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30
Town of Midland Asset
Management Plan
Date: July 2, 2025
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Key Statistics
$656 M
Replacement cost of
asset portfolio
$86 K
Replacement cost per
property
3%
Target reinvestment
rate
1.5%
Actual reinvestment
rate
$9.7 M
Annual Capital Infrastructure Deficit
69%
Percentage of assets in
fair or better condition
$1,238
Average annual
infrastructure deficit per
property
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Table of Contents
Introduction and Context ............................................................................................................................. 4
1.1 An Overview of Asset Management .................................................................................................. 4
1.2 Asset Management Policy .................................................................................................................. 4
1.3 Asset Management Strategy.............................................................................................................. 4
1.4 Asset Management Plan .................................................................................................................... 5
1.5 Key Concepts in Asset Management ................................................................................................. 5
1.6 Lifecycle Management Strategies ...................................................................................................... 5
1.7 Risk Management Strategies ............................................................................................................. 6
1.8 Levels of Service ................................................................................................................................. 6
1.9 Ontario Regulation 588/17 ................................................................................................................ 7
Scope and Methodology ............................................................................................................................... 8
2.1 Asset Categories included in this Asset Management Plan (AMP) .................................................. 8
2.2 Determining Replacement Costs ....................................................................................................... 9
2.3 Estimated Useful Life and Service Life Remaining ............................................................................ 9
2.4 Reinvestment Rate ............................................................................................................................. 9
2.5 Asset Condition ................................................................................................................................ 10
Analysis of Asset Portfolio .......................................................................................................................... 10
3.1 Total Replacement Cost of Asset Portfolio ..................................................................................... 10
3.2 Target vs. Actual Reinvestment Rate .............................................................................................. 11
3.3 Condition of Asset Portfolio ............................................................................................................. 11
3.4 Forecasted Capital Requirements ..................................................................................................... 12
Analysis of Core Tax -Funded Assets ........................................................................................................... 13
4.1 Road Network .................................................................................................................................. 13
4.2 Bridges & Culverts ............................................................................................................................ 19
4.3 Stormwater Network ....................................................................................................................... 19
Analysis of Core Rate-funded Assets .......................................................................................................... 23
5.1 Water Network ................................................................................................................................. 23
5.2 Wastewater Network ....................................................................................................................... 28
Analysis of Non-Core Assets ....................................................................................................................... 34
6.1 Municipal Buildings .......................................................................................................................... 34
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6.2 Community Buildings ....................................................................................................................... 38
6.3 Land and Land Improvements ......................................................................................................... 44
6.4 Municipal Fleet ................................................................................................................................. 48
6.5 Fire and Emergency Services Fleet .................................................................................................. 52
6.6 Transit Fleet ...................................................................................................................................... 56
6.7 Equipment ........................................................................................................................................ 59
Growth Assumptions .................................................................................................................................. 64
7.1 Midland Development Charge Study (January 2025) and Growth Forecast .................................. 64
7.2 Water Servicing Master Plan (July 2019) ......................................................................................... 65
7.3 Impact of Growth on Lifecycle Activities ......................................................................................... 65
Financial Strategy ........................................................................................................................................ 65
8.1 Financial Strategy Overview ............................................................................................................ 65
8.2 Funding Objective ............................................................................................................................ 68
8.3 Financial Profile: Tax Funded Assets ............................................................................................... 68
8.4 Financial Profile: Rate Funded Assets.............................................................................................. 70
8.5 Use of Debt ....................................................................................................................................... 72
8.6 Use of Reserves ................................................................................................................................ 72
Appendices.................................................................................................................................................. 75
Appendix A: Service Maps ..................................................................................................................... 75
Appendix B: Condition Assessment Guidelines .................................................................................... 80
Appendix C: 10-Year Capital Requirements (Approved Long-term Plan) ............................................ 82
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Introduction and Context
1.1 An Overview of Asset Management
Municipalities are responsible for managing and maintaining a broad portfolio of infrastructure assets to deliver
services to the community. The goal of asset management is to minimize the lifecycle costs of delivering
infrastructure services, manage the associated risks, while maximizing the value ratepayers receive from the
asset portfolio.
The acquisition of capital assets accounts for only 10-20% of their total cost of ownership. The remaining 80-90%
derives from operations and maintenance. This AMP focuses its analysis on the capital costs to maintain,
rehabilitate and replace existing municipal infrastructure assets.
These costs can span decades, requiring planning and foresight to ensure financial responsibility is spread
equitably across generations. An asset management plan is critical to this planning, and an essential element of
broader asset management program. The industry-standard approach and sequence to developing a practical
asset management program begins with a Strategic Plan, followed by an Asset Management Policy and an Asset
Management Strategy, concluding with an Asset Management Plan.
This industry standard, defined by the Institute of Asset Management (IAM), emphasizes the alignment between
the corporate strategic plan and various asset management documents. The strategic plan has a direct, and
cascading impact on asset management planning and reporting.
1.2 Asset Management Policy
An asset management policy represents a statement of the principles guiding the municipality's approach to
asset management activities. It aligns with the organizational strategic plan and provides clear direction to
municipal staff on their roles and responsibilities as part of the asset management program.
The Town adopted its updated Asset Management Policy on March 19, 2025, in accordance with Ontario
Regulation 588/17.
The objectives of the policy include:
- Fiscal Responsibilities
- Delivery of Services/Programs
- Public Input/Council Direction
- Risk/Impact Mitigation
1.3 Asset Management Strategy
An asset management strategy outlines the translation of organizational objectives into asset management
objectives and provides a strategic overview of the activities required to meet these objectives. It provides
greater detail than the policy on how the Town plans to achieve asset management objectives through planned
activities and decision-making criteria.
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The Town's Strategic Asset Management Policy contains many of the key components of an asset management
strategy and may be expanded on in future revisions or as part of a separate strategic document.
1.4 Asset Management Plan
The asset management plan (AMP) presents the outcomes of the Town's asset management program and
identifies the resource requirements needed to achieve a defined level of service. The AMP typically includes the
following content:
-State of Infrastructure
-Asset Management Strategies
-Levels of Service
-Financial Strategies
The AMP is a living document that should be updated regularly as additional assets and financial data becomes
available. This will allow the Town to re-evaluate the state of infrastructure and identify how the organization's
asset management and financial strategies are progressing.
1.5 Key Concepts in Asset Management
Effective asset management integrates several key components, including lifecycle management, risk
management, and levels of service. These concepts are applied throughout this asset management plan and are
described below in greater detail.
1.6 Lifecycle Management Strategies
The condition or performance of most assets will deteriorate over time. This process is affected by a range of
factors including an asset's characteristics, location, utilization, maintenance history and environment. Asset
deterioration has a negative effect on the ability of an asset to fulfill its intended function, and may be
characterized by increased cost, risk and even service disruption.
To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important
to establish a lifecycle management strategy to proactively manage asset deterioration.
There are several field intervention activities that are available to extend the life of an asset. These activities can
be generally placed into one of three categories: maintenance, rehabilitation, and replacement. The following
table provides a description of each type of activity and the general difference in cost:
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Lifecycle Activity
Description
Example (Roads)
Cost
Maintenance
Activities that prevent defects or
deteriorations from occurring
Crack Seal
$
Rehabilitation/
Renewal
Activities that rectify defects or
deficiencies that are already present
and may be affecting asset
performance
Re-surface
$$
Replacement/
Reconstruction
Asset end-of-life activities that often
involve the complete replacement of
assets
Full
Reconstruction
$$$
Depending on initial lifecycle management strategies, asset performance can be sustained through a
combination of maintenance and rehabilitation, but at some point, replacement is required. Understanding what
effect these activities will have on the lifecycle of an asset, and their cost, will enable staff to make better
recommendations.
The Town's approach to lifecycle management is described within each asset category outlined in this AMP.
Developing and implementing a proactive lifecycle strategy will help staff to determine which activities to
perform on an asset and when they should be performed to maximize useful life at the lowest total cost of
ownership.
1.7 Risk Management Strategies
Municipalities generally take a 'worst-first' approach to infrastructure spending. Rather than prioritizing assets
based on their importance to service delivery, assets in the worst condition are fixed first, regardless of their
criticality. However, not all assets are created equal. Some are more important than others, and their failure or
disrepair poses more risk to the community than that of others. For example, a road with a high volume of traffic
that provides access to critical services poses a higher risk than a low volume rural road. These high-value assets
should receive funding before others.
By identifying the various impacts of asset failure and the likelihood that it will fail, risk management strategies
can identify critical assets, and determine where maintenance efforts and spending should be focused.
This AMP includes a high-level evaluation of asset risk and criticality. Each asset has been assigned a probability
of failure score and consequence of failure score based on available asset data. These risk scores can be used to
prioritize maintenance, rehabilitation, and replacement strategies for critical assets.
1.8 Levels of Service
Level of service (LOS) is a measure of what the Town is providing to the community and the nature and quality of
that service. Within each asset category in this AMP, technical metrics and qualitative descriptions that measure
both technical and community levels of service have been established and measured as data is available.
These measures include a combination of those that have been outlined in O. Reg. 588/17 in addition to
performance measures identified by the Town as worth measuring and evaluating. The Town measures the level
of service provided at two levels: Community Levels of Service, and Technical Levels of Service.
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Community Levels of Service
Community levels of service are a simple, plain language description or measure of the service that the
community receives. For core asset categories (roads, bridges & culverts, stormwater network, water system,
and sanitary sewer network) the province, through O. Reg. 588/17, has provided qualitative descriptions that are
required to be included in this AMP. For non-core asset categories (buildings, land improvements, equipment,
and vehicles), the Town has determined the qualitative descriptions that will be used to determine the
community level of service provided. These descriptions can be found in the Levels of Service subsection within
each asset category.
Technical Levels of Service
Technical levels of service are a measure of key technical attributes of the service being provided to the
community. These include mostly quantitative measures and tend to reflect the impact of the Town's asset
management strategies on the physical condition of assets or the quality/capacity of the services they provide.
For core asset categories (roads, bridges & culverts, stormwater network, water system, and sanitary sewer
network), the province, through O. Reg. 588/17, has provided technical metrics that are required to be included
in this AMP. For non-core asset categories (facilities, land improvements, machinery & equipment, and vehicles),
the Town has determined the technical metrics that will be used to determine the technical level of service
provided. These metrics can be found in the Levels of Service subsection within each asset category.
Current and Proposed Levels of Service
This AMP outlines the current level of service provided to the community. Municipal staff are still working on
gathering quality data to support our current levels of service as Council strives to meet the funding needs
required to fully meet our current levels of service and rehabilitation requirements.
Proposed levels of service have been addressed for each asset category, in accordance with O. Reg. 588/17.
Proposed levels of service should be realistic and achievable within the timeframe outlined by the Town. They
should also be determined with consideration of a variety of community expectations, fiscal capacity, regulatory
requirements, corporate goals, and long-term sustainability.
1.9 Ontario Regulation 588/17
As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario government introduced Regulation
588/17 - Asset Management Planning for Municipal Infrastructure (O. Reg 588/17). Along with creating better
performing organizations, more livable and sustainable communities, the regulation is a key, mandated driver of
asset management planning and reporting. It places substantial emphasis on current and proposed levels of
service and the lifecycle costs incurred in delivering them.
The diagram below outlines key reporting requirements under O. Reg. 588/47 and the associated timelines.
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Strategic Asset Management Policy
Asset Management Plan for Core and Non- Core
assets (same components as 2022) and Asset
Management Policy update
Asset Management Plan for
Asset Management Plan for all
Core Assets with the following
assets with the following additional
Components:
components:
1. Current levels of service
1. Proposed levels of service for the
2. Inventory analysis
next 10 years
3. Lifecycle activities to
2. Updated inventory analysis
sustain LOS
3. Lifecyle management strategy
4. Cost of lifecycle activities
4. Financial strategy and addressing
5. Population and employment
shortfalls
Forecasts
5. Discussion of how growth assumptions
6. Discussion of growth
impacted lifecycle and financial
Impacts
strategies
Scope and Methodology
2.1 Asset Categories included in this Asset Management Plan (AMP)
This AMP summarizes the state of the municipality's infrastructure assets, establishes current levels of service,
addresses community and technical level of services as outlined in the regulation and, outlines current lifecycle
strategies to optimize asset performance for the asset categories listed below.
Asset Category
Type of Asset
Funding Source
Road Network
Core
Tax Levy
Stormwater Network
Core
Tax Levy
Water Network
Core
User Rates
Wastewater Network
Core
User Rates
Municipal Buildings
Non-core
Tax Levy/User Rates
Community Buildings
Non-core
Tax Levy
Municipal Fleet
Non-core
Tax Levy/User Rates
Fire and Emergency Services Fleet
Non-core
Tax Levy
Transit Fleet
Non-core
Tax Levy
2019
2024
2025
2022
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Land and Land Improvements
Non-core
Tax Levy
Equipment
Non-core
Tax Levy
2.2 Determining Replacement Costs
There are a range of methods to determine the replacement cost of an asset, and some are more accurate and
reliable than others. This AMP relies on two methodologies:
User-Defined Cost and Cost/unit: Based on costs provided by municipal staff which could include average costs
from recent contracts; data from engineering reports and assessments; staff estimates based on knowledge and
experience and insured asset values.
CPI tables: Historical cost of the asset inflated based on Consumer Price Index or Non-Residential Building
Construction Price Index.
User-defined costs based on reliable sources are a reasonably accurate and reliable way to determine asset
replacement costs. Cost inflation is used in the absence of reliable replacement cost data. It is considered
reasonably reliable for recently purchased or constructed assets where the total cost is reflective of what the
municipality actually incurred. As assets age, and new technologies become available, cost inflation becomes a
less reliable method.
2.3 Estimated Useful Life and Service Life Remaining
The estimated useful life (EUL) of an asset is the period in which the municipality expects the asset to remain in
service and be available for use before requiring replacement. The EUL assigned in this AMP was determined by
staff expertise and industry standards.
The service life remaining can be calculated by using the assets acquisition date and the EUL. Using both the
service life remaining and any available condition data, staff can better determine when the asset might need to
be replaced. User-defined costs based on reliable sources are a reasonably accurate and reliable way to
determine asset replacement costs.
𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝐿𝐿𝐿𝐿𝐿𝐿𝐿𝐿 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅 (𝑆𝑆𝑆𝑆𝑆𝑆) = 𝐼𝐼𝐼𝐼 𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝐷𝐷𝐷𝐷𝐷𝐷𝐷𝐷 + 𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸𝐸 𝑈𝑈𝑈𝑈𝑈𝑈𝑈𝑈𝑈𝑈𝑈𝑈 𝐿𝐿𝐿𝐿𝐿𝐿𝐿𝐿(𝐸𝐸𝐸𝐸𝐸𝐸) − C𝑢𝑢𝑢𝑢𝑢𝑢𝑢𝑢𝑢𝑢𝑢𝑢 𝑌𝑌𝑌𝑌𝑌𝑌𝑌𝑌
2.4 Reinvestment Rate
The reinvestment of capital funds through asset renewals, rehabilitation, or replacement is necessary to sustain
an adequate level of service. As assets age over time, they require additional funding to maintain a state of good
repair. The reinvestment rate is a measurement of funding relative to total replacement cost.
By comparing the actual vs. target reinvestment rate the Town can determine the extent of any existing funding
gap. The reinvestment rate is calculated as follows:
Target Reinvestment Rate = Annual Capital Requirement
Total Replacement Cost
Actual Reinvestment Rate = Annual Capital Funding
Total Replacement Cost
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2.5 Asset Condition
Accurate and reliable condition data ensures that lifecycle activities occur at the right time to prevent premature
and costly replacement. Timely lifecycle activities help to maximize the useful life of the asset. A standardized
condition assessment rating system allows for benchmarking across the Town's assets.
The table below outlines the condition rating system used in this AMP. It is a default within the Citywide
Software used by the Town for asset management and is aligned with the Canadian Core Public Infrastructure
Survey. When an assessed condition rating is not available, service life remaining is used to approximate
condition.
