slight
increase in taxes to maintain the current levels of services;
Theme #4: The services that should be prioritized are County roads and winter
control of those County roads and Paramedic Services; and
Theme #5: On a future scenario about addition of lanes, the majority of responses
indicated that it was not important, with only 26% being favourable towards
importance.
1.4.3
Proposed LOS
The proposed Levels of Service (LOS) is an established target for the County's LOS, set to
guide the County in their current and future asset management. Proposed Levels of
Service are a requirement for compliance with O. Reg. 588/17. The Proposed LOS
established within this report is the target to be achieved in 10 years, the year 2031.
To establish the proposed Levels of Service, the County established the current level of
service, and sought input from County staff, the public (through levels of service survey),
and Council to understand the preferred levels of service targets.
Through the process, three scenarios were generally considered for proposed levels of
service, each a considering a different level of investment to the infrastructure, and the
corresponding impact it will have on the level of service being provided. The scenarios
considered included the following:
No change in funding - LOS would decrease over time;
Increase in funding - LOS would be maintained over time; and,
Greater increase in funding - LOS would increase over time (increase would vary
depending on funding increase).
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Asset Management Plan 2022
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Direction received from County staff indicated that the current Levels of Service were
generally found to be sufficient, and therefore appropriate to maintain as the levels of
service targets. However, there were some asset categories that would benefit from an
increase in LOS targets. Accordingly, the proposed Levels of Service targets for 2031
have been identified, maintaining the established LOS values from 2022 or slightly
improving. Proposed Levels of Service are summarized in Table 1-4, with additional
description provided for asset categories with increased LOS in the sections that follow.
Table 1-4: Proposed Levels of Service for 2031
Asset Service
LOS
Parameter
LOS Measure
2022 LOS
Delivered
Proposed
LOS for
2031
Paved Roads
Quality
Average pavement condition
index (PCI)
72
72
Paved Roads
Quality
Percentage of roads rated as
'Good' or better
65%
75%
Bridges and
Structural
Culverts
Quality
Average bridge condition index
(BCI)
73.1
(bridges)
70
(structural
culverts)
73 (bridges)
70
(structural
culverts)
Bridges and
Structural
Culverts
Quality
Percentage of bridges and
structural culverts rated as
'Good' or better
78%
(bridges)
59%
(structural
culverts)
78% or
better
(bridges)
59% or
better
(structural
culverts)
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Asset Management Plan 2022
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Asset Service
LOS
Parameter
LOS Measure
2022 LOS
Delivered
Proposed
LOS for
2031
Stormwater
Quality
Average condition index value:
Percentage of culverts rated as
'Good' or better
80%
80%
Buildings and
Facilities
Quality
Average condition of facilities
Good
Good
Buildings and
Facilities
Quality
Average condition of Lanark
Lodge
Fair
Good
Traffic Lights
Quality
Average condition: of traffic
lights as 'Good' or better
100%
100%
Fleet
Quality
Assets replaced at end of useful
life
6 assets
(10%) past
their
useful life
0 assets
past their
useful life
Emergency
Services
Reliability
Fleet assets replaced at end of
useful life
0 assets
past their
useful life
0 assets
past their
useful life
Emergency
Services
Reliability
Average condition of
emergency services equipment
as 'Good' or better
43%
43%
Social Housing
Quality
Average condition of housing
assets rated 'Fair' or better;
88%
100%;
Social Housing
Quality
Average condition of parking
lots to be 'Fair' or better
44%
85%
IT
Infrastructure
Reliability
Assets replaced at end of useful
life
0 assets
past their
useful life
0 assets
past their
useful life
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1.4.4
Areas of Consideration for Proposed LOS Increase
Multiple areas of service delivery have been identified for consideration of increased
proposed LOS, supported by the results of the community LOS survey, and priorities of
Council and administration. The proposed LOS would target a slight change for the
following asset categories:
Roads, improving the percentage of assets in 'good' condition or better;
Buildings and facilities: improving the average condition of the Lanark Lodge to
'good', adjusting the average condition of other assets to 'good' from 'very good';
and
Fleet, improving the percentage of assets past their service life (however allowing for
some flexibility as some assets can still perform well past their service life).
The proposed LOS would target a greater increase for the following asset category:
Social Housing and parking lots, improving the percentage of assets in 'fair' condition
or better.
Additional information related to these changes are in the asset categories respective
sections below.
1.5
Performance Measures
The performance measures included in the AMP are intended to be indicators that the
County can use to understand the assets and to guide decision making in asset
management. The performance indicators are based on previous targets and tracking
measures used by the County, or typical indicators for the asset type.
The performance measures are not prescribed by O. Reg. 588/17, therefore the County
has flexibility in selecting and tracking measures that are reflective of information
available, or how the performance is locally defined. The selection of performance
measures within this AMP include current measures, potential measures for
consideration. The County can review and update the performance measures used in
future updates to their asset management plan.
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1.6
Risk Assessment
The risk assessment section provides responses to question 6 of FCM's Infraguide seven
questions framework. In determining the lifecycle activities for each asset category and
identifying the priority activities, the risks associated with the options are to be
considered. The risk rating for each asset generates a risk profile for the entire asset
category.
The assets with the highest risk rating identify the priorities for the County. As part of
assessing risk, consider the factors that increase the likelihood of a hazard occurring (or
non-delivery of service) and the consequence. Figure 1-5 presents a risk "heat map"
plotting likelihood and consequence.
Figure 1-5: Risk Heat Map
A priority rating has been developed based on the calculated risk rating and displayed in
Figure 1-6. High risk ratings are shown in the red zone (risk rating 17 to 25), Moderate
risk ratings are shown in the orange zone (risk ratings of 10 to 16) and Low risk ratings
are in the green and yellow zone (risk ratings of 1 to 9).
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Asset Management Plan 2022
May 2023
Figure 1-6: Risk Profile for all Assets
The approach and methodology to risk assessment is presented in following sections. A
risk profile for each asset category is presented in the corresponding sections for each
asset category.
1.6.1
Risk Methodology and Approach
Risk assessment will be conducted for each of the asset categories within the AMP. The
risk ratings for the assets follow the below risk methodology.
Risk is the likelihood and magnitude of a negative scenario (hazard) occurring that limits
the ability of the asset to deliver the service. Risk is the consideration of asset failure
and the consequence of the failure.
Risk = Likelihood x Consequence
Consequence considers the severity of the impact, vulnerability of the asset and
exposure to the negative scenario.
Applying the methodology of a score of 1 to 5 for the hazard and the consequence, the
maximum risk rating is 25 (high).
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1.6.2
Calculation of Likelihood
The factors that contribute to the likelihood of failure include:
A - Condition of the asset;
B - Performance (reliability); and
C - Vulnerability to climate change.
See Table 1-5 for description of these factors.
Table 1-5: Likelihood Factors
Factors
Low (1)
Moderate (3)
High (5)
A - Condition
Very Good (1)
Good (2); Fair (3)
Poor (4);
Very Poor (5)
B - Performance
Always Reliable
Usually Reliable
Not Reliable
C - Climate Change
No or limited
impact, quick
recovery or
mitigation in place
Limited impact with
slower recovery;
mitigation plan not
in place
Moderate or high
impact; no or
limited mitigation
plan
By separating condition and performance as two separate factors, there is an
opportunity to consider assets in poor condition that may still be performing well, as
well as good condition assets that are not performing well. The climate change factor
brings into consideration assets that are vulnerable to climate change scenarios such as
intense rainfall, increased temperatures, extreme weather and drought. The climate
change rating includes any mitigation activities in the scoring which reduces the risk and
lowers the score.
Therefore, the likelihood of failure is (A + B + C)/3 (i.e., the average of the factors,
assuming they are equally weighted).
1.6.3
Calculation of Consequence
In calculating consequence, the question to consider is: What increases the impact of
non-delivery (or failure of the asset)?
There are two factors that contribute to the consequence which are:
D - Impact or severity; and
E - Importance of the asset in delivering service.
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Both impact and importance contribute to the consequence and will be multiplied by
likelihood. The two ratings will be added together for the consequence maximum score
of 5 (D+E). See Table 1-6 for description of consequence factors.
Table 1-6: Consequence Factors
Factors
Low
Moderate
High
D - Impact
Low or no impact (0)
Moderate impact
(1)
High impact (2)
E - Importance of the
asset in delivering service
Low importance (1)
Moderate
importance (2)
High
importance (3)
The impact ratings were established by considering these five possible areas of
consequence (as discussed in the Risk Workshop) and determining an overall rating of
high, moderate or low by taking an average for the impact of:
Safety/Injury;
Financial Loss;
Reputation with Stakeholders
Environmental Damage; and
Loss of Service.
The importance ratings for assets are established in consultation with County staff. The
ratings established include assumptions and specific importance values for assets.
1.6.4
Calculation of Risk
The risk calculation for each of the assets is determined as follows:
Risk = Hazard x Consequence
Risk = (A + B + C)/3 x (D + E)
Where
A = Condition
B = Performance
C = Climate Change
D = Impact
E = Importance of the asset
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1.6.5
Climate Change
In the Risk Workshop, municipal staff considered the following climate change scenarios
and identified low, moderate or high vulnerability for assets in each asset category:
Mean Annual Temperature;
Number of Hot Days (> 25 °C);
Heavy Snow Events;
Heavy Rain Events;
Extreme Weather Events; and
Occurrence and Magnitude of Flooding.
This information was used to inform the assignment of climate change factor (C) in the
risk rating calculation for each asset component.
1.6.6
Risk Workshop
A workshop was held with staff from the County to greater understand asset risk and
relevance to the County. The workshop was attended by staff representing departments
across the organization. The workshop was held on July 6, 2021 through online delivery.
During the Risk of workshop, the concept of Risk was discussed relative to County
assets. Discussion included review of risk calculation, components of risk, and discussion
through specific risk scenarios and examples to understand assessment methodologies.
During the workshop the County provided input on specific risk factors associated with
their infrastructure, and some high-level assessment of risk scenarios. Discussions held
at the workshop were used to further develop the risk assessment for each asset
category.
1.6.7
Limitation and Assumptions - Risk Assessment
Several key limitations and assumptions were made as part of the risk assessment
process, which are summarized below:
Field condition assessment data was used as available to determine state of
infrastructure and risk. In the absence of field condition assessment data, asset age
and estimated useful life was used to approximate physical condition; and
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Performance of individual assets was assumed as "Always Reliable" unless otherwise
indicated by municipal staff, reviewed reports or provided asset data.
1.7
Lifecycle Activities
The lifecycle activities section provides responses to question 4 of FCM's Infraguide
seven questions framework. Lifecycle activities are defined in O. Reg. 588/17 as
"activities undertaken with respect to a municipal infrastructure asset over its service
life", and refers to potential activities that can be implemented by the County during the
useful life of an asset. The activities are separated by category, including constructing,
maintaining, renewing, operating and decommissioning for each asset category.
The lifecycle activities are typical, and include recommendations for timing of
implementation and other best practices for implementation. The activities are used in
the asset management strategy.
1.8
Asset Management Strategy
The asset management strategy section provides responses to questions 4, 5 and 6 of
FCM's Infraguide seven questions framework. The asset management strategy for the
County assets will employ the lifecycle activities to maximize the useful life and
economy of each asset.
The primary indicator used in the development of a lifecycle strategy is the condition of
each asset; however, the strategy should also consider other factors, such as:
Importance of the asset;
Asset risk score;
Condition of adjacent sections;
Replacement requirements for adjacent infrastructure (linear);
Expansion requirements; and
Maintenance frequency and type.
As development continues to occur at the County and the assets continue to
deteriorate, these factors will continue to change, and each have an impact on the
lifecycle of an asset. Consideration of these factors should be given when devising
capital project outlooks and budgeting, and updating of the asset management plan.
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The assets will deteriorate on a non-linear basis, and the various lifecycle activities can
be implemented at varying stages within an asset's deterioration. Figure 1-7 provides a
visualization of the theoretical deterioration curve for an asset, and the opportunity
windows to conduct lifecycle activities within the expected useful life of an asset.
Figure 1-7: Theoretical Deterioration of Assets and Lifecycle Activity Opportunities
Implementation of maintenance activities throughout the lifecycle and rehabilitation
works within an appropriate timeframe can assist in optimising the lifespan of an asset.
In reference to Figure 1-7, it is expected that maintenance and operating activities will
occur through the full lifecycle of the asset. Renewal works are most appropriately
employed within the rehabilitation zone, and reconstruction and decommissioning will
most likely occur within the reconstruction zone.
On an ongoing basis, each of the factors listed above should be reviewed and
established to assist in asset management planning and decision making.
The strategy section for each asset category considers the lifecycle activities and best
practices to develop a high-level strategy that can be used as a guide by the County in
asset management planning and decision making. The strategy will use current County
practices and suggest best practices to try to optimize the lifecycle of each of the
County's assets, and therefore asset spending.
1.0 Introduction 23
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Asset Management Plan 2022
May 2023
Analysis of the assets and development of projections are included as part of the
strategy section. Analysis considers current replacement cost information, the attributes
of the assets, and budgetary information from the County to analyze the strategy and
affordability. The methodologies used for linear and vertical asset analyses are
described in the following sections.
1.8.1
Linear Assets
Dillon Predictive Scenario Software Tool
For the preparation of a replacement and rehabilitation profile, the Dillon Predictive
Scenario Software (DPSS) was used. This tool is a Microsoft Access application that relies
on an overall assessment of the infrastructure condition to produce investment scripts
based on degradation curves, which are adjusted to the County's particular operations
and thresholds of acceptability.
The DPSS tool assesses the condition, and puts the Asset Manager in control of the
lifecycle of assets. It also allows for planning as to where, when, how and how much to
invest in the renewal and replacement of infrastructures for the coming year, or for the
next 5, 10, 20 or 50 years. The tool incorporates known asset information, deterioration
data, and unit costs for rehabilitation of assets provided by the County, to assess the
network.
Limitations of the Program
The DPSS program operates within the bounds of assumptions and limitations in data
inputs. The current operational limitations of the program that are relevant to this AMP
include:
The program cannot link adjacent asset segments. If an asset is broken into multiple
adjacent components (such as a road from intersection to intersection), the program
will view each inventory item as a single asset, and cannot connect projections for
adjacent sections;
The program cannot compute concurrent projections with multiple types of assets.
Each instance of the program projects works for one asset category only; and
The prioritization of works in the outputs of the program are based on the condition
of the asset.
1.0 Introduction 24
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Asset Management Plan 2022
May 2023
1.8.2
Vertical Assets
The development of scenarios and capital expenditure projections for the vertical assets
varied by asset type, due to the existing processes and the types of assets. A description
of the process taken for each asset is described within their respective sections;
however, scenario development generally considered the following:
Where available, existing reporting on assets was used to generate a prioritization of
works. The County has multiple reports wherein detailed condition assessment was
undertaken of assets, and subsequent recommendations made for maintenance and
reconstruction works according to findings of the assessment. The projected works in
this AMP were assumed to be consistent with recommendations in existing reports.
(Reports considered here include Ontario Structure Inspection Manuals (OSIMs),
Building Condition Reports); and
Where prior information was not available, condition was assumed based on lifespan
and age. Projection of works were estimated according to the expected lifespan of an
asset. Due to the complexity of vertical assets, detailed assessment of maintenance
and reconstruction works of the componentry was not undertaken. As such,
individual component replacement costs and maintenance costs have not been
projected as part of this AMP.
1.8.3
Other Factors to Consider for Scenarios and Capital Projections
For understanding and application of the scenarios and capital projections within this
AMP, the County must also consider the following:
The scenarios and capital projections conducted as part of this AMP were completed
by asset category individually. As such, the results do not reflect efficiencies in
completing works on adjacent infrastructure simultaneously; and
The scenarios and capital projections conducted as part of this AMP were completed
by asset segment individually. As such, the results do not reflect efficiencies in
completing works on consecutive asset segments simultaneously.
1.0 Introduction 25
Lanark County
Asset Management Plan 2022
May 2023
1.9
Growth
Population and household data for the growth projections outlined here were obtained
from the Sustainable Communities Official Plan adopted in 2012 and amended in 2013.
The 2021 Census, the latest Census available, showed the County's population as
75,760. The County's official plan adopts a moderate growth scenario that targets a
population of 70,434 by the year 2031. Table 1-7 outlines the expected growth in the
County. Note that the projections were developed before the 2011 census data was
available.
Table 1-7: Population Growth Rates for Lanark County (2006 to 2031)
Location
Base
Year
(2006)
Share of
Growth
2011
2016
2021
2026
2031
Beckwith
6,387
11.9%
6,757
7,127
7,497
7,867
8,245
Carleton Place
9,453
20.5%
9,964
10,476
10,987
11,498
12,010
Drummond
North Elmsley
7,118
13.4%
7,570
8,021
8,473
8,924
9,376
Lanark
Highlands
5,180
7.6%
5,509
5,839
6,168
6,497
6,827
Mississippi Mills
11,734
24.4%
12,421
13,107
13,794
14,480
15,167
Montague
3,595
3.9%
3,680
3,766
3,851
3,937
4,022
Perth
5,907
8.2%
6,079
6,251
6,423
6,595
6,767
Tay Valley
5,634
10.1%
6,111
6,589
7,066
7,543
8,020
Lanark County
55,008
100%
58,092
61,175
64,259
67,343
70,434
The projected population to 2031 is based on the following assumptions, taken from the
Official Plan:
Current trends with respect to population distribution will continue;
Over 70% of development takes place in designated settlement areas; and
Projections and growth rate represent a target and will not limit development.
1.0 Introduction 26
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Asset Management Plan 2022
May 2023
The County's Development Charges Background Study (developed in 2021 by Watson &
Associates Economists Ltd.) discusses future development in the County including a
growth forecast. This study estimated that the County will have a permanent population
of 87,520 by early 2032, and 98,854 by mid-2038. Assumptions and processes for the
projections are contained within that report.
Each growth-related assumption and its impact on the lifecycle of the assets has been
shown in Table 1-8.
Table 1-8: Growth Impact and Assumptions by Category
Asset
Category
Growth Impact Assumptions
How Assumptions Relate to Lifecycle of
the Assets
Roads
Increased traffic in the
County, particularly in
identified settlement areas
Potential increase in road
maintenance costs, capital
expenditures (new roads)
Bridges
and
Culverts
Increased usage of bridge
crossings by vehicles in the
area
Potential traffic volume delays and
mitigation required
Load considerations and regularly
scheduled maintenance checks
Buildings &
Facilities
Increased facility usage
Changing service demands
from aging population
Increase in capital expenditure for
facility development in response to
population growth
Increase in operating costs for facility
services and maintenance
Fleet
Increase in service demands
requiring increased
operating capacity
Changing service demands
from aging population
Increased capital costs for purchase
of additional assets to meet service
needs
Increased operational costs in fleet
maintenance and operational
consumables
1.0 Introduction 27
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Asset Management Plan 2022
May 2023
Asset
Category
Growth Impact Assumptions
How Assumptions Relate to Lifecycle of
the Assets
Equipment
Increased development will
occur as a result of growth
Due to increased development,
increased equipment needs would be
required to supply new facilities etc.
1.10
Roadmap with Next Steps
1.10.1
Regulatory Compliance
Annual Report to Council: As required by O. Reg. 588/17, municipalities will report to
their Councils at least once per year on the current progress of asset management in the
County and any barriers to aligning operations with the AMP.
Full Update of AMP: A full update of the AMP will be required within 5 years, i.e. by
2027.
Enhancements to the AMP: The inclusion of green infrastructure assets (i.e. green
assets) owned by the County and assessment of vulnerabilities caused by climate
change on the performance of infrastructure.
1.10.2
Recommendations in AMP 2022
Condition Assessments
Prior to the next update of the AMP, conduct condition assessments of buildings and
facilities as well as updates for the roads and bridges to be able to report whether the
County is on target to meet the proposed LOS or whether the lifecycle strategy and
associated investment strategy require adjustment.
Condition of the road network can be completed on scheduled basis wherein the
entirety of the network is reviewed in annual portions over a defined duration (for
example, 20% of the network each year);
Establish a program for regular condition inspections (by professional service
providers) to identify the required capital investments for buildings and facilities; and
The inspection of storm sewer assets can be undertaken through a condition
assessment program, recommended to be visual inspection through CCTV or zoom
1.0 Introduction 28
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Asset Management Plan 2022
May 2023
camera means. A typical practice is to undertake assessment of 1/5 to 1/3 of the
assets annually, such that each pipe gets reviewed on a 3- to 5-year basis.
Performance Data
Expand the collection of performance data to be able to track and report whether the
County is on target to meet the proposed LOS.
Traffic counts over bridges to assess usage;
The percentage of the municipal stormwater management system resilient to a
5-year storm is currently unknown. It is recommended that further studies be
completed in the future in order to report the LOS metric;
% of the community with stormwater quality and quantity control. Recommended
that future analysis be completed in order to track this performance measure;
Inspection frequency of stormwater assets and catch basins. Recommended to track
in future; and
Fleet performance: maintenance expense per utilization ($/km or hour). Not
currently tracked, but it is recommended that the County should track this
performance measure in the future to compare amongst similar vehicles or
established standards and identify vehicles which may be costing considerable
operating $ for low utilization.
1.10.3
Operationalizing Asset Management
In operationalizing asset management practices within the County, and preparing for
the update in 5 years, there are specific steps that can assist with implementation.
These steps are presented in the following categories that align with the Federation of
Canadian Municipalities (FCM) Asset Management Readiness Scale: Policy and
Governance, People and Leadership, Data and Information, Planning and Decision-
Making and Contribution to Asset Management Practice.
Policy and Governance
Manage assets and services in accordance with your AMP policy and organizational
objectives;
Develop a roadmap that details the actions for implementing your AM strategy over
the next 3 to 5 years; and
1.0 Introduction 29
Lanark County
Asset Management Plan 2022
May 2023
Use performance measures to monitor AM progress outcomes and benefits.
People and Leadership
Establish a cross-functional AM Team (or AM Steering Committee) that guides the
planning and implementation of your AM program;
Develop a mandate for the AM Team, which is outlined in a terms of reference and a
roadmap;
Establish lines of accountability for the AMP to be accountable to senior
management and Council; and
Council demonstrates buy-in and support for AM and allocated resources (funding or
staff time) to further develop the AM program.
