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SUBMITTED BY
Ontario Clean Water Agency
920 East Avenue, LAMB Building
Mississauga, ON, L5E 1W6
Municipality of Northern
Bruce Peninsula
Asset Management Plan
Part 1 - Summary Report
Date: August 10th, 2020
Rev: V2
MUNICIPALITY OF NORTHERN BRUCE PENINSULA
ASSET MANAGEMENT PLAN
AUGUST 10, 2020
REV. V2
ISSUE AND REVISIONS RECORD
Issue and Revision Record
Rev.
Date
Prepared by:
Reviewed by:
Approved by:
Rev. Description
V1
July 7th, 2020
Zachary Francisco, GM
BluePlan
Nick Larson, OCWA
Nick Larson, OCWA
Draft Report
V2
August 10th, 2020
Zachary Francisco, GM
BluePlan
Nick Larson, OCWA
Nick Larson, OCWA
Final Report
MUNICIPALITY OF NORTHERN BRUCE PENINSULA
ASSET MANAGEMENT PLAN
AUGUST 10, 2020
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EXECUTIVE SUMMARY
Executive Summary
Asset Management as a Management System
The integrated series of processes in Northern Bruce Peninsula (NBP) that are used to decide
when, why and how to spend money on infrastructure assets represents a corporate (asset)
management system. This Asset Management Plan (AMP) is the tactical output of this
management system.
OCWA's Asset Stewardship Quality Management System (ASQMS) has been used to guide the
development of this AMP. The ASQMS is OCWA's approach to a corporate management
system to achieve the goal of AM - to realize value from assets in the achievement of NBP's
objectives.
Asset Performance to Asset Spending Relationship
The ASQMS enables NBP to balance asset performance (level of service) expectations of
constituents/stakeholders with financial affordability through two ways:
1. Creating a 'cost to asset performance' relationship that forecasts expected changes in
asset performance over a future planning horizon against spending levels.
2. Establishing a dynamic and prioritized short/medium term plan to spend money on
specific assets/projects that are performing furthest below expectations.
These two mechanisms help to understand where spending plans are inadequate to maintain
current asset performance (levels of service) in the future. This understanding is then used to
prioritize the allocation of current funds between and within asset groups, or the allocation of
net new funding to assets or asset groups. Over time, asset performance expectations will be
adjusted to align with changing stakeholder needs or evolving corporate strategic objectives.
Asset Portfolio
The scope of this project included all infrastructure assets owned by NBP. This infrastructure
portfolio has an estimated replacement value of approximately $75 million and separated into
five (5) service areas and fifteen (15) asset groups as illustrated on the following graphic.
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EXECUTIVE SUMMARY
Figure ES-1: Asset Hierarchy
Defining Asset Performance
Asset performance is defined as the ability of an asset to meet the objectives or requirements of
the organization (i.e. 'fit for purpose'). The current performance of each asset is established
through an analysis of the best available asset information augmented with insight from subject
matter experts familiar with the infrastructure portfolio. The rating scale of asset performance
is provided below.
Table ES-1: Asset Performance Rating Descriptions
PERFORMANCE
CATEGORY
DESCRIPTION
Very Good and
Good
Asset performance meets or exceeds its objectives/requirements.
Fair/Poor
Asset performance is nearing the point where it will not meet its
objectives/requirements.
Very Poor
Asset performance is not meeting its objectives/requirements.
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EXECUTIVE SUMMARY
Current Asset Performance
The distribution of current asset performance in each service area is provided in Figure ES-2. It
is apparent that all service areas have assets in the very poor performance category, indicating
that spending is required on these assets in the short to medium term to restore them to the
good performance category. It is also apparent that there are assets in the very good or good
performance categories, highlighting the value of past renewal activities.
The performance rating of all assets will be updated on a continual basis to reflect new asset
data and changing objectives/requirements.
Figure ES-2: Current Asset Performance by Service Area
Asset Performance Forecast
Past and current budgets were analyzed to identify the expenditures to rehabilitate or replace
infrastructure assets. Asset performance was then forecasted using appropriate logic on the
expected deterioration of asset performance against the improvement to asset performance
caused by spending. This provides insight to determine which asset groups have enough
funding to sustain current performance levels.
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EXECUTIVE SUMMARY
General Government asset performance is expected to decline if recent spending levels are
sustained. Additional spending will be required on administrative facilities in the medium to
long-term to maintain the current performance of these assets.
Community Services and Culture asset performance is expected to decline if recent spending
levels are sustained. Additional spending will be required on recreation and culture facilities in
the medium to long-term to maintain the current performance of these assets.
Transportation Services asset performance is expected to remain stable if recent spending levels
are sustained. The exception is the airport infrastructure assets which may require additional
spending in the long term to maintain performance.
Protective Services asset performance is expected to remain stable if recent spending levels are
sustained.
Environmental Services asset performance is generally expected to remain stable in the short to
medium term if recent spending levels are sustained. The exception is related to the spending
on water treatment facilities, particularly the Little Tub Treatment Plant, where spending
increases are required in order to maintain asset performance.
Financial Strategy
The analysis demonstrates a funding gap in two asset groups:
1. A funding gap of approximately $100,000 per year has been identified in the water
facilities to complete the required projects to achieve asset performance expectations.
This is largely attributed to the investments required at the Little Tub WTP which
exceed recent spending levels. A broader water servicing master plan is required to
understand the long term expectations of this facility.
2. A funding gap of approximately $165,000 per year has been identified in the in the
facilities asset group. A broader facility master plan is required to understand the long
term expectations of each facility in order to priorities short and medium term
investment.
The financial strategy to address the funding shortfalls is dependent on the outcome of other
infrastructure planning activities. There is the potential that some infrastructure investments
could be funded through Development Charges. This highlights the importance of establishing
the long term expectations of NBP's infrastructure assets through preparing master plans or
equivalent strategic documents that will provide direction for future AMP updates.
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EXECUTIVE SUMMARY
Pathway Forward
This Asset Management Plan is a living document that is the tactical output of a corporate
management system. It should be updated on a periodic basis to reflect new information or
changing organizational goals. The following points provide a roadmap to enhance asset
management planning processes:
1. Continue to update the inventory of infrastructure assets.
2. Continue to monitor asset-centric performance indicator data that is available to
measure the current performance of assets and asset networks.
3. Continue to connect spending to specific assets (or asset networks). This includes the
preparation of short to medium term capital plans for each asset group similar to what is
prepared for the water and wastewater infrastructure systems.
4. Continue to engage the community to understand their perspective on the performance
of assets and asset networks (i.e. how well do the assets fulfill their expectations).
5. Complete appropriate infrastructure planning and financing studies, such as an Official
Plan, Master Servicing Plans (transportation, water/wastewater, recreation/parks),
Development Charges Study and water/wastewater rate study.
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TABLE OF CONTENTS
Table of Contents
1 INTRODUCTION ................................................................................................................... 2
1.1 Overview .......................................................................................................................................... 2
1.2 Asset Management and Municipal Infrastructure ........................................................................... 2
1.3 Supporting Infrastructure-Related Investment Decisions ............................................................... 3
1.4 Provincial Asset Management Planning Requirements ................................................................... 4
1.5 AMP Development Approach .......................................................................................................... 4
1.6 Updating the Asset Management Plan ............................................................................................ 6
1.7 Asset Management Plan Scope ....................................................................................................... 6
1.8 Growth Planning .............................................................................................................................. 6
2 OVERVIEW OF ASSET PORTFOLIO ........................................................................................ 7
3 ASSET PERFORMANCE (LEVELS OF SERVICE) ........................................................................ 9
3.1 Approach to Levels of Service .......................................................................................................... 9
3.2 Managing Asset Performance .......................................................................................................... 9
3.3 Asset Performance Results ............................................................................................................ 10
4 Asset Lifecycle Management ............................................................................................. 12
4.1 Asset Lifecycle Activities ................................................................................................................ 12
4.2 Planned Expenditures .................................................................................................................... 13
4.3 Forecasted Performance Profile base on Planned Expenditures .................................................. 13
4.4 Required Expenditures to Maintain Current Performance ............................................................ 15
4.5 Risk Management .......................................................................................................................... 17
4.6 Managing Climate Change ............................................................................................................. 17
5 FINANCING STRATEGY ....................................................................................................... 18
5.1 Introduction ................................................................................................................................... 18
5.2 Financial Overview ......................................................................................................................... 18
5.3 Current Financial Strategies ........................................................................................................... 18
5.4 Infrastructure Funding Shortfall Summary .................................................................................... 19
5.5 Financial Strategy Options ............................................................................................................. 19
6 Discussion and Next Steps ................................................................................................. 20
6.1 Trending Performance ................................................................................................................... 20
6.2 Roadmap for Enhancing Asset Management Processes ................................................................ 21
Appendix A - Asset Performance Measurement Tables
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1 INTRODUCTION
1.1 Overview
The Ontario Clean Water Agency (OCWA) was retained by the Municipality of Northern Bruce
Peninsula (NBP) to prepare an Asset Management Plan (AMP). This AMP is a living document
for municipal staff to use during decision-making processes, including the annual budgeting
process and grant applications for infrastructure funding. Note that the AMP is the tactical
output of a corporate management system which is described further in Subsection 1.5.