Condition
Description
Criteria
Service Life
Remaining (%)
Very Good
Fit for the future
Well maintained, good condition,
new or recently rehabilitated
80-100
Good
Adequate for now
Acceptable, generally approaching
mid-stage of expected service life
60-80
Fair
Requires attention
Signs of deterioration, some
elements exhibit significant
deficiencies
40-60
Poor
Increasing potential of
affecting service
Approaching end of service life,
condition below standard, large
portion of system exhibits
significant deterioration
20-40
Very Poor
Unfit for sustained service
Near or beyond expected service
life, advanced deterioration, some
assets may be unusable
0-20
The analysis in this AMP is based on assessed condition data only as available. In the absence of assessed
condition data, asset age is used as a proxy to determine asset condition. Appendix B includes additional
information on the role of asset condition data and provides basic guidelines for the development of a condition
assessment program.
Analysis of Asset Portfolio
3.1 Total Replacement Cost of Asset Portfolio
The asset categories analyzed in this AMP have a total replacement cost of $656 million based on inventory data
from 2023. This total was determined based on a combination of user-defined costs and historical cost inflation.
This estimate reflects replacement of historical assets with similar, not necessarily identical, assets available for
procurement today.
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3.2 Target vs. Actual Reinvestment Rate
To meet the long-term replacement needs, the Town should be allocating approximately $19.7 million annually,
for a target reinvestment rate of 3% of the total asset portfolio replacement cost. Actual annual spending on
infrastructure totals approximately $10 million, for an actual reinvestment rate of 1.5%. The graph below depicts
funding gaps or surpluses by comparing target vs actual reinvestment rate.
3.3 Condition of Asset Portfolio
The current condition of the assets is central to all asset management planning. Collectively, 69% of assets in
Midland are in fair or better condition. This estimate relies on both age-based and field condition data.
$121.5 M
$150.7 M
$96.8 M
$95.6 M
$88.0 M
$53.8 M
$2.0 M
$7.4 M
$18.3 M
$6.9 M
$14.9 M
Municipal Buildings
Road Network
Stormwater Network
Water Network
Wastewater Network
Community Building
Transit
Municipal Fleet
Equipment
Fire
Land Improvements
Total Replacement Cost of Asset Portfolio
$656 million
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3.4 Forecasted Capital Requirements
The development of a long-term capital forecast should include both asset rehabilitation and replacement
requirements. With the development of asset-specific lifecycle strategies that include the timing and cost of
future capital events, the Town can produce an accurate long-term capital forecast.
The Town's 10-Year Capital Plan is updated annually based on the asset inventory. Staff review this data and use
their professional judgement to look at the Town's replacement needs at the detailed asset level. In total, the
2025-2034 10-Year Plan indicates that our replacement needs over the next 10 years are approximately $204
million. This means that 35% of our replacement needs come due within the next 10 years. These capital
requests exclude the $24 million in approved projects carried forward from previous years' budgets. The 2025-
2034 10-Year Capital Plan is included as Appendix C.
The following graph identifies the annual capital requirement for each category of asset and compares it to the
funding available. This annual requirement is based on the defined replacement cost and the assigned useful life
of asset category and therefore is used for asset management planning purposes only.
43.00%
29.00%
32.00%
17.29%
15.00%
6.00%
18.00%
19.93%
2.82%
47.04%
49.31%
24.80%
26.00%
11.00%
8.00%
33.79%
23.84%
19.51%
52.96%
50.43%
44.55%
54.60%
10.00%
24.00%
32.00%
45.82%
69.65%
80.49%
24.24%
16.70%
6.00%
30.00%
10.00%
32.28%
75.76%
6.14%
Road Network
Stormwater Network
Water Network
Wastewater Network
Municipal Buildings
Community Buildings
Land and Land Improvements
Municipal Fleet
Fire and Emergency Services Fleet
Transit Fleet
Equipment
Condition of Asset Portfolio
Very Poor
Poor
Fair
Good
Very Good
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Analysis of Core Tax -Funded Assets
4.1 Road Network
The Road Network is a critical component for safe and efficient transportation services. It includes all municipally
owned and maintained roadways. The roads are maintained by Operations - Roads department who are also
responsible for all winter maintenance operations including snow plowing, ice control and snow removal.
4.1.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of each asset
segment in the road network.
Asset Segment
Quantity
Replacement Cost
Method
Total Replacement
Cost
Paved Roads
126 km
Replacement Cost
$115 million
Sidewalks
73.4 Km
Replacement Cost
$34 million
Gravel Roads
1.41 km
Replacement Cost
$1 million
Total
$150 million
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Road Network
Stormwater Network
Municipal Buildings
Community Buildings
Land and Land Improvements
Equipment
Municipal Vehicles
Fire Vehicles
Transit Vehicles
Wastewater Network
Water Network
Average Annual Requirement vs Available Funding
Funding Available
Average Annual Requirement
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4.1.2 Asset Condition
The table below identifies the current condition and source of available condition data for each asset segment.
We do not perform condition assessments on surface treated or gravel roads.
Asset Segment
Average Condition Rating
Condition Source
Paved Roads
Very Good
100 % Assessed
Sidewalks
Very Good
100 % Assessed
Gravel Roads
Good
Internal Inspection
Current Approach to Asset Condition
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets. The following describes the municipalities current approach:
-
A Road Needs study was completed in 2022 that included a detailed assessment of the condition of each
paved road segment. In addition, a Sidewalk Evaluation was also completed providing a sidewalk
condition index score (SCI).
-
Scheduled to complete a Roads Needs study in 2025, We are trying to budget in the capital plan for every
3 to 5 years to complete a full network study.
-
Gravel roads are assessed internally, and this information is stored within our GIS or Asset Management
software.
-
Pothole patching is applied as per Minimum Maintenance Standards (MMS) requirements to repair and
prevent pothole formations.
-
Annual Winter Operations activities including snow plowing and snow removal are performed at
Minimum Maintenance Standards (MMS).
-
An annual crack sealing program valued at $150,000 is established.
-
An annual resurfacing budget equal to the annual OCIF grant which is approximately $795,000 is
established.
2%
4%
4%
16%
8%
22%
29%
58%
57%
Paved Roads
Sidewalk
Very Poor
Poor
Fair
Good
Very Good
15 | P a g e
-
Rehabilitation is prioritized using Pavement Condition Index (PCI), cost and socio-economic factors.
Resurfacing projects are determined by PCI and deteriorating surfaces to extend the useful life of the
asset and prolong the need for full reconstruction.
4.1.3 Estimated Useful Life & Average Age
The estimated useful life for Road Network assets has been determined according to industry standards and staff
knowledge. The average age for each asset has been determined based on the assessed condition as in service
dates are not available for the majority of our Road Network. The following assumptions were determined by our
engineering staff.
Assessed Condition
Assumed Age (Years)
95%
< 5
85%
10
75%
15
50%
20
30%
25
Less than 30%
30 or >
The average service life remaining represents the difference between the Estimated Useful Life and the Average
Age.
Asset Segment
Estimated Useful Life
(Years)
Average Age (Years)
Average Service Life
Remaining.
Road Surface
25
20
-
Road Base
70
-
-
Sidewalks
40
45
5
Gravel Roads
100
-
-
4.1.4 Lifecycle Management Strategy
The following lifecycle strategies have been developed as a proactive approach to managing our road network.
Instead of allowing the roads to deteriorate until replacement is required, strategic rehabilitation is expected to
extend the service life of roads at a lower total cost.
Event Name
Event Description
Event Class
Added Useful Life
Event Trigger
Crack Sealing
Route and Seal
roads with light
cracking
Preventative
Maintenance
2
5-10 Years after
resurfacing as
needed
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Tar and Chip
(spot repair)
Spray
with tar, cover
with limestone
chip
Preventative
Maintenance
-
10-15 years after
resurfacing as
needed
Shave and Pave
Single Mill & Pave
50mm
Rehabilitation
15
15 Years after
resurfacing
Full Depth Paving
Full Depth Mill &
Pave 90mm
Rehabilitation
15
25 Years after
resurfacing
Asphalt Granular
Base (no
excavation)
Pulverize, add
150mm gran 'a',
90mm asphalt
(When base
granular is poor)
Reconstruction
25
35 - 45%
Condition
Asphalt Granular
Base (excavation
required)
Excavate 600mm,
gran 'b', gran 'a',
90mm asphalt
(When base
granular is poor)
Reconstruction
25
35 - 45%
Condition
Forecasted Capital Requirements
Based on the lifecycle strategies identified, the following graph forecasts capital requirements for the Road
Network. The annual capital requirement represents the average amount per year that the municipality should
allocate towards funding rehabilitation and replacement needs to meet current Level of Service.
17 | P a g e
Average Annual Capital Requirement $6.2 million
The spike in year 2025 is due to a time-based lifecycle event of Asphalt Resurfacing, Tar & Chip events
create the 2029 spike, in 2034 the spike is created by reconstruction events. These spikes are due to
many assets having an in-service date of 2009 (date PSAB standards came into place) and therefore
grouping many our maintenance and rehabilitation events. Further review of these needs will be done
as staff work to refine the data included in this place and updated our 10-Year Capital Plan.
4.1.5 Risk and Criticality
The following risk matrix is a visual representation of the relationship between the probability of failure and
consequence of failure. Assets with a higher risk should be prioritized during rehabilitation and reconstruction
projects.
4.1.6 Levels of Service
The following tables identify the municipalities' current level of service for the Road Network. These metrics
include the technical and community level of service metrics that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by the Road Network.
$20,000
$10,020,000
$20,020,000
$30,020,000
$40,020,000
$50,020,000
$60,020,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Road Bases
Road Surfaces
Sidewalks
18 | P a g e
Service Attribute
Qualitative Description
Level Of Service
Scope
Description, which may include
maps, of the road network in the
municipality and its level of
connectivity.
See Appendix A
Quality
Description or images that illustrate
the different levels of road class
pavement condition
The municipality completed a Roads
Needs study in 2022; all paved sections
received PCI rating between 1-100.
<40 Pavement has endured significant
structural damage and full
reconstruction is required.
40-70 Pavement needs some form of
resurfacing to mitigate the effects of
rutting, cracking and other distresses.
70-85 Pavement is in the early stages of
its life cycle. This is when repairs are
most affordable, fastest and have
greatest long-term benefit.
>85 Pavement is in good condition and
does not require maintenance.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
Road Network.
Service Attribute
Technical Metric
Level Of Service
Scope
Lane km of arterial roads (MMS classes 1 & 2)
per land area (km/km2)
0.49
Scope
Lane km of collector (MMS classes 3 & 4) per
land area (km/km2)
6.9
Scope
Lane km of local (MMS classes 5 & 6) per land
area (km/km2)
7
Quality
Average pavement condition index for paved
roads in municipality
74%
Affordability
Actual Reinvestment Rate
Target Reinvestment Rate
1.7%
4.1%
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Proposed Level of Service
The municipalities proposed level of service is to continue to work towards our target reinvestment rate. With
the roads infrastructure we are bound by minimum maintenance standards and therefore do not have a lot of
room for change within our level of service. Over the next 5 years we will be working towards making our
lifecycle management strategy condition based rather than age which will improve our data and allow us to
better forecast rehabilitation and replacement projects. We plan to review this information annually with the
operations team to improve our forecasting and budgeting practices.
4.2 Bridges & Culverts
The municipality does not own or maintain any bridges or structural culverts.
4.3 Stormwater Network
The municipality is responsible for owning and maintaining a stormwater network consisting of storm sewer
mains, catch basins, culverts (less than 3m diameter), and other supporting infrastructure.
4.3.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method, and total replacement cost of each asset
segment in the municipalities Storm Network Inventory.
Asset Segment
Quantity
Replacement Cost
Method
Total Replacement
Cost
Catch Basins
1,825
Replacement Cost
$16.7 million
Culverts
4,490 m
Replacement Cost
$1.7 million
Mains
62,028.5 m
Replacement Cost
$55.5 million
Manholes
1,039
Replacement Cost
$21.4 million
Stormwater Ponds
17
CPI Tables
$1.6 million
Total
$96.8 million
*note Stormwater Pond replacement value does not take into consideration land costs
4.3.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment.
Asset Segment
Average Condition Rating
Condition Source
Catch Basins
Poor
Age Based
Culverts
Fair
Age Based
Mains
Poor
Age Based
Manholes
Poor
Age Based
Stormwater Ponds
Fair
Age Based
*Information above is only as accurate as current data available.
20 | P a g e
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets. The following describes the municipalities current approach:
-
Flushing and Cleaning 25% of the total network per year
-
CCTV/Zoom Camera Inspection 6.5% of total network per year.
-
Trenchless re-lining activities are completed on select sewer mains in tandem with CCTV inspections.
-
Catch basins are cleaned annually.
-
Currently working with Sewer Rat technology to gain a full condition analysis of our storm sewer mains.
-
Current condition is age based.
4.3.3 Estimated Useful Life & Average Age
Asset Segment
Estimated Useful Life
(Years)
Average Age (Years)
Average Service Life
Remaining
Catch Basins
50
53
-3
Culverts
30
109
-79
Mains
37
40
-3
Manholes
50
65
-15
Stormwater Ponds
20
20
-
*Information above is only as accurate as current data available.
4.3.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
54%
18%
51%
54%
34%
17%
18%
16%
9%
14%
11%
82%
12%
6%
14%
18%
21%
6%
2%
1%
1%
26%
4%
Catchbasins
Culverts
Manholes
Storm Mains
Storm Ponds
Very Poor
Poor
Fair
Good
Very Good
21 | P a g e
Event Name
Event Description
Event Class
Added Useful Life
Event Trigger
Storm Main
Flushing &
Cleaning
25% of total
network per year
Preventative
Maintenance
No Impact
Every 4 years
Storm Main CTV/
Zoom Camera
Inspection
6.5% of the total
network per year
Preventative
Maintenance
No Impact
Every 15 years
Storm Main
Rodding/Boring
Allow for 2.9% of
total network per
year
Preventative
Maintenance
No Impact
As required
Relining
One time
rehabilitation
event
Rehabilitation
37 years
0-10% condition
Catch basin
cleaning
Basins vacuumed
Preventative
Maintenance
No Impact
Annually
Catch Basin
replace frame and
grate
Replace catch
basin frame and
grate when found
faulty
Preventative
Maintenance
20 years
As required
Culverts
Flushed
Preventative
Maintenance
No Impact
Every 10 years
Storm Ponds
Cleaning
Maintenance
1 per year
Manholes
Inspected
annually (visually
& with zoom
cameras)
Preventative
Maintenance
25% of total
network per year
Forecasted Capital Requirements
Based on the lifecycle strategies identified, the following graph forecasts capital requirements for the Storm
Network. The annual capital requirement represents the average amount per year that the municipality should
allocate towards funding rehabilitation and replacement needs to meet the current Level of Service.
22 | P a g e
Annual Average Capital Requirement $2,200,000
4.3.5 Risk & Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category. Assets with higher risk should be
prioritized for rehabilitation or reconstruction projects.
4.3.6 Levels of Service
The following tables identify the municipalities' current level of service for the Storm Network. These metrics
include the technical and community level of service metrics that are required as part of O. Reg. 588/17.
$-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
$4,000,000.00
$4,500,000.00
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Catchbasins
Culverts
Storm Manholes & Catch Basin Manholes
Storm Sewer Pipes
23 | P a g e
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by the Storm Network.
Service Attribute
Qualitative Description
Current LOS 2025
Scope
Description, which may include
maps, of user groups or areas of the
municipality that are protected from
flooding, including the extent of
protection provided by the municipal
stormwater system.
See Appendix A
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
Storm Network.
Service Attribute
Qualitative Description
Current LOS 2025
Scope
% of properties in municipality
resilient to a 100-year storm
Information not available
Scope
% of the municipal stormwater
management system resilient to 5-
year storm
100%
Affordability
Actual Reinvestment Rate
Target Reinvestment Rate
0.3%
2.3%
Proposed Level of Service
The municipality's proposed level of service is to continue to work towards our target reinvestment rate of 2.3%.
With the increase in severe storm events, investment within this category is more important now than ever. Staff
plan to incorporate condition information gained through CCTV inspection and SLRAT technology over the next 5
years to update condition information and work towards a fully assessed network rather than relying on age-
based data. This will help improve our rehabilitation and replacement forecasting in our capital plan.