Data and Information
Update data according to cycles defined in your AM strategy and AM plan;
Evaluate the lifecycle investment requirements associated with most assets;
Conduct condition assessment on assets for the next update in the AMP (e.g. roads,
bridges, buildings, parks, etc.);
Now that you have defined proposed LOS targets, communicate the results of LOS
measurement program to staff and Council regularly;
Continually improve how you collect data on LOS performance; and
Continue to evaluate the trade-offs between investment and the LOS we deliver and
use this to optimize financial plans.
Planning and Decision-Making
Employ a consistent structure asset planning approach for each of your service areas;
Set priorities using criteria that are fully aligned with your organizational goals and
objectives;
Keep AM plans up to date through normal business (e.g. update condition
information and performance information). Integrate your AM plan across services;
Prepare annual needs-based capital and operating business that are based on an
annual assessment of risks and current needs;
Develop a 5-year capital plan and update it annually; and
Develop a long-term financial plan (10-year) annually and understand the risks
associated with investment gaps.
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Asset Management Plan 2022
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Contribution to Asset Management Practice
Provide all staff with basic AM awareness training;
Provide some staff with advance AM training specific to their roles and
responsibilities;
Provide Council with AM training. Demonstrate that staff and Council are able to
communicate the value of AM;
Develop a culture of knowledge sharing internally, supported by official initiatives;
Collect and maintain AM knowledge resources;
Communicate the benefits of AM internally to staff and Council;
Provide opportunity for staff to contribute to knowledge sharing with others, through
membership in one or more AM organizations; and
Share basic information on our assets, the services we provide and future needs with
the public.
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Asset Management Plan 2022
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2.0
Roads
2.1
State of Local Infrastructure
The County owns and maintains road assets. The County is responsible for 561 km of
road, or 1,125 lane-kilometres. A summary of roads by type can be seen in Table 2-1.
Table 2-1: Current State Summary of Roads
Road Asset Type
Total
Length
(km)
Total
Replacement
Cost
(2022)
Average Age
of Latest
Improvement
(2022, by
length)
Asset Age as a
Proportion of
Expected
Useful Life
(30 years)
High Class
Bituminous (HCB)
412
$108,015,960
12.8
43%
Low Class
Bituminous (LCB)
128
$32,599,200
7.4
25%
HCB/LCB
21
$5,428,950
9.6
32%
Total
561
$146,044,110
11.5
38%
All roads owned and maintained by the County are paved, either with HCB or LCB. The
roads are all two-lane roads, with the exception of County Road 29.
In addition to the linear road assets, the road network includes ancillary assets that
facilitate usage and adequate service delivery of the roads. These assets include:
Sidewalks on bridges/ paved boulevards;
Curb and gutter;
Signalized pedestrian intersections;
Streetlight poles;
Streetlight fixtures;
Guide rails; and
Signs.
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Asset Management Plan 2022
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2.1.1
Replacement Cost
The replacement cost for the assets is representative of the cost in current dollars that
would be required for full replacement of the current inventory of assets. The estimated
current replacement cost for roads is $172 million.
This cost was determined using unit costs provided by the County, for which the County
maintains detailed records per rehabilitation type. The County's unit costs are updated
as new data is available, and inflated at an annual rate of 2% to estimate future road
works costs. The costs are available by works type, and further refined to vary across
road widths. For this estimate, roads with widths up to 9.5 metres (m) used a unit price
of $300,000/km, and roads of 10.4 m in width or greater used a unit price of
$320,000/km.
2.1.2
Average Age
The average age (11.5 years) as shown above is determined by length of the assets, and
shows the time elapsed since the most recent road improvement.
The County does not have complete records of construction year for each of the road
assets. For those with construction year available, the range is from 1960 to 2015,
noting that 36 segments had no date available.
2.1.3
Expected Useful Life
The County expects a useful life for roads of 30 years, counted from the last
rehabilitation. All road segments have either a year of construction or improvement
year (marking the last rehabilitation). The average remaining useful life for County roads
is 19.8 years, including 2 road segments that are older than their expected useful life.
As a proportion of the expected useful life, all road types (HCB, HCB/LCB and LCB) are at
70% of their expected useful life or greater.
2.2
Condition - Roads
The County has a road condition assessment program where the roads are assessed on
an annual basis. All roads in the County are paved surfaces, and evaluated using a
Pavement Condition Index (PCI), rated from 0 (low) to 100 (high). A summary of the PCI
scores, condition categories and description of the condition are in Table 2-2.
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Asset Management Plan 2022
May 2023
Table 2-2: Road Condition Descriptors and PCIs
PCI
Score
(Low)
PCI
Score
(High)
Condition
Description
Description
85
100
Very Good
Sound pavement with few defects perceived by drivers.
65
84
Good
Slight rutting and/or cracking and/or roughness that is
noticeable to drivers.
50
64
Fair
Multiple cracks are apparent and/or rutting may pull at
the wheel and/or roughness necessitates drivers to make
minor steering corrections.
20
49
Poor
Significant cracks may cause potholes and/or rutting pulls
at the vehicles and/or roughness is uncomfortable to
occupants. Drivers may need to correct steering to avoid
road defects.
0
19
Very Poor*
Road failed.
Note that in previous versions of the AMP, the County has rated all roads within a PCI
range of 0 to 49 as Poor and has not considered a Very Poor category. For consistency
with other asset categories, for this report we have added the Very Poor category which
separates those assets that are under a PCI score of 20.
An overview of condition ratings amongst all roads assets is shown in Figure 2-1.
2.0 Roads 34
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Asset Management Plan 2022
May 2023
Figure 2-1: Overview of Road Condition Ratings
The majority of the County's road assets are in Good to Very Good condition, with a
total of just over 561 km of road, or 63% by length. Only 16 km (3% by length) are within
the Very Poor condition category.
Figure 2-2 shows the distribution of Road Condition by PCI and length for three different
road surface types (HCB/LCB, LCB and HCB).
2.0 Roads 35
Lanark County
Asset Management Plan 2022
May 2023
Figure 2-2: Road Condition Rating by Total Length and Surface Type
The County maintains records of the PCI ratings from past annual inspections. The
results of the 2018 to 2021 assessments are summarized in Table 2-3.
Table 2-3: Road PCI Ratings from 2018-2021
Road
Rating
2021
Length
(km)
2021
Percentage
2019
Length
(km)
2019
Percentage
2018
Length
(km)
2018
Percentage
Very
Good
162
29%
142
25%
134
24%
Good
192
34%
244
43%
218
37%
Fair
128
23%
81
14%
134
18%
Poor
63
11%
86
15%
104
18%
Very Poor
16
3%
8
1%
12
2%
The percentage of roads in Very Good condition has increased since 2018; however, the
percentage in Very Poor has also increased. Note that although the Very Poor category
has increased, only a small total length of road (16 km) falls in this category. The
majority of roads (63%) are in the Good to Very Good condition.
2.0 Roads 36
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Asset Management Plan 2022
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2.3
Current Levels of Service - Roads
Road assets are considered a core asset under O. Reg. 588/17, and; therefore, have
pre-defined levels of service statements, per Table 4 of the regulation. The County's
primary indicator for levels of service for roads is the condition, including the
following target set within the 2018 Asset Management Plan: 75% of County Roads
rated as Very Good and Good.
As of 2021 inspections, only 65% of the network were rated Good or better, which is a
gap of 10% from the target.
The O. Reg. 588/17 Level of Service Community and Technical parameters are
summarized in Table 2-4 and Table 2-5.
Table 2-4: Community LOS for Roads
LOS
Parameter
Community Levels of Service
(Qualitative Description)
Response
Scope
Description, which may include
maps, of the road network in the
Municipality and its level of
connectivity.
County Roads serve local and
through traffic. Locations of County
Roads are shown in Figure A-1 in
Appendix A.
Quality
Description or images that
illustrate the different levels of
road class pavement condition.
Ratings are conducted internally by
the County. The rating is assumed to
follow Ontario Ministry of
Transportation (MTO) manual
guidance.
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Asset Management Plan 2022
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Table 2-5: Technical LOS for Roads
LOS
Parameter
Technical Levels of Service
(Quantitative Description)
Response
Scope
Number of lane-kilometres of
each of arterial roads, collector
roads and local roads as a
proportion of square kilometres
of land area of the Municipality.
Land area: 3,035 square kilometers
Arterial
Rural: 76.8 lane km
(0.03 lane km/sq km)
Urban: 17.3 lane km
(0.01 lane km/sq km)
Collector
Rural: 968.5 lane km
0.32 lane km/sq km
Rural/Urban: 39.2 lane km
0.01 lane km/sq km
Urban: 62.1 lane km
0.02 lane km/sq km
Quality
For paved roads in the
Municipality, the average
pavement condition index value.
Average PCI (by length):
2021: 71.6
2019: 71.3
Quality
For unpaved roads in the
Municipality, the average surface
condition (e.g., excellent, good,
fair or poor).
No unpaved roads in the County.
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Asset Management Plan 2022
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2.4
Current Performance - Roads
The current metric for performance used by the County is that 63% of road assets have
a condition rating of Good or Very Good.
Additional indicators can be used to provide a fuller picture of asset performance.
A summary of indicators of performance for the past two calendar years is shown in
Table 2-6.
Table 2-6: Performance for Road Assets
Performance Indicator
County Performance Data
2020 to 2021
Roads with load
restrictions
In 2021, all County roads were implemented with
reduced load restrictions (5 tonnes per axle), with the
exception of 11 roads/road segments.
Governed by By-Law 2011-30, 'A Bylaw to Amend By-
Law 99-07 Restrict the Weight of Vehicles on County
Roads during Reduced-Load Periods
Percentage of roads in
Good or Very Good
condition
65%
(not rated in 2020)
Customer complaints
0
2.5
Risk Assessment - Roads
The risk assessment for roads assets will be conducted using the following assumptions
and criteria:
Condition: Determined based on Pavement Condition Index (PCI) from latest
inspection;
Performance: Provided by the County;
Climate Change: Assumed a value of 3 - assets are vulnerable to climate change
impacts, but response and mitigation plan is in place (detours, internal and external
response requirements to issues);
2.0 Roads 39
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Asset Management Plan 2022
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Impact: High impact (value of 2) for Highway Classes 1, 2 & 3; and Moderate impact
(value of 1) for all other roads; and
Importance: Low importance (value of 1) for Highway Class 5 Local Roads; Moderate
importance (value of 2) for Highway Class 3 and all with Paved Shoulders; and High
importance (value of 3) for Highway Classes 1 & 2, McNeely Avenue, and County
Road 511.
Using the assumptions and parameters listed above, a risk assessment was conducted.
The distribution of risk ratings for road assets is shown in Figure 2-3.
2.0 Roads 40
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Asset Management Plan 2022
May 2023
Figure 2-3: Risk Profile for Road Assets
There are 40 assets that fall in the moderate risk range, representing 26% of the roads network by length. The remainder
of the assets are within the low risk range.
2.0 Roads 41
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2.6
Lifecycle Activities - Roads
The following section describes the lifecycle activities that can be implemented within
the asset management strategy for road assets. The primary lifecycle activities include
construction, maintenance, renewal/rehabilitation, and decommissioning/disposal. The
lifecycle activities presented below are consistent with best practices for road asset
management and maintenance. The County has an inventory of lifecycle activities for
road surfaces that they utilize:
Micro-surfacing, (double or single lift);
Warm-mix Overlay (1 or 2 lifts);
Hot-mix Overlay (1 or 2 lifts);
Double Surface Treatment Overlay;
Single Surface Treatment Overlay;
Pulverize, Restoration & Add Gravel, Double Surface Treatment;
Pulverize, Restoration & Add Gravel, Warm-mix (1 or 2 Lifts);
Pulverize, Restoration & Add Gravel, Hot-mix (1 or 2 Lifts);
Crack Sealing;
Micro-surfacing, Fibremat, Warm-mix Overlay;
Micro-surfacing, Warm-mix Overlay; and
Cold-in-place Recycled Asphalt.
2.6.1
Construction
The initial lifecycle activity of a road asset is its construction. The road asset should be
constructed to adhere to applicable requirements, codes, and design guidelines.
Construction of new road assets is recommended to be in line with recommendations as
part of growth, master plan, or other municipal strategies. Design of the road asset
should consider the level of service expected to be provided by that particular road
asset, such as the anticipated speed or volume of traffic. Varying factors in construction
include: the road classification, surface type, and location.
Construction can also be the replacement of deteriorated assets. At the end of the
useful life of an asset, it can be replaced for continuation of service provision. At the
time of replacement, design should be undertaken to ensure design requirements are
met, and adequate capacity is provided for current and future projections.
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2.6.2
Maintenance Activities
Maintenance activities are undertaken on the assets throughout their useful life to
maintain their operating condition and performance. There are a variety of maintenance
activities available to undertake on road assets, including:
Ditch improvements (grubbing/clearing);
Crack sealing;
Microsurfacing;
Hot mix patching;
Single surface treatment; and
Double surface treatment.
Maintenance activities can include the full road surface, or can be used to address
localized repairs on the road surface.
The selection of the maintenance activity is dependent on a variety of factors, including
road surface type (material, urban/rural classification), condition (surface and road
base), road works history, and importance, among others.
2.6.3
Renewal/Rehabilitation
Renewal or rehabilitation of the road assets can be undertaken when maintenance
works are no longer sufficient to address road surface deficiencies. These replace
significant parts of the road but provide large improvements to condition and lifespan.
The typical lifecycle activities can include resurfacing, reconstruction (full depth), paving
of gravel roads, or returning paved roads to gravel. The County's typical lifecycle
activities for renewal and rehabilitation include:
Micro-surfacing, (double or single lift);
Warm-mix Overlay (1 or 2 lifts);
Hot-mix Overlay (1 or 2 lifts);
Double Surface Treatment Overlay;
Single Surface Treatment Overlay;
Pulverize, Restoration & Add Gravel, Double Surface Treatment;
Pulverize, Restoration & Add Gravel, Warm-mix (1 or 2 Lifts);
Pulverize, Restoration & Add Gravel, Hot-mix (1 or 2 Lifts);
Micro-surfacing, Fibremat, Warm-mix Overlay (with or without fibremat); and
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Cold-in-place Recycled Asphalt.
The selection of the activity for implementation will require consideration of the same
factors listed for maintenance works.
2.6.4
Operating
Operating activities for the road assets include those activities that do not directly deal
with the physical state of the road, but work to extend the assets useful life. The
operating activities can include non-infrastructure solutions (such as policies, limiting
truck traffic, planning reports), and monitoring/inspection of the assets. Inspection of
the road assets can be completed by County staff on an as-needed basis, or on a
broader portion of the network conducted by a third party. The inspection program can
include a combination of the effort types to suit the needs of the County.
2.6.5
Decommissioning
Decommissioning activities of the road assets includes removal of the road from service.
A road may be removed by disposal of the asset components, or establishment of a
barricade to prevent continued usage of the asset. Disposal activities should be
conducted such that health and safety protocols are being followed, and spent materials
are disposed of at an appropriate or approved facility.
2.7
Asset Management Strategy
The County's asset management strategy is the set of planned actions that will enable
the assets to provide the proposed levels of service in a sustainable way, while
managing risk and lifecycle cost (through preventative action).
The County's strategy is informed by research conducted by the Ontario Good Roads
Association, which concluded that it is cost effective for a municipal government to
invest in a pavement preservation strategy. The road assets will deteriorate on a non-
linear basis, and the lifecycle activities can be implemented at varying stages within an
asset's deterioration. Accordingly, the County has developed an overall strategy that
considers the lifecycle year of the assets and the associated planned maintenance
activity. Table 2-7 shows a summary of the typical progression through the lifecycle
activities for a County road. Further discussion is provided following the table.
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Table 2-7: Summary of Road Strategy
Planned Lifecycle Activity
Year Performed After Road Segment Rehabilitation
Crack Sealing
Performed in years 3 or 4 after a rehabilitation and
again between years 6 and 8
Micro-Surfacing
Performed in years 10 to 12
Resurfacing
Performed in year 20
Rehabilitation
Depending on road condition a full rehabilitation is
planned in 30 years
Application of the strategy will vary according to a variety of factors, including the
following:
Actual condition and deterioration of the road asset. Factors can impact the actual
deterioration rate of an asset from the theoretical such as improper construction,
weather, and usage of the road asset;
Works required on adjacent infrastructure. Where adjacent linear infrastructure
requires replacement (buried infrastructure such as stormwater pipes or other
utilities), road works may be undertaken in advance of the typical schedule as part of
rehabilitation works; and
Works required on adjacent asset segments. Where adjacent segment(s) of road
requires implementation of a lifecycle activity, there may be cost efficiencies in
conducting the activities on multiple segments, even if it occurs ahead of the typical
timeframe.
The age of the asset is the primary indicator of roads asset management strategy for the
County. The County maintains up to date records of the road assets, which tracks the
latest date of construction and implementation of lifecycle activity such that the asset
can be tracked through its lifecycle and maintenance activities completed.
The age of the asset can be an indicator of probable condition; however, actual
condition information from roads assessments can be valuable in proceeding through
the strategy and identifying appropriate lifecycle activities.
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An asset condition assessment program for roads can assess the assets on a regularly
scheduled basis wherein the entirety of the network is reviewed in portions over a
specified timeframe (for example 1/5 of the network in a 5-year timeframe), or all assets
to be done in one assessment year, with assessment recurring every few years. The
County currently undertakes assessment annually on the entirety of the road network,
assessing the condition as PCI on a scale of 0 to 100, where 100 represents a road in
perfect condition. The assessment is conducted by County staff.
A variety of methods can be implemented for undertaking condition assessment of
roads, including visual inspection, and usage of technological systems such as street
scan technology. The assessment can be conducted in-house by County staff or through
acquisition of a third-party assessment. The current inspection program includes visual
inspection of the assets by staff.
In addition to the condition, prioritization and selection of a road asset for
implementation of lifecycle activities can consider the following:
Importance of the asset;
Asset risk score;
Condition of adjacent sections;
Replacement requirements for adjacent infrastructure (watermain, storm or
roadworks); and
Upstream dependency and expansion requirements.
Maintenance works should be undertaken throughout the lifecycle of an asset. Selection
of the appropriate maintenance activity will depend on the type of deterioration being
experienced on the asset, and the condition of the asset. Some activities, such as crack
sealing, are best utilized on a road segment that is generally in good condition. As the
road segment continues to deteriorate, maintenance activities may become a less
preferred option as it may become insufficient to address deficiencies. Maintenance
activities can be undertaken on a road segment multiple times prior to the asset
requiring rehabilitation activities, depending on the nature and extents of the
maintenance works. The County undertakes regular minor maintenance activities to
extend the useful life of the road assets.
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Rehabilitation activities should be undertaken on an asset when it has deteriorated past
the point where maintenance activities could address condition issues. Selection of the
appropriate rehabilitation activity will depend on the road surface material, stage in
lifecycle, and severity and type of deterioration. Due to the current road surface types in
the County, conducting a road overlay will require shaving of the existing surface. During
these works, the County must retain the current grade of road due to the urban cross-
section used on the road infrastructure.
At the point where a road asset has deteriorated such that maintenance and
rehabilitation options will be inadequate to address condition issues, the road can be a
candidate for reconstruction. The depth of reconstruction (either surface or full depth
including road base) will need to be identified. This distinction is made through a variety
of factors, primarily the age of the asset and the history of lifecycle activities. A road
candidate for rehabilitation will typically have progressed through the lifecycle activities
as suggested in the above table. Reconstruction works will result in a road segment
being at a very good condition rating.
The County has an established set of parameters that are utilized when reconstructing a
road segment. The road works will consider requirements specific to road classification
(class of highway). The width of the road asset (including pavement and shoulders) is
determined based on the average traffic values, as summarized in Table 2-8.
Table 2-8: Road Surface Widths for Reconstruction
AADT
Min
AADT
Max
Total
Pavement
Width (m)
Min
Granular
Shoulder
Width (m)
Total
Platform
Width (m)
Lane
Width
(m)
Resulting
Paved
Shoulder
Width (m)
0
999
8
0.25
8.5
3.25
0.75
1,000 2,999
9.5
0.5
10.5
3.3
1.45
3,000 4,999
10.4
0.8
12
3.5
1.7
5,000 over
12
0.8
13.6
3.75
2.25
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The County also maintains an up-to-date estimate of the costs of the lifecycle activities,
tracking estimated unit costs for each of the treatments listed above and inflating it by
2% each year.
Reconstruction and rehabilitation works offers the County an opportunity to integrate
other improvements into the road works. This may include active transportation
facilities, upgrade of drainage, street lighting, and changes to the road cross-section to
accommodate growth demands.
2.7.1
Scenario Analysis
To understand the needs of the roads network and overall system condition within a
10-year outlook, replacement and relining activities were reviewed under varying
budget scenarios. The budget scenarios analyzed include:
1. Unlimited budget - To determine backlog of works;
2. No Budget - To understand the changes in average network condition with no
investment;
3. 2015 AMP Funding Level - To understand impact of current recommended
allocation; and
4. Maintain Current PCI - Determining the target budget to maintain the current
average condition across the network
The assets were analyzed using reconstruction activities only. Discussion below presents
the results as they are analyzed individually and combined.
Analysis Results
Multi-year projection scenarios were run using the budgets noted above. In the analysis,
reconstruction activities are recommended when a road has a condition rating of
between 0 and 0.35. Reconstruction of a segment will return the segment to a condition
index of 1.
A summary of the analyses is found in Table 2-9.
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Table 2-9: Roads Analysis Budget Scenario Results
#
Budget
Scenarios
Annual
Value
Average Annual
Investment
(2022-2031)
Total
Investment
(2022-2031)
Average
Condition Index
(at 2031)
1
Unlimited
Unlimited
$8,623,460
$86,234,600
0.72
2
No Budget
$0
$0
$0
0.35
3
2015 AMP
$7,165,950
$7,056,400
$70,564,000
0.63
4
Maintain
PCI
$9,500,000
$8,498,880
$84,988,800
0.71
The annual value of the budget scenarios are maximum investment value per year.