The approach to develop this AMP aligns with the new landscape of Asset Management (AM) in
Ontario. This approach:
1. Ensures compliance with the Provincial AM regulation; and
2. Develops the processes to understand the relationship between infrastructure
expenditures and asset performance (i.e. the level of service an asset or asset system
provides).
1.2 Asset Management and Municipal Infrastructure
Municipalities in Canada began using the term Asset Management to refer to longer term
infrastructure renewal planning around the turn of the 21st century. Early AM efforts focused on
answering basic questions related to the inventory and valuation of all tangible capital assets (i.e.
fixed infrastructure or equipment assets that are amortized over a period of more than one year).
Attention was then turned to determining the future spending needs to ensure the services
provided by infrastructure assets can be sustained over the long term.
The traditional approach to forecasting the spending needs uses age-based calculations to identify
the year and cost of the asset renewal (rehabilitation or replacement) activities. While helpful to
some degree by attempting to quantify the infrastructure spending needs in a municipality, this
approach failed to gain traction in municipal organizations across Ontario. The lack of traction
was a result of:
1. Municipal Councils being presented with insurmountable funding needs and operational
challenges to raise revenue and expand their organization's ability to deliver significantly
larger infrastructure renewal programs; and
2. A recognition that the age-based approach to forecasting spending needs did not capture
all of the real corporate decision-making factors that go into deciding when, why and how
to spend money on infrastructure assets.
Few municipalities accepted the results of the age-based approach verbatim, instead defaulting
to the historic approach to AM which focused on understanding the community's infrastructure
priorities and allocating scarce resources accordingly.
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The new landscape of AM strives to align with this historic approach to AM - while also aligning
with the international AM standard (ISO 55 000) - which defines AM as the process to "realize
value from assets in the achievement of [the community's] organizational objectives1."
The processes necessary to support this approach is to forecast planned infrastructure-related
spending against the performance of assets. ISO 55000 defines asset performance as "the ability
of an asset to fulfill the organization's objectives or requirements". The performance of an asset,
therefore, is directly related to the level of service it provides - an asset with good performance
is one which is meeting the expectations of the community (i.e. providing an appropriate level of
service). Conversely, an asset with poor performance is one which is not meeting expectations
(i.e. not providing an appropriate level of service).
It should be emphasized that the community's performance expectation (i.e. level of service)
balances costs and affordability and is therefore unique to each community based on its
infrastructure inventory, financial status and community/corporate priorities.
1.3 Supporting Infrastructure-Related Investment Decisions
AM processes will enable NBP to balance performance (level of service) expectations of
constituents/stakeholders with financial affordability. A corporate asset management system
achieves this through two mechanisms.
First, establishing the processes to create a 'cost to level of service' relationship that forecasts
expected changes in asset performance over a future planning horizon. The forecasts are enabled
by applying appropriate logic to the best available asset and financial information to predict the
deterioration of asset performance over time against the improvement in asset performance
caused by infrastructure spending. These processes help to set overall spending levels by asset
type.
Second, establishing a living management system that is used to prioritize the allocation of money
to specific asset/projects. This is accomplished through the process to update the current
performance of each asset on a periodic basis, and the ability to develop short to medium term
(i.e. next 5 years) spending plans that are targeted at the assets that are performing most below
the community's expectations. This process implicitly captures criticality or consequence of service
disruption considerations because the performance expectations of a more critical asset will be
greater than that for a less critical asset.
These two mechanisms will help Northern Bruce Peninsula understand the service areas where
current spending levels are not adequate to maintain current asset performance (levels of service).
The municipality can then use this understanding to prioritize:
1. The allocation of current funds between and within asset groups; and
2. The allocation of net new funding to assets or asset groups.
1 ISO 55000:2014 (E) Asset Management - Overview, Principles and Terminology.
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1.4 Provincial Asset Management Planning Requirements
The Province of Ontario developed Regulation 588/17 under the Infrastructure for Jobs and
Prosperity Act (2015). The following points summarize the requirements of O.Reg. 588/17:
An AM policy is required to articulate specific principles and commitments that will guide
decisions around when, why and how money is spent on infrastructure assets. The Policy
was required by July 1, 2019. Northern Bruce Peninsula successfully adopted their AM
Policy in 2019.
By July 1, 2021 the AMP will be required to document the current levels of service and the
costs to sustain the current levels of service provided by the water, wastewater,
stormwater, road and bridges infrastructure systems (i.e. 'core' assets per O.Reg. 588/17).
By July 1, 2023 the AMP will be required to document the current levels of service and the
costs to sustain the current levels of service provided by all infrastructure systems in the
Town.
By July 1, 2024 the AMP will be required to document the current levels of service, the
costs to sustain the current levels of service, the proposed levels of service, the costs to
achieve the proposed levels of service, and the financial strategy to fund the expenditures
necessary to achieve the desired levels of service for all infrastructure systems.
1.5 AMP Development Approach
The approach to develop this AMP has been guided by OCWA's Asset Stewardship Quality
Management System (ASQMS) Framework, provided in Error! Reference source not found.. The
ASQMS Framework shows how technical asset lifecycle strategies are connected to community
priorities to develop optimized asset stewardship plans that balance service levels and costs. Note
that an AMP is a tactical output of the ASQMS.
The ASQMS has also been developed to align with the Provincial Building Together - Guide for
Municipal Asset Management Plans that was published by the Ontario government in 2012, Ontario
Regulation 588/17 Asset Management Planning for Municipal Infrastructure, and ISO 55000. It should
be noted that O.Reg. 588/17 has some new/different requirements for the content of an AMP, and
therefore the content in the enclosed AMP may not explicitly match the 2012 Guide. All amounts
presented in this are 2020 Canadian dollars.
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Figure 1: ASQMS Framework.
The development of this AMP leverages the best available asset and financial information, staff
input, subject matter expert professional judgement, and AM best practices, to complete the
following steps:
1. Develop a complete listing of infrastructure assets to be included in the AMP, including
attributes such as size/material/type, useful life, age, and current valuation. Current
valuations were updated to 2020 dollars, where required, using applicable inflationary
indices.
2. Assess current performance (level of service) of the assets based on existing information.
This is based on the professional judgement of subject matter experts through
interpretation of quantitative and qualitative performance indicators.
3. Prepare an asset management strategy (i.e. long-term spending levels, short term
prioritized spending plan) that maintains the current performance distribution of the
Municipality's infrastructure assets.
4. Determine a financing strategy to support the asset management strategy, establishing
how the expenditure plan to maintain asset performance will be funded.
5. Prepare an Asset Management Plan report.
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1.6 Updating the Asset Management Plan
The AMP should be updated on a periodic basis to reflect the latest asset and financial
information, as well as to respond to evolving asset performance (level of service) expectations in
the community. This can be accomplished annually in conjunction with the budget processes, or
more frequently if required to support funding applications.
1.7 Asset Management Plan Scope
This AMP includes all infrastructure assets owned by the Northern Bruce Peninsula. All assets
were grouped into defined hierarchies based on the service that they provide to the community.
Five (5) service categories and fifteen (15) asset groups were established through consultation
with the Municipality. Assets in each service category were then also sub-divided into more
granular hierarchies to support practical decision-making considerations. The first two levels of
the asset hierarchy are provided in Figure 2.
Figure 2: Asset Hierarchy
1.8 Growth Planning
Northern Bruce Peninsula is in the midst of refreshing their strategic planning processes. This
may include the preparation of a growth forecast, Official plan, Development Charges
Background Study, Water and Wastewater Master Servicing Plan, or Strategic Plan. These plans
will help to plan for the type of growth that will align with the community's vision. This
information will be incorporate into future updates of this AMP.