Analysis of Core Rate-funded Assets
5.1 Water Network
The water services provided by the municipality are managed by the Environmental Services department. This
department is responsible for watermains, hydrants, wells, pump houses, storage facilities, and all drinking
water-related assets.
24 | P a g e
5.1.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method, and total replacement cost of each asset
segment in the municipalities Water Network Inventory.
Asset Segment
Quantity
Replacement Cost
Method
Total Replacement
Cost
Hydrants
684
Replacement Cost
$9.4 million
Mains
118 Km
Replacement Cost
$70 million
Pump Houses
5
CPI Tables
$1 million
Wells & Water Storage Facilities
16
CPI Tables
$13 million
Valves
1,209
Replacement Cost
$3.6 million
Total
$97 million
5.1.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment.
Asset Segment
Average Condition Rating
(out of 100)
Condition Source
Hydrants
Poor
Age Based
Mains
Good
Age Based
Pump Houses
Good
Age Based
Wells & Water Storage
Good
Age Based
Valves
Very Poor
Age Based
*Information above is only as accurate as current data available.
58%
10%
18%
3%
54%
11%
1.00%
6%
1%
11%
16%
7%
13%
4%
13%
14%
21%
24%
41%
21%
1%
60%
39%
52%
1%
Hydrants
Mains
Pump Houses
Wells & Water Storage
Valves
Very Poor
Poor
Fair
Good
Very Good
25 | P a g e
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets. The following describes the municipalities current approach:
Staff primarily rely on pipe age, material & break history to determine the projected condition of watermains.
Uni-directional flushing of 100% of the network is completed annually.
Valve turning is completed at 70% per year and Hydrant valves are exercised regularly.
5.1.3 Estimated Useful Life & Average Age
Asset Segment
Estimated Useful Life
(Years)
Average Age (Years)
Average Service Life
Remaining.
Hydrants
40
43
-3
Mains
80
41
39
Pump Houses
50
34
16
Reservoir & Wells
48
38
10
Valves
40
45
-5
*Information above is only as accurate as current data available.
5.1.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
Event Name
Event Description
Event Class
Added Useful Life
Event Trigger
Uni Directional
Flushing
100% of total
network per year
Preventative
Maintenance
No Impact
Annually
Hydrant Valves
100% of total
network per year
Preventative
Maintenance
No Impact
Annually
Valves
70% of total
network per year
Preventative
Maintenance
No Impact
Annually
Well Maintenance
Inspected every 4
years
Preventative
Maintenance &
Cleaning
No Impact
Every 4 years
Reservoir
Cleaning
Dewatered &
cleaned
Preventative
Maintenance
No Impact
Every 2 years for
older facilities and
every 3 for newer
26 | P a g e
Forecasted Capital Requirements
Based on the lifecycle strategies identified the following graph forecasts capital requirements for the Water
Network. The annual capital requirement represents the average amount per year that the municipality should
allocate towards funding rehabilitation and replacement needs to meet current Level of Service.
Average Annual Capital Requirement $1,758, 000
5.1.5 Risk & Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category. Assets with a higher risk should be
prioritized for rehabilitation and reconstruction projects.
$0.00
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Hydrants
Mains
Valves
Pump Station
Reservoir
Treatment Facility
27 | P a g e
5.1.6 Levels of Service
The following tables identify the municipalities' current level of service for the Water Network. These metrics
include the technical and community level of service metrics that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by the Water Network.
Service Attribute
Qualitative Description
Current LOS 2025
Scope
Description, which may include maps,
of user groups or areas of the
municipality that are connected to the
municipal water system
See Appendix A
Scope
Description, which may include maps,
of the user groups or areas of the
municipality that have fire flow
See Appendix A
Reliability
Description of boil water advisories
and service interruptions
No boil water advisories were issued
within the last 2 years.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
Water Network.
Service Attribute
Qualitative Description
Current LOS 2025
Scope
% of properties connected to the
municipal water system
90%
Scope
% of properties where fire flow is
available
90%
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Reliability
# of connection-days per year due to
water main breaks compared to the
total number of properties
connected to the municipal water
system
0
Reliability
# of connection-days per year due to
water main breaks compared to the
total number of properties
connected to the municipal water
system
0
Performance
# of water quality customer
complaints related to the water
system
10
Performance
% of water network in good or very
good condition
74%
Performance
% of water network in poor or very
poor condition
17%
Affordability
Actual Reinvestment Rate
Target Reinvestment Rate
1.6%
1.8%
Proposed Level of Service
It is the municipality's goal to continue to work towards our target reinvestment rate of 1.8%. Water
infrastructure is heavily regulated through the Ministry of Environment, Conservation and Parks and does not
leave much room for movement within our Level of Service. We will continue to work towards reducing our
number of water quality customer complaints. Additionally, we have several water infrastructure projects
scheduled over the next five years that will increase our fire flow in certain pressure zones, allowing for growth in
our community.
5.2 Wastewater Network
The wastewater services provided by the municipality are managed by the Environmental Services department.
This department is responsible for sewer mains, sanitary pump stations, manholes and the Pollution Control
Plant.
5.2.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method, and total replacement cost of each asset
segment in the municipalities Wastewater Network Inventory.
Asset Segment
Quantity
Replacement Cost
Method
Total Replacement
Cost
Mains
95 Km
Replacement Cost
$65.2 million
Pump Stations
5
CPI Tables
$2.6 million
Manholes
1237
Replacement Cost
$20.2 million
Total
$88 million
29 | P a g e
5.1.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment.
Asset Segment
Average Condition Rating
(out of 100)
Condition Source
Mains
Poor
Age Based
Pump Stations
Good
Age Based
Manholes
Very Poor
Age Based
Pollution Control Plant
Fair
Age Based
*Information above is only as accurate as current data available.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets. The following describes the municipalities current approach:
Acoustic Rapid Assessment of 100% of gravity sewer per year.
Pole Camera Inspection dependent on the results of the rapid assessment.
Flushing is dependent on the results of the rapid assessment.
CCTV Camera inspection 1.5% network annually, completed before relining event.
Pumping stations are inspected on a daily basis by internal staff. The stations are also periodically assessed by an
external consultant.
5.1.3 Estimated Useful Life & Average Age
Asset Segment
Estimated Useful Life
(Years)
Average Age (Years)
Average Service Life
Remaining
Mains
61
42
19
Pump Stations
50
18
32
Manholes
50
42
8
Pollution Control Plant
50
25
25
39%
21%
52%
15%
12%
7%
18%
35%
21%
11%
18%
43%
17%
50%
10%
29%
2%
Mains
Pump Stations
Manholes
Pollution Control Plant
Very Poor
Poor
Fair
Good
Very Good
30 | P a g e
5.1.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
Event Name
Event Description
Event Class
Added Useful Life
Event Trigger
Acoustic Rapid
Assessment
100% of total
network per year
Preventative
Maintenance
No Impact
Annually
Pole Camera
Assessment
Dependent on
results of Rapid
Assessment
Preventative
Maintenance
No Impact
Poor Rating on
Rapid Assessment
Flushing
Dependent on
results of Rapid
Assessment
Preventative
Maintenance
No Impact
Poor Rating on
Rapid Assessment
CCTV Camera
Inspection
1.5% complete
before relining
Preventative
Maintenance
No Impact
Suspected Defect
Manholes
Inspected
annually during
Acoustic Rapid
Assessment
Preventative
Maintenance
No Impact
Annually
Pump Stations
Station Checks
Preventative
Maintenance
No Impact
Daily
Forecasted Capital Requirements
Based on the lifecycle strategies identified, the following graph forecasts capital requirements for the
Wastewater Network. The annual capital requirement represents the average amount per year that the
municipality should allocate towards funding rehabilitation and replacement needs to meet the current Level of
Service.
31 | P a g e
Average Annual Capital Requirement $1,400,000
5.1.5 Risk & Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category. Assets with higher risk should be
prioritized for rehabilitation and reconstruction projects.
5.1.6 Levels of Service
The following tables identify the municipalities' current level of service for the Wastewater Network. These
metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by the Water Network.
$-
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
$1,600,000.00
$1,800,000.00
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Manholes
Sewer Lines
Pumping Stations
32 | P a g e
Service Attribute
Qualitative Description
Current LOS
Scope
Description, which may include maps,
of the user groups or areas of the
municipality that are connected to the
municipal wastewater systems
See Appendix A.
Reliability
Description of how combined sewers
in the municipal wastewater system
are designed with overflow structures
in place which allow overflow during
storm events to prevent backups into
homes
The Town is replacing combined sewers
with separate sanitary and storm
systems as reconstruction of the street
occurs. Currently there are 18
combined systems remaining.
Reliability
Description of how stormwater can
get into sanitary sewers in the
municipal wastewater system, causing
sewage to overflow into streets or
backup into homes
Stormwater can enter sanitary sewers
due to cracks in sanitary mains,
manholes, private services or through
indirect connections (e.g. weeping
tiles). In the case of heavy rainfall
events, sanitary sewers may
experience a volume of water and
sewage that exceeds its designed
capacity. In some cases, this can cause
water and/or sewage to backup into
homes. The disconnection of weeping
tiles from sanitary mains and the use
of sump pumps and pits directing
storm water to the storm drain system
can help to reduce the chance of this
occurring.
Reliability
Description of how sanitary sewers in
the municipal wastewater system are
designed to be resilient to avoid
stormwater infiltration
If influent flow to the plant exceeds the
primary treatment rated capacity, there
is a storm detention/overflow tank with
an approximate volume of 1400 m3 for
combined sewage flow detention. The
headworks has an overflow chamber
with a motorized sluice gate and bypass
sewer line which discharges to the tank
in a storm event where flows exceed
290 L/s.
Reliability
Description of the effluent that is
discharged from sewage treatment
plants in the municipal wastewater
system
Effluent refers to water pollution that is
discharged from a wastewater
treatment plant and may include
suspended solids or total phosphorous.
33 | P a g e
The Midland WWTC is operated in
accordance with the Environmental
Compliance Approval (ECA) Number
5708-A72SPG, dated July 20, 2016.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
Wastewater Network.
Service Attribute
Qualitative Description
Current LOS
Scope
% of properties connected to the
municipal wastewater system
82%
Reliability
# of events per year where
combined sewer flow in the
municipal wastewater system
exceeds system capacity compared
to the total number of properties
connected to the municipal
wastewater system
2
Reliability
# of connection-days per year due to
sanitary main backups compared to
the total number of properties
connected to the municipal
wastewater system
No Data Available
Reliability
# of effluent violations per year due
to wastewater discharge compared
to the total number of properties
connected to the municipal
wastewater system
0
Performance
% of wastewater system in good or
very good condition
36%
Performance
% of wastewater system in poor or
very poor condition
51%
Affordability
Actual Reinvestment Rate
Target Reinvestment Rate
0.9%
1.6%
Proposed Level of Service
It is the municipality's goal to continue to work towards our target reinvestment rate of 1.6%. Wastewater, like
water infrastructure, is heavily regulated through the Ministry of Environment, Conservation and Parks and does
not leave much room for movement within our Level of Service. We have a significant wastewater infrastructure
project scheduled to commence this year which will update our headworks and aeration systems at the
34 | P a g e
wastewater treatment facility. This project will help to phase out some of the aging infrastructure within our
network.
Analysis of Non-Core Assets
6.1 Municipal Buildings
The Municipal Buildings category of municipally owned buildings encompasses facilities that support the
administrative, operational, and emergency services functions of local government. Municipal buildings play a
crucial role in ensuring the efficient and effective delivery of public services, safety, and infrastructure
management within the community. This category includes:
Municipal Office: Location of the administrative functions of the municipality, including offices for elected
officials, council chambers, departmental offices, and public service areas.
Operations Complex: Facility used for the maintenance and management of municipal infrastructure and
services, including the roads and parks departments, fleet and equipment garages, materials storage, fuel tanks
and pumps, and a multi-bay mechanics shop.
Fire Hall: The fire hall serves as the base for the fire department, providing space for firefighting fleet and
equipment, personnel, and emergency response operations.
Storage and Leased Buildings: Buildings used for storage, offices, or leased rental space.
Water and Wastewater Buildings: Support the operations of all water and wastewater related activities,
including the treatment and supply of water and the collection and treatment of wastewater.
6.1.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of each asset
segment in the municipal building inventory.
Asset
Quantity
Replacement Cost
Method
Total Replacement
Cost
Municipal Office
1
User Defined
$10.4 million
Operations Complex
1
User Defined
$9.7 million
Fire Hall
1
User Defined
$6.1 million
Storage
3
User Defined
$0.1 million
Leased
2
User Defined
$4.4 million
Water Buildings
14
User Defined
$9 million
Wastewater Buildings
9
User Defined
$81.7
Total
$121.4 million
Each asset's replacement cost should be reviewed periodically to determine whether adjustments are needed to
more accurate represent realistic capital requirements.
35 | P a g e
6.1.2 Asset Condition
Asset Segment
Average Condition (%)
Average Condition
Rating
Condition Source
Municipal Office
58%
Fair
Assessed
Operations Complex
79%
Good
Not Assessed (New)
Fire Hall
36%
Poor
Assessed
Storage
18%
Very Poor
Assessed
Leased
56%
Fair
Assessed
Water Buildings
56%
Fair
Assessed
Wastewater Buildings
50%
Fair
Assessed
Weighted Average 60%
Fair
To ensure that the Town's municipal buildings continue to provide an acceptable level of service, the Town
should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate
their lifecycle management strategy to determine what combination of maintenance, rehabilitation and
replacement activities is required to increase the overall condition of the buildings.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets more confidently. The following describes the Town's current
approach:
- Detailed assessments were completed for all buildings owned and managed by the Town. These assessments
were performed by McIntosh Perry (2020). The study included an on-site inspection of the development which
was carried out on October 3, 2019. The inspection focused on structure, building exterior, building interior and
the electrical, mechanical and fire safety systems.
-Inspection logs and deficiency lists are routinely reviewed by staff.
6.1.3 Estimated Useful Life & Average Age
The Estimated Useful Life for municipal buildings has been assigned according to a combination of established
industry standards and staff knowledge. The Average Age of each asset is based on the number of years each
asset has been in-service.
Asset Segment
Average Estimated
Useful Life (Years)
Average Age
(Years)
Average Service Life
Remaining (Years)
Municipal Office
17
11
7
Operations Complex
37
2
35
Fire Hall
19
13
6
Storage
26
24
2
Leased
50
33
17
Water Buildings
50
17
33
Wastewater
50
31
19
36 | P a g e
Average
30
18
17
Each asset's Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be
made to better align with the observed length of service life for each asset type.
6.1.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
Activity Type
Description of Current Strategy
Maintenance / Rehabilitation
Municipal buildings are subject to internal staff
inspections to identify health & safety and
accessibility requirements.
Routine maintenance is conducted on an as needed
basis.
Replacement
Building condition assessment studies are conducted
periodically. These studies assess buildings at a
component level, suggesting a replacement schedule
for components nearing the end of life.
Replacement activities are conducted based on
necessity and availability of funding.
6.1.5 Risk and Criticality
The following risk matrix provides a visual representation of the risk rating, which is the relationship between the
probability of failure and the consequence of failure for the assets within this asset category based on 2022
inventory data.
This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the
risk model to reflect an evolving understanding of both the probability and consequences of asset failure.
The asset-specific attributes that municipal staff utilize to define and prioritize the criticality of buildings are
documented below:
37 | P a g e
Probability of Failure (POF)
Consequence of Failure (COF)
Condition
Replacement Cost (Economic)
Service Life Remaining % (Social)
The identification of critical assets allows the Town to determine appropriate risk mitigation strategies and
treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment
strategies, or simply the need to collect better asset data.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently
facing:
Capital Funding Strategies
Major capital rehabilitation and replacement projects are often largely dependent on the availability of grant
funding opportunities. When grants are not available, rehabilitation and replacement projects may be deferred.
An annual capital funding strategy could reduce dependency on grant funding and help prevent deferral of
capital works by increasing reserve capacity.
6.1.6 Levels of Service
The following tables identify the current level of service for Municipal Buildings. These metrics include the
technical and community levels of service that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by Municipal Buildings.
Service Attribute
Qualitative Description
Current LOS 2025
Accessibility
Description of accessibility measures in
place
The Municipal Office is equipped with a
ground level entrance, wide automatic
doors, and an elevator. All other municipal
buildings are equipped with automatic
door openers.