The selection of an investment level for the roadway strategy should consider the
current and intended level of service, affordability, effectiveness of the scenario, and
backlog of works.
Scenario 1 assumes an unlimited budget available for reconstruction of the roadway
assets. In the first year of the scenario, $11 million (M) in reconstruction works were
identified, indicating that there is a backlog of repairs required to improve the condition
of the assets. The backlog includes any assets that are currently at a condition rating of
0.35 or less. Given the typical annual investment recommended within the 2015 AMP
(ranging from over $5 M to over $7 M), the backlog is noted to be higher than average
investment but is not indicative of a significant amount of works outstanding.
Scenario 2 models the impact of no spending on road reconstruction during the 10-year
timeframe. The average condition rating deteriorates to 0.35, which is well below the
current level of service and best practice recommendations for average network
condition.
Scenario 3 analyzes the average recommended investment value from years 2021-2025
as suggested in the County's 2015 AMP. Most years of the scenario maximized
expenditure within the annual value, with slight decreases in spending in year 2025
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(spending approximately $7.6 M). Through the term of the scenario the overall total
expenditure is just over $70 M.
Throughout the scenario, the average condition index is decreases, to a value of 0.63 in
year 2031.This value is less than the current level of service being provided by the
County, but still represents an acceptable condition range based on best practices.
Scenario 4 analyzes the recommended investment level to maintain the current PCI
over the 10-year timeframe. The scenario required a maximum annual expenditure of
$9.5M, and achieved a 0.71 at the end of the timeframe (and remaining within a range
of 0.68-0.71 each year). The average expenditure across the 10-year timeframe is
$8.5M, however five of the scenario years maximize the $9.5M expenditure, and one
drops below $7M (2024). The annual expenditure under the Scenario 4 budget value
and its resulting impact on the average condition of the assets is shown in Figure 2-4
Figure 2-4: Annual Expenditure and Condition Index for Roads - Scenario 3 (2015
Funding Value)
The scenarios discussed above are projected using condition as the primary factor for
prioritization, and provide information of how the overall condition of the assets will
respond at varying levels of investment over the time period. When conducting capital
planning and annual capital expenditures, additional factors beyond those in the model
must be considered by the County, as previously described. Further, the scenarios above
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are focused on reconstruction of the assets. The County can optimize the scenarios
above through continued implementation of other lifecycle activities to extend the
useful life and maintain the assets in desired condition and performance.
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2.8
Proposed LOS Increase for Roads
In previous versions of the AMP, the County identified a target LOS as 75% of County
Roads are rated as 'Very Good' & 'Good', with a goal to achieve the target by 2025.
While the current LOS is lesser than the target, the County intends to retain the LOS
target, supported through priorities of local Council and administration, and through
data collected during the Community Level of Service Survey (as discussed in Section
1.4.2).
The proposed LOS definition for roads also includes the average pavement condition
index value, as set out by O. Reg. 588/17. The target for this is to maintain the current
index. The two LOS definitions can work in tandem to allow the County multiple ways to
show and understand the condition of their road assets. The date for achieving the
proposed LOS target will be adjusted from 2025 to 2031 (the planning period of this
asset management plan).
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3.0
Bridges & Structural Culverts
3.1
State of Local Infrastructure
The County's bridge network consists of 43 bridges managed by the County, and two
boundary bridges for which the County shares management. The County handles 50% of
the costs for the boundary bridges. Locations of the County bridges are shown in in
Figure A-1 in Appendix A.
The County's 45 bridges have a total deck area of 17,079 square metres (m2). A
summary of bridge details by bridge type can be seen in Table 3-1.
Table 3-1: Current State Summary of Bridge Assets
Bridge Type
Total
Count
Total Deck
Area (m2)
Total
Replacement
Cost
Average
Asset Age
(2022)
(years)
Average
Remaining
Life (years)
Cast in Place1
16
2,291
$28,219,680
51
54
Precast
16
10,548
$76,516,020
44
52
Steel
12
3,626
$33,164,260
68
41
Stone
1
614
$1,811,740
121
45
TOTAL
45
17,079
$139,711,700
71
48
Currently the county of Lanark owns 39 structural culverts which have a diameter in
excess of 3 meters. The total length of these is 985 m. A summary of the 39 culverts, by
culvert type, can be seen in Table 3-2.
1 Note that two of these bridges are the boundary bridges.
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Table 3-2: Current State Summary of Structural Culverts
Culvert Type
(>3 m)
Total
Count
Total
Replacement
Cost (2022)
Average Asset
Age (2022)
(years)
Average
Remaining Life
(years)
Open Footing
13
$7,629,000
54
28
Pipe Arch
4
$1,088,000
41
16
Pipe Horizontal
Ellipse
7
$3,392,000
53
8
Box Culvert
12
$8,805,000
39
56
Arch
1
$4,945,000
72
38
CSP
2
$171,000
33
N/A
TOTAL
39
$26,030,000
48
29
3.1.1
Replacement Cost
The replacement costs for bridge assets were estimated as part of the OSIM reporting
conducted by Keystone Bridge management Group in 2019. The estimation was done
based on replacement in kind, and were estimated in dollars current to the report. To
estimate current prices, the costs within the OSIMs were inflated by a rate of 3% per
year since the inspection, with these values being shown in Table 3-2.
Note that no replacement costs were provided for the two shared boundary,
cast-in-place bridges.
The replacement costs were estimated as part of structural culvert inspection that
occurred in 2020 (by Keystone Bridge Management Corp), and are noted to be
estimated based on replacement in kind. To reflect 2022 values, the replacement costs
within the 2020 reports were inflated annually by 3%.
Note that Lunney Culvert was assessed as part of the Boundary Bridges assessment,
which did not provide estimations of replacement value. Therefore, this Corrugated
Steel Pipe (CSP) structure does not currently have an estimated replacement cost, the
provision for which should be considered within the next assessment of the structure.
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3.1.2
Average Age
The average age of the bridge structures is 55 years, with the oldest being 120 years old
(Asset ID 020021, constructed in 1901), and the newest being 7 years old (Asset ID
511116, constructed in 2015).
The average age of the structural culverts is 48 years. The oldest asset is a 90-year-old
concrete box culvert (Asset ID 029135, constructed in 1932), and the newest is a
5-year-old concrete box culvert (Asset ID 043148, constructed in 2017).
The year of construction was not available for eight of the 39 culvert structures, these
structures therefore being omitted from the average age determination. This includes
the following structures:
012248 (Pipe Horizontal Ellipse) - Mill Street Culvert;
016477 (Box) - Wolfe Grove Creek;
029062 (Open Footing) - County Road #29;
029255 (Open Footing) - Glen Creek Box;
043100 (Open Footing) - Rosedale Creek;
043237 (Open Footing) - Tay Tributary;
043293 (Open Footing) - Road Con Box; and
511252 (Open Footing) - Hopetown Box Culvert.
3.1.3
Expected Useful Life
The County currently tracks a general expected useful life value associated with each
bridge, which is used to estimate the year of replacement of the asset. The expected
useful life values are similar yet inconsistent across the asset types. A summary of the
range and most common expected useful lives are shown in Table 3-3.
Table 3-3: Expected Useful Life Summary for Bridges
Bridge Type
Range
Most Common
Cast in Place
90 to 140
100
Precast
80 to 110
90
Steel
65 to 167
115
Stone
150+ years
166
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The expected remaining useful service life for the bridges was estimated as part of the
inspections that took place in 2019. The values were estimated based on the bridge
condition, expected works, history, etc. The estimations were reduced by 3 years to
estimate them current to 2022.
The remaining useful life ranges from 3 years remaining (Bridge 3, Dixon Bridge,
Althorpe Road), to 83 years (Bridge 34, Mississippi River Bridge).
Note that no inspection information was provided for the two cast-in-place boundary
bridges therefore the remaining useful life is unknown.
The expected remaining useful service life for the structural culverts was estimated as
part of the inspections that took place in 2020 (or earlier). The values were estimated
based on the bridge condition, expected works, history, etc. The estimations were
reduced by the number of years lapsed since the inspection to estimate them current to
2022.
The remaining useful life ranges from 0 years remaining (Site ID 12, Mill Street Culvert),
to 89 years (Bridge 26, The Swale Culvert).
3.2
Condition - Bridges & Structural Culverts
Condition for bridges were measured using Bridge Condition Index (MTO calculation) as
part of the OSIM inspections completed in 2021. The BCI ratings are given on a scale of 0
to 100. For consistency with condition descriptions for other asset categories, the Bridge
Condition Index (BCI) score ranges are summarized in Table 3-4 with their
corresponding text condition description.
Table 3-4: Bridge Condition Ratings from BCI Ratings
Condition
BCI Score Range
Very Good
86 to 100
Good
71 to 85
Fair
56 to 70
Poor
41 to 55
Very Poor
0 to 40
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The condition ratings by bridge type (using the 2021 BCIs from inspection) can be seen
in Figure 3-1. Note that BCI ratings were not assigned for Boundary bridges, for which
the condition was estimated as a percentage of the useful life used.
Figure 3-1: Condition Ratings for Bridge Assets
The majority of bridges are within the ''Good' condition range, with 76%, 18% fair, 2%
very good, and 4% very poor. No bridges are currently in the 'Poor' range.
The County had previously estimated the condition of the structures based on the ten-
year projected structural rehabilitation costs for each asset, as a percentage of the total
replacement cost of the asset.
Condition for culverts >3 m diameter were assessed and reported using a BCI as part of
culvert inspections from 2020 and 2018. The BCI ratings are given on a scale of 0 to 100.
The BCI score ranges and corresponding text condition descriptions for structural
culverts are consistent with bridges, as described in Table 3-4.
The condition ratings by culvert type (using the 2018 and 2020 BCIs from inspection) can
be seen in Figure 3-2. Note that a BCI rating was not assigned for Lunney Culvert
(Site ID 39), therefore its condition was assessed based on its age and the deterioration
rate of the culvert of the same construction type at Site ID 38.
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Figure 3-2: Condition Ratings for Structural Culvert Assets
The majority of culverts are within the 'Good' condition range, with 46%, with a further
33% within the 'Fair' condition range. Within the remaining 21%, there are 13% in 'Very
Good', 5% in 'Poor', and 3% in 'Very Poor' (including only one asset).
The County had previously estimated the condition of the structures based on the ten-
year projected structural rehabilitation costs for each asset, as a percentage of the total
replacement cost of the asset.
3.3
Current Levels of Service - Bridges & Structural Culverts
Bridge and structural culvert assets are considered a core asset under O. Reg. 588/17,
and therefore have pre-defined levels of service statements, per Table 5 of the
regulation. Note that the LOS statements are provided for Bridges and Structural
Culverts as a combined asset category, therefore the information below incorporates
bridge asset data, as well as structural culverts (greater than 3 m diameter). The
County's primary indicator for levels of service for Bridges is the condition, including the
following targets set within the 2016 Asset Management Plan: 87% of County Bridges
rated as 'Good'.
The County intends to continue to track the quantity of bridges within each condition
category in conjunction with tracking the overall BCI of the structures.
The O. Reg. 588/17 level of service Community and Technical parameters are
summarized in Table 3-5 and Table 3-6.
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Table 3-5: Community LOS for Bridges and Structural Culverts
LOS
Parameter
Community Levels of Service
(qualitative descriptions)
Response
Scope
Description of the traffic that
is supported by municipal
bridges (e.g., heavy transport
vehicles, motor vehicles,
emergency vehicles,
pedestrians, cyclists).
- Heavy transport vehicles
- Motor vehicles
- Emergency vehicles
- Agricultural vehicles and equipment
- Pedestrians
Locations of County bridges are shown in
Figure A-1 in Appendix A.
Quality
1. Description or images of
the condition of bridges
and how this would affect
use of the bridges.
2. Description or images of
the condition of culverts
and how this would affect
use of the structural
culverts.
The condition of bridges and culverts are
evaluated routinely according to the OSIM
requirements. For full descriptions and
samples images of bridge and culvert
condition classifications refer to the OSIM
2008 and associated field guide.
Bridges and structural culverts in good
condition typically operate as designed and
would not receive any additional
restrictions or limitations beyond those
designed.
Bridges and structural culverts in fair to
poor condition may receive load
restrictions or be subject to closure as
deterioration affects asset capacity to
safely and reliably deliver the designed
level of service. For photos illustrating the
condition of bridge components in each
category refer to OSIM 2008 and the
associated field guide.
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Table 3-6: Technical LOS for Bridges and Structural Culverts
LOS
Parameter
Technical levels of service
(technical metrics)
Response
Scope
Percentage of bridges in the
municipality with loading or
dimensional restrictions.
Load postings currently in place 2 bridges,
or 4.4%.
Bridges include:
Bridge 40 (Andrewsville Bridge)
Bridge 41 (Blakeney Bridge)
Quality
1. For bridges in the
municipality, the average
bridge condition index value.
2. For structural culverts in the
municipality, the average
bridge condition index value.
1. Average BCI Bridges: 73.1 (2021)
2. Average BCI Culverts: 70.8 (2020)
3.4
Current Performance - Bridges & Structural Culverts
The current metric for performance used by the County, is that 87% of bridge assets
have a condition rating of 'Good'. Additional indicators can be used to provide a fuller
picture of asset performance. A summary of indicators of performance for the past two
calendar years is shown in Table 3-7.
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Table 3-7: Performance for Bridges
Performance Indicator
County Performance
Data 2021
County Performance
Data 2020
Traffic counts over bridges to assess
usage
AADT captured bi-
annually
AADT captured bi-
annually
Number of bridge failures/road closures
0
0
Number of structures with load
restrictions
1 height restriction
1 length restriction
3 weight restriction
2
Percentage of bridges in good or very
good condition (OSIM report results)
BCI 2021:
<40: 4%
41-55: 0%
56-70: 18%
71-85: 76%
86-100: 2%
BCI 2019:
<40: 4%
41-55: 0%
56-70: 13%
71-85: 78%
86-100: 4%
The current metric for performance used by the County, is that 87% of culvert assets
have a condition rating of 'Good'. Additional indicators can be used to provide a fuller
picture of asset performance. A summary of indicators of performance for the past two
calendar years is shown in Table 3-8.
Table 3-8: Performance for Structural Culverts
Performance Indicator
County Performance Data 2020 to 2021
Traffic counts over culverts to assess
usage
Traffic counts are monitored as part of road
performance. AADT range for structures is
from 300 to 12,000.
Number of culvert failures/road closures
1 (2020, 2021)
Number of structures with load
restrictions
See list in Table 3-7
Percentage of culverts in good or very
good condition
16%
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3.5
Risk Assessment - Bridges & Structural Culverts
The risk assessment for bridge assets will be conducted according to the following
assumptions and criteria:
Condition: Determined based on Bridge Condition Index (BCI) from latest inspection;
Performance: Assessed by the County (reliability rating);
Climate Change: Assumed a value of 5 - assets highly vulnerable to flood risks from
climate change;
Impact: Assumed based on detour route lengths. Detour routes longer than 10 km
were given an impact value of 2, while shorter detours were given impact values of 1;
and
Importance: Assumed based on Highway Class of the road passing over the structure
as follows:
o Low importance (value of 1) for Highway Classes 4 & 5;
o Moderate importance (value of 2) for Highway Class 3;
o High importance (value of 3) for Highway Classes 1 & 2; and
o If no associated road segment was given, the asset was assumed to have
Moderate importance (value of 2).
Using the assumptions and parameters listed above, a risk assessment was conducted.
The distribution of risk ratings for bridge assets is shown in Figure 3-3.
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Figure 3-3: Risk Profile for Bridge Assets
All of the bridge assets were within the low to moderate range, with values from 7 to 14.7. In the moderate range were 26
assets, while 19 were within the low risk range.
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The risk assessment for large culvert assets (greater than 3 m diameter) will be
conducted according to the following assumptions and criteria:
Condition: Determined based on BCI from latest inspection;
Performance: Assessed by the County;
Climate Change: Assumed a value of 5 - assets highly vulnerable to flood risks from
climate change;
Impact: Assumed based on Average Annual Daily Traffic (AADT) as follows:
o High impact (value of 2) for AADT at or greater than 2,000; and
o Moderate impact (value of 1) for AADT less than 2,000;
Importance: Assumed based on Highway Class of the road passing over the
structure:
o Low importance (value of 1) for Highway Classes 4 & 5;
o Moderate importance (value of 2) for Highway Class 3;
o High importance (value of 3) for Highway Classes 1 & 2; and
o If no associated road segment was given, the asset was assumed to have
Moderate importance (value of 2).
Using the assumptions and parameters listed above, a risk assessment was conducted.
The distribution of risk ratings for large culvert assets is shown in Figure 3-4.
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Figure 3-4: Risk Rating Profile for Structural Culvert Assets
All of the structural culvert assets were within the low to moderate range, with values from 5.3 to 14.7. In the moderate
range were 23 assets, while 16 were within the low risk range.
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3.6
Lifecycle Activities - Bridges & Structural Culverts
3.6.1
Lifecycle Activities - Bridges
The following section describes the lifecycle activities that can be implemented within
the asset management strategy for roadway bridge assets. Note that, as previously
discussed, bridge assets refer to the entirety of the asset which is made up of bridge
deck surface and bridge structure. The primary lifecycle activities include construction,
inspections, maintenance and repair, replacement, and decommissioning/disposal.
Construction
The start of an asset's lifecycle is its construction. The bridge should be constructed to
adhere with the requirements of the O.Reg. 160/02: Standards for Bridges, CSA S6
Canadian Highway Bridge Design Code, and any and all other applicable regional codes
and requirements for the bridge and its use. Each bridge should be designed and
constructed to provide the services for which it is intended.
Inspections
Under O.Reg. 160/02: Standards for Bridges, the County is required to complete one
inspection of all bridges every two years to identify condition and produce a report
outlining the recommended work for a 1- to 10-year period. The inspection uses the
Ontario Structural Inspection Manual (OSIM) 2008 and is referred to as the OSIM or
Bridge Inspection Report. The County should continue the current biennial OSIM Bridge
Inspections along the current schedule, with the next inspections scheduled for 2023
(noting that inspection was completed in 2021 but data was not available at time of
reporting).
Maintenance and Repairs
Bridge assets are long-lived assets with estimated useful lives between 65 to beyond
165 years. Throughout the lifecycle of these assets the majority of expected needs will
be maintenance and repair works.
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Routine maintenance works are typically used to prolong the lifespan of assets and
include both preventative and reactive activities designed to maintain the asset
condition and function. Preventative activities are implemented to provide a predictive
response to deterioration or possible performance issues by managing the contributing
factors prior to an event occurring. Reactive maintenance is conducted in response to a
condition or performance issue and designed to correct the issue before it causes asset
deterioration and possible deficiencies. The scale of maintenance activities varies widely
and is dependent on a variety of factors including the age, asset utilization,
environment, and design. Maintenance should be completed based on
recommendations in biennial OSIM reports and industry best practices.
A general summary of bridge and structural culvert maintenance activities include, but
are not limited to:
Cleaning, washing or flushing;
Railing system maintenance;
Painting of steel bridge components;
Bearing maintenance;
Pest control;
Deck drainage maintenance;
Erosion control; and
Scaling of loose concrete and Aluminum Copper Radiators (ACR) Steel.
Repair works are driven by the identification and treatment of deficiencies to prevent
the continued deterioration of the deficiency which may cause a reduction in asset
condition, performance and LOS delivered. Timing of repairs varies widely as they may
be prescheduled based on estimated deterioration, in response to biennial condition
reporting, or on an emergency basis. Repairs to bridges vary widely and can be in
relation to structural and deck surface components.
Replacement
Replacement of a structure is based on current age, estimated lifespan and
recommendations from condition assessments. Replacement can be used when an asset
is nearing or has reach the end of its life, repairs are not technically feasible, estimated
future repair costs are greater than replacement cost, or increases to capacity or LOS
are required. Replacement activities are typically large in scale and involve the issuance
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of a capital project. Timing of replacement activities must consider the impact on
adjacent infrastructure, the impact on nearby asset LOS and replacement or
maintenance requirements of connected infrastructure.
Disposal
Disposal activities from bridges can include the removal from service of a bridge,
through:
Closure of the bridge from access;
Change in level of service of the bridge to limit access (e.g., vehicular bridge); and
Deconstruction of the bridge.
Disposal activities should be implemented when a bridge has reached the end of its
useful life, or has degraded to such a state that it can no longer provide the level of
service for which it is intended. Removal of a bridge from service without replacement,
or decrease in level of service should be undertaken only when it is decided to no longer
be required to provide level of service to residents.
Disposal activities should be conducted such that health and safety protocols are being
followed, and spent materials are disposed of at appropriate or approved facility.
3.6.2
Lifecycle Activities - Structural Culverts
The following section describes the lifecycle activities that can be implemented within
the asset management strategy for structural culvert assets (with diameter greater than
3 m). The primary lifecycle activities include construction, inspections, maintenance and
repair, replacement, and decommissioning/disposal.
Construction
The start of an asset's lifecycle is its construction. The structural culvert should be
constructed to adhere with the requirements of the O. Reg. 160/02: Standards for
Bridges, CSA S6 Canadian Highway Bridge Design Code, and any and all other applicable
regional codes and requirements for the culvert and its use. Each culvert should be
designed and constructed to provide the services for which it is intended.
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Inspections
Under O. Reg. 160/02: Standards for Bridges, the County is required to complete one
inspection of all culverts every two years to identify condition and produce a report
outlining the recommended work for a 1- to 10-year period. The inspection uses the
Ontario Structural Inspection Manual (OSIM) 2008 and is referred to as the OSIM or
Bridge Inspection Report. The County should continue the current biennial OSIM Bridge
Inspections along the current schedule, with the next inspections scheduled for 2024
(noting that inspection is expected to be completed in 2022).
Maintenance and Repairs
Culverts assets are long-lived assets. Throughout the lifecycle of these assets the
majority of expected needs will be maintenance and repair works.