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2 OVERVIEW OF ASSET PORTFOLIO
Northern Bruce Peninsula has an infrastructure portfolio with an estimated replacement value
of approximately $75 million. The breakdown is provided in Figure 4. It is noted that actual
costing values are subject to market forces at the time of infrastructure construction or
improvement activity. Values are based on historical averages and industry standards.
Figure 3: Distribution of Asset Replacement Value by Service Area and Asset Group.
The asset inventory was combined with a review of all available asset and financial information
to establish the current performance of individual underlying assets that support each service
area. This information is collected from a variety of sources, ranging from sophisticated
technologies to collect road condition data to visual observations from qualified professionals.
The review of information is used to establish the current performance of each asset as defined in
Table 1 below.
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Table 1: Asset Performance Rating Descriptions
Performance Category
Description
Very Good and Good
Asset performance meets or exceeds its objectives/requirements.
Fair/Poor
Asset performance is nearing the point where it will not meet its
objectives/requirements.
Very Poor
Asset performance is not meeting its objectives/requirements.
The current performance profiles of the five service areas are provided in Figure 4. It is apparent
that the all service areas have assets in the very poor performance category. This indicates that
spending is required on these assets in the short to medium term to restore them to the good
performance category. It is also apparent that there are assets are in the very good or good
performance categories, demonstrating the impact of past rehabilitation or replacement projects.
The performance rating of each asset will be updated on a continual basis to reflect new asset
data and changing objectives/requirements.
Figure 4: Current Asset Performance by Service Area.
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3 ASSET PERFORMANCE (LEVELS OF SERVICE)
As described in Section 1, the new landscape of AM that aligns with ISO 55000 defines asset
performance as the ability for an asset to fulfill its objectives or requirements. This means that
the performance of an asset is directly proportional to the level of service it provides. Levels of
service are also at the core of O.Reg. 588/17 which requires municipalities to understand the cost
to achieve higher or lower levels of service.
3.1 Approach to Levels of Service
The approach to developing levels of service aligns with international best practices while also
remaining consistent with the requirement of O.Reg. 588/17. The ASQMS aligns technical
performance indicators to community values/corporate priorities. These technical performance
indicators are then combined with the professional judgement of staff to establish the
performance category of each asset.
Over time, NBP will leverage more data-driven performance indicators to understand how well
assets are performing. However, it should be emphasized that the professional judgment of staff
and external subject matter experts will always be an important lens to determine asset
performance (i.e. to establish the degree to which an asset is meeting expectations) based on the
available performance indicator data.
3.2 Managing Asset Performance
The first layer of asset performance measurement is at the Service Area level of granularity. The
following points describe the information in the Asset Performance Measurement table:
1.
A service statement that briefly describes the kind of service that is provided to the
community. For example, the water service statement is, "Efficiently providing safe,
high quality and reliable water services with adequate pressure and flow."
2.
The current performance of the assets that support the service area.
3.
The Service Attributes that cover all aspects of the service that reflect corporate or
community values. Examples of Service Attributes include:
Quality
Safe
Accessible
The Service Attributes also include statements that provide context for each term.
The second layer manages the technical indicators at the individual asset (or asset system) level
of granularity. These types of metrics generally attempt to quantify the severity and extent of an
asset's (or asset system's) deficiency. Technical subject matter experts then define the threshold
when the deficiency of an asset is not meeting its performance objectives.
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Asset performance measurement tables are provided in Appendix A.
3.3 Asset Performance Results
General Government
Although the facilities are generally meeting current expectations, it is noted that many
of the administrative facilities are nearing the point where significant investments will
be required to maintain asset performance expectations.
IT Infrastructure is generally meeting current expectations.
Community Services and Culture
Parks are generally meeting current expectations.
Recreation and Culture facilities have a large proportion of assets in the fair and poor
performance categories, meaning they are nearing the point where they will no longer
meet performance expectations.
Cemeteries are generally meeting current expectations.
Environmental Services
Water and Wastewater infrastructure assets are generally meeting expectations. No
noteworthy trends of performance indicator issues were identified. The upcoming
review of the broader water and wastewater servicing options to support future
development will be used to review asset performance expectations.
Stormwater and Waste Management assets are generally meeting current expectations.
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Transportation Services
The Road Network assets are meeting expectations. Full inventories and high quality
performance data was available for the majority of assets in the analysis.
A large proportion of Public Works facilities are in the fair or poor performance
categories, meaning they are nearing the point where they will no longer meet
performance expectations.
Parking Services asset data was not available. An asset performance review will be
beneficial for future AMP updates as the inventory is compiled.
Air Transportation are generally meeting performance expectations with the only major
deficiencies related to the runway and rotator.
The Fleet assets are generally meeting expectations, however a number of vehicles are of
an age where their rate of performance deterioration could begin to increase.
Protective Services
Protective Services facilities are generally meeting expectations. However, it is noted
that a broader servicing strategy of fire stations within the community may impact the
current performance of the existing facilities.
Fire Protection fleet were generally meeting expectations.
Fire Protection equipment had just over a quarter of assets not meeting expectations. An
asset performance review will be beneficial for future AMP updates to better understand
asset performance expectations.
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4 Asset Lifecycle Management
4.1 Asset Lifecycle Activities
An overview of typical asset lifecycle activities that are applied to public infrastructure are
provided in Table 2. Lifecycle activities by asset group are included in the Part 2 report.
Table 2 : Typical Asset Lifecyle Activities
Lifecycle Activity
Description
Examples
Operational
Actions or studies that support
service delivery
Operational activities,
routine preventative
maintenance, studies on asset
performance
(Major) Maintenance
More significant repairs or routine
replacement of small equipment
Sewer spot repairs, road
patching, meter replacement.
Rehabilitation
Significant project, typically costing
between 30% and 70% of asset
replacement value.
Structural lining of sewers,
road resurfacing, pump
rebuilds
Replacement
Significant project resulting in an
asset that meets top industry and
community expectations.
Plant refurbishment, process
area overhaul, road
reconstruction, watermain
replacement.
Disposal
Activities associated with disposing
of an asset once it has reached the
end of its useful life, or is otherwise
no longer needed by the
municipality
Salvage of equipment
New Asset
Construction or purchase of new
asset that results in net growth of
the net asset inventory
New recreation centre to
service growing community
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4.2 Planned Expenditures
NBP completes a range of lifecycle activities on infrastructure assets that support each service
area. Table 3 summarizes the recent expenditures by lifecycle activity. Table 4 provides
rehabilitation or replacement expenditures by asset group. It is expected that recent
expenditure levels will be sustained in the short to medium term.
Table 3: Infrastructure Expenditure Summary
Lifecycle Activity
2016
($000)
2017
($000)
2018
($000)
2019
($000)
2020
($000)
Average
Operational
$8,037
$8,630
$8,453
$9,127
$9,588
Maintenance
$158
$177
$162
$205
$219
$175
Rehabilitation or
Replacement
$1,719
$1,915
$3,305
$2,075
$3,644
$2,253
New Asset
$97
$91
$150
$80
$205
$105
Reserve Contribution
$54
$75
$47
$73
$73
Total
$10,010
$10,813
$12,071
$11,488
$13,656
4.3 Forecasted Performance Profile base on Planned Expenditures
The planned expenditures to rehabilitate or replace infrastructure assets are combined with the
analysis of asset information to forecast the expected change in asset performance. The forecast
logic applies industry best practices related to the expected rate of performance deterioration (i.e.
the rate of consumption of the asset performance by the community) and the improvement to
performance resulting estimated from planned expenditures.
The following conclusions are provided as informed by the analysis.
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General Government
The analysis indicates that the performance of General Government assets are expected to
decline in the future if current spending levels are sustained, specifically related to
administrative facilities. Additional funding is required in the medium to long-term to maintain
asset performance expectations. It is also noted that there are functionality concerns with the
Municipal Office related to space limitations and the lack of potable water.
Community Services and Culture
The analysis indicates that the performance of Community Services and Culture assets is
expected to decline if recent spending levels are sustained, specifically related to recreational
and culture facilities.
Although current spending levels may be sufficient to maintain performance in the short term,
additional spending will be required on recreation and culture facilities in the medium to long-
term to maintain the current performance of these assets. It is noted that many of the facilities
will require significant investment to meet evolving performance expectations such as
accessibility accommodations and changing community priorities. It is also noted that
enhanced public washroom facilities and other summer tourist infrastructure is required to
meet the community's expectations.
The expenditure analysis did not identify any recent spending on Cemetery assets. It is
assumed that this is because the assets are in the good performance category and have not
required any spending. The analysis indicates that funding may be required in the long term
(i.e. 2030 and beyond) to address assets that will have declined to the poor performance
category.