Safety
Description of building / facility
inspection process
Monthly inspections are performed on all
municipal buildings by the Joint Health and
Safety Committee.
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Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by
Municipal Buildings.
Service Attribute
Qualitative Description
Current LOS 2025
Accessibility
% of buildings / facilities that comply
with AODA
70%
Safety
Frequency of building / facility
inspections
100% of buildings are inspected each
month
Affordability
Actual Reinvestment Rate
Target Reinvestment Rate
0.8%
2.6%
Proposed Level of Service
It is the municipality's goal to continue to work towards our target reinvestment rate of 2.6% of total
replacement cost. Staff are currently working with Federation of Canadian Municipalities on Greenhouse House
Gas Reduction Pathway Feasibility Study to reduce our GHG emissions and improve building efficiency.
6.1.7 Recommendations
Risk Management Strategies
- Use risk-based decision-making as part of asset management planning and budgeting processes. This should
include the regular review of high-risk assets to determine appropriate risk mitigation strategies.
-Review risk models on a regular basis and adjust according to an evolving understanding of the probability and
consequences of asset failure.
Lifecycle Management Strategies
-Continue to execute upon rehabilitation and replacement activities recommended in the condition assessment
reports.
Levels of Service
-Continue measuring current levels of service in accordance with the metrics that the Town has established in
this AMP. Additional metrics can be established as they are determined to provide meaningful and reliable inputs
into asset management planning.
6.2 Community Buildings
The Community Buildings category refers to municipally owned public facilities designed to serve the social,
educational, and recreational needs of the community. Community Buildings aim to enhance the quality of life
for residents by providing programming and spaces that foster education, personal development, social
interaction, and physical well-being. This category includes the Midland Public Library, the North Simcoe Sports
39 | P a g e
and Recreation Centre, the Harbour office and washrooms, the Huronia Museum, various public washrooms,
several pavilion structures, and the buildings leased by the Lawn Bowling Club and the Bridge Club.
6.2.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of each asset in the
Community Buildings category.
Asset
Quantity
Replacement Cost
Method
Total Replacement
Cost
Midland Public Library
1
User Defined
$12.1 million
North Simcoe Sports
and Recreation Centre
1
User Defined
$23.3 million
Midland Cultural
Centre*
1
User Defined
$13.5 million
Harbour Facility
(Office & Washroom)
1
User Defined
$0.5 million
Huronia Museum
1
User Defined
$2.0 million
Bridge Club Building
1
User Defined
$0.4 million
Lawn Bowling Building
1
User Defined
$0.3 million
Bus Shelters
9
User Defined
$0.1 million
Park Washrooms
6
User Defined
$1.0 million
Pavilions
6
$0.6 million
Total
$53.8 million
*The Midland Cultural Centre building is owned by the Town of Midland, although the Town is not involved in the
operations of the MCC
6.2.2 Asset Condition
Asset Segment
Average Condition (%)
Average Condition
Rating
Condition Source
Midland Public Library
50%
Fair
Assessed
North Simcoe Sports
and Recreation Centre
61%
Good
Assessed
Midland Cultural
Centre*
79%
Good
Assessed
Harbour Facility
(Office & Washroom)
58%
Fair
Assessed
Huronia Museum
0%
Very Poor
Age Based
Bridge Club Building
24%
Poor
Age Based
Lawn Bowling Building
47%
Fair
Assessed
Bus Shelters
35%
Good
Assessed
Park Washrooms
39%
Good
Assessed
Pavilions
63%
Good
Assessed
Weighted Average 60%
Good
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To ensure that the Town's community buildings continue to provide an acceptable level of service, the Town
should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate
their lifecycle management strategy to determine what combination of maintenance, rehabilitation and
replacement activities is required to increase the overall condition of the buildings.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets more confidently. The following describes the Town's current
approach:
-Detailed assessments were completed for all buildings owned and managed by the Town. These assessments
were performed by McIntosh Perry (2020). The study included an on-site inspection of the development which
was carried out on October 3, 2019. The inspection focused on structure, building exterior, building interior and
the electrical, mechanical and fire safety systems.
-Inspection logs and deficiency lists are routinely reviewed by staff.
6.2.3 Estimated Useful Life & Average Age
The Estimated Useful Life for municipal buildings has been assigned according to a combination of established
industry standards and staff knowledge. The Average Age of each asset is based on the number of years each
asset has been in-service.
Asset Segment
Average Estimated
Useful Life (Years)
Average Age (Years)
Average Service Life
Remaining
Midland Public Library
28
15
13
North Simcoe Sports
and Recreation Centre
19
9
10
Midland Cultural
Centre*
50
10
40
Harbour Facility
(Office & Washroom)
25
27
-2
Huronia Museum
0
46
-46
Bridge Club Building
50
45
5
Lawn Bowling Building
0
53
-53
Bus Shelters
20
16
4
Park Washrooms
12
19
-7
Pavilions
17
27
-10
Average
22
27
-5
Each asset's Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be
made to better align with the observed length of service life for each asset type.
41 | P a g e
6.2.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
Activity Type
Description of Current Strategy
Maintenance / Rehabilitation
Municipal buildings are subject to internal staff
inspections to identify health & safety and
accessibility requirements.
Routine maintenance is conducted on an as
needed basis.
Replacement
Facility condition assessment studies are
conducted periodically. These studies assess
facilities at a component level, suggesting a
replacement schedule for components nearing
the end of life.
Replacement activities are conducted based on
necessity and availability of funding
6.2.5 Risk and Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category based on 2022 inventory data.
This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the
risk model to reflect an evolving understanding of both the probability and consequences of asset failure.
The asset-specific attributes that municipal staff utilize to define and prioritize the criticality of buildings are
documented below:
Probability of Failure (POF)
Consequence of Failure (COF)
Condition
Replacement Cost (Economic)
Service Life Remaining % (Social)
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The identification of critical assets allows the Town to determine appropriate risk mitigation strategies and
treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment
strategies, or simply the need to collect better asset data.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently
facing:
Capital Funding Strategies
Major capital rehabilitation and replacement projects are often largely dependent on the availability of grant
funding opportunities. When grants are not available, rehabilitation and replacement projects may be deferred.
An annual capital funding strategy could reduce dependency on grant funding and help prevent deferral of
capital works by increasing reserve capacity.
6.2.6 Levels of Service
The following tables identify the current level of service for Community Buildings. These metrics include the
technical and community levels of service that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by Community Buildings.
Service Attribute
Qualitative Description
Current LOS 2025
Capacity /
Availability
Description of facility and services
provided
Community Buildings provide services
that enhance the quality of life for
users. This category includes the
Midland Public Library, the North
Simcoe Sports and Recreation Centre,
the Harbour office and washrooms, the
Huronia Museum, various public
washrooms, several pavilion structures,
and the buildings leased by the Lawn
Bowling Club and the Bridge Club.
Convenience
Description of convenience of location
of facility
Community buildings are centrally
located in the Town of Midland, within
walking, cycling, or driving distance of
many residential neighbourhoods and
local businesses.
Affordability
Description of affordability from
resident's perspective
Most community buildings and the
services they provide are tax rate
supported, with low-cost services
available.
43 | P a g e
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by
Community Buildings.
Service Attribute
Qualitative Description
Current LOS 2025
Capacity /
Availability
Description of facility hours of
operation
Community buildings are generally open
to the public during normal business
hours, from 8:30am to 6:00pm. This
schedule varies by building and may
include evening and weekend hours
depending on the services provided
(NSSRC, Pavilions and buildings operated
by service clubs).
Convenience
Proportion of population living within
X km of facility
95% of population living within 16 square
km of the Town's Community Buildings.
Affordability
% of O&M costs recovered from user
charges
Actual Reinvestment Rate
Target Reinvestment Rate
23%
1%
2.8%
Proposed Level of Service
It is the municipality's goal to continue to work towards our target reinvestment rate of 2.8%. Currently working
with Federation of Canadian Municipalities on Greenhouse House Gas Reduction Pathway Feasibility Study to
reduce our GHG emissions and improve building efficiency.
6.2.7 Recommendations
Risk Management Strategies
- Use risk-based decision-making as part of asset management planning and budgeting processes. This should
include the regular review of high-risk assets to determine appropriate risk mitigation strategies.
-Review risk models on a regular basis and adjust according to an evolving understanding of the probability and
consequences of asset failure.
Lifecycle Management Strategies
-Continue to execute upon rehabilitation and replacement activities recommended in the condition assessment
reports.
44 | P a g e
Levels of Service
-Continue measuring current levels of service in accordance with the metrics that the Town has established in
this AMP. Additional metrics can be established as they are determined to provide meaningful and reliable inputs
into asset management planning.
-Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are
required to close any gaps between current and proposed levels of service.
6.3 Land and Land Improvements
The Town of Midland owns a considerable number of assets categorized as Land Improvements. This category
includes:
Land - owned by the municipality
Parklands - land designated as parkland
Sports fields and courts - ball diamonds, basketball, tennis and pickleball courts, volleyball courts, soccer fields
Boat launch and harbour docks - docks at the harbour and Pete Pettersen Park boat launch
Dog park - fencing, signage and other infrastructure associated with the dog park
Skateboard park - equipment and hardscaping features at the skateboard park
Paving and landscaping - parking lots, paving, and other landscaping features
Trails - asphalt, concrete and gravel trails
6.3.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of each asset
segment in the land improvements category.
Asset
Quantity
Replacement Cost
Method
Total Replacement
Cost
Land
252 hectares
N/A
N/A
Parkland
237 hectares
N/A
N/A
Sports Fields & Courts
26
CPI
$2.9 million
Boat Launch & Harbour Docks
45
CPI
$0.7 million
Dog Park
1
CPI
$.01 million
Skateboard Park
1
CPI
$0.2 million
Paving & Landscaping
CPI
$7.6 million
Trails
46 km
CPI
$3.5 million
Total
$14.9 million
Each asset's replacement cost should be reviewed periodically to determine whether adjustments are needed to
more accurate represent realistic capital requirements.
6.3.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment. The Average Condition (%) is a weighted value based on replacement cost.
45 | P a g e
Asset Segment
Average
Condition (%)
Average Condition
Rating
Condition Source
Sports Fields & Courts
48%
Fair
Age-Based
Boat Launch & Harbour Docks
64%
Good
Age-Based
Dog Park
60%
Good
Age-Based
Skateboard Park
60%
Good
Assessed
Paving & Landscaping
63%
Good
Age-Based
Trails
68%
Good
Age-Based
Weighted Average 61%
Good
To ensure that the Town's land improvements continue to provide an acceptable level of service, the Town
should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate
their lifecycle management strategy to determine what combination of maintenance, rehabilitation and
replacement activities is required to increase the overall condition of the land improvements.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets more confidently. The following describes the Town's current
approach:
Staff complete regular visual inspections of land improvements assets to ensure they are in a state of fair to good
repair.
Staff conduct formal inspections of outdoor play space, fixed play structures and surfacing in accordance with
CAN/CSA-Z614 and required as per O. Reg. 137/15.
6.3.3 Estimated Useful Life & Average Age
The Estimated Useful Life for Land Improvement assets has been assigned according to a combination of
established industry standards and staff knowledge. The Average Age of each asset is based on the number of
years each asset has been in-service.
Asset Segment
Average Estimated
Useful Life (Years)
Average Age
(Years)
Average Service Life
Remaining (Years)
Sports Fields & Courts
13
21
-8
Boat Launch & Harbour Docks
22
10
12
Dog Park
15
10
5
Skateboard Park
20
23
-3
Paving & Landscaping
34
13
21
Trails
23
10
13
Average
21
15
6
46 | P a g e
Each asset's Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be
made to better align with the observed length of service life for each asset type.
6.3.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of community, it is important to establish a lifecycle
management strategy to proactively manage asset deterioration.
The following table outlines the Town's current lifecycle management strategy.
Activity Type
Description of Current Strategy
Maintenance, Rehabilitation & Replacement
The land improvements asset category includes
several unique asset types and lifecycle
requirements are dealt with on a case-by-case
basis.
Regular inspections are carried out according to
Canadian Standards Association (CSA) guidelines
6.3.5 Risk and Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category based on 2022 inventory data.
This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the
risk model to reflect an evolving understanding of both the probability and consequences of asset failure.
The asset-specific attributes that municipal staff utilize to define and prioritize the criticality of land
improvements are documented below:
Probability of Failure (POF)
Consequence of Failure (COF)
Condition
Replacement Cost (Economic)
Service Life Remaining % (Social)
The identification of critical assets allows the Town to determine appropriate risk mitigation strategies and
treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment
strategies, or simply the need to collect better asset data.
47 | P a g e
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently
facing:
Organizational Capacity
Both short- and long-term planning requires the regular collection of infrastructure data to support asset
management decision-making. Staff find it challenging to allocate appropriate resources towards data collection
and condition assessments to ensure that asset condition and attribute data is regularly reviewed and updated. A
standardized approach to data gathering and condition assessments with achievable goals can enable the Town
to regularly update their asset data and information.
6.3.6 Levels of Service
The following tables identify the current level of service for Land Improvements. These metrics include the
technical and community levels of service that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by assets categorized as Land Improvements.
Service Attribute
Qualitative Description
Current LOS 2025
Capacity /
Availability
Description of services provided
Assets in the land improvements
category provide outdoor spaces and
features that enhance quality of life for
users. This category includes sports
fields and courts located in community
parks, the boat launch and harbour
docks, the dog park and skateboard
park, the extensive recreational trail
system, and hardscaping such as paving,
retaining walls, monuments, and water
features.
Affordability
Description of affordability from
resident's perspective
Most land improvements and the
services they provide are tax rate
supported, with low-cost services
available.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by
land improvements.
48 | P a g e
Service Attribute
Qualitative Description
Current LOS 2025
Capacity /
Availability
Utilization %
100%
Affordability
Annual net O&M costs per property
Actual Reinvestment Rate
Target Reinvestment Rate
$319
3.6%
3.7%
Proposed Level of Service
The municipality is currently in the process of updating our Parks and Recreation master plan. This plan will help
guide future investments in our recreation infrastructure. These plans take into consideration existing
infrastructure, future community needs, levels of service, and funding capacity. Over the next five years, the
municipality plans to incorporate the recommendations from this master plan into capital decision making.
6.4 Municipal Fleet
The municipal vehicles category includes all vehicles used in the routine operations and maintenance tasks
performed by municipal departments. The types of vehicles in this category are classified as heavy, medium, or
light duty. The Heavy-Duty category includes plough trucks. Medium Duty includes ¾ ton vehicles and those used
to tow trailers with maintenance equipment. Light Duty includes passenger vehicles and light duty trucks.
6.4.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method, and total replacement cost of each asset
segment in the municipal vehicle inventory.
Asset
Quantity
Replacement Cost
Method
Total Replacement
Cost
Heavy Duty
9
User Defined
$3.5 million
Medium Duty
14
User Defined
$1.8 million
Light Duty
28
User Defined
$2.1 million
Total
$7.4 million
Each asset's replacement cost should be reviewed periodically to determine whether adjustments are needed to
more accurate represent realistic capital requirements.
6.4.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment. The Average Condition (%) is a weighted value based on replacement cost.
Asset Segment
Average Condition (%)
Average Condition
Rating
Condition Source
Heavy Duty
38%
Poor
Age-Based
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Medium Duty
49%
Fair
Age-Based
Light Duty
48%
Fair
Age-Based
43%
Fair
To ensure that the Town's vehicles continue to provide an acceptable level of service, the Town should monitor
the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle
management strategy to determine what combination of maintenance, rehabilitation and replacement activities
is required to increase the overall condition of the vehicles.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets more confidently. The following describes the Town's current
approach:
-Staff complete regular visual inspections of vehicles via circle checks to ensure they are in state compliant with
MTO regulations prior to operation.
-The age, mileage and use of vehicles is used as a proxy to determine remaining useful life and relative vehicle
condition.
6.4.3 Estimated Useful Life & Average Age
The Estimated Useful Life for vehicle assets has been assigned according to a combination of established industry
standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has
been in-service.