Routine maintenance works are typically used to prolong the lifespan of assets and
include both preventative and reactive activities designed to maintain the asset
condition and function. Preventative activities are implemented to provide a predictive
response to deterioration or possible performance issues by managing the contributing
factors prior to an event occurring. Reactive maintenance is conducted in response to a
condition or performance issue and designed to correct the issue before it causes asset
deterioration and possible deficiencies. The scale of maintenance activities varies widely
and is dependent on a variety of factors including the age, asset utilization,
environment, and design. Maintenance should be completed based on
recommendations in biennial OSIM reports and industry best practices.
A general summary of structural culvert maintenance activities includes, but is not
limited to:
Cleaning, washing or flushing;
Railing system maintenance;
Pest control;
Erosion control; and
Scaling of loose concrete and ACR Steel.
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Repair works are driven by the identification and treatment of deficiencies to prevent
the continued deterioration of the deficiency which may cause a reduction in asset
condition, performance and LOS delivered. Timing of repairs varies widely as they may
be prescheduled based on estimated deterioration, in response to biennial condition
reporting, or on an emergency basis. Repairs to culverts vary widely and can be in
relation to structural roadway/overburden components.
Replacement
Replacement of a structure is based on current age, estimated lifespan and
recommendations from condition assessments. Replacement can be used when an asset
is nearing or has reach the end of its life, repairs are not technically feasible, estimated
future repair costs are greater than replacement cost, or increases to capacity or LOS
are required. Replacement activities are typically large in scale and involve the issuance
of a capital project. Timing of replacement activities must consider the impact on
adjacent infrastructure, the impact on nearby asset LOS and replacement or
maintenance requirements of connected infrastructure.
Disposal
Disposal activities for culverts can include the removal from service of an asset, through:
Closure of the culvert from access;
Change in level of service of the culvert to limit access (e.g., vehicular bridge); and
Deconstruction of the culvert.
Disposal activities should be implemented when a culvert has reached the end of its
useful life, or has degraded to such a state that it can no longer provide the level of
service for which it is intended. Removal of a culvert from service without replacement,
or decrease in level of service should be undertaken only when it is decided to no longer
be required to provide level of service to residents.
Disposal activities should be conducted such that health and safety protocols are being
followed, and spent materials are disposed of at appropriate or approved facility.
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3.7
Asset Management Strategy
3.7.1
Asset Management Strategy - Bridges
The asset management strategy for bridges is based on maintaining the structures in
sufficient condition and performance to allow for continued access to crossings and
adequate service delivery. The strategy considers the requirements set out by applicable
regulations, and builds on those to include the lifecycle activities summarized above.
Under O. Reg. 160/02: Standards for Bridges, the County is required to complete one
inspection of all bridges every two years to identify condition and produce a report
outlining the recommended work for a 1- to 10-year period. The inspection uses the
Ontario Structural Inspection Manual (OSIM) 2008 and is referred to as the OSIM report.
The most recent condition assessment and study was completed in 2019, with reporting
currently being completed for the 2021 assessments.
The County's current strategy for maintaining the bridges includes procurement of OSIM
reports at the required frequency, and completion of the maintenance, rehabilitation
and reconstruction works according to the recommendations from the OSIM reports.
Inspections and OSIM reports will identify works to be done at each of the bridge
structures - each of the inspection types should recommend maintenance works,
rehabilitation works, and reconstruction where necessary, as well as prioritization of the
works and an estimation of the overall condition of the structure. It is therefore
assumed that by following the results of the inspections/OSIMs, the County will be
following a strategy that prioritizes maintenance works as required to maximize the
lifecycle of the bridge assets.
Projection of Works
To understand the needs and projected works on the bridges within a 10-year period, a
summary of the recommendations from the 2021 OSIM reports (prepared by Keystone
Bridge Management Corp.) is used. A summary of the annual expenditure for
maintenance works or replacement is in Table 3-9.
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Table 3-9: Projection of Works for Bridges
Year
Total Estimated Maintenance and Repair Costs
Number of
Bridges
2022
$1,200,000
1
2023
$2,107,000
2
2024
$1,078,000
2
2025
$1,146,000
2
2026
$1,222,000
4
2027
$2,016,000
1
2028
$2,038,000
1
2029
$476,000
2
2030
$2,380,000
1
While the asset management plan timeframe extends until 2031 (10 years), there are no
current projected works for that year.
The potential for replacement of structures was also reviewed, based on the age and
expected useful life of the assets. There were two bridges identified for replacement
within the reviewed timeline: Dixon Bridge in 2028, and Blakeney Bridge in 2024.
Within the recommended works from the 2021 OSIM reports, the Dixon Bridge is
recommended for replacement in 2027, and Blakeney is recommended for repairs in
2023, however the repairs to the Blakeney bridge will be deferred in favour of full
construction in 2024. Accordingly, no additional cost was carried as these structures
were both already considered for works.
To complete all recommended work within the next 10 years is estimated to cost a total
of $13,663,000. The average annual cost (total) is just over $850,000.
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3.7.2
Asset Management Strategy - Structural Culverts
The asset management strategy for culverts greater than 3 m in diameter is based on
maintaining the structures in sufficient condition and performance to allow for
continued access to crossings and adequate service delivery. The strategy considers the
requirements set out by applicable regulations, and builds on those to include the
lifecycle activities summarized above.
Under O. Reg. 160/02: Standards for Bridges, the County is required to complete one
inspection of all large culverts every two years to identify condition and produce a
report outlining the recommended work for a 1- to 10-year period. The inspection uses
the Ontario Structural Inspection Manual (OSIM) 2008 and is referred to as the OSIM
report. The most recent condition assessments and studies were completed in 2018 and
2020, with the next inspection expected to be in 2022.
In general, the strategy for the culverts greater than 3 m diameter will be consistent
with that set out for the bridges (which are also governed by the requirement to
complete OSIM inspections).
Projection of Works
To understand the needs and projected works on the culverts within a 10-year period, a
summary of the recommendations from the 2018 and 2020 OSIM reports (prepared by
Keystone Bridge Management Corp.) is used. The county has a capital plan that
summarizes the individual maintenance or repair works recommended in the OSIM
reports. A summary of the annual expenditure for maintenance works or replacement is
in Table 3-10, noting that replacement works and maintenance/rehabilitation works
were only identified for three years out of the analyzed ten-year timeframe.
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Table 3-10: Maintenance and Replacements for Culverts Greater than 3 m Diameter
Year
Replacement
Costs (from
2020 Report)
No. of
Structures
Maintenance
Costs (from
2020 Report)
No. of
Structures
Maintenance
Costs (from 2018
Report)
No. of
Structures
Total
2025
$376,000
1
0
0
0
0
$376,000
2028
$780,000
1
0
0
$597,000
1
$1,377,000
2033
0
0
0
0
$458,000
1
$458,000
Note that for the purposes of this plan, it is assumed that works recommended for years prior to the current year
(2022) have been completed as suggested within the OSIM reports.
In general, the requirements for the large culverts (greater than 3 m in diameter) are not extensive over the ten-year
timeframe. The County should continue to conduct the works according to the recommendations set out in the plans,
and continue to update those recommendations on a routine basis through OSIM or other inspections.
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4.0
Stormwater
4.1
State of Local Infrastructure
Currently the Lanark County owns 1,437 stormwater culverts with a diameter less than 3
meters. The total length of these is 27,481 m. A summary of the 39 stormwater culverts,
by culvert size can be found in Table 4-1.
Table 4-1: Current State Summary of Stormwater Culverts
Culvert
Type
Total
Number of
Assets
Length of
Culverts
(m)
Total
Replacement
Cost
Average Latest
Inspection Year
Average
Remaining
Lifespan
Less Than
1 metre
1,229
22,894
$19,459,900
2014
13
1 to 1.99
metres
173
3,685
$3,132,250
2014
14
2 to 2.99
metres
35
902
$766,700
2014
11
Total
1,437
27,481
$23,358,850
2014
13
Note that there are 21 stormwater culvert assets with a missing length, which have
been omitted from the summary above.
The stormwater culverts are constructed of a variety of construction materials and
types, as summarized in Table 4-2.
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Table 4-2: Stormwater Culvert Material Summary
Material (Assumed)
No. of Culverts
Length of Culverts (m)
CSP
1,323
24,867
Concrete Box
56
1452
Intersection
32
661
HDPE
14
325
Concrete box & CSP
3
69
Unknown
3
39
Concrete
2
5
Entrance
2
20
PVC
1
34
Steel casing
1
29
4.1.1
Replacement Cost
The replacement cost was estimated by assuming a unit replacement cost of $850 per
lineal meter of stormwater culvert. The unit cost was estimated by the County. The unit
cost was applied against the total length of known culverts to estimate the replacement
cost. Note that the replacement cost is missing for the culverts that have no length
attributed.
4.1.2
Average Age
The County tracks the latest year inspection was undertaken on the stormwater culvert
assets, which is used to inform the expected remaining useful life and establish the
condition. The County does not have year of construction tracked for most culvert
assets.
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4.1.3
Expected Useful Life
The expected remaining useful life is estimated as part of the stormwater culvert
inspection. To estimate the overall current expected useful life, the value at time of
inspection was used, subtracting the amount of time that has passed since the
inspection date.
4.2
Condition - Stormwater
Condition for stormwater culverts were provided and assessed by the County using a
descriptive condition scale from 'Excellent' to 'Poor' (note that for consistency in this
report, 'very good' will be used as an equivalent descriptor for the 'excellent' condition
rating). Some assets did not have a condition assigned, for which a condition was
assumed based on the percentage of useful life elapsed at date of reporting (22
structures).
The condition ratings by stormwater culvert type (using the 2018 and 2020 BCIs from
inspection) can be seen in Figure 4-1 and Figure 4-2 (separated due to the quantity of
CSP culverts).
Using the condition ratings, 91% of the assets are considered in Good or Excellent
condition, with the rest distributed between the good and fair condition (noting that
there is unknown condition for 22 of the assets).
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Figure 4-1: Condition Ratings by Stormwater Culvert Type
Figure 4-2: Condition Ratings by Culvert Type (CSP)
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4.3
Current Levels of Service - Stormwater
The stormwater culverts have been considered stormwater management assets for the
purpose of LOS definitions. The stormwater LOS definitions correspond with Table 3 of
the Regulation.
In 2015, the County targeted a desired level of service of 81% of County stormwater
culverts rated as 'Very Good' or 'Good'.
The following levels of service parameters expand on the levels of service definition.
The O. Reg. 588/17 level of service Community and Technical parameters are
summarized in Table 4-3 and Table 4-4.
Table 4-3: Community LOS for Stormwater Culverts
Service
Attribute
Community Levels of Service
(qualitative descriptions)
Response
Scope
Description, which may include maps,
of the user groups or areas of the
municipality that are protected from
flooding, including the extent of the
protection provided by the municipal
stormwater management system.
Stormwater culverts at the County are
located adjacent to road
infrastructure, including intersections,
entrance culverts, road crossings,
centreline culverts or located beside
roads.
Table 4-4: Technical LOS for Stormwater Culverts
Service
Attribute
Technical Levels of service
(technical metrics)
Response
Scope
1. Percentage of properties in
municipality resilient to a
100-year storm.
2. Percentage of the municipal
stormwater management system
resilient to a 5-year storm.
The percentage of properties in the
County that are resilient to 100-year
and 5-year storms are currently
unknown. This metric is not tracked at
the County, as it is the responsibility of
the lower tier municipalities.
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4.4
Current Performance - Stormwater
The current metric for performance used by the County, is that 81% of stormwater
culvert assets have a condition rating of 'Good' or 'Very Good'. Additional indicators can
be used to provide a fuller picture of asset performance. The County can consider
developing additional stormwater related performance measures to continue to track at
a greater specificity the performance of these assets.
4.5
Risk Assessment - Stormwater
The risk assessment for stormwater culvert assets will be conducted according to the
following assumptions and criteria:
Condition: Determined based on a 5-point rating from the last inspection (ranging
from 'Excellent' - 1 to 'Very Poor' - 5);
Performance: Assessed by the County;
Climate Change: Assumed a value of 5 - assets highly vulnerable to flood risks from
climate change;
Impact: Based on Average Annual Daily Traffic (AADT), with AADT over 2,000 given an
impact value of 2, and lower volumes given impact values of 1; and
Importance: Evaluated based on Highway Class of the road passing over the
structure:
o Low importance (value of 1) for Highway Classes 4 & 5;
o Moderate importance (value of 2) for Highway Class 3;
o High importance (value of 3) for Highway Classes 1 & 2; and
o If no associated road segment was given, the asset was assumed to have
Moderate importance (value of 2).
Using the assumptions and parameters listed above, a risk assessment was conducted.
The distribution of risk ratings for small culvert assets is shown in Figure 4-3.
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Figure 4-3: Risk Profile for Stormwater Culvert Assets
There are 143 assets that are within the Moderate risk range, with the highest rating at 15. These assets represent only
just less than 10% of the network. The remainder of assets are within the low risk range.
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4.6
Lifecycle Activities - Stormwater
The following section describes the lifecycle activities that can be implemented within
the asset management strategy for stormwater culvert assets. The primary lifecycle
activities include construction, inspections, maintenance and repair, replacement, and
decommissioning/disposal.
4.6.1
Construction
The start of an asset's lifecycle is its construction. The design of a culvert structure
should be done such that the culvert has sufficient capacity to allow for required flows
and has sufficient structural considerations such that the surface above the culvert is
supported. It may be pertinent to consider climate change during the design and
construction of a culvert asset.
4.6.2
Maintenance
Culvert assets can be long-lived assets with estimated useful lives between 15 to beyond
75 years. Throughout the lifecycle of these assets the majority of expected needs will be
maintenance and repair works.
Routine maintenance works are typically used to prolong the lifespan of assets and
include both preventative and reactive activities designed to maintain the asset
condition and function. Preventative activities are implemented to provide a predictive
response to deterioration or possible performance issues by managing the contributing
factors prior to an event occurring. Reactive maintenance is conducted in response to a
condition or performance issue and designed to correct the issue before it causes asset
deterioration and possible deficiencies. The scale of maintenance activities varies widely
and is dependent on a variety of factors including the age, asset utilization,
environment, and design.
Maintenance should be completed based on in section of the culvert, and can include
(but is not limited to) cleaning, washing and flushing, and erosion control.
Repair works are driven by the identification and treatment of deficiencies to prevent
the continued deterioration of the deficiency which may cause a reduction in asset
condition, performance and LOS delivered.
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4.6.3
Renewal
Renewal of the stormwater culvert assets can include structural or non-structural lining.
A lining can be used where the condition has deteriorated, however structurally the
pipe segment is still sound. A lining can extend the useful life of an asset and improve
performance. Risks associated with lining of a culvert include the improper installation
of the lining or continued deterioration of the original culvert such that the lining does
not perform as expected.
4.6.4
Operating
Operating activities for the stormwater culvert assets include those activities that do not
directly deal with the physical state of the culvert, but work to extend the assets useful
life. The operating activities can include non-infrastructure policies, and
monitoring/inspection of the assets. There is currently not an inspection program for
the stormwater culverts in place; however, establishment of a program can include
visual inspection at regular intervals, at a frequency that provides sufficient information
to the County. Where culverts are difficult to assess, usage of CCTV or zoom camera can
be implemented. Usage of the zoom camera technology has the risk of insufficient visual
detail to make appropriate activity decisions.
4.6.5
Decommissioning
Decommissioning activities of the stormwater culverts should be implemented when a
culvert has reached the end of its useful life, or has degraded to such a state that it can
no longer provide the level of service for which it is intended. Decommissioning
activities typically include abandonment or replacement of the asset. It is expected that
the typical decommissioning practice would be the replacement in-place of the culverts
due to the dependency of adjacent infrastructure on the location and proper
functioning of the stormwater culverts (such as the dependency of a road on a culvert
crossing a creek).
Disposal activities should be conducted such that health and safety protocols are being
followed, and spent materials are disposed of at appropriate or approved facility.
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4.7
Asset Management Strategy
The asset management strategy for stormwater assets (culverts less than 3 m in
diameter) will maximize the lifecycle of the assets where appropriate, in consideration
of specific needs of the County and existing infrastructure.
The condition, a major factor in the asset management strategy, should be established
to assist in decision making. The County's current inspection program is to review the
culverts every four years. During the inspection, the County provides a condition rating,
provides any commentary on the condition or performance of the culvert, and estimates
the remaining useful life of the structure at the time of inspection.
Another option for condition assessment is the use of camera technology (CCTV or
Zoom cameras), the applicability for which can be based on a variety of factors such as
length of culvert, size, location and accessibility.
When the condition of the asset has degraded such that an intervention is required, it is
recommended that maintenance be reviewed as the first opportunity to extend the
useful life. Maintenance works can include localized repair work, or relining of a culvert.
Because of the non-intrusive nature of conducting relining, it can be done without
significant impact to the overlying infrastructure (however, this will depend on the
available access). Other factors will influence a culverts ability to be relined, such as its
condition, accessibility, material, and maintenance history. Relining can be used only
once in the asset's lifecycle.
Minor repairs and maintenance works are identified by the County during the inspection
process, and works are carried out in the year following the inspection.
When the condition of the asset has degraded such that maintenance is no longer an
appropriate activity, the segment can and should be reconstructed. The County should
follow best practices and applicable design guidelines when designing the
reconstruction works. Assets at the end of their useful life should be abandoned in place
or removed.
Replacements are identified by the County during the inspection process, and are
completed in the year following the inspection. The County utilizes a recurring annual
budget amount to address culvert replacements, which has historically been $250,000
per year. When replacements are identified through the inspection, the replacements
are prioritized and addressed by priority up to the budget is fully utilized.
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There is efficiency in conducting capital reconstruction works where adjacent asset
types can be reconstructed simultaneously. The County can review individual culverts or
condition or potential works according to what adjacent infrastructure works are
anticipated, such as road reconstruction. Where alignment in timing for works can be
found, there can be efficiency in the costs required for design and construction, and can
provide a reduced disruption to service delivery.
A summary of the culvert condition and associated lifecycle activities is provided in
Table 4-5. Note that condition assessment should be undertaken on a routine basis
throughout the lifecycle of the asset, and other factors should be considered when
selecting a lifecycle activity.
Table 4-5: Small Culvert Lifecycle Activities and Condition Ranges
Condition
Range
Lifecycle Activity
Category
Lifecycle Activity
1 to 0.60
Maintenance
Maintenance Works (cleaning, flushing)
Small section repairs
0.60 to 0.35
Rehabilitation
Localized repairs
Structural relining
0.35 to 0
Reconstruction
Culvert replacement or abandonment
Selection of material for the new culvert will be dependent on the locations of the
culvert and in-situ conditions. In general, most culverts in the County are constructed of
CSP, which will be the anticipated construction material in new construction works.
Note that culvert assets that are located or are part of a municipal drain may require
additional steps or processes for lifecycle management.
4.7.1
Projection of Works
To estimate the needs and projected works on the stormwater culverts within a 10-year
period, the condition rating and estimated lifespan (from inspection) were used.
During regular inspection on the culverts, the County estimates the remaining lifespan
from the date of inspection. Accordingly, the projection of works can be done using
these values, and can be adjusted following completion inspections. The County's
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current system includes completing the works identified through inspection during the
following calendar year, and does not include making longer-term maintenance
projections. Accordingly, the County maintains a consistent annual budget to address
the works projections, prioritizing the works identified within the limitations of the
budget. There is a risk that this may allow buildup of a backlog of works due to
constraints on the budget. The County has identified an annual budget of $250,000 per
year to address works on culverts with a diameter less than 3 m. The performance,
condition and maintenance status of the culvert scan determine if this budget amount is
adequate. The culverts are currently exceeding the average condition targets that the
County has set, therefore it is assumed that at present the budget is adequate.
If the County encounters a backlog in maintenance and repair works, the budget
allocation can be revisited. Prioritization of the works should continue, and should
consider the factors developed and discussed as part of the risk assessment within this
AMP.
For a longer-term projection of works, the County can use the expected useful life and
resulting replacement year for the assets. This will not provide as accurate of a
projection of works as will be determined during the inspection process, however it can
provide a general idea of the potential for upcoming works and where there may be
need to increase a budget or increase inspection works.
During inspection, an estimated lifespan is given to each of the culverts. To estimate the
replacement profile and projection of works, the estimated lifespan was added to the
date of inspection. The replacement cost, as described above, was determined based on
the unit replacement cost and the lineal length of each of the culverts. A summary of
the projection of works is shown in Figure 4-4.
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Figure 4-4: Projection of Works for Culverts Less than 3 m in Diameter
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Note that there are 42 assets for which a replacement date was unavailable; however, it
is expected that the impact of these assets on the overall projections would not be
significant.
There is a significant expenditure noted for 2022 which includes 331 assets (or 23% of
the network), and in 2024 which includes 250 assets (or 18% of the assets). The
replacement years are based on estimations completed at time of inspection, where
available, and estimated based on installation date where available. In 2012, there was
inspection completed on a large number of the culverts, during which an estimated
remaining lifespan of 10 or 12 years were allocated to many of the assets reviewed.
That time having elapsed, each of these assets is now being considered for replacement.
It is recommended, due to the size of the expenditure, that the County renew the
condition assessment on these assets (prioritizing by risk) to reaffirm of revise the
expected useful life remaining to potentially reprioritize the replacement years. Two of
the plan years (2029 and 2031) have projected expenditures less than the County's
budget of $250,000.
The County's condition information and results of the inspection will provide a more
comprehensive review of the actual condition of the assets, and will be valuable in
prioritizing and selecting culverts for maintenance and rehabilitation. During the
inspections, it is recommended that the County continue to update the estimated
lifespan remaining to continue to update and refine the longer-term projections as
shown in the figure above.
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5.0
Buildings & Facilities
5.1
State of Local Infrastructure
The County uses 12 facilities across multiple departments for service delivery,
particularly for public works and administrative services. The assets are located at five
sites across the County, including:
115 Christie Lake Road, Perth;
99 Christie Lake Road, Perth;
1982 Wolf Grove Road, Almonte;
4704 McDonald's Corners Road, McDonald's Corners; and
4752 County Road 29 N, Almonte.
A summary of the buildings and facilities is provided in Table 5-1.
Details related to Lanark Lodge long-term care facility are provided in Table 5-2.