Environmental Services
The analysis indicates that the performance of Environmental Services assets is expected to
decline over the long term if recent spending levels are maintained. This is attributed to water
facilities. The average annual spending for the past 5-years on water assets has been $80,000.
The latest Capital/Major Maintenance Plan OCWA has prepared suggests that an annual spend
of $180,000 is required in the next 6-years to maintain asset performance objectives. Much of
this funding gap is related to the Little Tub water treatment plant.
It is recognized that some of the larger projects on OCWA's Major Maintenance Plan may be
dependent on the outcome of the upcoming water and wastewater master servicing plan. This
analysis will be updated on an annual basis and reflect the outcome of the servicing plan when
ready.
The analysis indicates that the performance of the stormwater and waste management asset
groups is expected to be maintained in the short to medium-term. The focus of these asset
should be to monitor the impact of the changing climate on the performance of the stormwater
infrastructure.
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Transportation Services
The analysis suggests that Transportation services assets are generally meeting the community's
expectations. Recent spending levels are appropriate to maintain asset performance.
The exception is Air Transportation assets which is expected to decline in the long term.
Additional funding may be required in the long-term.
The Water Transportation asset performance is expected to be maintained if recent spending
levels are sustained.
Protective Services
The performance for Protective Services assets is expected to remain relative stable for the short
to medium term if recent spending levels are sustained. However, the proportion of assets in
the very poor performance category is expected to increase in the long term. This suggests that
additional spending may be required in the medium-term to restore the assets to the very good
performance category. The annual spending could then resume to recent levels.
4.4 Required Expenditures to Maintain Current Performance
Table 4 provides a summary of the required expenditures to maintain the current performance
distribution of each service area or asset group. A funding gap has been identified in the water
and facilities (both Administrative and Recreation and Culture) asset groups.
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Table 4: Infrastructure Expenditure and Funding Gap Summary
Asset Category
2020 Planned Spending
Average Annual Past
Spending (2015 to 2020)
Avgerage Annual Funding to
Maintain Current Asset
Perfromance
Avgerage Annual Infrastructure
Funding Gap
General Government
Administration
65,000
$
10,833
$
35,000
$
24,167
$
IT Infrastructure
-
$
15,000
$
15,000
$
-
$
Community Services and Culture
Parks and Open Spaces
132,500
$
$ 135,464 $ 135,464 $ -
Recreation and Culture
98,994
$
$ 110,762 $ 250,000 $ 139,238
Cemeteries
-
$
$ 7,800 $ 7,800 $ -
Transportation Services
Road Network
Linear - roads, bridges and sidewalks
2,205,000
$
$ 1,286,139 $ 1,286,139 $ -
ROW Assets
342,000
$
$ 12,577 $ 12,577 $ -
Facilities
-
$
$ - $ - $ -
Fleet
342,000
$
$ 293,079 $ 293,079 $ -
Parking
-
$
$ 18,605 $ 18,605 $ -
Air Transportation
7,000
$
$ 8,726 $ 8,726 $ -
Water Transportation
132,000
$
$ 114,142 $ 114,142 $ -
Environmental Services
Water
252,275
$
$ 81,841 $ 183,000 $ 101,159
Wastewater
189,500
$
$ 47,369 $ 47,369 $ -
Stormwater
-
$
$ - $ - $ -
Waste Management
38,000
$
$ 38,241 $ 38,241 $ -
Protective Services
Fire Protection
182,000
$
$ 213,964 $ 213,964 $ -
Medical Services
-
$
$ 11,894 $ 11,894 $ -
Total:
$ 264,564
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4.5 Risk Management
The approach to managing risk in this AMP is to consider the overall criticality of each asset
related to the role it plays in providing services to the community. This is completed by
understanding the required performance of each asset based on its size, location, function, etc.
This understanding of is then used to judge when an asset is not meeting its objectives or
requirements based on the available technical performance indicators and subject matter expert
judgement. More critical assets have higher performance expectations, while less critical assets
have lower performance expectations.
4.6 Managing Climate Change
The expected impacts of climate change have been considered and included throughout the
analysis used to inform this AMP. This includes consideration of climate change when
establishing the current performance rating of an asset, forecasting the deterioration rate of an
asset, or establishing the lifecycle activities completed on an asset.
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5 FINANCING STRATEGY
5.1 Introduction
The financing strategy of an AMP sets out the approach to ensuring that the appropriate funds
are available to support the delivery of infrastructure services. The financing strategy in this
AMP reflects the 2020 financial state of Northern Bruce Peninsula.
This financing strategy starts by providing an overview of the financial situation for context prior
to discussing the options for addressing the infrastructure funding gap (if applicable) in each
service area.
5.2 Financial Overview
The revenue summary is provided in Table 5. Expenditures summaries have been previously
presented in Section 4.
Table 5: Revenue Summary
Item
2016
($000)
2017
($000)
2018
($000)
2019
($000)
2020
($000)
Taxation
$5,325
$5,484
$5,824
$6,052
$6,213
Grants in Lieu
$733
$771
$792
$917
$912
Grants
$1,508
$1,766
$2,085
$2,551
$1,825
Penalties, Interest and Investment
Income
$348
$354
$418
$455
$420
Water and Sewer Revenue
$676
$681
$685
$695
$686
Departmental Fee
$2,025
$2,589
$2,536
$2,530
$2,340
Transfer from Reserve
$369
$923
$1,311
$889
$1,594
Total
$10,985
$12,568
$13,650
$14,090
$13,990
5.3 Current Financial Strategies
The following points describe the current Financial Strategy in the Northern Bruce Peninsula:
There is an annual budget which funds all operating costs, as well as asset rehabilitation
or replacement activities.
Infrastructure is funded in a pay-as-you-go approach where rehabilitation or
replacement activities are financed using the available annual in-year funding.
Spending levels on asset rehabilitation or replacement can vary significantly each year
based on available of Provincial or Federal infrastructure grants.
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Reserves and reserve funds are used to save for and fund larger projects that cannot be
accommodated within single-year revenues from rates or grants.
The Municipality has an OSIFA loan with a remaining total balance of $693,000 as of
February 2020.
5.4 Infrastructure Funding Shortfall Summary
The technical analysis demonstrates that the current planned spending levels are appropriate to
maintain the current performance for most assets. An infrastructure funding shortfall of
$100,000 per year has been identified for the water system and a shortfall of $165,000 per year
has been identified for facilities assets as shown in Table 5.
5.5 Financial Strategy Options
The first strategy to address the infrastructure funding shortfall is to examine the tradeoffs
between the allocation of current funds between and within asset group. The analysis enabled
by the asset management planning processes, used to develop this AMP, can be used to analyze
the expected impact of transferring spending from one asset group to another.
The analysis did not identify any opportunities to reduce expenditures on other assets to address
the funding gap (i.e. no asset groups are currently over-funded).
The next strategy to address the infrastructure funding shortfall is to increase overall net
spending to improve the performance of assets. There are several options to consider:
1. Continue to seek funding from the Provincial or Federal government to fund
infrastructure.
2. Draw from available reserves. The use of reserves is appropriate to fund large projects
where spending is increased for a short time period, after which spending will return to
baseline levels.
3. Investigate Development Charges (DC's) to finance infrastructure required to service
new growth. This involves the completion of a DC background study and the passing of
a municipal bylaw to charge a per-lot fee to fund growth related infrastructure projects.
4. Consider modest above-baseline revenue increases to fund the infrastructure funding
shortfall.
A property tax increase of approximately 3% (above baseline inflationary
increases) would be required to fund the facilities funding shortfall.
A water and wastewater rate study would be appropriate to complete when the
Master Plan for the water and wastewater systems has been completed to set the
appropriate rate to address the water funding gap.
5. Adjust asset performance expectations. The funding shortfall may be reduced by
revisiting stakeholder objectives against affordability/willingness to pay.
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6 Discussion and Next Steps
This AMP represents the tactical output of a corporate management system. The corporate
management system is the series of interconnected processes that work together to realize value
from assets. The process in the management system are centred around an asset performance to
asset spending relationship.
This AMP has been developed using the best available asset and financial information that
support decision-making processes related to spending on infrastructure assets. The AMP is a
living document that should be updated on a periodic basis to reflect new information and
changing community priorities.