Asset Segment
Average Estimated
Useful Life (Years)
Average Age
(Years)
Average Service Life
Remaining (Years)
Heavy Duty
10
7
3
Medium Duty
10
5
5
Light Duty
9
6
3
Average
10
6
4
Each asset's Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be
made to better align with the observed length of service life for each asset type.
6.4.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of the Town, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
50 | P a g e
Activity Type
Description of Current Strategy
Maintenance / Rehabilitation
Visual inspections completed and documented
on a regular basis.
Annual preventative maintenance activities
include system components check and additional
detailed inspections.
Replacement
Vehicle age, kilometres and annual repair costs
are taken into consideration when determining
appropriate treatment options.
6.4.5 Risk and Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category based on 2022 inventory data.
This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the
risk model to reflect an evolving understanding of both the probability and consequences of asset failure.
The asset-specific attributes that municipal staff utilize to define and prioritize the criticality of vehicles are
documented below:
Probability of Failure (POF)
Consequence of Failure (COF)
Condition
Replacement Cost (Economic)
Department (Operational)
The identification of critical assets allows the Town to determine appropriate risk mitigation strategies and
treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment
strategies, or simply the need to collect better asset data.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently
facing:
51 | P a g e
Capital Funding Strategies
The timely replacement of the Town's vehicles is critical to the community. With multiple assets scheduled for
replacement in the coming years (refer to appendix C), the Town must ensure that appropriate funding is in place
to avoid a disruption in critical services provided to the community.
6.4.6 Levels of Service
The following tables identify the current level of service for municipal vehicles. These metrics include the
technical and community levels of service that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by the municipal fleet.
Service Attribute
Qualitative Description
Current LOS 2025
Safety
Description of routine maintenance
and inspection procedures
The municipal fleet undergoes critical
visual, operational, and mechanical
inspections on a regular basis.
Sustainability
Description of implemented
sustainability measures
Vehicle telematics contributes to
sustainability by optimizing various
aspects of vehicle and fleet operations,
leading to reduced environmental
impact. Here are the key ways in which
vehicle telematics aids sustainability:
fuel efficiency, emissions reduction,
reduced resource consumption.
Affordability
Description of affordability from
resident's perspective
Municipal vehicle replacement is based
on age, mileage and use. Heavy-use
vehicles are moved to lighter-use areas
of operation to prolong the vehicle's
life.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
municipal fleet.
Service Attribute
Qualitative Description
Current LOS 2025
Safety
Frequency of vehicle inspections
Operational Checks - Daily
Safety Certifications - Annually
Sustainability
Fuel efficiency of fleet (L/100km)
24.56 L
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Affordability
Annual Vehicle O&M costs per
property
Actual Reinvestment Rate
Target Reinvestment Rate
$119
10.6%
10.3%
Proposed Level of Service
The municipality is creating a fleet policy to standardize fleet replacement. Fleet policies include vehicle usage,
driver standards, maintenance standards, and protocols. This policy will combine information the municipality is
already gathering and standardize across all departments.
6.5 Fire and Emergency Services Fleet
The fire and emergency services fleet is a specialized collection of vehicles dedicated to protecting the
community through rapid response to a wide variety of emergencies, including fires, medical incidents, and
various rescue operations. This fleet is essential for ensuring public safety and maintaining efficient emergency
services. It includes pumpers, tanker trucks, aerial ladder truck, rescue units equipped with specialized tools and
gear, and command vehicles used to coordinate and manage emergency response operations.
6.5.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of each asset
segment in the emergency services fleet inventory.
Asset
Quantity
Replacement Cost
Method
Total Replacement
Cost
Pumper Trucks
2
User Defined
$2.6 million
Tanker Trucks
1
User Defined
$0.9 million
Aerial Trucks
1
User Defined
$2.0 million
Rescue Vehicles
1
User Defined
$1.2 million
Command Vehicles
3
User Defined
$0.2 million
Total
$6.9 million
Each asset's replacement cost should be reviewed periodically to determine whether adjustments are needed to
more accurate represent realistic capital requirements.
6.5.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment. The Average Condition (%) is a weighted value based on replacement cost.
Asset Segment
Average Condition (%)
Average Condition
Rating
Condition Source
Pumper Trucks
42%
Fair
Age-Based
Tanker Trucks
40%
Fair
Age-Based
Aerial Trucks
85%
Very Good
Age-Based
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Rescue Vehicles
15%
Very Poor
Age-Based
Command Vehicles
83%
Very Good
Age-Based
Weighted Average 51%
Fair
Age-Based
To ensure that the Town's vehicles continue to provide an acceptable level of service, the Town should monitor
the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle
management strategy to determine what combination of maintenance, rehabilitation and replacement activities
is required to increase the overall condition of the vehicles.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets more confidently. The following describes the Town's current
approach:
-Staff complete regular visual inspections of vehicles via circle checks to ensure they are in state compliant with
MTO regulations prior to operation.
-The age, mileage and use of vehicles is used as a proxy to determine remaining useful life and relative vehicle
condition.
6.5.3 Estimated Useful Life & Average Age
The Estimated Useful Life for fleet assets has been assigned according to a combination of established industry
standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has
been in-service.
Asset Segment
Average Estimated
Useful Life (Years)
Average Age
(Years)
Average Service Life
Remaining (Years)
Pumper Trucks
15-20
12
3 to 8
Tanker Trucks
15-20
12
3 to 8
Aerial Trucks
15-20
3
12 to 17
Rescue Vehicles
15-20
17
-2 to 3
Command Vehicles
10
2
8
Average
14 - 19
9
5-10
Each asset's Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be
made to better align with the observed length of service life for each asset type.
6.5.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of the Town, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
54 | P a g e
Activity Type
Description of Current Strategy
Maintenance / Rehabilitation
Visual inspections completed and documented on a
regular basis.
Annual preventative maintenance activities include
system components check and additional detailed
inspections.
Replacement
Vehicle age, kilometres and annual repair costs are
taken into consideration when determining
appropriate treatment options.
6.5.5 Risk and Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category based on 2022 inventory data.
This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the
risk model to reflect an evolving understanding of both the probability and consequences of asset failure.
The asset-specific attributes that municipal staff utilize to define and prioritize the criticality of vehicles are
documented below:
Probability of Failure (POF)
Consequence of Failure (COF)
Condition
Replacement Cost (Economic)
Department (Operational)
The identification of critical assets allows the Town to determine appropriate risk mitigation strategies and
treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment
strategies, or simply the need to collect better asset data.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently
facing:
Capital Funding Strategies
The timely replacement of the Town's vehicles is critical to the community. With multiple assets, scheduled for
replacement in the coming years (refer to appendix C), the Town must ensure that appropriate funding is in place
to avoid a disruption in critical services provided to the community.
55 | P a g e
6.5.6 Levels of Service
The following tables identify the current level of service for the fire and emergency services fleet. These metrics
include the technical and community levels of service that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by the fire and emergency services fleet.
Service Attribute
Qualitative Description
Current LOS 2025
Capacity
Description of capacity from resident's
perspective
The Fire and Emergency Services
Department is available 24/7 365 days a
year.
Safety
Description of routine maintenance
and inspection procedures
Vehicles in the Fire and Emergency
Services fleet undergo critical visual,
operational, and mechanical inspections
on a regular basis.
Affordability
Description of capacity from resident's
perspective
Fire and Emergency Services are largely
funded by the tax-rate. Services are
generally available to residents,
businesses, and neighbouring
communities at no extra cost to the
user. Replacement of fire vehicles is
based on age, condition, and use.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
fire and emergency services fleet.
Service
Attribute
Qualitative Description
Current LOS 2025
Capacity
Average response time (for all calls -
2020)
11 minutes 32 seconds
Safety
Frequency of vehicle inspections
Operational Checks - Daily
Safety Certifications - Annually
Affordability
Annual vehicle O&M costs per property
Actual Reinvestment Rate
Target Reinvestment Rate
$16
8%
5.1%
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Proposed Level of Service
While the target reinvestment rate is currently being exceeded, past underfunding in this area, has created
short-term reserve funding shortfalls. This level of reinvestment provides for the recovery of the capital reserves,
to ensure funding is available for future fire apparatus replacements.
It is always the municipality's goal to reduce response times to emergency services. This response time is
continually balanced with the cost of providing service.
6.6 Transit Fleet
Midland collaborates with the neighbouring municipality of Penetanguishene to provide a shared transit service
benefitting riders in both communities, known as Mid-Pen Transit Service. The traditional fixed-route transit
services offered by Mid-Pen Transit are serviced by standard buses that are accessible to wheelchairs and
mobility scooters.
Community Reach operates the Midland Accessible Transit service for residents of Midland. This service offers
specialized accessible vans for people unable to access traditional transit routes due to disabilities.
The transit fleet assets included in this AMP are all owned by the Town of Midland.
6.6.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method, and total replacement cost of each asset
segment in the public transit fleet.
Asset
Quantity
Replacement Cost
Method
Total Replacement
Cost
Bus (30')
3
User Defined
$1.5 million
Accessible Van
4
User Defined
$0.5 million
Total
$2.0 million
Each asset's replacement cost should be reviewed periodically to determine whether adjustments are needed to
more accurate represent realistic capital requirements.
6.6.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment. The Average Condition (%) is a weighted value based on replacement cost.
Asset Segment
Average Condition (%)
Average Condition
Rating
Condition Source
Bus (30')
84%
Very Good
Age-Based
Accessible Van
60%
Good
Age-Based
Weighted Average 78%
Good
Age-Based
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To ensure that the Town's Transit vehicles continue to provide an acceptable level of service, the Town should
monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their
lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement
activities is required to increase the overall condition of the vehicles.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets more confidently. The following describes the Town's current
approach:
-Staff complete regular visual inspections of vehicles via circle checks to ensure they are in state compliant with
MTO regulations prior to operation.
-The age, mileage and use of vehicles is used as a proxy to determine remaining useful life and relative vehicle
condition.
6.6.3 Estimated Useful Life & Average Age
The Estimated Useful Life for transit assets has been assigned according to a combination of established industry
standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has
been in-service.
Asset Segment
Average Estimated
Useful Life (Years)
Average Age
(Years)
Average Service Life
Remaining (Years)
Bus (30')
9
2
7
Accessible Van
9
3
6
Average
9
3
7
Each asset's Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be
made to better align with the observed length of service life for each asset type.
6.6.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of the Town, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
Activity Type
Description of Current Strategy
Maintenance / Rehabilitation
Visual inspections completed and documented
on a regular basis.
Annual preventative maintenance activities
include system components check and additional
detailed inspections.
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Replacement
Vehicle age, kilometres and annual repair costs
are taken into consideration when determining
appropriate treatment options.
6.6.5 Risk and Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category based on 2022 inventory data.
This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the
risk model to reflect an evolving understanding of both the probability and consequences of asset failure.
The asset-specific attributes that municipal staff utilize to define and prioritize the criticality of vehicles are
documented below:
Probability of Failure (POF)
Consequence of Failure (COF)
Condition
Replacement Cost (Economic)
Department (Operational)
The identification of critical assets allows the Town to determine appropriate risk mitigation strategies and
treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment
strategies, or simply the need to collect better asset data.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently
facing:
Capital Funding Strategies
The timely replacement of the Town's vehicles is critical to the community. With multiple assets, scheduled for
replacement in the coming years (refer to appendix C), the Town must ensure that appropriate funding is in place
to avoid a disruption in critical services provided to the community.
6.6.6 Levels of Service
The following tables identify the current level of service for the transit fleet. These metrics include the technical
and community levels of service that are required as part of O. Reg. 588/17.
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Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by the transit fleet.
Service Attribute
Qualitative Description
Current LOS 2025
Capacity
Description of service provided.
Conventional and Accessible Transit
service is available to the community 6
days a week.
Safety
Description of safety and security
measures in place
Vehicles in the Transit fleet undergo
critical visual, operational, and
mechanical inspections on a regular
basis.
Affordability
Description of affordability from the
resident's perspective
Transit fares are $3.25 for adults, $2.75
for students, $1.75 for seniors, and
children under 6 ride for free.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
public transportation fleet.
Service Attribute
Qualitative Description
Current LOS 2025
Capacity
Number of days service was down
0 days (2023)
Safety
Frequency of safety inspections
Operational Checks - Daily
Safety Certifications - Semi-annually
Affordability
% of O&M costs recovered from user
charges
Actual Reinvestment Rate
Target Reinvestment Rate
37%
3%
11%
Proposed Level of Service
At this time, we are not looking to further invest in our transit fleet as we are investigating other value-added
opportunities for our transit service.
6.7 Equipment
To maintain the high quality of public infrastructure and support the delivery of core services, Town staff employ
various types of equipment. This includes:
Heavy - heavy rolling equipment
Fire and Emergency Services - equipment to outfit staff and vehicles
Maintenance - public works equipment and heavy rolling equipment
Administration - equipment to serve the Town's IT and office needs
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Sports and Play - playground equipment, netting, shot clocks and scoreboards.
Parking Meters - parking meters in lots and on streets
Library - books and computers
Keeping equipment in a fair to good state of repair is important to maintain a high level of service.
6.7.1 Asset Inventory & Replacement Cost
The following table includes the quantity, replacement cost method and total replacement cost of each asset
segment in the Town's equipment inventory.
Asset
Quantity
Replacement Cost Method
Total Replacement
Cost
Heavy
5
User Defined
$2.6 million
Fire and Emergency Services
53
User Defined
$1.8 million
Maintenance
95
User Defined
$4.8 million
Administration
178
CPI
$5.1 million
Sports & Play
25
User Defined
$1.6 million
Parking Meters
70
CPI
$1.1 million
Library
13
CPI
$1.3 million
Total
$18.3 million
Each asset's replacement cost should be reviewed periodically to determine whether adjustments are needed to
more accurate represent realistic capital requirements.
6.7.2 Asset Condition
The table below identifies the current average condition and source of available condition data for each asset
segment. The Average Condition (%) is a weighted value based on replacement cost.
Asset Segment
Average
Condition (%)
Average Condition
Rating
Condition Source
Heavy
22%
Poor
Age-Based
Fire and Emergency Services
53%
Fair
Age-Based
Maintenance
52%
Fair
Age-Based
Administration
29%
Poor
Age-Based
Sports & Play
43%
Fair
Age-Based
Parking Meters
95%
Very Good
Age-Based
Library
27%
Poor
Age-Based
Weighted Average 42%
Poor
Age-Based
To ensure that the Town's equipment continues to provide an acceptable level of service, the Town should
monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their
61 | P a g e
lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement
activities is required to increase the overall condition of the equipment.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of assets and identify the
most cost-effective approach to managing assets more confidently. The following describes the Town's current
approach:
-
Fire and emergency equipment is inspected routinely as adherence to legislation
-
Heavy and maintenance related equipment is inspected routinely as adherence to safety regulations
Staff conduct formal inspections of fixed play structures in accordance with CAN/CSA-Z614 and
required as per O. Reg. 137/15.
6.7.3 Estimated Useful Life & Average Age
The Estimated Useful Life for equipment assets has been assigned according to a combination of established
industry standards and staff knowledge. The Average Age of each asset is based on the number of years each
asset has been in-service.
Asset Segment
Average Estimated
Useful Life (Years)
Average Age
(Years)
Average Service Life
Remaining (Years)
Heavy
13
13
0
Fire and Emergency Services
11
6
5
Maintenance
10
7
3
Administration
10
8
2
Sports & Play
6
11
-5
Parking Meters
14
1
13
Library
8
7
1
Average
10
7
3
Each asset's Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be
made to better align with the observed length of service life for each asset type.
6.7.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are
performing as expected and meeting the needs of the Town, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
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The following table outlines the Town's current lifecycle management strategy.
Activity Type
Description of Current Strategy
Maintenance/ Rehabilitation
Maintenance program varies by department
Equipment is maintained according to
manufacturer recommended actions and
supplemented by the expertise of municipal staff.
Replacement
The replacement of equipment depends on age
and noted deficiencies.
6.7.5 Risk and Criticality
The following risk matrix provides a visual representation of the relationship between the probability of failure
and the consequence of failure for the assets within this asset category based on 2022 inventory data.
This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the
risk model to reflect an evolving understanding of both the probability and consequences of asset failure.