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Table 5-1: Current State Summary of Buildings & Facilities
Building Name
Replacement
Cost
(2022)
Asset Age
(since last
refurbishment)
Asset age as a
proportion of
expected
useful life
Years Since
Last
Refurbishment
Administration
Building
$4,892,500
37
93%
15
Almonte Coverall
$240,400
21
84%
N/A
Almonte Garage
$167,400
63
158%
N/A
McDonalds Corner
Coverall
$236,300
12
48%
N/A
Perth Coverall #1
$351,100
7
28%
N/A
Perth Coverall #2
$206,000
7
28%
N/A
Perth Engineering
Building
$2,188,800
39
98%
15
Perth Public Works
Garage
$2,438,200
39
98%
15
Public Works Union
Hall
$386,300
7
18%
N/A
Union Hall Coverall
$136,600
8
32%
N/A
Union Hall Sand/Salt
Dome
$253,600
8
32%
N/A
Total
$11,497,200
N/A
N/A
N/A
Lanark Lodge has been separated by wing, as the date of construction of the wings
varies, as shown in Table 5-2.
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Table 5-2: Current State Summary of Lanark Lodge
Building
Section
Name
Replacement
Cost
(2022)
Asset Age
(initial
construction)
Date since Last
Refurbishment
Asset age as a
proportion of
expected useful
life
A Wing
$15,447,000
56
31
78%
B Wing
$7,269,200
56
31
78%
C Wing
$5,653,800
45
30
75%
D Wing
$14,174,900
34
34
85%
Total
$42,544,900
N/A
N/A
N/A
It is noted that during the refurbishments in each of the wings, the major systems were
not always replaced; therefore, while renovations have happened there may be
subcomponents of the facility that have a greater age than the refurbishment would
suggest.
5.1.1
Replacement Cost
The replacement costs for the facilities were provided by the County, and were devised
for 2021 costs. The replacement cost was then inflated by 3% to estimate a cost for
2022. The current replacement cost for buildings and facilities is $54 million.
5.1.2
Asset Age
The asset age is tracked based on the year of construction of the asset. The oldest assets
were constructed in 1959 (Almonte Garage and PW Union Hall), and the newest having
been constructed in 2015 (Perth coverall #1, #2, and Perth PW Garage). The average age
of the buildings and facilities is 25 years.
Three buildings and facilities have had recent major renovations, including The
Administration Building, Perth Engineering Building, and PW Union Hall. 15 years have
elapsed since the renovation at the Administrative building and engineering buildings,
with 8 years having elapsed since the renovation at the union hall.
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Lanark Lodge has original construction dates that vary for the initial building and wings
(ranging from 1966 to 1988). The wings have subsequently gone through renovations
(ranging from 1988 to 1991).
5.1.3
Expected Useful Life
The County uses typical expected useful lives for their buildings and facilities, consistent
across types of buildings. The values used within this report are:
Buildings, garages: 40 years;
Coveralls: 25 years; and
Lanark Lodge: 40 years.
5.2
Condition - Buildings & Facilities
The County has established a condition rating system (ranging from Very Poor to Very
Good), with corresponding descriptions of condition for the building assets. The
descriptions relate to the maintenance and service required, and are as described in
Table 5-3.
Table 5-3: Condition Ratings - Facilities and Buildings
Rating
Description of Condition
Very Good
Only planned maintenance required
Good
Minor maintenance required plus planned maintenance
Fair
Significant maintenance required
Poor
Significant renewal/upgrade required
Very Poor
Unserviceable
Condition of the building and facility assets was assessed in-house by County staff in
2021 using the criteria outlined above. (Note that this assessment did not involve
detailed condition inspection of the assets). It is recommended that the County
routinely assess the assets using this scale to monitor how condition is changing.
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Figure 5-1: Condition Ratings of Building and Facility Assets
The Almonte Coverall was assessed to be in poor condition, and the Almonte Garage
was assessed to be in very poor condition.
Condition rating for Lanark Lodge is based on provincial rating system for classification.
Ministry rates as a "B" Class Facility but from a County perspective the Asset Condition is
Acceptable for intended use, which corresponds to a 'fair' condition rating.
5.3
Levels of Service - Buildings & Facilities
5.3.1
Current Levels of Service
Buildings and facilities assets are considered a non-core asset under O.Reg. 588/17, and
therefore do not have pre-defined levels of service statements. The County's current
level of service metric tracks the condition of the buildings, with the target being 'good'
condition for Lanark Lodge, and 'very good' condition for all other buildings.
The following levels of service parameters expand on the levels of service definition.
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Table 5-4: Community LOS for Buildings & Facilities
LOS
Parameter
Levels of Service Metric
Response
Scope
Description, which may
include maps of buildings and
facilities
Locations of County buildings and
facilities are shown in Figure A-2 in
Appendix A.
Quality
Description of hours of
operation and available
services
Municipal office provides
administrative eservices, open
8:30 a.m. to 4:00 p.m. during the
week
Other facilities are not open to
the public. Used for
administrative, public works
service delivery
Quality
Overall condition rating of
buildings and facilities
Overall average condition is
'Good'
Table 5-5: Technical LOS for Buildings & Facilities
LOS Parameter
Levels of Service Metrics
Response
Scope
Number of buildings by
type providing service
compared to the size of
the community
(geography or
population) (Number of
facilities per capita)
Municipal Office: 1
(1 per 75,760 residents)
PW Office Building: 1
(1 per 75,760 residents)
- PW Office Building & Garage: 1
(1 per 75,760 residents)
- Coverall - Storage: 2
(1 per 37,880 residents)
Coverall - Salt/Sand: 4
(1 per 18,940 residents)
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LOS Parameter
Levels of Service Metrics
Response
PW Garage: 2
(1 per 37,880 residents)
- Lanark Lodge: 1
(1 per 75,760 residents)
Note: population of 75,760 used per
2021 census data
Scope
Number of accident
reports and calls for
service per facility
- Provided in following table.
Scope
Size of buildings (square
footage)
- Provided in following table.
Quality
Compliance with
legal/regulatory/local
standards
The quality of Buildings and Facilities
include the following legal, regulatory
and local standards for the services
provided:
- Accessibility (AODA Standards)
- Health and safety
- Facilities on their own water system
must be operated to meet MOE
drinking water quality standards
- Buildings must comply with the
Ontario Building Code
The additional details for individual details are shown in Table 5-6 below.
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Table 5-6: Level of Service Additional Information for Buildings and Facilities
Building
Size of buildings
(square footage)
Admin Building
14,719
Perth PW Garage
11,900
Perth Eng Building
6,621
Perth Coverall #1
10,500
Perth Coverall #2
6,160
PW Union Hall
2,460
Union Hall Sand/Salt Dome
6,930
Union Hall Coverall
3,900
McDonalds Corner Coverall
7,000
Almonte Coverall
6,864
Almonte Garage
4,780
Lanark Lodge
126,420
5.4
Current Performance - Buildings & Facilities
The County currently tracks performance of the building and facility assets, assessing
them on a descriptive scale that rates the reliability of the asset. Overall, most assets
were rated as 'Very Good', with Almonte Coverall and Almonte Garage rated as 'Good'.
Additionally, the County tracks the performance of Lanark Lodge based on reliability of
the facility. The County has identified that the asset has no reliability issues reported.
The current descriptor of performance is based on reliability, however additional
indicators can be used to provide a fuller picture of asset performance. If more detailed
performance tracking is warranted, the County can consider selection and tracking of
relevant indicators, such as water or energy usage, cost per square footage, etc.
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5.5
Risk Assessment - Buildings & Facilities
The risk assessment for building and facility assets will be conducted according to the
following assumptions and criteria:
Condition: Rated according to the results of the 2021 condition assessment
completed by the County;
Performance: Rated according to the ratings provided by the County, where:
'Excellent' performance considered 'always reliable' (value of 1) and 'Good'
performance considered 'usually reliable' (value of 3);
Climate Change: Assumed 'moderate' (value of 3) for all assets (Limited impact with
slower recovery; mitigation plan not in place);
Impact: Assumed 'moderate' (value of 1) impact for all assets; and
Importance: Importance was evaluated based on input provided by the County of
Lanark. If no rating was provided, the asset was assumed to have Moderate
importance (value of 2); Moderate importance (value of 2) for administration
buildings, public works garages, and salt domes; Moderate importance (value of 2)
for administration buildings, public works garages, and salt domes; and High
importance (value of 3) for Lanark Lodge (meeting legislative requirements for
redevelopment).
Using the assumptions and parameters listed above, a risk assessment was conducted.
The distribution of risk ratings for building and facilities assets is shown in Figure 5-2.
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Figure 5-2: Risk Profile for Building and Facility Assets
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5.6
Lifecycle Activities - Buildings & Facilities
The following section describes the lifecycle activities that can be implemented within
the asset management strategy for building assets. Note that, as previously discussed,
building assets refers to the entirety of the asset which is made up of varying
component systems depending on the use of the building. The primary lifecycle
activities include construction, maintenance, renewal, and decommissioning/disposal.
5.6.1
Construction
The start of a building asset lifecycle is its construction. The building should be
constructed to adhere with the requirements of the Ontario Building code, and any and
all other applicable regional codes and requirements for the building and its use. Each
building should be designed and constructed to provide the services for which it is
intended.
5.6.2
Maintenance
Throughout the full lifecycle of a building, the majority of the expected lifecycle
activities to be undertaken will be maintenance works. Maintenance activities can be
used to improve the level of service of an asset (or component), or to maintain it.
Activities that fall under the maintenance category can be varied by response type and
scale of maintenance requirements. Activities can be required through routine
maintenance works, response to Poor condition or performance, or on an emergency
basis. In general, the expected types of maintenance activities within the lifecycle of a
building include:
Preventative maintenance:
o This type of maintenance activity is undertaken to prevent failure or Poor
performance of a building asset component. Preventative maintenance works can
be undertaken on an ad-hoc basis based on knowledge of condition, or be
undertaken according to a maintenance schedule. Manufacturer directives and
condition assessments should assist in determining frequency of preventative
maintenance activities.
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Reactive maintenance:
o This type of maintenance activity is undertaken in response to an issue or fault in
the building or component systems, on an ad-hoc basis. Scale of reactive
maintenance works will be variable depending on the system and type of failure
or decrease in level of service.
Major maintenance (replacement):
o This type of maintenance activity is undertaken in response to a component
which is no longer able to provide adequate level of service. Major maintenance
(replacement) will be undertaken for one or more components of a building
asset. Major maintenance works can be preventative (in anticipation of end of
service life of a component), or in response to a system failure.
5.6.3
Renewal
Renewal works can be used to update a building asset for modernization, to achieve
compliance with updated codes and requirements, to expand on an existing building, or
to renovate to suit changes to services provided. Renovation works can include:
Addition of new components to an existing building asset: New components can be
added to an existing building with the existing building largely unchanged; and
Updating of existing components: Updating of existing components can prolong the
expected lifespan of a building asset.
5.6.4
Decommissioning/Disposal
Disposal activities can include the removal from service of a building, or a portion of a
building and components. Disposal activities should be conducted such that health and
safety and environmental protocols are being followed, and spent materials are
disposed of at appropriate or approved facility.
Disposal activities can also include removal of the building from the County building
portfolio through sale of property, if it is no longer required for service delivery.
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5.7
Asset Management Strategy
The asset management strategy for building assets will maximize the lifecycle of the
assets where appropriate, in consideration of specific needs of the County and existing
infrastructure.
The County's asset management strategy for buildings relies on assessment of building
condition to establish the current state of the assets (including information such as age,
condition and performance), and to establish recommended works and associated
timeframes. Building condition has recently been estimated by County staff based on
knowledge of the assets.
Detailed condition assessment can be undertaken by County staff or a third-party
consultant to assess the condition of the building and componentry. The usage of such
assessments for complex building assets can provide the County reliable and repeatable
condition information and projections that can be used for capital planning and asset
management. The County should procure or undertake detailed building condition
assessments at a sufficient frequency to have ongoing understanding of the condition
and required works at the building assets, suggested to be every 5 years. These reports
can be used to inform a maintenance schedule and capital works schedule, and to
understand forecasting of asset improvements. If it is not possible to complete
assessment of all buildings on a routine basis, priority buildings for the condition
assessment program are suggested to be identified by the presented risk assessment,
condition and performance measures. Buildings with high risk or poor
condition/performance components should be prioritized in the condition assessment
program. Where building assessments have not been conducted (on less complex
building assets and structures), the County could consider adding these to the scope of
the building condition assessments, or undertake simplified assessments on a regular
basis through visual inspection by County staff.
In general, the building assets were found to be in good condition and performing
adequately to provide the intended services. The County strategy should maintain (or
improve where appropriate) the condition and performance adequately to provide the
intended services. An industry standard of 2% of the current portfolio replacement
value is recommended as a minimum annual investment into capital projects for major
maintenance (replacement) and renewal activities; however, specific works
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recommendations within building condition reports will provide a more tailored
understanding of the County's recommended annual investment.
Implementation of the lifecycle activities for the building assets will vary across the
assets, according to the components, condition, and services provided.
Routine maintenance schedules are assumed to be in place currently, and are
recommended to continue assuming that they are currently providing sufficient level of
maintenance. Maintenance works can include preventative maintenance, reactive
maintenance (in the event that there is an issue), or major maintenance which can
include the replacement of a component.
Renewal works are required when routine maintenance is insufficient to address an
issue. Renewal can include update of a building asset for modernization, to achieve
compliance with updated codes and requirements, to expand on an existing building (in
response to service delivery change to accommodate growth), or to renovate to suit
changes to services provided.
Reconstruction works are undertaken when an asset has reached the end of its useful
life. The County should consider on a case-by-case basis if the asset is to be
reconstructed to a similar level of service as was existing, if modifications need to be
made to support current and future service delivery. This could include changes to the
facility to accommodate new service delivery, accommodate growth requirements,
changes to square footage, or changes based on accessibility.
Management of building assets should also include climate change considerations, in
new construction, maintenance or renewal lifecycle activities. Assessment should be
undertaken to understand vulnerability of building assets to a changing climate, which
will inform lifecycle activity requirements, and potential changes to the way lifecycle
activities are undertaken.
The County should continuously audit asset data to ensure information is current. It is
suggested that additional classifications be implemented to clearly identify the lifecycle
activities implemented for building components.
The County should provide annual updates to LOS and key performance indicator (KPI)
measures to gauge performance of the assets against quantified targets. Where data is
not yet available to LOS or KPI measures, a strategy for collecting, verifying and
integrating the data should be developed and implemented.
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5.7.1
Current Projection of Works
The current projection of works for the County building and facility assets is based on
the age and expected useful life of the assets. The County has also developed a capital
plan which includes projections for operational and capital works to be done on the
assets within a 13-year timeframe.
The County does not currently have detailed condition assessment of the buildings,
however has done inspections of the facility assets, details of which inform the capital
plan projections. Where inspection information and condition information are not
available, the replacement of the building assets or building components is estimated
based on the age of the asset/component and its expected useful life. This can be
updated when new information is available on current condition of the buildings.
Projections for the works for the buildings then were estimated based on the current
capital projections for repair as prepared by the County, as well as estimations of facility
replacement based on the age and condition of the facility. The annual expenditure for
replacement costs and the capital projections costs for a 10-year timeframe is shown in
Figure 5-3.
Figure 5-3: Current Projection of Works for Buildings and Facilities
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The projections made by the County for repair are consistently under $100,000, with the
highest year occurring in 2028 with $93,000 required. The figure also shows projections
for facility replacement based on the remaining estimated useful life considering the
assessed condition of the facility. Due to the good condition and recent full renovations
of the building and facility assets, there is not a significant expectation for investment
required. The expenditure identified in 2026 is just under $200,000 for the replacement
of the Almonte Garage, which will reach the end of its expected useful life at that time,
and in 2030 for the Almonte Coverall for just over $240,000.
5.7.2
Lanark Lodge
The County intends to replace the current Lanark Lodge with a newly constructed
building. As such, the selection and implementation of the lifecycle activities at the
current facility will require consideration of the expected life of the asset and the
criticality of the activity to the continuation of service delivery at the facility.
In general, the strategy for Lanark Lodge should be similar to that presented for the
other buildings, with these additional considerations.
With construction of the new facility, the County has the opportunity to improve
inventory tracking related to the facility, and can refine the level of detail in the asset
hierarchy for which the building components will be tracked. This will allow for the
County to track the major systems separately from the building entirety which may
provide value in future maintenance and capital planning.
Implementation of the strategy and rehabilitation and repair works on the Lodge facility
are estimated by the County to require significant annual expenditure. The County
carries an estimate of $1M per year of expenditure for the facility.
An alternative for estimating the annual expenditure for assets is through estimation
using the recommended reinvestment rate and the replacement value of the assets. The
2016 infrastructure report card suggests a reinvestment rate of 1.7-2.5% annually for
buildings and facilities. The current replacement cost for Lanark Lodge is $42.5M, which
suggests the reinvestment rates noted in Table 5-7.
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Table 5-7: Reinvestment Rate for Lanark Lodge
Reinvestment Rate
Reinvestment Value
1.7%
$722,500
2.5%
$ 1,062,500
The higher reinvestment rate is similar to the amount the County has identified for
expenditures.
In addition, the County maintains updated projection of works in form of a capital plan
for the Lodge, including the capital expenditure for the facility and the fixtures, furniture
and equipment utilized in the facility. The capital plan is itemized with a cost projection
and description of the works according to the needs identified for each asset through
inspection, complaints, and other avenues of identification. The plan is developed for a
ten-year timeframe. The projection of works according to the capital plan are discussed
by asset type below.
The County's intention is to continue to follow the capital plan and implement required
lifecycle activities to retain current level of service delivery for the residents and end
users of the facility.
Capital Expenditures for the Facility
The facility capital expenditures are identified and categorized under four major building
systems: Mechanical, Architectural, Site, and Electrical. A summary of the anticipated
expenditure within these categories is shown in Figure 5-4.
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Figure 5-4: Expenditure for Lanark Lodge Facility Components
The large expenditure in 2022 is a generator replacement. Each year of the capital plan
following 2022 projects less than $200,000 year expenditure for the Lanark Lodge. No
capital expenditures are projected for 2029 and 2030 at the time of this report.
Expenditures for Fixtures, Furniture and Equipment
The facility expenditures are identified and categorized under three categories: fixtures,
furniture, and equipment. A summary of the anticipated expenditure within these
categories is shown in Figure 5-5.
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Figure 5-5: Expenditure for Fixtures, Furniture and Equipment at Lanark Lodge
The average expenditure throughout the plan is $56,000, with costs ranging from nearly
$160,000 in the first year of the plan to below $10,000 in 2029. Note that the yearly
anticipated expenditures for the above noted three categories (fixtures, furniture and
equipment) are in addition to the yearly anticipated capital expenditures outlined in
Figure 5-4.
Total Expenditure
The total annual projections for the Lanark Lodge consider each of the funding
requirements detailed above, and are summarized in Figure 5-6.
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Figure 5-6: Total Expenditure for Lanark Lodge
5.8
Proposed LOS Increase
In the previous version of the AMP, the County identified specific LOS targets for the
buildings and facilities, including the following:
Lanark Lodge is rated as 'Good'; and
Administration, Engineering, McDonalds Corner overall, Public Works facilities in
Perth & Union Hall are rated as 'Very Good'.
The current LOS being provided at Lanark Lodge has the average condition at a 'Fair'
instead of the target of 'Good'. This target will be maintained, therefore resulting in
slight increase in LOS to achieve this. We note that the end of service life for the Lodge
is expected to occur in the short term, and therefore the average condition may be
lesser than the target as the County prioritizes lifecycle activities and balances costs and
benefits.
The current LOS being provided for the other buildings and facilities is an average
condition of 'Good' instead of 'Very Good'. This LOS target will be slightly reduced,
targeting instead an average condition of 'Good' (therefore maintaining the current
LOS).
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6.0
Traffic Lights
6.1
State of Local Infrastructure
The County currently owns and maintains 12 traffic light assets, including one in Perth,
three in Almonte, and eight in Carleton Place. The assets are tracked by intersection,
noting that each intersection asset includes multiple components, which may include:
Red, green, amber lights;
Arrow;
Pedestrian head;
Push button; and
Street lights.
Table 6-1 summarizes key information related to County owned traffic lights.
Table 6-1: Current State Summary of Traffic Lights
# of
Traffic
Lights
Total
Replacement
Cost
Average
Asset Age
Asset Age as a
Proportion of Expected
Useful Life
Average Asset
Condition
12
$3,000,000
20
67%
Good
The following sections contain descriptions of the summary components.
6.1.1
Replacement Cost
The total replacement cost for the assets was determined using an estimated unit
replacement cost per intersection, as provided by the County. Each traffic light asset
was estimated to have a replacement cost of $250,000 in 2021. Note that the
replacement costs are approximated for the entire intersection.
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6.1.2
Average Age
The average age for Lanark's 12 owned traffic lights is 20 years. The traffic lights located
in Almonte (3 assets) are the oldest at 27 years each, having been constructed in 1995.
The newest assets include 5 traffic lights in Carleton Place, at 15 years of age having
been constructed in 2007. Every traffic light asset has had maintenance activities
completed within the past 5 years, with the average improvement age since last
improvement activity being 2.5 years.
6.1.3
Expected Useful Life
The County maintains an expected useful life of 30 years for traffic light assets.
6.2
Condition - Traffic Lights
The County has established a condition rating system (ranging from Very Poor to Very
Good), with corresponding descriptions of condition for the traffic lights. The
descriptions relate to the maintenance and service required, and are as described in
Table 6-2. For the purposes of this assessment, a numerical value (condition score) has
been attributed to each of the condition ratings.
Table 6-2: Traffic Light Condition Assessment Remaining Useful Life Rating System
Condition Rating
Description of Condition
Numerical
Condition Score
Very Good
Only planned maintenance required
1
Good
Minor maintenance required plus planned
maintenance
2
Fair
Significant maintenance required
3
Poor
Significant renewal/upgrade required
4
Very Poor
Unserviceable
5
Condition of the traffic light assets was assessed in-house by Public Works staff using
the criteria outlined above, attributing a numerical value against each asset. (Note that
this assessment did not involve detailed condition inspection of the assets). It is
recommended that the County routinely assess the assets using this scale to monitor
how condition is changing.