6.1 Trending Performance
Northern Bruce Peninsula must establish proposed asset performance by July 1, 2024 to comply
with regulatory requirements. There is also a regulatory requirement to provide annual updates
on the progress of the AMP. The practical steps to complete these activities are as follows:
1. Each year, the asset inventory is updated with the best available asset data. This ensures
that assets are added/removed as appropriate and any new technical performance
indicator data is used to adjust the performance rating of assets.
2. Each year, the Performance Measurement and Technical Performance Indicator tables
are updated with the best available information.
3. Each year, the spending analysis is updated to understand what assets money was spent
on, and to connect planned spending to assets or asset networks.
These three steps will be used to update the forecast of changing asset performance versus
spending levels. Over time, Northern Bruce Peninsula will see connections between the
changing asset performance, annual spending levels, and the values of the various technical
indicators. This will help to confidently establish proposed asset performance values before the
July 1, 2024 regulatory deadline. This annual update process will also help to calibrate the
performance forecasts by providing greater insight into how changing spending levels have
impacted the known asset performance distributions.
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6.2 Roadmap for Enhancing Asset Management Processes
The following points provide a roadmap to enhance asset management planning processes:
1. Continue to update the inventory of infrastructure assets to address the data gaps
parking and stormwater asset inventories, as well as capturing ongoing changes to the
asset portfolios.
2. Continue to strengthen the quality of asset-centric performance indicator data that is
available to measure the current performance of assets and asset networks.
3. Continue to strengthen the connection between actual or planned spending and specific
assets (or asset networks). This will provide greater line of sight from the current or
planned spending and the resulting performance improvement in an asset or asset
network. A multi-year capital plan can be used to achieve this, recognizing that asset
performance could change suddenly.
4. Engage the community to understand their current perspective on the performance of
assets and asset networks. The service attributes for each service area are the best way
to frame this engagement - for example, if a member of the public suggests that a road,
(or all roads) are not meeting their expectations, then the service attributes can be used
to further investigate if it is due to quality or safety concerns with the asset.
5. Strategic plans such as the Official Plan, and infrastructure master servicing plans (i.e.
transportation, water and wastewater, facilities, parks), and DC Background Studies are
used to set asset performance expectations. As they are completed, these projects will
provide the opportunity for Northern Bruce Peninsula to confirm asset performance
expectations.
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APPENDIX A
Appendix A
Asset Performance Measurement Tables
Asset Performance Measurement
Performance Measure
Value
Quality
Provide administration assets in good condition at the right design standard and IT Infrastructure assets at the
appropriate quality.
Safe
Provide safe administrative facilities and a secure IT network (firewalls, monitoring software, etc.).
Accessible
Provide administration assets that are AODA compliant and accessible IT Infrastructure.
Environmental
Stewardship
Provide administration assets that are environmentally friendly.
Reliable
Provide a water system with minimal interruptions to consumers.
Provide a wastewater and stormwater system that protects against flooding.
Safe
Provide a water system that supports community fire protection.
Operational
Provide high quality water to residents.
Environmental
Stewardship
Provide Environmental Services that have minimal impacts on the environment.
Quality
Provide Transportation assets at the appropriate condition.
Safe
Provide an operational road network that is safe for drivers, pedestrians and cyclists.
Reliable
Provide reliable vehicles and equipment for Transportation services.
Accessible
Provide accessible Transportation services.
Environmental
Stewardship
Provide Transportation services that are environmentally conscious.
Reliable
Provide the appropriate amount of Protective Services and ensure first responders are well prepared.
Responsive
Provide responsive fire, medical, hazardous material and rescue services, appropriately equipped and with fully
trained firefighters.
Quality
Provide Community Services and Culture assets in acceptable condition.
Safe
Provide safe Community Services and Culture assets.
Accessible
Provide parks, green spaces, recreation and cultural facilities within a reasonable proximity to every residential
household that are in compliance with AODA standards.
Environmental
Stewardship
Provide recreation and cultural facilities that are environmentally friendly.
Community Services and
Culture
Efficiently provide safe and high quality parks
and green spaces, as well as recreation and
cultural facilities that are accessible to
residents and support a livable community.
Percentage of Community Services and
Culture assets meeting performance
expectations
98%
Protective Services
Efficiently provide effective and reliable
Protective Services that keep the community
safe.
Percentage of Protective Services assets
meeting performance expectations
89%
Service Attribute
Service Attribute Statement
Transportation
Efficiently provide operational and accessible
road network and traffic services at the
appropriate quality that support drivers,
cyclists, and pedestrians, as well as vehicles
that are safe, reliable, fuel-efficient, and
affordable to the client.
Percentage of Transportation assets
meeting performance expectations
96%
Environmental Services
Efficiently provide safe, clean drinking water
of adequate pressure and flow with minimum
service interruptions as well as reliable
wastewater and stormwater services that are
conscious of impacts to private property and
natural environment.
Percentage of Environmental Services
assets meeting performance expectations
90%
General Government
Efficiently provide high quality, safe,
accessible, and energy efficient
Administration facilities and IT Infrastructure
for the community.
Percentage of General Government
assets meeting performance expectations
95%
Service Area
Service Statement
Current Performance
Technical Asset Performance Indicators
Relevant Service Area or Asset
Group
Performance Indicator
2017
2018
2019
Trend
Data Source
WTP & watermains
Number of boil water advisories
0
0
0
Stable
Annual Reports
WTP & watermains
Number of Adverse Water Quality Incidents
3
3
2
Stable
Annual Reports
watermains
Number of Watermain Breaks
1
0
0
Improving
Annual Reports
watermains
Number of Water Service Failures
0
0
0
Stable
Annual Reports
sanitary sewers, wastewater facilities
Taste, Odour, colour complaints
0
0
0
Stable
Annual Reports
sanitary sewers, wastewater facilities
Volume of untreated sewage discharged
0
0
0
Stable
Annual Reports
sanitary sewers, wastewater facilities
Number of Wastewater Treatment Plant Effluent
Violations
0
1
1
Stable
Annual Reports
sanitary sewers, wastewater facilities
Number of basement flooding complaints
0
0
0
Stable
Annual Reports
roads
Average Pavement Condition Index
0.81
Road Data
bridges
Average condition index
0.68
Inspection Data
culverts > 3m span
Average condition index
0.75
Inspection Data
Required O.Reg 588/17 Metrics
Performance Measure
Current Performance
Performance Measure
Current Performance
Data Source
# of lane-kilometres of arterial roads as a proportion of
square kilometres of land area of the municipality.
all roads considered local for O.Reg 588 metrics
# of lane-kilometres of collector roads and local roads as
a proportion of square kilometres of land area of the
municipality.
all roads considered local for O.Reg 588 metrics
# of lane-kilometres of local roads as a proportion of
square kilometres of land area of the municipality
54%
868 lane-km of roads, estimate 1,600 km2
1. Average pavement condition index for paved roads
81
2019 asset register analysis
2. Average surface condition (e.g. excellent, good, fair or
poor) for unpaved roads
Fair
Asset register analysis
1. User groups or areas of NBP that are connected to
the municipal water system
Most properties within the urban area of the Municipality are connected to the
municipal water system.
Percentage of properties connected to the municipal
water system
Municipal Water is provided in Lions Head and to some
Tobermory properties serviced by the Little Tub treatment
plant.
Annual Report and Systema Analysis
2. User groups or areas of NBP that have fire flow
All properties connected to the municipal water system have fire flow.
2. Percentage of properties where fire flow is available
Fire flow is available at 100% of the properties connected
to the Lions Head distribution system.
Annual Report and Systema Analysis
Number of connection-days per year where a boil water
advisory notice is in place compared to the total number
of properties connected to the municipal water system
0
Annual Report
Number of connection-days per year due to water main
breaks compared to the total number of properties
connected to the municipal water system
0
Annual Report
Scope
User groups or areas of NBP that are connected to the
municipal wastewater system
Most properties within the urban area of the Municipality are connected to the
municipal wastewater system.
Percentage of properties connected to the municipal
wastewater system
Municipal Wastewater service is provided in Tobermory.
Annual Report and Systema Analysis
1. Description of how combined sewers in the municipal
wastewater system are designed with overflow structures
in place (to prevent backups into homes by allowing
overflow during storm events)
The number of connection-days per year due to
wastewater backups compared to the total number of
properties connected to the municipal wastewater
system.
0
Annual Report
2. Description of the frequency and volume of overflows
in combined sewers in the municipal wastewater system
that occur in habitable areas or beaches
3. Description of how stormwater can get into sanitary
sewers in the municipal wastewater system, causing
sewage to overflow into streets or backup into homes
4. Description of how sanitary sewers in the municipal
wastewater system are designed to be resilient to avoid
sewage overflow into streets or backup into homes
5. Description of the effluent that is discharged from
sewage treatment plants in the municipal wastewater
system
1. Percentage of properties in municipality resilient to a
100-year storm
100%
Resilience is defined as the ability to recover to the pre-
event service level.