The asset-specific attributes that municipal staff utilize to define and prioritize the criticality of equipment are
documented below:
Probability of Failure (POF)
Consequence of Failure (COF)
Condition
Replacement Cost (Economic)
Department (Operational)
The identification of critical assets allows the Town to determine appropriate risk mitigation strategies and
treatment options. Risk mitigation may include asset-specific lifecycle strategies, condition assessment
strategies, or simply the need to collect better asset data.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently
facing:
Lifecycle Management Strategies
The current lifecycle management strategy for equipment is considered more reactive than proactive. It is a
challenge to find the right balance between maintenance, capital rehabilitation, and the replacement of assets.
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Staff hope to develop better defined strategies that will extend asset lifecycles and result in a lower total cost to
the Town. These strategies will require sustainable annual funding to minimize the deferral of capital works.
Organizational Capacity
Both short- and long-term planning requires the regular collection of infrastructure data to support asset
management decision-making. Staff find it challenging to allocate appropriate resources towards data collection
and condition assessments to ensure that asset condition and attribute data is regularly reviewed and updated. A
standardized approach to data gathering and condition assessments with achievable goals can enable the Town
to regularly update their asset data and information.
6.7.6 Levels of Service
The following tables identify the current level of service for equipment. These metrics include the technical and
community levels of service that are required as part of O. Reg. 588/17.
Community Level of Service
The following table outlines the qualitative descriptions that determine the community levels of service provided
by equipment.
Service Attribute
Qualitative Description
Current LOS 2025
Safety
Description of routine playground
inspection procedures
Inspections are performed weekly,
monthly, and annually based on the CSA
requirements.
Affordability
Description of affordability from the
resident's perspective
Equipment replacement is based on
age, condition, and use. Changes to
government regulations/standards may
trigger replacements ahead of the
useful life.
Technical Level of Service
The following table outlines the quantitative metrics that determine the technical level of service provided by the
public transportation fleet.
Service Attribute
Qualitative Description
Current LOS 2025
Safety
Number of playgrounds passed annual
inspection
12
Affordability
Annual equipment O&M costs per
property
Actual Reinvestment Rate
Target Reinvestment Rate
$91
5%
9%
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Proposed Level of Service
The municipality is working towards reaching its target reinvestment rate of 9%. Additionally updating heavy
equipment is a priority over the coming years as most assets are beyond their useful lives. With continual work
towards updating and standardizing our data collection methods our plan is to better understand the true state
of our assets and be able to make informed decisions for capital planning.
6.7.7 Recommendations
Condition Assessment Strategies
-Identify condition assessment strategies for high value and high-risk equipment.
-Review assets that have surpassed their estimated useful life to determine if immediate replacement is
required or whether these assets are expected to remain in-service. Adjust the service life and/or condition
ratings for these assets accordingly.
Risk Management Strategies
-Use risk-based decision-making as part of asset management planning and budgeting processes. This should
include the regular review of high-risk assets to determine appropriate risk mitigation strategies.
-Review risk models on a regular basis and adjust according to an evolving understanding of the probability and
consequences of asset failure.
Levels of Service
-Continue measuring current levels of service in accordance with the metrics that the Town has established in
this AMP. Additional metrics can be established as they are determined to provide meaningful and reliable inputs
into asset management planning.
-Work towards identifying proposed levels of service as per O. Reg. 588/17 and identifying the strategies that are
required to close any gaps between current and proposed levels of service.
Growth Assumptions
The demand for infrastructure services will change over time based on a combination of factors. Understanding
the drivers for growth and demand will allow the municipality to plan for new infrastructure more efficiently as
well as the upgrade or disposal of existing infrastructure. Increases or decreases in demand can affect what
assets are needed and what level of service meets the needs of the community.
7.1 Midland Development Charge Study (January 2025) and Growth Forecast
The Town completes a Development Charge Background Study every 5 years. This process allows municipalities
to establish development charge by-laws and associated fees to recover development-related capitals costs from
new development. This process is regulated by the Development Charges Act, 1997 (DCA) and its associated
Ontario Regulation 82/98 (O.Reg.82/98). The municipality retained Watson & Associates Economists Ltd. to
complete the 2025 study.
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In accordance with the DCA and associated regulation, several key steps are required to calculate development
charges. This includes preparing a development forecast inclusive of population and employment, establish
historical service levels and determining the increase in need for services arising from development. Per the
anticipated growth allocations, the Town of Midland is projected to grow to a total population of 24,290, with an
employment target of 13,170 jobs within the next 25 years.
Year
2025
2035
2051
Growth
Residential
Population
18,980
21.030
24,290
5,310
Employment
11,654
12, 345
13, 170
2,410
7.2 Water Servicing Master Plan (July 2019)
Moderate near- and long-term growth is expected in the Town of Midland. As such, there is a need for improving
water production/supply and servicing in a sustainable manner that can be logically phased. Additional
infrastructure and improvements to the existing system must be in place in a timely and orderly manner to
service approved growth.
To improve storage capacity, a new water storage facility in the East pressure zone is required to provide
sufficient fire, equalization and emergency storage in the future. To improve pump capacity, fire pumps at Hanly
Booster Pump Station and Everton Booster Pump Station are required to provide sufficient fire flow supply.
Lastly, to improve the overall security of groundwater supply, additional well supply is required. It is important to
note that because the West pressure zone relies on the transfer of flow from the East Pressure zone, securing a
groundwater well supply in the West pressure zone would significantly increase the security of water supply.
7.3 Impact of Growth on Lifecycle Activities
Planning for growth will require the expansion of existing infrastructure and services. As growth-related assets
are acquired, they should be incorporated into the municipalities AMP so lifecycle planning and costing can
begin. These additional costs will need to be considered in long-term funding to maintain the current level of
service, at a minimum. While there will be an additional assessment base to help fund the lifecycle costing, a full
analysis should be completed prior to development approval.
Financial Strategy
For an asset management plan to be effective and meaningful, it must be integrated with financial planning and
long-term budgeting. The development of a comprehensive financial plan will allow the Town to identify the
financial resources required for sustainable asset management based on existing asset inventories, desired levels
of service, and projected growth requirements.
8.1 Financial Strategy Overview
This report develops a financial plan by presenting scenarios for consideration and recommendations. As
outlined below, the scenarios presented model different combinations of the following components:
The financial requirements for:
a)
Existing assets
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b)
Existing service levels
Use of traditional sources of municipal funds:
a)
Tax levies
b)
User fees
c)
Reserves
d)
Debt
e)
Development charges
3. Use of non-traditional sources of municipal funds:
a)
Reallocated budgets
b)
Partnerships
c)
Procurement methods
4. Use of Senior Government Funds:
a)
Annual grants
8.1.1 Annual Requirements & Capital Funding
Annual Requirements
The annual requirements represent the amount the Town should allocate annually to each asset category to
meet replacement needs as they arise, prevent infrastructure backlogs, and achieve long-term sustainability. In
total, the Town must allocate approximately $19.7 million annually to address capital requirements for the assets
included in this AMP.
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Road Network
Stormwater Network
Municipal Buildings
Community Buildings
Land and Land Improvements
Equipment
Municipal Vehicles
Fire Vehicles
Transit Vehicles
Wastewater Network
Water Network
Average Annual Requirement vs Available Funding
Funding Available
Average Annual Requirement
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For most asset categories the annual requirement has been calculated based on a "replacement only" scenario,
in which capital costs are only incurred at the construction and replacement of each asset.
However, for the Road Network, Bridges & Culverts, and Facilities, lifecycle management strategies have been
developed to identify capital costs that are realized through strategic rehabilitation and renewal of the Town's
assets. The development of these strategies allows for a comparison of potential cost avoidance if the strategies
were implemented. The following compares two scenarios for the categories:
1. Replacement Only Scenario: Based on the assumption that assets deteriorate and - without regularly
scheduled maintenance and rehabilitation, replaced at the end of their service life.
2. Lifecycle Strategy Scenario: Based on the assumption that lifecycle activities performed at strategic intervals
to extend the service life of assets until replacement is required.
The implementation of proactive lifecycle strategies for various asset categories leads to cost avoidance.
Reinvestment Rate
To meet the long-term replacement needs, the Town should be allocating approximately $19.7 million annually,
for a target reinvestment rate of 3.0%. Actual annual spending on infrastructure totals approximately $10.0
million, for an actual reinvestment rate of 1.5%. The graph below depicts funding gaps or surpluses by comparing
target vs actual reinvestment rate. Section 8.3 below details the tax funded annual deficit of $7.7 million, and
Section 8.4 details a rate funded annual deficit of $2.0 million, for a combined funding gap of $9.7 million
annually.
4.6%
2.6%
1.6%
1.2%
1.9%
2.8%
3.7%
9.3%
9.5%
5.1%
11.3%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Road Network
Stormwater
Network
Water Network
Wastewater
Network
Municipal
Buildings
Community
Buildings
Land and Land
Improvements
Equipment
Municipal
Vehicles
Fire &
Emergency
Services
Vehicles
Transit Vehicles
Target vs. Actual Reinvestment Rate
Actual Reinvestment Rate
Target Reinvestment Rate
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8.2 Funding Objective
We have developed a scenario that would enable the Town to achieve full funding within 10 to 15 years for the
following assets:
Tax Funded Assets: Road Network, Stormwater Network, Buildings, Equipment, Land Improvements, and
Vehicles
Rate Funded Assets: Water System and Sanitary Sewer Network, and Buildings
For each scenario developed we have included strategies, where applicable, regarding the use of cost
containment and funding opportunities.
8.3 Financial Profile: Tax Funded Assets
8.3.1 Current Funding Position
The following tables show, by asset category, the Town's average annual asset investment requirements, current
funding positions, and funding increases required to achieve full funding on assets funded by taxes.
Annual Funding Available
Asset
Category
Avg. Annual
Requirement
Grants
Taxes to
Reserves
Total
Available
Annual Deficit
CCBF
OCIF
Road Network
6,226,000
795,000
1,612,604
2,407,604
3,818,396
Stormwater
Network
2,200,000
265,000
336,418
1,863,582
Municipal
Buildings
930,000
-
-
930,000
Community
Buildings
1,512,000
560,000
523,024
1,083,024
428,976
Land and Land
Improvement
552,000
530,562
530,562
21,348
Equipment
1,703,000
983,310
983,310
719,690
Municipal
Vehicles
706,000
783,066
783,066
-77,066
Fire Vehicles
351,000
533,190
533,190
-182,190
Transit
Vehicles
225,000
69,823
69,823
155,177
Total
14,405,000
560,000
795,000
5,372,087
6,727,087
7,677,913
The average annual investment requirement for the above categories is $14.4 million. Annual revenue currently
allocated to these assets for capital purposes is $6. 7 million leaving an annual deficit of $7.7 million. Put
differently, these infrastructure categories are currently funded at 47% of their long-term requirements.
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8.3.2 Full Funding Requirements
In 2025, the Town has annual tax revenues of $30 million. As illustrated in the following table, without
consideration of any other sources of revenue or cost containment strategies, full funding would require the
following tax change over time:
Asset Category
Tax Change
Required for
Full Funding
Road Network
13%
Stormwater Network
6%
Buildings
5%
Land and Land
Improvements
0%
Equipment
2%
Vehicles
0%
Weighted Average
Total
26%
Staff recommendations include capturing the above tax changes and allocating them to the infrastructure deficit
outlined above. The table below outlines this concept and presents several options:
Tax-Funded Asset Categories
5 Years
10 Years
15 Years
20 Years
Infrastructure
Deficit
$7,677,913
$ 7,677,913
$ 7,677,913
$ 7,677,913
Tax Increase
Required
26%
26%
26%
26%
Annually
5%
3%
2%
1%
8.3.3 Financial Strategy Recommendations:
Considering all the above information, staff recommends the 10 to 15-year option. This involves full funding
being achieved over 15 years by:
a) increasing tax revenues 2% each year for the next 15 to 20 years solely for the purpose of phasing in full
funding to the asset categories covered in this section of the AMP.
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b) allocating the current gas tax (CCBF), and OCIF revenue as outlined previously.
c) reallocating appropriate revenue from categories that may become in a surplus position to those in a deficit
position.
d) directing annual operating surpluses to the tax-supported capital reserves, where possible.
e) increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in
addition to the deficit phase-in.
f) using the appropriate amount of internal and external borrowing to continue asset replacement work as
scheduled.
Notes:
1. As in the past, periodic senior government infrastructure funding will most likely be available during the phase-
in period. By Provincial AMP rules, this periodic funding cannot be incorporated into an AMP unless there are
firm commitments in place. We have included OCIF formula-based funding, if applicable since this funding is a
multi-year commitment.
2. Staff recognize that raising tax revenues by the amounts recommended above for infrastructure purposes may
be difficult to do. However, considering a longer phase-in window may have even greater consequences in terms
of infrastructure failure and/or exceeding our debt capacity with the Province.
Although this option achieves full funding on an annual basis in 10 to 15 years and provides financial
sustainability over the period modeled, the recommendations do require prioritizing capital projects to fit the
resulting annual funding available.
8.4 Financial Profile: Rate Funded Assets
8.4.1 Current Funding Position
The following tables show, by asset category, the Town's average annual asset investment requirements, current
funding positions, and funding increases required to achieve full funding on assets funded by water and
wastewater user rates.
Annual Funding Available
Asset Category
Avg. Annual
Requirement
Rates
Rates to
Buildings
Grants
Rates to
Operations
Total
Available
Annual
Deficit
Wastewater
Network
1,386,706
4,670,768
- 772,257
- 3,066,246
832,265
554,440
Water Network
1,758,777
4,077,998
- 147,281
- 2,378,910
1,551,807
206,970
Water/Wastewater
Buildings
2,188,731
919,538
919,538
1,269,193
Total
5,334,214
9,668,304
- 919,538
-
- 5,445,156
3,303,610
2,030,604
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The average annual investment requirement for the above categories is $5.3 million. Annual revenue currently
allocated to these assets for capital purposes is $3.3 million leaving an annual deficit of 2 million. Put differently,
these infrastructure categories are currently funded at 61% of their long-term requirements.
8.4.2 Full Funding Requirements
In 2025, the Town has annual rate revenues of $9,668,304. As illustrated in the following table, without
consideration of any other sources of revenue or cost containment strategies, full funding would require the
following rate change over time:
Asset Category
Rate Change
Required for
Full Funding
Wastewater Network
12%
Water Network
5%
Water/Wastewater Buildings
138%
Weighted Average Total
21%
Staff recommendations include capturing the above changes and allocating them to the infrastructure deficit
outlined above. The table below outlines this concept and presents several options:
Rate-Funded Asset Categories
5 Years
10 Years
15 Years
20 Years
Infrastructure Deficit
2,030,604
2,030,604
2,030,604
2,030,604
Rate Increase Required
21%
21%
21%
21%
Annually
4%
2%
1.4%
1%
8.4.3 Financial Strategy Recommendations:
Considering all the above information, staff recommends the 5 to 10-year option. This financing plan includes:
a) increasing rate revenues by 2 to 4% each year solely for the purpose of phasing in additional funding to the
asset categories covered in this section of the AMP. This recommendation is consistent with the modeling work
done by staff annually as part of the annual budget process.
b) increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in
addition to the deficit phase-in.
72 | P a g e
C) using the appropriate amount of internal and external borrowing to continue asset replacement work as
scheduled.
Notes:
As in the past, periodic senior government infrastructure funding will most likely be available during the phase-in
period. By Provincial AMP rules, this periodic funding cannot be incorporated into an AMP unless there are firm
commitments in place.
The Town was successful in the application for substantial provincial funding under the Housing Enabling Water
Systems Fund, that will impact the future capacity of the Town's water and wastewater network. The approved
project is expected to run until 2027, in which the Town should receive approximately $35 M of funding for those
asset classes. This will impact the Town's financial strategy as it relates to the need to take on external debt,
which has been significantly reduced.
We realize that continuing to raise rate revenues by the amounts recommended above for infrastructure
purposes is difficult to do. However, considering a longer phase-in window may have even greater consequences
in terms of infrastructure failure.
Any increase in rates required for operations would be in addition to the above recommendations.