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The results of the condition rating can be found in Table 6-3.
Table 6-3: Average Condition Ratings of Traffic Lights
Condition Rating
Number of Traffic Lights
1
1
2
11
92% of the assets are considered in Good condition, with the remaining 8% in Very Good
condition.
6.3
Levels of Service
6.3.1
Current Levels of Service - Traffic Lights
Traffic Lights assets are considered a non-core asset under O. Reg. 588/17, and
therefore do not have pre-defined levels of service statements. The County's current
level of service metric is that traffic lights have an average asset condition rating of
'good'.
The following levels of service parameters expand on the levels of service definition.
Table 6-4: Community LOS for Traffic Lights
LOS
Parameter
Levels of Service Metrics
Response
Scope
Description, which may include maps,
of traffic signal locations in the
municipality
Locations of signalized
intersections is shown in Figure A-
3 in Appendix A, and summarized
in corresponding Table 6-5.
Quality
Overall condition rating of Traffic
Signals, description or images of
levels of traffic signal condition
- 2, or 'Good', see descriptions in
Table 6-2. (condition section)
Quality
Description of community complaints
and service interruptions
- Complaints relate to push
button, location
Quality
Description of contractor inspections
and maintenance responsibilities
- Inspections are completed
annually by County.
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Table 6-5: Locations of County Traffic Lights
Corresponding
Number on Map
Municipality
Road Name
Road Name
1
Perth
South Street
Gore Street
2
Carleton Place
Joseph Street
Townline Road
3
Carleton Place
Bridge Street
Townline Road
4
Carleton Place
McNeely Avenue
Townline Road
5
Carleton Place
Patterson Street
McNeely Avenue
6
Carleton Place
Lake Avenue
McNeely Avenue
7
Carleton Place
Coleman Street
McNeely Avenue
8
Carleton Place
Walmart
McNeely Avenue
9
Carleton Place
Independent Grocery
McNeely Avenue
10
Mississippi Mills
Almonte Street
County Road 29 North
11
Mississippi Mills
Ottawa Street
Martin Street North
12
Mississippi Mills
Mill Street
Bridge Street
Table 6-6: Technical LOS for Traffic Lights
LOS
Parameter
Levels of Service Parameter
County LOS Response
Scope
Percentage of intersections with Traffic
Signals
- 2%
Scope
Percentage of Traffic Signals with
accessible pedestrian control signals
- 100%
Quality
Average response time of contractor to
resolve customer complaints
- To be determined
6.4
Current Performance - Traffic Lights
The current metric for performance used by the County, is that traffic light assets are
replaced at the end of their economic lifecycle. Additional indicators can be used to
provide a fuller picture of asset performance. A summary of indicators of performance
for the past two calendar years is shown in Table 6-7.
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Table 6-7: Performance for Traffic Lights Assets
Performance Indicator
County Performance
Data 2020 to 2021
Number of service interruptions
1-2 annually due typically
to power interruption
Inspection and maintenance frequency
Annually
Average contractor response time/time spent waiting for
repairs
2-4 hours
Pedestrian accessibility upgrades
To be established
6.5
Risk Assessment - Traffic Lights
The risk assessment for traffic signal assets will be conducted according to the following
assumptions and criteria:
Condition: Assessed by the County;
Performance: Assessed by the County;
Climate Change: Assumed a value of 1 (assets vulnerable to extreme weather events
from climate change, however not substantially impacted by other risks);
Impact: Assumed a value of 1; and
Importance: Assumed a value of 1 (properly functioning assets were noted as highest
importance in the Risk workshop.
Using the assumptions and parameters listed above, a risk assessment was conducted.
The distribution of risk ratings for traffic lights assets is shown in Figure 6-1.
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Figure 6-1: Risk Rating for Traffic Lights Assets
All of the traffic lights assets were assessed to be in the low risk range, with most assets having a rating of 8.3 (the lowest
risk asset being the traffic light asset that was assessed at a better condition rating).
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6.6
Lifecycle Activities - Traffic Lights
In the lifecycle of a traffic light asset, there are multiple activities that can be
undertaken, depending on the asset attributes. The expected lifecycle activities to be
used on these assets include acquisition, maintenance, and operation and
replacement/disposal.
6.6.1
Acquisition
Acquisition of a traffic light asset should consider the intended usage of the asset and
compliance with the most recent accessibility standards. Acquisition should be
undertaken based on an understanding of the requirements of the asset for providing
service delivery, and should follow municipal procurement procedures. Acquisition of a
new asset can provide the County with an asset in Very Good condition.
Acquisition activities can also include direct replacement of existing traffic light assets.
When an asset reaches the end of its useful life, and the asset is found to be adequate
for providing service delivery required, the acquisition activity may be asset
replacement.
6.6.2
Maintenance
Maintenance activities will vary across the traffic light assets due to the usage of asset
components and accessibility requirements. The maintenance activities should be
undertaken according to manufacturer specifications, evolving accessibility standards
and as required to address condition, accessibility and performance issues that arise
through regular usage. Maintenance activities should include regular inspections of
traffic lights for condition, and recording of maintenance activities undertaken. Typical
maintenance activities undertaken on traffic light assets at the County include:
LED Display Upgrade (traffic control heads, signal heads, pedestrian heads);
New or upgrade to traffic controller (can include cabinet and Y pole);
New or upgrade to UPS battery system;
New or upgrade to pedestrian crossing accessories such as push buttons or
pedestrian signals; and
Timer upgrade.
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6.6.3
Decommissioning/Disposal
Disposal activities can include the removal from service through disposal, sale of asset
or transfer of an asset to a different department. Disposal activities should be
conducted such that health and safety protocols are being followed, and out of service
assets are disposed of at appropriate or approved facility.
6.7
Asset Management Strategy
The asset management strategy for the traffic lights assets would seek to maximize the
useful lifespan of the assets, such that they can continue to be used in service delivery
across the County.
The County's current strategy is driven by the age and performance of the assets. New
at time of construction, traffic lights undergo maintenance throughout their useful life,
and are replaced when required, such as when the useful life has elapsed, the asset no
longer performs satisfactorily, or to suit upgrades (technological or otherwise). At the
end of its lifecycle, the usage is evaluated to determine the appropriate replacement or
upgrade required.
The rating system for the performance and condition of the traffic light assets is not
formalized, and should be documented such that routine inspection and assessment of
the assets can be conducted to understand more fully their current state. This can
include visual assessment of the lights, tracking of maintenance logs, or otherwise.
Generally, if acquired new, the assets will begin their expected useful life in very good
condition and performance. Throughout the lifecycle of the assets, routine maintenance
should be conducted. As required, specific maintenance should be conducted. As an
asset ages and approaches the end of its useful life, it is expected that the risk and
maintenance costs associated with the asset will increase. There will be a point in the
lifecycle where the risk and maintenance costs are such that replacement of the asset
will be the preferred solution. This point will vary depending on the type of asset, and
can be impacted by factors such as build quality, and utilization. At the end of the
lifecycle the County should review the requirement for service delivery for the asset to
determine if it requires replacement, and if so what upgrades may be required.
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The County currently contracts out maintenance and repair of the traffic lights. Any
improvement works are provided to the County, where it is updated into the traffic
lights inventory maintained by the County.
6.7.1
Projection of Works
To estimate the needs and projected works on the traffic lights within a 10-year period,
the condition rating and expected useful life of the assets was used, as well as the
budget information provided by the County related to ongoing maintenance and
rehabilitation works.
The traffic light assets have all been recently upgraded with componentry such as LED
displays and controllers, with 1 to 4 assets being upgraded each year since 2016.
The condition ratings provided by the County indicated that most of the traffic lights
were in Good condition, with one in Very Good condition. These ratings were used to
interpolate the likely remaining useful life of the assets based on the 30-year expected
useful life. Accordingly, it is estimated that the assets in Good condition have
approximately 18 years of life left, and therefore (based on the condition year being
2021) will not need replacement until 2039. The final asset, rated as Very Good,
similarly has an estimated replacement year of 2045. These expected replacement years
fall outside of the timescale within this AMP.
For a more conservative projection, the projection of works was reviewed based on age
of asset, omitting the influence of the condition rating. Within the 10-year timeframe of
this AMP, there were four assets that are expected to be at the end of their useful life,
including: 3 assets in 2025 (CR29 at CR16, CR 16A at Mill St, and CR16A at Ottawa St)
which have a construction year of 1995, and one asset in 2027 (CR 1 at CR 10). The
County also budgets $31,000 annually to contract out ongoing maintenance and
rehabilitation works.
It is not expected that significant works will be required on the traffic lights assets based
on the two methods of projection. The replacement projections can be adjusted if the
condition and performance is found to be adequate to extend the useful life, or if an
asset is found to deteriorate at a rate faster than expected. The potential for adjustment
can be informed by inspection, maintenance and rehabilitation records, and other
sources as appropriate.
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7.0
Fleet
7.1
State of Local Infrastructure
The County owns 59 assets within its fleet, including the following types of vehicles detailed in Table 7-1.
Table 7-1: Current State Summary of Fleet Assets
Class
Class Description
No. of Assets
Total
Replacement
Cost
Average
Asset Age
Average
Typical
Useful Life
Asset Age as a
Proportion of
Expected Useful Life
61100
Light trucks
17
$619,499
6.0
11
55%
61200
Crew cabs
3
$195,000
7.7
11
70%
61300
Tandem trucks
12
$3,600,000
6.3
12
53%
61400
Patrol/Plow trucks
1
$65,000
5.0
11
45%
62000
Graders
2
$473,865
18.5
N/A
N/A
62000
Water Flusher Unit
1
$49,819
8.0
15
53%
63000
Loaders
8
$1,270,000
6.9
15
46%
64000
Trailers
6
$153,419
10.8
23
46%
65000
Roadside equipment
3
$209,063
5.0
13
40%
67000
Miscellaneous equipment
6
$160,022
7.5
15
49%
N/A
Total
59
$6,795,687
7.3
13.7
54%
The fleet assets are utilized for multiple types of service delivery across the County.
Additional descriptions of the information presented in Table 7-1 are detailed in the following section.
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7.1.1
Replacement Cost
The replacement costs shown above were a summation by the type of vehicle of 2021
replacement values as provided by the County. Where a replacement value was not
provided, the initial cost was inflated by 3% annually since the year of initial acquisition
to current dollars.
The County specified that some assets will not be replaced in the future. For the
replacement cost evaluation, any assets that were identified to not be replaced were
not included. All assets that did not include commentary regarding replacement were
assumed to require replacement and included in this evaluation.
7.1.2
Average Age
The age of fleet assets ranges from brand new to 21 years, with the overall average age
of public works fleet assets being 7.3 years. Ages are based on the age of acquisition,
and are current to 2022.
7.1.3
Expected Useful Life
The expected useful life of fleet assets ranges from 4.5 to 25 years and varies by vehicle
type. The useful life information was provided by the County of Lanark. For some of the
public works fleet asset classes, a range of typical useful life values were given. These
ranges are summarized in Table 7-2.
Table 7-2: Expected Useful Life of Fleet
Class
Class Description
Minimum Typical
Useful Life
Maximum Typical
Useful Life
61100
Light trucks
4.5
15
64000
Trailers
15
25
65000
Roadside equipment
10
15
67000
Miscellaneous
equipment
10
25
Across all fleet assets, the average expected useful life is 13.6 years.
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7.2
Condition - Fleet
Condition of the fleet assets was assumed using the age and useful life of assets, or by
odometer readings, both based on information tracked by the County. The age and
expected useful life were used to make an estimation of condition based on percentage
of useful life elapsed, while odometer readings were separated into ranges associated
with varying condition ratings. Condition ratings were determined on a scale of 1 to 5,
where 1 describes an asset in Very Good condition and 5 in Very Poor condition. The
condition ratings and corresponding useful life remaining and odometer ranges are
shown in Table 7-3.
Table 7-3: Fleet Condition Assessment Remaining Useful Life Rating System
Condition
Rating
Condition Rating
Description
Expected Remaining
Useful Life (%)
Odometer Reading
Range (km)
1
Very Good
80 to 100
0 to 25,000
2
Good
60 to 80
25,000 to 75,000
3
Fair
40 to 60
750,000 to 125,000
4
Poor
20 to 40
125,000 to 200,000
5
Very Poor
0 to 20
200,000 and over
Condition was estimated using both methods for each asset (where data was available
to do so), and the more conservative result was carried through assessment.
A summary of the condition ratings averaged by fleet asset type is shown in Figure 7-1.
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Figure 7-1: Condition Ratings for Public Works Fleet Assets
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The assets are fairly evenly distributed across the Very Poor to Good condition rating
categories, with only one asset being rated as Very Good. A summary of the overall
distribution is shown in Table 7-4.
Table 7-4: Summary of Public Works Fleet Assets Condition
Condition Rating
5
4
3
2
1
No. of Assets
18
11
14
15
1
Percentage of Assets
31%
19%
24%
25%
2%
With a total of 50% of assets being estimated as Very Poor or Poor condition, it is
expected that more detailed condition assessment or replacement may be required for
these assets.
7.3
Current Levels of Service - Fleet
Public Works Fleet assets are considered a non-core asset under O.Reg. 588/17, and
therefore do not have pre-defined levels of service statements. The County's current
level of service metric is that fleet assets are replaced at the end of their economic life.
The following levels of service parameters expand on the levels of service definition.
Table 7-5: Community LOS for Fleet
LOS
Parameter
Levels of Service Metric
Response
Scope
Description, which may include
maps of locations where fleet and
equipment are stored
Locations of facilities of public works
fleet storage are shown in Table5 -6
in Appendix A, and includes garages
and depots.
Quality
Description of fleet and equipment
condition (i.e. maintained in 'good'
or better condition in order to
provide reliability)
Average condition is 'fair' to 'poor'.
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LOS
Parameter
Levels of Service Metric
Response
Reliability
Description of inspections and
inspection results
- Inspections are conducted
routinely by operators. Works
identified through inspection are
addressed through work orders.
- Tracking of odometer readings
Table 7-6: Technical LOS for Fleet
LOS
Parameter
Levels of Service Metric
Response
Availability
Provide breakdown of number of
fleet providing service compared to
the size of the community
(geography or population)
Crew cabs: 3
(1 per 1,009 sq. km)
Graders: 2
(1 per 1,513 sq. km)
Light trucks: 17
(1 per 178 sq. km)
Loaders: 8
(1 per 378 sq. km)
Miscellaneous equipment: 6
(1 per 504 sq. km)
Patrol/Plow trucks: 1
(1 per 3,026 sq. km)
Roadside equipment: 3
(1 per 1,009 sq. km)
Tandem trucks: 12
(1 per 252 sq. km)
Trailers: 6
(1 per 504 sq. km)
Water Flusher Unit: 1
(1 per 3,026 sq. km)
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LOS
Parameter
Levels of Service Metric
Response
Used a geographical area of
3,026 sq. km
Reliability
Average maintenance cost per asset
To be established
Reliability
Average response time to complete
repairs
To be established
Safety
Legal/regulatory/local standards
The fleet assets must adhere to
applicable legal, regulatory and
local standards, including:
Equipment in vehicle must
meet Ontario Provincial
Equipment Standards
Manufacturer's
recommendations or
maintenance and life
expectancy on equipment
Vehicle/equipment
preventative maintenance
program
Vehicle maintenance, safety
Driver training, equipment
functioning (negligence, risk
management).
7.4
Current Performance - Fleet
The current metric for performance used by the County, is that public works fleet assets
are replaced at the end of their economic lifecycle. Additional indicators can be used to
provide a fuller picture of asset performance. A summary of indicators of performance
for the past two calendar years is shown in Table 7-7.
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Table 7-7: Performance for Public Works Fleet Assets
Performance Indicator
County Performance Data 2020 to 2021
Number of service complaints
To be established
Maintenance cost per utilization
($/km or $/hour)
To be established
7.5
Risk Assessment - Fleet
The risk assessment for fleet assets will be conducted using the following assumptions
and criteria:
Condition: Determined based on the most conservative condition rating of the
estimated remaining life (age-based deterioration) and odometer using the criteria in
Table 7-8;
Performance: Assumed a moderate performance (usually reliable) (value of 3);
Climate Change: Assumed a value of 3 (Limited impact with slower recovery;
mitigation plan not in place);
Impact: Moderate impact (value of 1); and
Importance: High importance (value of 3) for snow removal equipment; Moderate
importance (value of 2) for road maintenance equipment, patrol trucks; and Low
importance (value of 1) for small vehicles and all other equipment.
Table 7-8: Condition Rating Description (Fleet)
Condition Category
Value
Description
Very Good
1
Odometer under 25,000 km or remaining life of 100%
Good
2
Odometer between 25,000 km and 75,000 km or
remaining life between 75% and 100%
Fair
3
Odometer between 75000 km and 125,000 km or
remaining life between 50% and 75%
Poor
4
Odometer between 200,000 km and 125,000 km or
remaining life between 25% and 50%
Very Poor
5
Odometer between 200,000 km or remaining life
between 0% and 25%
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Using the assumptions and parameters listed above, a risk assessment was conducted. The distribution of risk ratings for
public works fleet is shown in Figure 7-2.
Figure 7-2: Risk Rating for Fleet Assets
The majority of assets (41) are within the Low Risk range, with the remaining 18 within the moderate risk range.
Prioritization of works and lifecycle activities should consider the risk rating of the assets.
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7.6
Lifecycle Activities - Fleet
In the lifecycle of a fleet asset, there are multiple activities that can be undertaken,
depending on the asset attributes. The expected lifecycle activities to be used on the
fleet assets include acquisition, maintenance, and operation and
decommissioning/disposal.
7.6.1
Acquisition
Acquisition of a fleet asset should consider the intended usage of the asset. Acquisition
should be undertaken based on an understanding of the requirements of the asset for
providing service delivery, and should follow municipal procurement procedures.
Acquisition of an asset could be as a new purchase, or purchase of a used asset.
Acquisition of a new asset can provide the County with an asset in Very Good condition;
however, the condition of a used asset could vary.
Acquisition activities can also include direct replacement of existing fleet assets. When a
fleet asset reaches the end of its useful life, and the asset is found to be adequate for
providing service delivery required, the acquisition activity may be asset replacement.
7.6.2
Maintenance
Maintenance activities will vary across the fleet assets due to the variability in type and
usage of assets. The maintenance activities should be undertaken according to
manufacturer specifications and as required to address condition and performance
issues that arise through regular usage. Maintenance activities should include regular
inspections of vehicle for condition, and recording of maintenance activities undertaken.
7.6.3
Decommissioning/Disposal
Disposal activities can include the removal from service through disposal, sale of asset
or transfer of an asset to a different department. Disposal activities should be
conducted such that health and safety protocols are being followed, and out of service
assets are disposed of at appropriate or approved facility.
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7.7
Asset Management Strategy
The asset management strategy for the public works fleet assets would seek to
maximize the useful lifespan of the assets, such that they can continue to be used in
service delivery across the County.
The County's current strategy is driven by the age and performance of the assets. Fleet
assets are purchased new, and replaced following the expected useful life, or when it no
longer performs satisfactorily. At the end of its lifecycle, the usage is evaluated and if
required it is replaced with a new version of the vehicle and disposed of.
The rating system for the performance and condition of the public works fleet assets is
not formalized, and should be documented such that routine inspection and assessment
of the fleet assets can be conducted to understand more fully their current state. This
can include visual assessment of the vehicles, tracking of maintenance logs, or logging of
odometers readings.
Generally, if acquired new, the assets will begin their expected useful life in very good
condition and performance. Throughout the lifecycle of the assets, routine maintenance
should be conducted. As required, specific maintenance should be conducted. As an
asset ages and approaches the end of its useful life, it is expected that the risk and
maintenance costs associated with the asset will increase. There will be a point in the
lifecycle where the risk and maintenance costs are such that replacement of the asset
will be the preferred solution. This point will vary depending on the type of asset, and
can be impacted by factors such as build quality, and utilization. At the end of the
lifecycle the County should review the requirement for service delivery for the asset to
determine if it requires replacement. It is assumed that the assets will be replaced like
for like.
The County should review usage of public works fleet assets to confirm if services are
being provided adequately. The assets should also be routinely assessed and monitored
for condition and performance, to inform any maintenance or replacement works
required. The needs and monitoring of asset condition will fall within multiple
departments at the County, due to the varied range of service the assets provide.
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7.7.1
Projection of Works
The projection of works for the fleet asset considers the estimated replacement date
based on the expected useful life, year of construction, and replacement cost of the
assets. The year of replacement was determined assuming a linear deterioration of the
assets, for their expected useful life beginning in the year of acquisition. The capital
works projections are shown in Figure 7-3.
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Figure 7-3: Projection of Works for Fleet Assets
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The average expenditure over the 10-year timeframe is just under $498,000, with a
maximum in 2022 at just over $1.2 M, and a zero-expenditure year in 2024. The County
has the opportunity to adjust the replacement year of the assets (where appropriate) to
make the plan more affordable on an annual basis.
The County should undertake a prioritization exercise with the assets to understand the
impact of adjusting the projection of works, considering the condition, importance, risk,
and usage of the assets to determine if any assets do not require replacement once they
reach the end of their service life.
Additional condition assessment can help refine the projections above, as it can help
determine whether an asset has exceeded its useful life with sufficient condition, or if it
prematurely requires replacement.
7.8
Proposed LOS Increase
In previous version of the AMP, the County identified specific LOS targets for the fleet
assets, including the following: Equipment replaced at end of economic life.
The current LOS being provided for fleet assets has some assets retained past their
economic life, with 10% exceeding at the time of this AMP. The County's proposed LOS
is to maintain the target for all assets to be replaced at the end of their economic life,
therefore requiring a slight increase in the current LOS. We note that the fleet assets
can sometimes perform adequately beyond their expected useful life, therefore the
County can accept some divergence from their target LOS depending on the specific
condition and performance of the assets.
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8.0
Emergency Services
8.1
State of Local Infrastructure
The County reported 39 assets within its emergency services division, including the
following types of assets detailed in Table 8-1.