2. Percentage of the municipal stormwater management
system resilient to a 5-year storm
100%
Resilience is defined as the ability to recover to the pre-
event service level.
Stormwater
Management
Scope
User groups or areas of NBP that are protected from
flooding, including the extent of the protection
provided by the municipal stormwater management
system
Some urban areas protected from ROW/infrastructure flooding through urban
ditch system or underground storm collection, some with defined outlets. Most
rural areas protected from flooding through provision of municipal drains or
rural ditch systems, some with defined outlets.
Wastewater
Quality
The Municipality does not have combined sewers. Stormwater or groundwater
enters the sanitary sewers through cracks or other deficiencies in the pipes.
Some parts of the sewer systems have overflows to allow discharge into the
environment in the event that flow rates are high enough to cause basement
flooding. The sewage treatment plant cleans wastewater to within Provincial
regulated limits before being discharged.
Annual number of events where combined sewer flow in
the municipal wastewater system exceeds system
capacity compared to the total number of properties
connected to the municipal wastewater system.
N/A
no combiend sewers
The number of effluent violations per year due to
wastewater discharge compared to the total number of
properties connected to the municipal wastewater
system.
There was one effluent violation at the Tobermory Lagoon
Annual Report
Water
Scope
Quality
Description of boil water advisories and service
interruptions
Boil water advisories are made when the water is deemed to be not safe to
drink due. Service interruptions are caused by watermain breaks or other
equipment failures at water supply facilities.
Service Area
Service Attribute
Community Levels of Service (qualitative descriptions)
Technical Levels of Service (technical metrics)
Roads
Scope
Road network in the municipality and its level of
connectivity
Roads of various classifications exist through the Municipality and connect our
community.
Quality
Description of the different levels of road class pavement
condition
Municipality has gravel, surface treated and asphalt roads. Surface condition
ranges from like-new to fully distressed.
SUBMITTED BY
Ontario Clean Water Agency
920 East Avenue, LAMB Building
Mississauga, ON, L5E 1W6
Municipality of Northern
Bruce Peninsula
Asset Management Plan
Part 2 - Supplementary Analysis
Date: August 10th, 2020
Rev: V2
MUNICIPALITY OF NORTHERN BRUCE PENINSULA
ASSET MANAGEMENT PLAN
AUGUST 10, 2020
REV. V2
ISSUE AND REVISIONS RECORD
Issue and Revision Record
Rev. No. Date
Prepared by:
Reviewed by:
Approved by:
Rev. Description
V1
July 7th, 2020
Zachary Francisco, GM
BluePlan
Nick Larson, OCWA
Nick Larson, OCWA
Draft Report
V2
August 10th, 2020
Zachary Francisco, GM
BluePlan
Nick Larson, OCWA
Nick Larson, OCWA
Final Report
MUNICIPALITY OF NORTHERN BRUCE PENINSULA
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TABLE OF CONTENTS
Table of Contents
1 INTRODUCTION ................................................................................................................... 1
1.1 Structure of this Report ................................................................................................................... 1
1.2 Methodology and Outcomes ........................................................................................................... 1
2 GENERAL GOVERNMENT ..................................................................................................... 5
2.1 State of Local Infrastructure ............................................................................................................ 5
2.2 Asset Lifecycle Management Strategy ............................................................................................. 8
3 COMMUNITY SERVICES AND CULTURE .............................................................................. 12
3.1 State of Local Infrastructure .......................................................................................................... 12
3.2 Asset Lifecycle Management Strategy ........................................................................................... 15
4 TRANSPORTATION SERVICES ............................................................................................. 19
4.1 State of Local Infrastructure .......................................................................................................... 19
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TABLE OF CONTENTS
4.2 Asset Lifecycle Management Strategy ........................................................................................... 23
5 ENVIRONMENTAL SERVICES .............................................................................................. 29
5.1 State of Local Infrastructure .......................................................................................................... 29
5.2 Asset Lifecycle Management Strategy ........................................................................................... 32
6 PROTECTIVE SERVICES ....................................................................................................... 37
6.1 State of Local Infrastructure .......................................................................................................... 37
6.2 Asset Lifecycle Management Strategy ........................................................................................... 42
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1 INTRODUCTION
Part 2 of the Asset Management Plan (AMP) is supplementary to Part 1, providing greater detail
into the analysis approach and graphs/tables that give more granular insight into the current
and forecasted performance of asset networks. This section also contains all of the analysis and
content required under O. Reg. 588/17.
1.1 Structure of this Report
The first section of this Part 2 report is an overview of the analysis approach. Subsequent
sections contain the results of the analysis for each service area. Each service area has the
following sections:
1. State of Local Infrastructure
1.1. Asset Hierarchy
1.2. Replacement Costs
1.3. Age Summary
1.4. Asset Performance
1.5. Condition Assessment Approach
2. Asset Lifecycle Management Strategy
2.1. Asset Lifecycle Activities
2.2. Planned Expenditure Performance Forecasts
2.3. Proposed Expenditure Performance Forecasts
1.2 Methodology and Outcomes
1.2.1 Measuring Performance
The best available data and the professional judgement of subject matter experts was used to
measure asset performance. The available condition or performance data was converted to a
consistent scale for performance scoring analysis. Table 1 illustrates the performance scores and
associated performance categories for each asset.
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Table 1: Performance Category Scale
1.2.2 Degradation Rates
The current asset performance scores are used as starting points for the long-term analysis. The
performance is then forecasted over the next 25 years using degradation rates against the
planned spending that improves asset performance. Degradation curves were based on asset
management best practices and the professional judgement of subject matter experts.
1.2.3 Example Performance Distribution Forecast Graphs
This section provides an overview of the performance distribution forecast graphs. The
complete performance forecasts for each asset category are provided as electronic deliverables.
Figure 1 presents a typical performance distribution forecast graph. It illustrates a 25-year
forecast of the percentage of assets in very poor, poor, fair, good, and very good performance
weighted by replacement value. This graph is generated by using the asset inventories, current
known asset performance ratings, and the annual budget for replacing and rehabilitating assets.
When an asset is replaced (or rehabilitated) its performance is reset to very good and the cost of
the activity is subtracted from the available annual budget. This is repeated until the annual
budget is fully consumed, and then repeated for future years. The forecasted performance of
the network can then be compared against the current performance distribution to understand
if the annual spending level is enough to achieve the desired asset performance distribution.
Performance Category
Performance Score
Very Good
0.81 to 1.00
Good
0.61 to 0.80
Fair
0.41 to 0.60
Poor
0.21 to 0.40
Very Poor
0.00 to 0.20
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Figure 1: Performance Distribution of All Infrastructure Assets
The 2019 distribution, outlined by the red box in Figure 1, illustrates the current 'state of the
infrastructure'. A traditional representation of this distribution is also illustrated in Figure 2.
Figure 2: 2019 Performance Distribution of All Infrastructure Assets
Figure 2 illustrates the performance distribution for all infrastructure assets. A graph is created
for each service area and can also be subdivided to show the performance distribution for a
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specific asset types and scenario for each service area. This is completed by using the data slicer
functionality in Microsoft Excel. An example of Environmental Services is provided in Figure 3.
Figure 3: Slicer Functionality for Annual Distribution
The slicer functionality illustrated in Figure 3 is aligned with the water main hierarchy. As
illustrated, the user can choose between desired scenarios and asset hierarchy levels. The tool
can illustrate the annual performance distribution for four levels in the asset hierarchy.
Figure 4 illustrates an example of an asset hierarchy for Environmental Services water assets
and depicts the method of generating performance distribution graphs at all levels of the asset
hierarchy.
Figure 4: Example Asset Hierarchy
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2 GENERAL GOVERNMENT
2.1 State of Local Infrastructure
2.1.1 Asset Hierarchy
Figure 5: Asset Hierarchy - General Government
2.1.2 Replacement Costs
Table 2: Replacement Costs - General Government
Service Category
Asset Group
Total Replacement Value
General Government
Administration
$1,587,291
IT Infrastructure
$76,900
2.1.3 Age Summary
The average age of General Government assets was determined to be 36 years. The distribution
of assets by age and estimated service life (ESL) remaining are provided in Error! Reference
source not found.Figure 6 and Figure 7. It should be noted that only 42% of assets had data on
installation year.