8.5 Use of Debt
The Town has approximately $20 million in debt on the assets included in this Asset Management Plan. The
revenue phasing in options outlined in this plan will require the Town to use debt to fully fund its long-term
infrastructure requirements. The amount of debt required will be dependent on the actual timing of the asset
replacements and the chosen rate change model to achieve full funding.
8.6 Use of Reserves
8.6.1 Available Reserves
Reserves play a critical role in long-term financial planning. The benefits of having reserves available for
infrastructure planning include:
a) the ability to stabilize tax rates when dealing with variable and sometimes uncontrollable factors
b) financing one-time or short-term investments
c) accumulating the funding for significant future infrastructure investments
d) managing the use of debt
e) normalizing infrastructure funding requirement
The table below outlines the reserves currently available to the Town for asset replacement.
73 | P a g e
Reserves Available for Asset
Replacement
2025 Estimated
Balance, based on
budget commitments
($m)
Capital Reserves
$7.7
MBL Capital Reserve
4.6
Total Tax-Supported Reserves
$12.3 M
MPUC Legacy Reserve*
-
$12.6
Community Wide Initiatives
Reserve**
-11.7
Total Special Purpose Reserves
- $ 24.2 M
Provincial Gas Tax
- 0. 2
Federal Gas Tax
- 0
OCIF Reserve
- 0
Total Obligatory Reserves
- 0. 2 M
Water Capital Reserve
- 7. 5
Wastewater Capital Reserve
- 1.8
Total Rate-Supported Reserves
- $ 9.3 M
Total Reserve Capacity
-
$21.4 M
Note: A negative balance represents reserve funding available. A positive balance indicates the reserve is
overdrawn.
* Principle to be held in perpetuity, per Investment Policy
** May be used for Interim borrowing, per Investment Policy
8.6.2 Reserve Guidelines
There is considerable debate in the municipal sector as to the appropriate level of reserves that a Town should
have on hand. There is no clear guideline that has gained wide acceptance.
Factors that municipalities should consider when determining their capital reserve requirements include:
a) breadth of services provided
b) age and condition of infrastructure
c) use and level of debt
d) economic conditions and outlook
e) internal reserves and debt policies.
These reserves are available for use by applicable asset categories during the phase-in period to full funding. This
coupled with the Town's use of debt in the past, allows the scenarios to assume that, if required, available
reserves and debt capacity can be used for high priority and emergency infrastructure investments.
74 | P a g e
8.6.3 Recommendation
In accordance with Ontario Regulation 588/17, the municipality recognizes the requirement to define proposed
levels of service for each asset category. At this stage, the decision to maintain current levels of service is
deliberate and strategic. The municipality is actively investing in the deployment of innovative field tools--such
as advanced condition assessment technologies, GIS mapping, and real-time performance monitoring--to
enhance the quality and breadth of asset data. These tools are enabling more accurate, objective, and timely
insights into infrastructure performance, user needs, and service delivery outcomes.
As this data collection effort is still underway, finalizing proposed levels of service at this time would not reflect
the full scope of evidence-based decision-making that the regulation envisions.
By continuing to evaluate this data, the municipality aims to establish service level targets that are not only
realistic and fiscally responsible, but also reflective of community expectations and long-term sustainability goals.
This measured approach supports compliance with the regulation while ensuring proposed service levels are
grounded in comprehensive and defensible analysis.
75 | P a g e
Appendices
Appendix A: Service Maps
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Appendix B: Condition Assessment Guidelines
The foundation of good asset management practice is accurate and reliable data on the current condition of
infrastructure. Assessing the condition of an asset at a single point in time allows staff to have a better
understanding of the probability of asset failure due to deteriorating condition.
Condition data is vital to the development of data-driven asset management strategies. Without accurate and
reliable asset data, there may be little confidence in asset management decision-making which can lead to
premature asset failure, service disruption and suboptimal investment strategies. To prevent these outcomes,
the Town's condition assessment strategy should outline several key considerations, including:
-
The role of asset condition data in decision-making
-
Guidelines for the collection of asset condition data
-
A schedule for how regularly asset condition data should be collected.
Role of Asset Condition Data
The goal of collecting asset condition data is to ensure that data is available to inform maintenance and renewal
programs required to meet the desired level of service. Accurate and reliable condition data allows municipal
staff to determine the remaining service life of assets, and identify the most cost-effective approach to
deterioration, whether it involves extending the life of the asset through remedial efforts or determining that
replacement is required to avoid asset failure.
In addition to the optimization of lifecycle management strategies, asset condition data also impacts the Town's
risk management and financial strategies. Assessed condition is a key variable in the determination of an asset's
probability of failure. With a strong understanding of the probability of failure across the entire asset portfolio,
the Town can develop strategies to mitigate both the probability and consequences of asset failure and service
disruption. Furthermore, with condition-based determinations of future capital expenditures, the Town can
develop long-term financial strategies with higher accuracy and reliability.
Guidelines for Condition Assessment
Whether completed by external consultants or internal staff, condition assessments should be completed in a
structured and repeatable fashion, according to consistent and objective assessment criteria. Without proper
guidelines for the completion of condition assessments there can be little confidence in the validity of condition
data and asset management strategies based on this data.
Condition assessments must include a quantitative or qualitative assessment of the current condition of the
asset, collected according to specified condition rating criteria, in a format that can be used for asset
management decision-making. As a result, it is important that staff adequately define the condition rating
criteria that should be used and the assets that require a discrete condition rating. When engaging with external
consultants to complete condition assessments, it is critical that these details are communicated as part of the
contractual terms of the project.
81 | P a g e
There are many options available to the Town to complete condition assessments. In some cases, external
consultants may need to be engaged to complete detailed technical assessments of infrastructure. In other
cases, internal staff may have sufficient expertise or training to complete condition assessments.
Developing a Condition Assessment Schedule
Condition assessments and general data collection can be both time-consuming and resource intensive. It is not
necessarily an effective strategy to collect assessed condition data across the entire asset inventory. Instead, the
Town should prioritize the collection of assessed condition data based on the anticipated value of this data in
decision-making. The International Infrastructure Management Manual (IIMM) identifies four key criteria to
consider when making this determination:
1.
Relevance: every data item must have a direct influence on the output that is required
2.
Appropriateness: the volume of data and the frequency of updating should align with the stage in the
assets life and the service being provided
3.
Reliability: the data should be sufficiently accurate, have sufficient spatial coverage and be appropriately
complete and current
4.
Affordability: the data should be affordable to collect and maintain
82 | P a g e
Appendix C: 10-Year Capital Requirements (Approved Long-term Plan)
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
CXO
Website Updates
87,581
50,000
Total CXO
87,581
-
-
50,000
-
-
-
-
-
-
Finance
Financial Systems Redevelopment
Development Charges Study
45,000
45,000
Total Finance
-
-
-
45,000
-
-
-
-
45,000
-
Information Technology
Software Implementation and Upgrades
Network Infrastructure
40,000
10,000
10,000
36,000
10,000
10,000
1,000
1,000
38,000
1,000
General Hardware Purchases
25,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
11,000
11,000
Equipment Replacements
45,000
57,000
97,000
35,000
58,000
100,000
37,000
60,000
101,000
37,000
Mobile and End Node Replacements
43,000
41,000
60,000
40,000
44,000
62,000
42,000
47,000
60,000
42,000
Electronic Document Management System - 2021 Clerks Project
Internet Connectivity
150,000
Phone System Enhancements
5,000
5,000
5,000
Indoor Digital Messaging System
25,000
Council Chamber Audio Video System
100,000
50,000
Emergency Outdoor Electronic Message Boards
255,000
Council Device Replacement
25,000
25,000
25,000
Harmonized Citizen Engagement Portal
100,000
New ERP Financial System
1,000,000
Integrate Asset Management with payables
25,000
Human Resources Information System (HRIS)
75,000
Online Booking Software
50,000
Property Tax Billing Solution
300,000
Licensing and Permit solution
150,000
Risk Management Solution
25,000
Customer Kiosk and Digital Signage (Facilities/Parks)
200,000
Public Wi-Fi/Wi-Fi as a Service
125,000
125,000
Video Security System Replacement
160,000
Digital Transformation Program / Water Billing & Leak Detection
300,000
Total Information Technology
918,000
628,000
482,000
1,451,000
482,000
212,000
95,000
128,000
210,000
116,000
Human Resources
Employer of Choice Strategic Plan
60,000
Total Human Resources
60,000
-
-
-
-
-
-
-
-
-
Ten Year Capital Program 2025-2034
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Corporate Assets - Town Hall
HVAC Control System Upgrade
25,000
Replace HVAC Units
30,000
31,000
32,000
33,000
67,000
Window Replacements
20,000
20,000
Carpet Replacement
40,000
40,000
25,000
Parking Lot Paving (both town hall lots)
150,000
75,000
Outside Railings
65,000
Council Chamber Renovations
20,000
50,000
Electrical Panel, Switches & Transformer Upgrades
47,000
Sectioned Roof Restoration
80,000
80,000
81,000
80,000
Town Hall Building Improvements Contingency
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
Domestic Water Heater Replacement
20,000
Design Consultation for Town Hall expansion / renovation
250,000
Replacement Desks and Office Setup
30,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
Sound Mitigation
10,000
10,000
10,000
10,000
AED Replacements
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
Garage Shingle Replacement
15,000
Total Corporate Assets - Town Hall
110,000
256,000
394,000
419,000
222,000
35,000
25,000
165,000
35,000
25,000
Legal & Risk Management
Automated Speed Enforcement Program
50,000
Total Legal & Risk Management
50,000
-
-
-
-
-
-
-
-
-
Corporate Assets - Library Building
Domestic Water Supply
18,000
Passenger Elevators
50,000
Wall painting
10,000
10,000
Foundation Drainage
300,000
Wall and Ceiling Repairs
10,000
Bathroom Renovations
10,000
10,000
Refurbish Wood Flooring
20,000
Repair and Replace Electrical Panels
30,000
Cabinet Replacements
20,000
Acoustic Ceiling Tile Replacement
20,000
Coffee Shop
40,000
Roof Repairs
65,000
Total Corporate Assets - Library Building
65,000
318,000
10,000
70,000
40,000
20,000
10,000
20,000
60,000
-
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
By-Law
Patrol Bikes (2)
10,000
Ford By-law Vehicle
60,000
Toyota By-law Vehicle
61,000
Total By-Law
-
-
-
-
-
-
10,000
60,000
61,000
-
Parking
Lot Paving
0
30,000
19,000
22,000
Rails and Bollards
5,000
Total Parking
-
30,000
5,000
19,000
22,000
-
-
-
-
-
Planning
Official Plan/Conformity Review
100,000
100,000
Comprehensive Zoning By-law/Community Planning Permit System
100,000
Cultural Heritage Evaluations
30,000
30,000
South County Road 93 Secondary Plan
200,000
Total Planning
230,000
30,000
-
100,000
-
-
-
100,000
100,000
-
Building
Inspector Vehicle
60,000
Inspector Vehicle 2
61,000
Total Building
-
-
-
-
-
-
-
60,000
61,000
-
Culture
Public Art - Commissioning New Work (Grant Contingent)
100,000
100,000
100,000
200,000
100,000
100,000
100,000
100,000
100,000
100,000
Public Art Conservation - Mural Restoration
30,000
100,000
100,000
100,000
Municipal Cultural Plan
75,000
Total Culture
130,000
275,000
200,000
300,000
100,000
100,000
100,000
100,000
100,000
100,000
Tourism & Special Events
Tourism Strategy
70,000
Total Tourism & Special Events
70,000
-
-
-
-
-
-
-
-
-
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Fire Services
Roof Refurbishing/Replacement
175,000
Firehall Windows Replacement
40,000
Garage Door Replacements
80,000
Carpet Replacement
25,000
Washroom Renovation
50,000
Floor Maintenance and Upgrades
50,000
Firehall Design
350,000
Construction of New Firehall
14,000,000
Decompression Multi-Use Room Renovations
70,000
Decompression Multi-Use Crew Room Furniture Replacement
10,000
Interior Door Refurbishments or Replacements
12,000
Training Room Furniture Replacement
10,000
Captain's Office Renovation
40,000
Bunker Gear Set
140,000
Boots every 5 years and Helmets every 10 years
30,000
32,000
Replacement of Air Refilling Station
70,000
Washer Extractor Machine Replacement
45,000
Defibrillator Replacement
30,000
Communications Equipment Replacement (Pagers)
40,000
35,000
Breathing Apparatus Replacement
325,000
Portable Fire Equipment Upgrades
23,000
23,000
24,000
24,000
25,000
25,000
26,000
26,000
Portable & Mobile Radios Replacement
-
Ice Water Rescue Equipment Replacement
30,000
30,000
RIT Bottles and Packs
15,000
Shared Drone Program - Penetang Fire Dept.
60,000
Generator Replacement
75,000
Apparatus Hose Replacement
80,000
Auto Extrication Equipment Replacement
75,000
Mobile Radio Repeaters
15,000
20,000
Exercise and Wellness Equipment
5,000
5,000
5,000
Portacount Fit Tester Replacement
25,000
Auto Extrication Equipment Replacement
60,000
CAD Dispatch MFD Upgrade
20,000
(Pump 811) Pumper Truck
1,700,000
(Rescue 814) Rescue Truck
1,300,000
(Tanker 817) Tanker Truck
900,000
(Command C1) SUV
80,000
(Command 808) 1/2 ton Utility/Training Pickup Truck
75,000
(Command 809) 3/4 Ton Public Education/Fire Prevention Pickup Truck
85,000
Master Fire Plan
80,000
85,000
Community Risk Assessment
25,000
Emergency Services Campus Feasibility Study
150,000
Fire Hall Conceptual Design
50,000
Total Fire
343,000
745,000
1,989,000
959,000
475,000
30,000
93,000
201,000
15,845,000
225,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Corporate Assets - OPP Detachment
Window Replacements
20,000
Flooring Replacement
25,000
Painting
15,000
Changeroom/Washroom/Shower Upgrades
20,000
Total Policing Services
-
65,000
-
-
-
-
-
15,000
-
-
Library
Audio & Video for Assembly room
20,000
Moveable Furnishings (Bookshelves/desks etc.)