Table 8-1: Current State Summary of Emergency Services Assets
Equipment Type
No. of
Assets
Total
Replacement
Cost
Average
Asset
Age
Average Typical
Useful Life
Average %
Remaining
Useful Life
Ambulance
10
$1,830,000
3.5
4.5
22%
Defibrillators
20
$640,000
1.0
7
86%
Emergency
Response Vehicle
3
$230,500
5.7
8.5
(range: 7 to 10
years)
33%
Equipment
2
$668,800
7.5
7.5
(range: 7 to 8 years)
73%
Fire
Communications
System
1
$1,723,100
11.0
15
27%
Rescue vehicle
3
$600,000
13.0
15
13%
Total
39
$5,692,400
In addition to the list above, the County uses five Ambulance Base facilities, which are
discussed in the section below.
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8.1.1
Ambulance Base Facilities
The County utilizes five ambulances bases as part of emergency service delivery,
including:
Almonte Ambulance Base;
Carleton Place Ambulance Base;
Lanark Village Ambulance Base;
Perth Ambulance Base; and
Smith Falls Ambulance Base.
The ambulance base facilities are leased by the County, and therefore capital asset
management works are not a responsibility of the County. Accordingly, no further
analysis is included for these assets.
8.1.2
Computers & Equipment
We note that the Emergency Services department uses computer assets and various
equipment, however these assets had limited information to incorporate into the
analysis:
Computers were listed as an asset however unit quantities, ages, and replacement
costs were not provided; therefore, no analyses were completed; and
For equipment, ages were defined as "variable"; however, a cost year was listed.
Therefore, age related analyses were completed assuming that the cost year was the
age for all equipment.
8.1.3
Replacement Cost
The replacement costs were a summation of 2022 replacement values for each asset
type, either as specified by the County or derived from initial replacement costs data
from the provided dataset. From this data, the costs were inflated by 3% annually since
the year of initial acquisition to current dollars.
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8.1.4
Average Age
The age of emergency services ranges from one year to 13 years. The distribution does
not consider computer assets as age data was not provided. The average asset age is
approximately 6 years.
8.1.5
Expected Useful Life
The expected useful life varies by asset type, and range from 4.5 to 15 years.
Information to quantify the total useful life was provided by the County. Some asset
types had typical ranges for the useful life, which have been provided as well as the
average. Across all emergency services assets, the average expected useful life is 11.5
years.
8.2
Condition - Emergency Services
The conditions of the emergency services assets were determined using information
provided by the County of Lanark, including information regarding age of assets and
typical useful life. Using this information, a condition rating was assigned to each
emergency services asset dependant on the expected remaining useful life. Condition
ratings were determined on a scale of 1 to 5, according to the system shown in Table
8-2.
Table 8-2: Emergency Services Assets Condition Assessment Remaining Useful Life
Rating System
Expected Remaining Useful Life (%)
Associated Condition Rating
80 to 100
1 (Very Good)
60 to 80
2 (Good)
40 to 60
3 (Fair)
20 to 40
4 (Poor)
0 to 20
5 (Very Poor)
The distribution of condition ratings per asset type are shown in Figure 8-1.
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Figure 8-1: Condition Ratings for Emergency Services Assets
The condition of ambulances was omitted from the summary above. A typical lifecycle-
based assumption for estimation condition is not applicable due to the replacement
schedule used for these assets. The ambulances are replaced at a frequency of two per
year on a rotating 5-year cycle. The intent of this replacement schedule is to remove the
ambulance assets from service prior to deteriorating to a poor or very poor condition,
due to the risk in operating an ambulance asset in such a condition.
Just over 40% of the assets are within the 'Poor' to 'Very Poor' condition range (based
on useful life), indicated by ratings of 5 or 4. The remainder of assets are split between
Fair and Good (3 and 2), and none are currently rated as Very Good (1). Note that these
condition assessments are based on the expected useful life of the asset. The assets
could continue to be reliable beyond their useful life. Additional condition and
performance reviews can help expand on the understanding of condition, such as
odometer readings, maintenance records and visual assessments.
Condition of the computer assets were not defined due the lack of age data available.
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8.3
Current Levels of Service - Emergency Services
Emergency Service assets are considered a non-core asset under O.Reg. 588/17, and
therefore do not have pre-defined levels of service statements. The County's current
level of service metric is that equipment is replaced at the end of its economic life.
The following levels of service parameters expand on the levels of service definition.
Table 8-3: Community LOS for Emergency Services
LOS
Parameter
Levels of Service Description
Response
Scope
Description, which may include
maps of locations where of
ambulance and emergency
services equipment are stored
The County uses five ambulance
base facilities for emergency
service delivery:
- Almonte Ambulance Base
- Carleton Place Ambulance Base
- Lanark Village Ambulance Base
- Perth Ambulance Base
- Smiths Falls Ambulance Base
Reliability
Description of ambulance and
emergency services equipment
condition (i.e. maintained in
'Good' or better condition in order
to provide reliability)
Poor condition on average
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Table 8-4: Technical LOS for Emergency Services
LOS
Parameter
Levels of Service Description
Response
Scope
Provide breakdown of number
of ambulances providing
service compared to the size
of the community (geography
or population)
- Ambulances: 10
(1 per 7,576 residents)
(1 per 303 sq. km)
- Emergency Response Vehicle: 3
(1 per 25,253 residents)
(1 per 1,009 sq. km)
- Rescue vehicle: 3
(1 per 25,253 residents)
(1 per 1,009 sq. km)
Availability
Average response time
compared to Provincial
Standards and Self-Imposed
Standards
To be determined
Safety
Legal/regulatory/local
standards
- Equipment in vehicle must meet
Ontario Provincial Equipment
Standards
- Manufacturer's recommendations or
maintenance and life expectancy on
equipment
- Ambulances based on call volume and
kilometres travelled
- Vehicle/equipment preventative
maintenance program
- Vehicle maintenance, safety
- Driver training, equipment functioning
(negligence, risk management).
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8.4
Current Performance - Emergency Services
The current metric for performance used by the County, is that emergency services
assets are replaced at the end of their economic lifecycle. Additional indicators can be
used to provide a fuller picture of asset performance. A summary of indicators of
performance for the past two calendar years is shown in Table 8-5.
Table 8-5: Performance for Emergency Services
Performance Indicator
County Performance Data
2022 to 2021
Response time
To be determined
Service vehicles/equipment per capita
See LOS table above.
Percentage of assets in good or very good
condition
26%
8.5
Risk Assessment - Emergency Services
The risk assessment for emergency services assets will be conducted using the following
assumptions and criteria:
Condition: Determined based on the estimated remaining life (age-based
deterioration);
Performance: Assumed to be usually to always reliable (value of 2);
Climate Change: Assumed a value of 3 (Limited impact with slower recovery;
mitigation plan not in place);
Impact: Moderate impact (value of 1); and
Importance: High importance (value of 3) - ambulances, all other emergency
services assets and Moderate importance (value of 2) - fire communications.
Using these assumptions, nearly all assets fall into the 'moderate' risk range, with values
ranging from 9.3 to 13.3. The remaining asset, the Fire Communication System, was
considered 'low' risk, with a rating of 9.
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8.6
Lifecycle Activities - Emergency Services
In the lifecycle of an emergency services asset, there are multiple activities that can be
undertaken, depending on the asset attributes. The expected lifecycle activities to be
used on these assets include acquisition, maintenance, and operation and
decommissioning/disposal.
8.6.1
Acquisition
Acquisition of an emergency services asset should consider the intended usage of the
asset. Acquisition should be undertaken based on an understanding of the requirements
of the asset for providing service delivery, and should follow municipal procurement
procedures. Acquisition of an asset could be as a new purchase, or purchase of a used
asset. Acquisition of a new asset can provide the County with an asset in Very Good
condition, however the condition of a used asset could vary.
Acquisition activities can also include direct replacement of existing emergency services
assets. When an asset reaches the end of its useful life, and the asset is found to be
adequate for providing service delivery required, the acquisition activity may be asset
replacement.
8.6.2
Maintenance
Maintenance activities will vary across the fleet assets due to the variability in type and
usage of assets. The maintenance activities should be undertaken according to
manufacturer specifications and as required to address condition and performance
issues that arise through regular usage. Maintenance activities should include regular
inspections of vehicle for condition, and recording of maintenance activities undertaken.
8.6.3
Decommissioning/Disposal
Disposal activities can include the removal from service through disposal, sale of asset
or transfer of an asset to a different department. Disposal activities should be
conducted such that health and safety protocols are being followed, and out of service
assets are disposed of at appropriate or approved facility.
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8.7
Asset Management Strategy
The asset management strategy for the emergency services assets would seek to
maximize the useful lifespan of the assets, such that they can continue to be used in
service delivery across the County.
The County's current strategy is based on replacement of the assets at the end of their
economic life. The criticality of the services provided by these assets means that there is
less flexibility in the timing for maintenance and replacement of the assets.
The emergency services assets are purchased new, and replaced following the expected
useful life, or when it no longer performs satisfactorily. At the end of its lifecycle, the
usage is evaluated and if required it is replaced with a new version of the vehicle and
disposed of.
The rating system for the performance and condition of the emergency services assets is
not formalized, and should be documented such that routine inspection and assessment
of the fleet assets can be conducted to understand more fully their current state. This
can include visual assessment of the vehicles, tracking of maintenance logs, or logging of
odometers readings.
Generally, if acquired new, the assets will begin their expected useful life in very good
condition and performance. Throughout the lifecycle of the assets, routine maintenance
should be conducted. As required, specific maintenance should be conducted. As an
asset ages and approaches the end of its useful life, it is expected that the risk and
maintenance costs associated with the asset will increase. There will be a point in the
lifecycle where the risk and maintenance costs are such that replacement of the asset
will be the preferred solution. This point will vary depending on the type of asset, and
can be impacted by factors such as build quality, and utilization. At the end of the
lifecycle the County should review the requirement for service delivery for the asset to
determine if it requires replacement. It is assumed that the assets will be replaced like
for like.
The County should review usage of emergency services assets to confirm if services are
being provided adequately. The assets should also be routinely assessed and monitored
for condition and performance, to inform any maintenance or replacement works
required. The needs and monitoring of asset condition will fall within multiple
departments at the County, due to the varied range of service the assets provide.
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8.7.1
Projection of Works
The emergency services assets are replaced at the end of their expected useful life. The
County had previously prepared an emergency services capital plan, which projects
costs for replacement of the assets. The plan is based on replacement of the assets at
the end of their useful life, and considers sequencing of the replacements.
The replacement costs shown were provided by the County, and consider a base
inflation rate of 2.5% annually. A summary of the projections is shown in Figure 8-2.
Figure 8-2: Projection of Works for Emergency Services Assets
The capital plan considers a relatively consistent replacement cost for the ambulances
each year, allowing for constant refreshing of the assets. The plan projects replacement
of all defibrillators at once, occurring in 2027 for an estimated cost of $740,000. Note
that within the inventory and this plan, the defibrillators are considered one asset
group, and therefore multiple acquisitions are included in the instance of replacement.
The County may review if there is an opportunity to stagger the acquisition of new
defibrillators to reduce the large expenditure projected for 2027.
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In addition to the replacements projected within the County's capital plan, based on the
age of the asset it is projected that the Fire Communications System should be
considered for replacement in 2028. This replacement carries a significant cost, at over
$1.7M.
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9.0
Social Housing
9.1
State of Local Infrastructure
The County provides social housing through the Lanark County Housing Corporation (LCHC) which owns and maintains the
units. The LCHC is a separate corporation, owned by the County. The social housing assets include apartment buildings,
single- and multi-unit homes, and associated parking lots. A summary of the current state of social housing assets is shown
in Table 9-1.
Table 9-1: Current State Summary of Social Housing Assets
Asset Class or Type
No. of
Assets
No. of Units
(total across
asset type)
Total
Square
Footage
Total
Replacement
Cost (2022)
Average
Asset Age
(2022)
Useful
Life
Average
Remaining
Life
Asset Age as
a Proportion
of Expected
Useful Life
Single Family Home
26
26
28,192
$6,292,373
66
50
-16
133%
Duplex
2
4
5,060
$887,386
45
50
6
89%
Row Housing
8
28
131,663
$30,152,343
47
50
3
94%
Semi attached
home
2
2
3,660
$423,525
47
50
3
94%
Apartment Building
13
336
241,387
$47,561,540
45
50
5
90%
Parking Lot
18
N/A
111,425
$797,550
45
25
-20
181%
Total
69
N/A
521,387
$86,114,717
N/A
N/A
N/A
N/A
Descriptions of the summary components are in the following sections.
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9.1.1
Replacement Cost
As part of their inventory, the County maintains an expected replacement cost for each
of the individual assets, with a replacement year associated. The majority of assets had
replacement costs identified for the year 2008. Where recently constructed, the
replacement cost was updated to reflect the actual construction cost. To estimate the
replacement cost in 2022 value, the replacement costs provided were inflated at a rate
of 3% per year since the year of replacement cost.
9.1.2
Average Age
The average age was determined based on the age of the entire asset, since year of
initial construction.
9.1.3
Expected Useful Life
The expected useful life for all social housing assets is 50 years (for the entire asset).
Parking lots for social housing assets have a 25-year expected useful life.
9.2
Condition - Social Housing
Condition of the assets was assessed in 2021 by the municipal staff at the County. The
assets were assessed on a descriptive scale from Very Poor to Very Good, according to
the following condition descriptions as defined by the County.
Table 9-2: Social Housing Condition Rating Scale
Rating
Description of Condition
Very Good
Only planned maintenance required
Good
Minor maintenance required plus planned maintenance
Fair
Significant maintenance required
Poor
Significant renewal/upgrade required
Very Poor
Unserviceable
The majority of assets (46 of 70) were in Fair condition. There were no assets in Very
Poor condition. The distribution of asset condition found during the 2021 assessment is
below.
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Figure 9-1: Distribution of Social Housing Condition Assessments (2021)
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9.3
Current Levels of Service - Social Housing
Social Housing is considered a non-core asset under O.Reg. 588/17, and therefore do
not have pre-defined levels of service statements. The County's primary indicator for
levels of service for Social Housing is the condition, including the following targets set
within the previous asset management plan:
100% of social housing building assets rated Good and Very Good; and
85% of social housing parking lots rated Good and Very Good.
The following levels of service parameters expand on the levels of service definition.
Table 9-3: Community LOS for Social Housing
LOS
Parameter
Levels of Service Metrics
Response
Scope
Description, which may
include maps of locations of
social houses and social
housing parking lots
Social housing assets are located in
multiple communities across the County,
including Smiths Falls, Carleton Place,
Perth, and Almonte.
Quality
Description of social housing
and social housing parking lot
conditions (i.e. maintained in
'fair' or better condition in
order to provide reliability)
- Building average: Fair 88% of assets are
Fair/Good/Very Good
- Parking Lot average: Fair/Good 44% of
assets are Good/Very Good
- Overall average: Fair
(based on 2021 assessment)
Quality
Quantity of complaints
received
- Jan. - Dec. 2021: 257; 2 parking, 100
property standards, 145 social
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Table 9-4: Technical LOS for Social Housing
LOS
Parameter
Levels of Service Metrics
Response
Scope
Provide breakdown of annual
maintenance and utility costs
- Supplies: $169,500
- Operations: $383,000
- Capital: $780,000
- Total Budget: 1,332,500
Quality
Provide a breakdown of
non-compliances noted in
annual inspections compared
to the repair turnaround time
- Annual Fire Code Inspection 2021: 167
Work Orders
- Average time to completion: 30 days
Quality
Percentage of vacant units
and average turnaround time
between tenants
- Average turnaround time is 30 days
- Vacancy rate is less than 1%
Quality
Average waiting time on list
for occupancy
- 2.46 years (2015)
- 2021 - wait is 3 to 8 years
Quality
Legal/regulatory/local
standards
- Accessibility (AODA Standards)
- Health and safety
- Buildings must be in compliance with
Ontario Building Code.
9.4
Current Performance - Social Housing
Performance of the social housing assets is currently tracked by the County through
performance of condition indicators, and as an overall performance rating, (indicating
reliability). The County assigns numerical performance rating to each asset to generally
indicate its reliability, with 1 being the highest reliability and 5 being the lowest. A
summary of the performance rankings completed in 2021 are shown in Figure 9-2.
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Figure 9-2: Performance Ratings for Social Housing Assets
Additional indicators can be used to provide a fuller picture of asset performance. A summary of indicators of
performance for the past two calendar years is shown in Table 9-5.
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Table 9-5: Performance for Social Housing Assets
Performance Indicator
County Performance Data 2020 to 2021
Condition
Performance
Majority of assets are below the target: 16% of building
assets at Good and Very Good; 33% of parking lot assets are
Good and Very Good (in 2021)
Vacancy rates
Less than 1%
Parking, accessible
spaces
3 (2021)
1 (2020)
Utility and
maintenance costs
Budget (2021): $1,332,500
Budget (2020): $1,352,788
9.5
Risk Assessment - Social Housing
The risk assessment for facilities assets will be conducted using the following
assumptions and criteria:
Condition: Determined based on 5-point scale assessed by the County (ranging from
'Very Good' - 1 to 'Very Poor' - 5);
Performance: Consistent with County assigned performance ratings in 2021;
Climate Change: Assumed a value of 3, housing may be impacted by climate change,
but mitigation options available;
Impact: Impact was assumed to be High (value of 2) for living units as loss of asset
will lead to housing challenges for displaced family. Impact was assumed to be
Moderate (1) for parking lots due to high demand for parking and challenges finding
parking spaces; and
Importance: Importance ratings were previously provided by the County, and
included a High rating for all social housing assets (buildings and parking lots). For
risk assessment, this High equates to a value of 3.
Using the assumptions and parameters listed above, a risk assessment was conducted.
The distribution of risk ratings for social housing assets is shown in Figure 9-3.
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Figure 9-3: Risk Rating for Social Housing Assets
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Six assets are identified with a 'high risk' rating, including the following assets:
Smiths Falls Units:
o Duplex (3A & 3B Anne);
o Row Housing (15 to 21 Empress);
o Row Housing (43, 45, 47 Sussex, 42,A to H Empress);
o Duplex (9A & 9B Lanark); and
o Row Housing (43 to 47 Empress).
Almonte Units:
o Apartment Building (176 Robert).
These assets commonly were found to be in poor condition, while being of high
importance and moderate performance.
9.6
Lifecycle Activities - Social Housing
The following section describes the lifecycle activities that can be implemented within
the asset management strategy for social housing assets. Note that, as previously
discussed, the social housing assets refers to the entirety of the asset which is made up
of varying component systems depending on the use of the building. The primary
lifecycle activities include construction, maintenance, renewal, and
decommissioning/disposal.
9.6.1
Construction
The start of a social housing asset lifecycle is its construction. The housing should be
constructed to adhere with the requirements of the Ontario Building code, accessibility
requirements, and any and all other applicable regional codes and requirements for the
building and its use. Construction of a new asset should be done such that the current
needs of the County are being addressed. The design and construction should be
consistent with the recommendations in the County's Housing and Homelessness plan
(current version dated 2019). Each building should be designed and constructed to
provide the services for which it is intended.
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9.6.2
Maintenance
Throughout the full lifecycle of an asset, the majority of the expected lifecycle activities
to be undertaken will be maintenance works. Maintenance activities can be used to
improve the level of service of an asset (or component), or to maintain it. Activities that
fall under the maintenance category can be varied by response type and scale of
maintenance requirements. Activities can be required through routine maintenance
works, in response to customer complaints, or on an emergency basis. In general, the
expected types of maintenance activities within the lifecycle of a building include:
Preventative maintenance:
o This type of maintenance activity is undertaken to prevent failure or poor
performance of a housing asset component. Preventative maintenance works can
be undertaken on an ad-hoc basis based on knowledge of condition, or be
undertaken according to a maintenance schedule. Manufacturer directives and
condition assessments should assist in determining frequency of preventative
maintenance activities.
Reactive maintenance:
o This type of maintenance activity is undertaken in response to an issue or fault in
the building or component systems. Scale of reactive maintenance works will be
variable depending on the system and type of failure or decrease in level of
service.
Major maintenance (replacement):
o This type of maintenance activity is undertaken in response to a component
which is no longer able to provide adequate level of service. Major maintenance
(replacement) will be undertaken for one or more components of a building
asset. Major maintenance works can be preventative (in anticipation of end of
service life of a component), or in response to a system failure.
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9.6.3
Renewal
Renewal works can be used to update a building or housing unit for modernization, to
achieve compliance with updated codes and requirements, to upgrade the condition or
performance of the unit or building, or to renovate to suit changes to services provided.
Renovation works can include:
Addition of new components to an existing housing or building asset; and
Updating of existing components:
o Updating of existing components can prolong the expected lifespan of an asset.
9.6.4
Decommissioning/Disposal
Disposal activities can include the removal from service of a housing unit or building, or
a portion of a building and components. Disposal activities occur when the asset is no
longer required for service delivery, has reached the end of its useful life, or no longer
meets the County's needs for various reasons.
Disposal activities should be conducted such that health and safety and environmental
protocols are being followed, and spent materials are disposed of at appropriate or
approved facility.
Disposal activities can also include removal of the housing asset from the County
portfolio through sale of property.
9.7
Asset Management Strategy
The asset management strategy for social housing assets will maximize the lifecycle of
the assets where appropriate, in consideration of specific needs of the County and
existing infrastructure.
The County's asset management strategy for social housing relies on condition
assessments to establish the current state of the assets (including the asset as a whole
and individual componentry within the units). The results of the condition assessments
are used to establish recommended works and associated timeframes. Condition
assessments are completed by the County on a regular basis, depending on the
requirement for the inspection. Minor or localized inspections can be conducted as a
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result of complaints; inspections can be conducted following termination of tenancy; or
as required according to regulatory requirements.
In general, the County aims to provide the highest possible condition of the buildings,
within the limits of affordability.