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Figure 6: Distribution of assets by age - General Government
Figure 7: Distribution of assets by age as a proportion of ESL - General Government
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2.1.4 Asset Performance
Figure 8: Asset Performance Summary - General Government
2.1.5 Performance Assessment Approach
Administration asset performance was determined through visual assessments by qualified
subject matter experts. The assessments are combined with other performance indicators
(maintenance history, facility performance data) and the professional judgment of subject
matter experts to establish the current performance.
The age and ESL were used to determine the IT Infrastructure performance.
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2.2 Asset Lifecycle Management Strategy
2.2.1 Asset Lifecycle Activities
Lifecycle Activity
Description of Activities Practiced by the Municipality
Operational
Improvements in operations as well as employee capabilities, communications
training, etc.
Coordinating efforts to optimize construction between internal projects and
external parties for Administration assets.
Monitor and track age and amount of time IT Infrastructure assets are
considered a priority for replacement.
Mitigate potential malware/cyber-attacks and ensure IT Infrastructure is
operating efficiently for individuals using it.
Maintenance
Scheduled preventative maintenance programs for most Administration assets.
Reactive maintenance as required for Administration assets.
Collect asset concerns from hardware and software assets users.
Rehabilitation
Rehabilitation of various Administration assets as appropriate and determined
through regular comprehensive condition assessments.
Implement proactive rehabilitation of IT Infrastructure software programs.
Replacement
Replacement of various Administration assets as appropriate and determined
through regular comprehensive condition assessments.
Replacement of IT Infrastructure assets at the end of useful life or unexpected
event occurs.
Software and Applications that no longer receive support would be replaced
with new software.
Disposal
Appropriate and proper disposal occur when assets are replaced or renewed.
Growth/Service
Improvement
New assets are identified through various growth planning activities.
Consultation with public and users of Administration would determine service
improvement needs.
IT Infrastructure needs to service growth is considered on an ongoing basis.
The risks associated with these lifecycle management activities are related to the timing and
type of expenditure and the impact on the current and forecasted performance of assets.
Northern Bruce Peninsula strives to complete the optimal lifecycle activity at the optimal time
to maximize the performance of the asset groups at the lowest lifecycle cost.
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2.2.2 Planned Expenditures Performance Forecasts
2.2.2.1
Administration
Figure 9: Planned Expenditure Performance Forecast - General Government, Administration
2.2.2.2
IT Infrastructure
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Figure 10: Planned Expenditure Performance Forecast - General Government, IT Infrastructure
2.2.3 Proposed Expenditures Performance Forecasts
2.2.3.1
Administration
An additional expenditure of $25,000 annually was determined to maintain performance over time
(Figure 11).
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Figure 11: Proposed Expenditure Performance Forecast - General Government, Administration
2.2.3.2
IT Infrastructure
It was assumed that the IT infrastructure is fully funded through the operating budget and therefore
required no additional expenditures to maintain performance over time.
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3 COMMUNITY SERVICES AND CULTURE
3.1 State of Local Infrastructure
3.1.1 Asset Hierarchy
Figure 12: Asset Hierarchy - Community Services and Culture
3.1.2 Replacement Cost
Table 3: Replacement Cost - Community Services and Culture
Service Category
Asset Group
Total Replacement Value
Community Services and Culture
Parks and Open Spaces
$2,602,500
Recreation and Culture
$8,305,615
Cemeteries
$241,625
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3.1.3 Age Summary
The average age of Community Services and Culture assets was determined to be 29 years. The
distribution of assets by age and ESL remaining are provided in Figure 13 and Figure 14. It
should be noted that 76% of assets had data on installation year.
Figure 13: Distribution of Assets by Age - Community Services and Culture
Figure 14: Distribution of assets by age as a proportion of ESL - Community Services and Culture
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3.1.4 Asset Performance
Figure 15: Asset Performance Summary - Community Services and Culture
3.1.5 Performance Assessment Approach
The performance of road parks, open spaces, recreation and culture assets were determined
through visual assessments by qualified subject matter experts. The assessments are combined
with other performance indicators (maintenance history, facility performance data) and the
professional judgment of subject matter experts to establish the current performance.
The age and ESL were used to approximate fleet performance.
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3.2 Asset Lifecycle Management Strategy
3.2.1 Asset Lifecycle Activities
Lifecycle Activity
Description of Activities Practiced by the Municipality
Operational
Encouragement of conservation of Parks/Recreation and Culture
associated infrastructures assets through policy, procedures, public
outreach, etc.
Continue researching and implementing Parks/Recreation and Culture
infrastructure in conformance with Provincial, Federal and Municipal
policies.
Maintenance
Scheduled preventative maintenance programs for most assets
Reactive maintenance as required
Rehabilitation
Rehabilitation of various assets as appropriate and determined through
regular comprehensive condition assessments.
Replacement
Replacement of various assets as appropriate and determined through
regular comprehensive condition assessments.
Disposal
Appropriate and proper disposal occur when assets are replaced or
renewed.
Growth/Service
Improvement
New assets are identified through the Parks and Recreation Master Plan
The risks associated with these lifecycle management activities are related to the timing and
type of expenditure and the impact on the current and forecasted performance of assets.
Northern Bruce Peninsula strives to complete the optimal lifecycle activity at the optimal time
to maximize the performance of the asset groups at the lowest lifecycle cost.
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3.2.2 Planned Expenditure Performance Forecasts
3.2.2.1
Parks and Open Spaces
Figure 16: Planned Expenditure Performance Forecast - Community Services and Culture, Parks and Open Spaces
3.2.2.2
Recreation and Culture
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Figure 17: Planned Expenditure Performance Forecast - Community Services and Culture, Recreation and Culture
3.2.2.3
Cemeteries
Figure 18: Planned Expenditure Performance Forecast - Community Services and Culture, Cemeteries
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3.2.3 Proposed Expenditure Performance Forecasts
3.2.3.1
Cemeteries, Parks and Open Spaces
The cemeteries, park and open spaces performance is maintained over time and therefore suggest no
need for additional expenditures.
3.2.3.2
Recreation and Culture
Additional annual expenditures of $140,000 was determined to maintain performance over time (Figure
19).
Figure 19: Proposed Expenditure Performance Forecast - Community Services and Culture, Recreation and
Culture
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4 TRANSPORTATION SERVICES
4.1 State of Local Infrastructure
4.1.1 Asset Hierarchy
Figure 20: Asset Hierarchy - Transportation
Figure 21: Asset Hierarchy - Transportation, Road Network
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4.1.2 Replacement Cost
Table 4: Replacement Cost - Transportation
Service Category
Asset Group
Total Replacement Value
Transportation Services
Road Network
$33,488,055
Parking Services
$0
Air Transportation
$805,000
Water Transportation
$1,248,937
It should be noted that no inventory for parking services was available.
4.1.3 Age Summary
The average age of Transportation assets was determined to be 14 years. The distribution of
assets by age and ESL remaining are provided in Figure 22 and 23. It should be noted that only
11% of assets had data on installation year.
Figure 22: Distribution of assets by Age - Transportation Services
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Figure 23: Distribution of assets by age as a proportion of ESL - Transportation Services
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4.1.4 Asset Performance
Figure 24: Asset Performance Summary - Transportation
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4.1.5 Performance Assessment Approach
The performance of roads was determined through laser scanning of the road surface to
establish a pavement quality index score.
The performance of sidewalks was determined through visual assessments by qualified subject
matter experts to identify deficiencies.
The performance of street signs is determined through automated camera inspections.
Age and ESL were used to approximate the performance of fleet assets.
The performance of road network, air transportation and water transportation assets were
determined through visual assessments by qualified subject matter experts. The assessments
are combined with other performance indicators (maintenance history, facility performance
data) and the professional judgment of subject matter experts to establish the current
performance.
4.2 Asset Lifecycle Management Strategy
4.2.1 Asset Lifecycle Activities
Lifecycle Activity
Description of Activities Practiced by the Municipality
Operational
Load restrictions are used to reduce wear on some roads
Improvements in operations as well as employee capabilities,
communications training, etc.
Maintenance
Routine maintenance such as street sweeping, pothole patching, utility
cut repairs, sidewalk levelling, etc. as well as snow and ice removal.
Carrying out regular fleet preventive maintenance of all vehicles, as
well as reactive maintenance for circumstances that cannot be easily
mitigated.
Maintenance of Lighting and Signals infrastructure. The nature and
frequency of re-lamping and pole maintenance are based on best
practices.