5,000
10,000
5,000
10,000
5,000
10,000
5,000
5,000
5,000
New computer lab
75,000
Loanable technology
35,000
Newcomer services
40,000
Security Cameras
5,000
Staff & Public Access Computers
21,000
5,000
5,000
5,000
Laser Cutter
20,000
3D Printers
6,500
Total Library
57,500
90,000
45,000
55,000
5,000
10,000
5,000
5,000
25,000
-
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Public Works
Building Demolition - Old Public Works Facility
365,000
Telematics and MMS Compliance Equipment
50,000
50,000
55,000
55,000
Mobile Emergency Outdoor Electronic Message Board
50,000
#7942 Grader/Snow Plow
1,200,000
#7992 Sidewalk Plow
230,000
#7998 Single Axle Plow 4x4
320,000
310,000
#7970 Single Axle Plow
295,000
300,000
#7976 Tandem Sander
100,000
310,000
#7858 Power Broom for Loader
28,000
Roll-off Vac Unit (part of grader replacement)
300,000
#7825 Sweeper
275,000
#23-501 Loader
335,000
#7828 Boom Flail
50,000
#7991 Sidewalk Machine
225,000
#7997 Sidewalk Machine
225,000
Flail Mower
15,000
#7973 Tandem Plow Truck
440,000
440,000
#7974 Tandem Plow Truck
440,000
440,000
Full Size Tractor 120hp (replacement of #7930 Loader)
410,000
410,000
#7933 Loader
425,000
#7876 Detachable Snow Blower
305,000
#7917 Boom Truck
440,000
#7833 Asphalt Cold Planer
45,000
#7837 Trackless Stump Grinder
24,000
#7995 Sidewalk Tractor
220,000
Sidewalk Tractor
175,000
#22-402 - Street Sweeper RAVO
320,000
#22-301 - Tandem Plow Truck
420,000
#22-302 - Tandem Plow Truck
420,000
RollerPro (Grader replacement)
510,000
Vehicle and Equipment Emergency Purchases
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
Backhoe #21
225,000
2022-602 Detachable snowblower
350,000
7998 Box Replacement
55,000
#22-103 Toyota Tundra Half Ton Pickup Truck
80,000
#22-111 Chevy Silverado Half Ton Pickup Truck
80,000
#7916 1 Ton Truck
115,000
#22-105 Toyota Tundra Half Ton Pickup Truck
80,000
#21-106 Chevy Silverado 3/4 Ton Pickup Truck
82,000
#22-201 Dodge Ram 5500 1 Ton Dump Truck
120,000
#23-115 Ford F150 Half Ton Pickup Truck
80,000
Total Public Works
1,555,000
3,215,000
1,058,000
1,345,000
860,000
930,000
576,000
1,400,000
770,000
785,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Operations Complex
Building Improvements
250,000
60,000
250,000
70,000
120,000
Total Operations Complex
-
250,000
-
60,000
250,000
-
70,000
120,000
-
-
Roads
Road Resurfacing Program
Fourth St (Bay St- Hugel Ave)
110,000
King St (Galloway Blvd- Little Lake Park Road)
790,000
Hugel Ave (William St-George St)
160,000
Hugel Ave (Woodland Dr- Eighth St)
640,000
Angela Schmidt Foster Road (Marshall Rd- Hwy 12)
780,000
William St (Galloway Blvd- Hwy 12)
590,000
Easy St (Fourth St- Third St))
110,000
King St (Little Lake Park Rd- Yonge St)
365,000
Midland Point Rd (Portage Park Rd- Glenbrook Dr)
330,000
Manly St (Gloucester St- Bayshore Dr)
115,000
Midland Point Rd (Glenbrook Dr- Mundy's Bay Rd)
405,000
Gawley Dr (Midland Point Rd- Parkview Crt)
170,000
Wilson Rd (Balm Beach- Bottom of Hill)
220,000
Elizabeth St (William St- Midland Ave)
365,000
Yonge St (Queen St- Russel St)
400,000
Vindin St (93- Penetanguishene Rd Allowance )
500,000
Colborne St ( Irwin St- Johnson St)
250,000
King St (Hwy 12- Galloway Blvd)
835,000
Bayshore Drive (Manly St- Fourth St)
750,000
Traffic Lights
Controller Upgrades
100,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
Tree Replacement Program
13,000
11,000
11,000
10,000
8,000
8,000
8,000
8,000
Roads Condition Assessment
75,000
80,000
85,000
90,000
Parking Lots
Asphalt, Concrete, Drainage and Lighting Repairs
60,000
60,000
65,000
65,000
70,000
70,000
70,000
70,000
75,000
Total Roads
955,000
963,000
1,081,000
956,000
985,000
973,000
1,028,000
928,000
1,013,000
1,015,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Sidewalks & Curbs
First St W (Hugel Ave- Yonge St)
165,000
Sixth St E (Vindin- Ottawa Spot Repairs)
40,000
Elizabeth St N (King St- Queen St)
115,000
Midland Ave W (Yonge St- Elizabeth St)
100,000
First St E (Elizabeth St- Easy St)
15,000
*NEW Bayview Dr N (696 Bayview Dr- William St)
50,000
First St E (Hugel Ave- Bay St)
80,000
Midland Ave W (Elizabeth St- Dominion Ave)
140,000
Galloway Blvd S (King St- Kirk Dr)
60,000
Fifth St E (Quebec St- Ontario St)
190,000
*NEW Sidewalk Section TBD
100,000
Fourth St W (Bay St- Victoria St)
230,000
Elizabeth St S (Princess St- Borden St)
45,000
Borden St E (Beauchamp Crt- Elizabeth St)
55,000
Bay St S (Russel St- Charles St)
60,000
George St E (Bay St- Gloucester St)
50,000
*NEW Sidewalk TBD
100,000
Bay St S (Lindsay St- William St)
60,000
Bay St S (Third St- Second St)
60,000
Ontario St S (Fourth St- Fifth St)
55,000
Easy St S (Third St- French Ln)
50,000
Bay St N (William St- Lindsay St)
60,000
Bay St N (Fourth St- Third St)
45,000
Hugel Ave N (Midland Ave- King St)
60,000
William St W (Bay St- Gloucester St)
45,000
King St E (Hannah St- Yonge St)
60,000
*NEW Sidewalk TBD
100,000
Luckport Cres N (Montreal St- Montreal St)
125,000
Elizabeth St N (George St- Russell St)
130,000
Pedestrian & Cyclist Network (Mid term)
150,000
Pedestrian & Cyclist Network (Long Term)
100,000
King St E (Galloway- 815 King St)
175,000
Galloway Blvd S (King St-Kirk Dr)
80,000
Total Sidewalks & Curbs
305,000
330,000
320,000
350,000
230,000
310,000
225,000
370,000
255,000
255,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Transit
Bus Shelter Replacements
35,000
GPS and Online Mapping
45,000
Fare System Upgrades
45,000
Fare Boxes Replacement
15,000
Air Hoists
22,000
#21-901 Grande West 30' Bus
500,000
#19-905 Grande West 30' Bus
475,000
Accessible Transit - Replace Van #64
120,000
Accessible Transit - Replace Van #66
110,000
120,000
Accessible Transit - Replace Van #61
110,000
120,000
Accessible Transit - Replace Van #62
110,000
-
Total Transit
-
167,000
110,000
155,000
475,000
45,000
635,000
120,000
120,000
-
Street Lighting
Additional Street Lighting as Needed
35,000
40,000
42,000
45,000
45,000
50,000
50,000
50,000
51,000
Street Lighting Assessment
100,000
Total Street Lighting
135,000
40,000
42,000
45,000
45,000
50,000
50,000
50,000
51,000
-
16984 Highway 12
Various Building Testing and Reporting
15,000
MPUC Building Improvement
27,340
Various Upgrades
30,000
40,000
50,000
Janitor's Closet Installation
30,000
Windows and door seals
30,000
Painting
15,000
Heating & Cooling Replacements/Upgrades
30,000
Total 16984 Highway 12
-
72,340
60,000
15,000
70,000
-
50,000
-
-
-
Storm Sewers
Storm Pond Maintenance Plan
215,000
375,000
295,000
250,000
250,000
250,000
250,000
250,000
250,000
250,000
Clean Storm Chamber A-Harbour
50,000
75,000
Total Storm Sewers
215,000
375,000
295,000
300,000
250,000
250,000
250,000
250,000
325,000
250,000
Harbour
Dock Replacement/Refurbishment
60,000
55,000
55,000
Shelter Replacement / Repairs
20,000
North Wall Bumper & Wood Replacement
20,000
Pier Paving
400,000
Washroom/Shower Room Renovations
8,000
35,000
35,000
35,000
Rub Rail Replacement
10,000
Pedestrian Area resurfacing
210,000
Dock Replacement - Boat Launch
45,000
45,000
Harbour Electrical Switch Panel Upgrade
70,000
50 amp Electrical Service
15,000
Total Harbour
208,000
655,000
20,000
90,000
110,000
35,000
-
-
-
-
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Parks
Ground Improvements
Minor Park Improvements
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
Parks Contingency
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
Building Improvements
Automatic Door Locks on Public Washrooms
46,000
Small Equipment Purchases
Shade
100,000
Bicycle Parking
15,000
Signage & Wayfinding
90,000
Urban Forestry Plan
70,000
Equipment Purchases
#22-406 Kubota Mower with Cab
45,000
47,000
#7701 Garbage Truck
160,000
#22-404 Kubota Mower
45,000
47,000
#7729 Kubota
45,000
#21-401 Kubota with Cab
50,000
#7714 Kubota
45,000
46,000
46,000
#7716 Kubota Zero Turn
46,000
46,000
46,000
#P20 Mini Loader
170,000
#7718 Kubota Zero Turn
45,000
46,000
46,000
#7715 New Holland Tractor Replacement
90,000
90,000
Tractor Mounted Aerator
10,000
Sports Field Finishing Mower
35,000
Vehicle Purchases
#22-108 Ram 1500 Pickup Truck
65,000
Supervisor SUV - Rav4 #22-104
56,000
#23-118 Ram RTR 1500 Half Ton Pickup Truck
90,000
#23-107 Ram 1500 Half Ton Pickup Truck
64,000
#23-117 Ford F150 Half Ton Pickup Truck
75,000
#7707 Pickup Truck
75,000
95,000
#22-108 Ram 1500 Half Ton Pickup Truck
75,000
#23-115 F150 Half Ton Pickup Truck
75,000
Little Lake Park
Bathroom Improvements
20,000
Install New Drainage System
7,500
Tennis Court Resurfacing
225,000
Beach Volleyball Court Upgrades
18,000
Pulverizing and Regrade Parking Lots
47,000
49,000
51,000
Resurfacing LLP Road
250,000
Community Garden Upgrades
10,000
30,000
Dog Park Upgrades
40,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Stairs and Retaining Walls Repairs
30,000
35,000
35,000
38,000
Playground #2 - West Playground Replacement
300,000
Bleachers replacement
22,000
Tiffin Park
Pickleball Court Resurfacing
50,000
225,000
Ballfield Warning Track Rejuvenation and Repairs
15,000
Bleachers replacement
25,000
Pete Peterson Park
Ball Diamond Refurbish and Redress
18,000
Mac McAllen Park
Road and Parking Lot Upgrades
45,000
Basketball Court Rehabilitation
60,000
110,000
Baseball Field Redress
15,000
Edgehill Park
Refurbish Staircase and Stonework
75,000
Parking Expansion
130,000
Sports Fields
Netting
18,000
Bayview Park
Fence Upgrades
30,000
Stone Repairs
120,000
Gawley Park
Playground Replacement
225,000
Harbourside Park
Irrigation Upgrades
50,000
Playground Replacement
450,000
Quota Park
Playground Replacement
185,000
Veterans Waterfront Park
Pavilion Repairs
20,000
40,000
20,000
Waterfront Trail
Asphalt Patches
45,000
45,000
45,000
45,000
45,000
Concrete Repairs
260,000
260,000
260,000
260,000
265,000
Parks, Trails, and Recreation Master Plan Update
200,000
200,000
Total Parks
661,000
1,153,500
743,000
1,180,000
916,000
886,000
248,000
1,025,000
400,000
588,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
NSSRC
Door Replacements
35,000
Flooring Replacement
10,000
10,000
Dressing Rooms - Construction of Addition
1,000,000
Parking Lot Lights
20,000
AODA Door Openers
10,000
HVAC Unit Replacements
50,000
Window Replacements
40,000
Sky Light Repairs
20,000
Garage Doors
10,000
Hot Water Tanks for Ice Resurfacers
25,000
Eavestroughs, Gutter and Downspouts Repair/Replacement
25,000
Fire System and Alarm Upgrades
50,000
Ceiling Painting
20,000
Slab on Grade Restoration
15,000
Parking Lot Paving
10,000
15,000
600,000
Exterior Overhead Door Replacement
24,000
Resilient Flooring Replacement
30,000
Hot water boiler replacement
32,000
Elevator Modernization & Repairs
100,000
Rink 2 Cooling Tower Repairs
25,000
Suspended Metal Ceiling Replacement
50,000
Roof Repair
1,275,000
900,000
Green Energy Upgrades
100,000
300,000
Dehumidifier Replacements
30,000
Tables and Chairs
10,000
10,000
10,000
Water Heaters
25,000
-
Cleaning Equipment
10,000
6,000
Scissor Lift
35,000
Battery Powered Ice Edger
12,500
Condenser Pumps
5,000
Compressor Replacements
45,000
45,000
Ice Resurfacer Replacement
150,000
Stage Replacements
43,000
Condenser replacement (MMHA)
180,000
Chiller Replacement
120,000
126,000
Portable Bars Replacement
4,000
Irrigation System
12,000
Generator
400,000
Non-resident Fee Feasibility Study
20,000
Total NSSRC
2,025,000
135,000
258,000
1,005,000
265,000
1,256,000
175,000
325,000
655,500
-
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Engineering
Equipment Purchases
3,000
4,000
3,000
3,000
Transportation Master Plan
200,000
200,000
Town Asset Management Program
50,000
Midland Bay Landing Site Improvements
200,000
100,000
100,000
Yonge St (King to CR 93)
10,500,000
Community Energy Plan
80,000
Vindin and Harbourview Realignment
3,400,000
Fuller Avenue Realignment / 1004 Harbourview Drive Demolition
75,000
2,835,000
Dominion Ave Reconstruction (Fourth to Eighth)
5,875,000
Dominion Ave Reconstruction (King to Fourth)
4,775,000
Bay St Reconstruction - William to Aberdeen Blvd
2,400,000
Fuller Ave / Brunelle Roundabout
1,550,000
Pillsbury Rd and William St. Intersection Improvements
1,350,000
Fourth St and Bay St Intersect. Improvements
1,450,000
William St Cross Section Upgrades
5,500,000
Ellen St Reconstruction - King St - Johnson St
4,550,000
Sixth St Reconstruction - Hugel Ave - Quebec St
3,850,000
Montreal St Reconstruction - Fourth - Fifth
1,700,000
Fifth St (Ottawa to Victoria)
1,700,000
Fourth St Reconstruction - Montreal to Victoria
4,150,000
Third St Reconstruction - Hugel to Montreal
3,450,000
Manly St Reconstruction (Yonge to Hugel)
3,950,000
Eighth St Reconstruction (Yonge to Hugel)
3,450,000
Bay St East Reconstruction - King St to Queen St
2,575,000
Bay St West Reconstruction - Borsa Lane to Second St
2,050,000
Dominion Ave Reconstruction - King St to Russell St
4,475,000
Yonge St (Queen to William)
6,000,000
George St (Bay to Hugel)
3,500,000
Pedestrian Crosswalks - 2024 and 2025 Projects
220,000
Electric Vehicle Charging Stations
500,000
Splash Pad Design & Consultation
1,250,000
Vehicle
55,000
Total Engineering
20,080,000
14,185,000
14,178,000
5,650,000
8,579,000
6,850,000
3,353,000
5,700,000
6,003,000
3,500,000
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Division
Project Name
BUDGET
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
FORECAST
Ten Year Capital Program 2025-2034
Wastewater
Pump Station #1
150,000
1,000,000
Relining
267,200
267,200
Wastewater Master Plan
200,000
275,000
Emergency Equipment Replacement
72,828
74,284
75,770
77,285
79,831
80,408
82,016
83,656
85,000
87,000
Portable Gas Detector Replacement
3,000
3,000
Digester Covers
2,000,000
Ultra Violet Treatment Effluent
400,000
3,750,000
Septage Receiving Upgrades
4,952,588
Headworks Upgrade
11,097,517
WWTP Raw Sludge Pump Replacement
35,000
New Secondary Clarifier
2,303,000
Replacement Snow Blower
3,863
Return Activated Sludge Pump Replacement
180,000
New Primary Clarifier
400,000
3,800,000
Hwy 12 / CR 93 Sanitary Pumping Station
300,000
1,500,000
10,000,000
Nutrient Management Facility
7,550,404
Total Wastewater
16,637,933
2,994,484
10,625,770
10,344,485
86,694
355,408
82,016
7,634,060
85,000
2,390,000
Water
Master Plan Update
200,000
188,750
Well Rehabilitation
46,350
49,440
8,240
26,780
64,890
41,200
Emergency Equipment Replacement
64,424
65,673
66,946
68,245
69,570
70,921
72,300
73,706
75,000
75,000
Sundowner Online Feasibility
300,000
New Pressure Zone with new Booster Pump Station
25,343,630
Montreal Tank Relocation
103,000
969,500
First Street Watermain Replacement
300,000
2,000,000
Hanly Tower Interior Painting
257,500
257,500
Feed from Bayport to Gawley
515,000
Irwin St Distribution Dead-End
154,500
Balm Beach Booster Pump Station
5,000,000
New Watermain CR93 Yonge St to Highway 12
7,000,000
Watermain Replacement
4,000,000
Replacement of Utility Van W#16
70,000
Replacement of Tractor Backhoe W#21
225,000
Watermain Relining
2,500,000
1,500,000
1,500,000
1,500,000
1,500,000
Total Water
25,754,404
3,957,613
229,686
3,595,025
494,960
2,995,371
72,300
6,573,706
7,075,000
5,575,000
Total Capital Program
70,652,418
30,929,937
32,145,456
28,558,510
14,962,654
15,342,779
7,152,316
25,349,766
33,294,500
14,824,000