The inspections undertaken are expected to provide sufficient information to the
County to provide the preferred level of service delivery to the tenants. The County
should continue the frequency and quality of inspections accordingly. If additional
information is required for assessing condition, the County can undertake or procure by
a third party a comprehensive non-intrusive visual inspection of the assets and
componentry. The usage of such assessments can provide reliable and repeatable
condition information and projections that can be used for capital planning and asset
management. A detailed condition assessment as such could be undertaken at a
frequency preferred by the County, suggested to be every 5 years, or as preferred to
have ongoing thorough understanding of the condition and performance of the assets
and componentry. These assessments can be used to inform maintenance and capital
planning schedules, and for forecasting improvements. If it is not possible to complete
assessment of all social housing assets on a routine basis, priority can be assessed
through risk assessment, condition and performance measures. Priority should be given
to those with higher risks.
In general, the building assets were found to be in fair condition and performing
adequately to provide the intended services. The County strategy should maintain (or
improve where appropriate) the condition and performance adequately continue to
maintain the services. An industry standard of 2% of the current portfolio replacement
value is recommended as a minimum annual investment into capital projects for major
maintenance (replacement) and renewal activities; however, specific works
recommendations within condition reports will provide a more tailored understanding
of the County's recommended annual investment.
Implementation of the lifecycle activities for the social housing assets will vary across
the assets, according to the components, condition, and services provided.
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Routine maintenance schedules are assumed to be in place currently, and are
recommended to continue assuming that they are currently providing sufficient level of
maintenance. Maintenance works can include preventative maintenance, reactive
maintenance (in the event that there is an issue), or major maintenance which can
include the replacement of a component.
Renewal works are required when routine maintenance is insufficient to address an
issue. Renewal can include update of a building asset for modernization, to achieve
compliance with updated codes and requirements, to expand on an existing building (in
response to service delivery change to accommodate growth), or to renovate to suit
changes to services provided.
Reconstruction works are undertaken when an asset or a component has reached the
end of its useful life. The County should consider on a case-by-case basis if the asset is to
be reconstructed to a similar level of service as was existing, if modifications need to be
made to support current and future service delivery. This could include changes to the
facility to accommodate new service delivery, accommodate growth requirements,
changes to square footage, or changes based on accessibility.
Management of social housing assets should also include climate change considerations,
in new construction, maintenance or renewal lifecycle activities. Assessment should be
undertaken to understand vulnerability of building assets to a changing climate, which
will inform lifecycle activity requirements, and potential changes to the way lifecycle
activities are undertaken.
The County should continuously audit asset data to ensure information is current. It is
suggested that additional classifications be implemented to clearly identify the lifecycle
activities implemented for building components.
The County should provide annual updates to LOS and KPI measures to gauge
performance of the social housing assets against quantified targets. Where data is not
yet available to LOS or KPI measures, a strategy for collecting, verifying and integrating
the data should be developed and implemented.
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9.7.1
Considerations from Foundations for the Future
The County has developed a 10-year Housing and Homelessness Plan, most recently
updated in December 2019, Foundations for the Future. The report provides a
framework for improving access to safe and healthy homes for residents of the County.
The report provides strategic direction and recommended actions related to housing,
which may influence the strategy for the social housing asset management. The
strategic directions listed in the report include:
Strategic Direction #1: Increase the Supply of Affordable Housing;
Strategic Direction #2: Plan for a Diverse Range of Housing Choices;
Strategic Direction #3: Stabilize and Revitalize Current Social Housing Stock;
Strategic Direction #4: Ensure an Adequate Supply of Appropriate, Supportive and
Universal Housing; and
Strategic Direction #5: Educate the Community on Local Housing Needs and Offer
Incentives to Build Affordable Housing.
In general, the County is working towards expanding the social housing inventory to
meet demands, including a variety of housing types. The County is continuing to focus
on the current social housing inventory, acknowledging that the housing is aging, which
is expected to increase the requirement for maintenance and rehabilitation costs.
Accordingly, the County's strategy for social housing assets should continue to be
developed to help achieve the strategic directions.
9.7.2
Projection of Works
The County maintains updated projection of works in form of a capital plan for the social
housing assets. The capital plan is itemized with a cost projection and description of the
works according to the needs identified for each asset through inspection, complaints,
and other avenues of identification. The plan is developed for a ten-year timeframe. The
projection of works according to the capital plan are discussed by asset type below.
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9.7.3
Family Units
Across the ten-year timeframe, the County has identified 146 instances of works
required to the family units, ranging in individual cost from $750 to $190,000. For years
2022 through 2026, the single-family homes in Smith Falls are identified to undergo the
same improvements, which may allow the County to find some efficiencies in costing. A
summary of the annual expenditure for these assets, summarized by community per
year, is shown in Figure 9-4.
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Figure 9-4: Capital Expenditure Projections for Social Housing Family Units
9.7.4
Apartment Buildings
Across the ten-year timeframe, the County has identified 38 instances of works required to the apartment buildings,
ranging in individual cost from $5,000 to $280,000. A summary of the annual expenditure for these assets, summarized by
community per year, is shown in Figure 9-5.
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Figure 9-5: Capital Expenditure Projections for Social Housing Apartment Buildings
The initial years (2022 through 2026) show a higher expenditure than the following years of the capital plan. If the
expenditures are higher than what is currently affordable at the County, a risk assessment and prioritization can be done
to defer some works to years where the expenditure is lower. Further, as the assets continue to be utilized and
deteriorate, there may be additional works and improvements identified that may increase the expected expenditure
towards the end of the current capital plan.
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9.7.5
Parking Lots
Across the ten-year timeframe, the County has identified only 13 instances of works required to the social housing parking
lots, ranging in individual cost from $44,000 to $250,000. Each instance of works is for full replacement of the parking lot.
A summary of the annual expenditure for these assets, summarized by community per year, is shown in Figure 9-6.
Figure 9-6: Capital Expenditure Projections for Social Housing Parking Lots
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Three years of the capital plan have no improvements scheduled, and three additional
years have works scheduled with capital costs of under $100,000. Contrarily, three years
exceed $250,000. The County can continue to monitor the condition of these parking
facilities to identify any opportunities for prioritization of the works and moving
expenditures to different years to allow for a more consistent and affordable annual
expenditure.
9.7.6
Overall Projection of Works
In consideration of the works identified for the Social Housing assets, we can project an
overall annual expenditure for the assets, as shown in Figure 9-7.
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Figure 9-7: Capital Expenditure Projections for Social Housing (All Assets)
The annual expenditure is relatively consistent across the timeframe, ranging from just below $400,000 to just over
$500,000. The average annual expenditure through the 10-year timeframe is approximately $452,000.
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9.8
Proposed LOS Increase
In previous version of the AMP, the County identified specific LOS targets for the social
housing assets, including the following:
100% of buildings are rated as Very Good and Good; and
85% of Parking lots are rated as Very Good and Good
The current LOS being provided for social housing assets has the average condition
rating at 'Fair', with 88% of assets being in the 'Fair' or better condition categories. The
current LOS is considered adequate for the service being delivered, and the County can
therefore consider adjusting the LOS target to expand and include 'Fair' condition assets
within the 100% target.
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10.0 IT Infrastructure
10.1
State of Local Infrastructure
The County owns 15 assets within its IT infrastructure, detailed in Table 10-1 below.
Table 10-1: Current State Summary of IT Infrastructure Assets
Class
Class Description
No. of
Assets
Total
Replacement
Cost (2022)
Average
Asset
Age
Average
Typical
Useful
Life
Asset Age as
a Proportion
of Expected
Useful Life
IT001
UPS Battery Backup
system
1
$31,960
2
5
40%
IT002
VXRail Qty 3 x P570
3
$119,770
2
5
40%
IT003
VXRail Qty 3 x
E560F
3
$254,420
2
5
40%
IT004
Dell EMC Switches
(8)
8
$101,910
2
5
40%
N/A
Total
15
$508,060
2
5
40%
Additional descriptions of the information presented in the above table are detailed
below.
10.1.1
Replacement Cost
The replacement costs (total of $508,060) were provided by the County, based on the
recent acquisition of IT infrastructure assets. The prices were provided in 2021 dollars.
To inflate to 2022 dollars, the replacement costs were inflated by 3%.
10.1.2
Average Age
The current inventory of assets was all acquired in 2020 which makes the age of the
assets as two years.
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10.1.3
Expected Useful Life
The expected useful life of IT infrastructure assets is consistent across all components,
at 5 years.
10.2
Condition - IT Infrastructure
The condition of the IT infrastructure assets was estimated by County staff in 2021. All
of the assets were rated as 'Very Good' condition. It is expected that the condition of
the asset may change on a rapid basis due to the short useful life of the IT
infrastructure.
10.3
Current Levels of Service - IT Infrastructure
IT Infrastructure assets are considered a non-core asset under O. Reg. 588/17, and
therefore do not have pre-defined levels of service statements. The County does not
currently have a level of service definition associated with these assets. The following
levels of service parameters may provide the County a definition.
The following levels of service parameters expand on the levels of service definition.
Table 10-2: Community LOS for IT Infrastructure Assets
LOS Parameter
Description
County LOS Response
Scope
Description of IT infrastructure
assets and services provided
Network and
communications services
provided for County
technological systems
Quality
Description of the condition of IT
infrastructure assets
All rated to be in 'excellent'
condition in 2021 inspection
Table 10-3: Technical LOS for IT Infrastructure Assets
LOS Parameter
Description
County LOS Response
Reliability
Provide breakdown of annual
maintenance and utility costs
LOS to be tracked by the
County
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Availability
Average downtime due to planned
or failure related outages
LOS to be tracked by the
County
10.4
Current Performance - IT Infrastructure
The current metric for performance used by the County, is that IT infrastructure assets
are replaced at the end of their economic lifecycle. Additional indicators can be used to
provide a fuller picture of asset performance. A summary of indicators of performance
for the past two calendar years is shown in Table 10-4.
Table 10-4: Performance for IT Infrastructure Assets
Performance Indicator
County Performance Data 2020 to 2021
Outage Occurrences/downtime
To be established
Maintenance cost
To be established
10.5
Risk Assessment - IT Infrastructure
The risk assessment for IT infrastructure assets will be conducted using the following
assumptions and criteria:
Condition: Assessed by the County;
Performance: Assessed by the County;
Climate Change: Assumed a value of 1 (Limited impact with slower recovery;
mitigation plan not in place);
Impact: Assumed High impact (value of 2); and
Importance: Assessed by the County.
Using the assumptions and parameters listed above, a risk assessment was conducted.
All of the IT infrastructure assets were found to have a risk rating of 5, which is in the
low risk range.
Prioritization of works and lifecycle activities should consider the risk rating of the
assets.
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10.6
Lifecycle Activities - IT Infrastructure
In the lifecycle of an IT infrastructure asset, there are multiple activities that can be
taken, depending on the asset attributes. The expected lifecycle activities to be used on
the assets include acquisition, maintenance, and operation and decommissioning.
10.6.1
Acquisition
Acquisition of a new IT infrastructure asset should consider the intended usage of the
asset. Acquisition should be undertaken based on an understanding of the requirements
of the asset for providing service delivery, and should follow County procurement
procedures. Acquisition of an asset will include purchase of a new asset, which would
therefore be in excellent condition at the start of its useful life.
10.6.2
Maintenance
Maintenance activities will vary across the IT infrastructure assets due to the variability
in type and usage of assets. The maintenance activities should be undertaken according
to manufacturer specifications and as required to address condition and performance
issues that arise through regular usage. Maintenance activities should include regular
inspections for condition, and recording of maintenance activities undertaken.
10.6.3
Disposal
Disposal activities can include the removal from service through disposal, sale of asset
or transfer of an asset to a different purpose of use. Disposal activities should be
conducted such that health and safety protocols are being followed, and out of service
assets are disposed of at appropriate or approved facility.
10.7
Asset Management Strategy
The asset management strategy for the IT infrastructure assets seeks to use the lifecycle
activities in a manner that will achieve cost-effective and sustainable management of
the assets.
Generally, if acquired new, the assets will begin their expected useful life in very good
condition and performance. Throughout the lifecycle of the assets, routine maintenance
should be conducted. As required, specific maintenance should be conducted. As an
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asset ages and approaches the end of its useful life, it is expected that the risk and
maintenance costs associated with the asset will increase. There will be a point in the
lifecycle where the risk and maintenance costs are such that replacement of the asset
will be the preferred solution. This point will vary depending on the type of asset and
the services delivered by each.
Due to the criticality of the IT infrastructure assets, at the end of the expected useful
life, the asset is replaced, as the impact of asset failure is significant to proper function
of the system. The County does not rely on assets to perform past their expected useful
life. Similarly, when an asset begins to require an increase in maintenance activities
prior to reaching the end of its useful life, it can be a candidate for replacement prior to
its end of lifecycle. The IT infrastructure assets are therefore maintained and replaced
on a routine basis to maintain proper functioning of the systems and to be utilizing
current technologies.
The County should review usage of equipment assets to confirm if services are being
provided adequately. The assets should also be routinely assessed and monitored for
condition and performance, to inform any maintenance or replacement works required.
The needs and monitoring of asset condition will fall within multiple departments at the
County, due to the varied range of service the assets provide.
10.7.1
Projection of Works
The replacement for the IT infrastructure assets are expected to occur in the same year,
at the end of the useful life of the current assets as they have the same year of
purchase. The current assets were purchased in 2020, and having a 5-year expected
useful life, are expected to be replaced in 2025, and again in 2030. The County has
estimated that the 2025 and 2030 required expenditure for replacement of the assets is
consistent with the replacement cost in 2021 dollars, which is expected to be $493,266.
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11.0 Financing Strategy
This chapter identifies the funding required to sustainably finance the lifecycle
management strategy presented in the previous sections.
O. Reg. 588/17 requires that by July 2025 municipalities have an approved proposed
LOS and a 10-year lifecycle management and financial strategy to achieve the proposed
LOS. Various financing options, including reserve funds, debt, and grants can be
considered during the process of developing the financial strategy.
11.1
Funding Sources
The County's current financial strategy is to fund capital expenditures from the following
sources: government funding and grants, a portion of property tax revenue, and capital
reserves if necessary. The County has historically not used debt to fund capital
expenditures. The County intends to continue following this financial strategy for the
foreseeable future. This financial strategy should be examined and re-evaluated during
the annual budgeting processes to ensure the sustainability of the County's financial
position as it relates to its assets.
Table 11-1 summarizes the County's baseline capital funding capacity, based on the
historical funding sources that are anticipated to continue over the 10-year capital plan
forecast. The baseline capital funding capacity identified is not intended to reflect the
County's maximum available funding; rather, it is intended to represent the standard
amount of funding the County would have in a given year if they maintain the status
quo. Additional project- and timing-specific grants and loans are expected to
supplement this baseline funding where needed.
Table 11-1: Baseline Capital Funding Capacity
Funding Source
Amount
Federal Gas Tax
$1,983,000
Ontario Community Infrastructure Fund (OCIF)
$1,019,000
Tax Levy Allocated to Capital
$13,000,000
Total
$16,002,000
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The County's funding capacity is anticipated to be higher than the baseline in 2023,
based on the proposed budget, and will decrease slightly in 2027 and beyond as OCIF
amounts are expected to decrease. These exceptions aside, the funding capacity has
been projected at a constant amount for the purposes of analysis.
11.2
Capital Expenditures
Table 11-2 summarizes the 10-year forecast of capital expenditures required to achieve
the capital asset lifecycle management strategy identified in the earlier sections of this
report. The capital expenditure projections assume 5% inflation per year, which aligns
with historical averages of Statistics Canada's Building Construction Price Index for the
Ottawa-Gatineau census metropolitan area.
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Table 11-2: Capital Expenditure Forecast ($000's)
Capital
Expenditures
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
Public Works
- Roads &
Bridges
15,928
10,760
13,321
12,285
12,115
16,056
15,382
14,086
19,038
14,923
Public Works
- Fleet
1,245
320
-
185
506
498
859
836
953
904
Social
Housing
474
468
501
536
478
565
562
682
655
788
Lanark Lodge
1,135
1,208
1,229
1,187
1,398
1,404
1,407
1,407
1,477
1,652
Other
403
450
471
1,131
892
1,678
3,218
979
1,843
888
Total Capital
Expenditures
19,185
13,206
15,522
15,324
15,389
20,201
21,428
17,990
23,966
19,155
Note that projections provided in previous chapters are in current dollar values, and do not include inflation.
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11.3
Financial Analysis
11.3.1
Forecasted Capital Investment
The capital expenditure forecast can be compared to the baseline capital funding
capacity over the 10-year period to assess if there are any anticipated funding gaps, and
assess if the proposed financial strategy allows the County to appropriately invest in its
capital assets.
The County's baseline capital funding capacity is projected to be adequate to finance
the forecasted capital expenditures until 2027, with excess funding being used to
steadily build up reserve balances. In 2028 and on, capital expenditures will exceed the
funding capacity in some years, but the reserves can be used to make up the difference.
This results in the reserve balances being drawn down to $10.6 million. The projections
are graphed in Figure 11-1 and summarized in Table 11-3.
Figure 11-1: Forecasted Capital Expenditures, Funding Capacity, and Reserve Balances
11.0 Financing Strategy 172
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Table 11-3: Summary of Financial Projections ($000's)
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
Capital
Expenditures
19,185
13,206
15,522
15,324
15,389
20,201
21,428
17,990
23,966
19,155
Baseline Capital
Funding
Capacity
19,748
16,002
16,002
16,002
15,493
15,493
15,493
15,493
15,493
15,493
Transfer To
(From) Reserves
563
2,796
480
678
104
-4,708
-5,935
-2,497
-8,473
-3,662
Capital
Reserves
31,771
34,567
35,047
35,725
35,829
31,121
25,186
22,689
14,216
10,554
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The projections above assume that the County's capital funding remains relatively
constant over the next 10 years. While this approach allows the County to make the
required investments in capital, it does not allow the County to maintain or increase
those reserve balances above current levels. It is important for the County to continue
to increase annual contributions to capital reserves to build up healthy balances that
can sustainably fund future capital investments, recognizing that capital expenditures
will fluctuate from year-to-year.
The main lever the County has to increase capital funding and increase contributions to
capital reserves is the tax levy. By increasing the portion of the tax levy that is allocated
to capital by 4.0% each year, starting from the 2024 projection, the County's projected
capital reserve balance in 2032 would be $31.1 million, similar to the current level.
Alternatively, if the County was able to maintain the proposed 2023 tax levy for capital
of approximately $16.0 million, with no further increases, capital expenditures could be
covered and reserve balances increased to $37.3 million by 2032.
11.3.2
Reinvestment Rates
Another useful perspective for evaluating the adequacy of an asset management
financial strategy is reinvestment rates. The reinvestment rate is the annual capital
investment as a percentage of the asset replacement value. While the projections
presented earlier in this section have the benefit of highlighting years where there will
be peaks in capital expenditure needs, reinvestment rates provide a simple annual
target.
The 2016 Canadian Infrastructure Report Card found that rates of reinvestment are
lower than targets recommended by asset management practitioners. The rate can vary
based on factors such as the age of the infrastructure, the level of service and risk
tolerance. The values provided are intended to be informative in nature. Table 11-4 is
an excerpt from the Canadian Infrastructure Report Card (Table 4) which demonstrates
the gap between current and target reinvestment levels for the asset categories that the
County owns. Insufficient reinvestment will result in a gradual decline of physical
condition, reduced performance and levels of service that will impact municipal service
delivery over time.
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Table 11-4: Target Reinvestment Rates vs 2016 Canadian Average Reinvestment Rate
Infrastructure Category
Lower Target
Reinvestment
Rate
Upper Target
Reinvestment
Rate
Current
Reinvestment Rate
(2016)
Stormwater (linear)
1.0%
1.3%
0.3%
Stormwater (non-linear)
1.7%
2.0%
1.3%
Roads and Sidewalks
2.0%
3.0%
1.1%
Bridges
1.0%
1.5%
0.8%
Buildings
1.7%
2.5%
1.7%
The total replacement cost for the County's capital assets is estimated to be $491
million (in 2022 dollars). Table 11-5 summarizes the equivalent reinvestment rate
considering the projected capital expenditures, and considering the total baseline
capital funding capacity considered in this report, as excess funding is assumed to be
transferred to capital reserves and therefore still constitutes an investment in capital.
The County's reinvestment rate is well above the Canadian average, and is toward the
upper end of the recommended targets.
Table 11-5: Reinvestment Rates (2022$)
Average Annual Capital
Expenditures
Reinvestment Rate
Projected Capital
Expenditures
$12,926,000
2.6%
Baseline Capital Funding
Capacity
$16,002,000
3.3%
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12.0 Reference Reports
Lanark County Documents
1. Strategic Asset Management Policy (Report # FIN-11-2019);
2. Sustainable Communities Official Plan, prepared by McIntosh Perry Consulting
Engineers Ltd., Adopted June 27, 2022;
3. Lanark County Asset Management Plan, updated November 18, 2015;
4. Transportation Master Plan, prepared by Aecom October 2020; and
5. Development Charges Background Study, For Public Circulation and Comment,
prepared by Watson & Associates Economists Ltd., October 8, 2021.
Housing Documents
1. Foundations of the Future - Lanark County 10-Year Housing and Homelessness Plan,
prepared in December 2019.
Bridge and Culvert Documents
1. Culvert inspection report, prepared by Keystone Bridge Management Corp, 2018;
2. Culvert Inspection Report 2020, prepared by Keystone Bridge Management Corp,
2020; and
3. Bridge Inspection Report, prepared by Keystone Bridge Management Corp.
General Documents
1. Canadian Infrastructure Report Card, 2016.
A - 1
Appendix A
Lanark County
Asset Management Plan 2022
May 2023
A Figures
Map #
Municipality
Road Name
Road Name
1
Perth
South Street
Gore Street
2
Carleton Place
Joseph Street
Townline Road
3
Carleton Place
Bridge Street
Townline Road
4
Carleton Place
McNeely Avenue
Townline Road
5
Carleton Place
Patterson Street
McNeely Avenue
6
Carleton Place
Lake Avenue
McNeely Avenue
7
Carleton Place
Coleman Street
McNeely Avenue
8
Carleton Place
Walmart
McNeely Avenue
9
Carleton Place
Independent Grocery
McNeely Avenue
10
Mississippi Mills
Almonte Street
County Road 29 North
11
Mississippi Mills
Ottawa Street
Martin Street North
12
Mississippi Mills
Mill Street
Bridge Street