Rehabilitation
Roads rehabilitation is based on their current condition and projected
deterioration. Treatments range from patching and crack sealing, to
resurfacing, to total reconstruction.
Regular fleet preventative maintenance programs assist in determining
renewals/rehabilitations required.
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Lifecycle Activity
Description of Activities Practiced by the Municipality
Traffic assets rehabilitation is based on age and assumed life spans.
Replacement
Replacement activities are selected to minimize the lifecycle cost of
operating each asset. Roads to be replaced are listed according to
priority and constructed pending budget availability.
Assessments of fleet asset lifecycle to determine timing of replacement
that minimizes maintenance/repair work and maximize salvage value.
Traffic asset replacement is based on age and assumed life spans.
Disposal
Roadway disposals are infrequent and generally related to rerouting.
Fleet can be sold through auctions/resale market.
Traffic asset disposal at end of useful life.
Growth/Service
Improvement
May include technologies such as pavement material alternatives and
new and improved materials and pavement design processes.
Extended warranties and service agreements as well as improved
procurement practices to acquire higher quality assets with longer life
cycles.
Expansions to the transportation systems are identified through
technical analysis as part of servicing plans complete to service new
development.
The risks associated with these lifecycle management activities are related to the timing and
type of expenditure and the impact on the current and forecasted performance of assets.
Northern Bruce Peninsula strives to complete the optimal lifecycle activity at the optimal time
to maximize the performance of the asset groups at the lowest lifecycle cost.
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4.2.2 Planned Expenditure Performance Forecasts
4.2.2.1
Road Network - Linear
Figure 25: Planned Expenditure Performance Forecast - Transportation, Road Network, Linear
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4.2.2.2
Road Network - ROW Assets
Figure 26: Planned Expenditure Performance Forecast - Transportation, Road Network, ROW Assets
4.2.2.3
Road Network - Facilities
Figure 27: Planned Expenditure Performance Forecast - Transportation, Road Network, Facilities
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4.2.2.4
Road Network - Fleet
Figure 28: Planned Expenditure Performance Forecast - Transportation, Road Network, Fleet
4.2.2.5
Air Transportation
Figure 29: Planned Expenditure Performance Forecast - Transportation, Road Network, Air Transportation
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4.2.2.6
Water Transportation
Figure 30: Planned Expenditure Performance Forecast - Transportation, Road Network, Water Transportation
4.2.3 Proposed Expenditure Performance Forecasts
The road network and water transportation performance are maintained over time and therefore suggest
no need for additional expenditures.
Air transportation assets appear to decline in the long term and may suggest future expenditure gap.
Staff should monitor asset performance over the short to medium-term.
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5 ENVIRONMENTAL SERVICES
5.1 State of Local Infrastructure
5.1.1 Asset Hierarchy
Figure 31: Asset Hierarchy - Environmental Services
5.1.2 Replacement Costs
Table 5: Replacement Costs - Environmental Services
Service Category
Asset Group
Total Replacement Value
Environmental Services
Water
$15,016,169
Wastewater
$5,266,234
Stormwater
$1,173,575
Waste Management
$296,000
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5.1.3 Age Summary
The average age of Environmental Services assets was determined to be 18 years. The
distribution of assets by age and ESL remaining are provided in Figure 32 and 33. It should be
noted that 84% of assets had data on installation year.
Figure 32: Distribution of Assets by Age - Environmental Services
Figure 33: Distribution of assets by age as a proportion of ESL - Environmental Services
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5.1.4 Asset Performance
Figure 34: Asset Performance Summary - Environmental Services
5.1.5 Performance Assessment Approach
The condition of water and wastewater facilities are determined through visual assessments by
qualified subject matter experts. The assessments are combined with other performance
indicators (maintenance history, facility performance data) and the professional judgment of
subject matter experts to establish the current performance of the assets.
The condition performance data for water linear, wastewater linear, stormwater linear and
waste management assets was not available. Therefore, assets were assumed to be meeting
community expectations.
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5.2 Asset Lifecycle Management Strategy
5.2.1 Asset Lifecycle Activities
Lifecycle Activity
Description of Activities Practiced by the Municipality
Operational
Encourage the conservation of water and energy through policies, procedures,
public outreach, etc. for Water assets.
Perform studies such as: I&I, headworks optimization and operational
efficiency for Wastewater assets.
Increase street sweeping and erosion controls for new construction to reduce
sediment loads to SWM ponds.
Maintenance
OCWA completes ongoing maintenance activities as necessary.
Capability of response in case of emergency repairs for linear and vertical
infrastructure.
Flushing and CCTV inspections of sewers as necessary.
Prepare scheduled CCTV inspections and clean out programs for catch basins,
stormwater facilities inlet/outlets cleaning, etc.
Rehabilitation
Perform rehabilitation of water assets based on the condition of assets and
facility inspection reports.
Sanitary sewer and facilities rehabilitation are based on the current condition
of the pipe and facility inspection reports.
Replacement
Perform replacement of Environmental Services assets based on the condition
of assets and facility inspection reports.
Renewal of the stormwater system may offer opportunities to improve the
flood/erosion controls.
Disposal
Watermains are either removed during construction or are disconnected and
abandoned in place depending on the construction circumstances.
Abandoned mains are capped and/or grouted to protect other infrastructure.
Equipment in facilities is removed and disposed or inventoried as spare parts.
Equipment disposed or inventoried as spare parts and pipes removed, usually
no cost recovery.
Growth/Service
Improvement
New or larger assets are identified through technical analysis as part of
servicing plans completed to service new development.
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The risks associated with these lifecycle management activities are related to the timing and
type of expenditure and the impact on the current and forecasted performance of assets.
Northern Bruce Peninsula strives to complete the optimal lifecycle activity at the optimal time
to maximize the performance of the asset groups at the lowest lifecycle cost.
5.2.2 Planned Expenditure Performance Forecasts
5.2.2.1
Water
Figure 35: Planned Expenditure Performance Forecast - Environmental Services, Water
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5.2.2.2
Wastewater
Figure 36: Planned Expenditure Performance Forecast - Environmental Services, Wastewater
5.2.2.3
Stormwater
Figure 37: Planned Expenditure Performance Forecast - Environmental Services, Stormwater
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5.2.2.4
Waste Management
Figure 38: Planned Expenditure Performance Forecast - Environmental Services, Waste Management
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5.2.3 Proposed Expenditure Performance Forecasts
5.2.3.1
Water
An additional expenditure of $100,000 annually was determined to maintain performance over the short-
term (Figure 39).
Figure 39: Proposed Expenditure Performance Forecast - Environmental Services, Water
5.2.3.2
Wastewater, Stormwater and Waste Management
The road network and water transportation performance are maintained over time and therefore suggest
no need for additional expenditures.
Air transportation assets appear to decline in the long term and may suggest future expenditure gap.
Staff should monitor asset performance over the short to medium-term.
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6 PROTECTIVE SERVICES
6.1 State of Local Infrastructure
6.1.1 Asset Hierarchy
Figure 40: Asset Hierarchy - Protective Services
6.1.2 Replacement Cost
Table 6: Replacement Cost - Protective Services
Service Category
Asset Group
Total Replacement Value
Protective Services
Fire Protection
$4,643,976
Medical Services
$681,985
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6.1.3 Age Summary
The average age of Protective Services assets was determined to be 16 years. The distribution of
assets by age and ESL remaining are provided in Figure 41 and 42. It should be noted that 68%
of assets had data on installation year.
Figure 41: Distribution of Assets by Age - Protective Services
Figure 42: Distribution of assets by age as a proportion of ESL - Protective Services
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6.1.4 Asset Performance
Figure 43: Asset Performance Summary - Protective Services
6.1.5 Performance Assessment Approach
The performance of facilities was determined through visual assessments by qualified subject
matter experts. The assessments are combined with other performance indicators (maintenance
history, facility performance data) and the professional judgment of subject matter experts to
establish the current performance.
The condition of fleet and equipment assets is determined by age and ESL.
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6.2 Asset Lifecycle Management Strategy
6.2.1 Asset Lifecycle Activities
Lifecycle Activity
Description of Activities Practiced by the Municipality
Operational
Fleet usage is monitored to extend service life.
Maintenance
Scheduled preventative maintenance programs for most assets.
Reactive maintenance as required.
Rehabilitation
Rehabilitation of various assets as appropriate and determined through
regular comprehensive condition assessments.
Replacement
Replacement of various assets as appropriate and determined through
regular comprehensive condition assessments.
Disposal
Appropriate and proper disposal occur when assets are replaced or
renewed.
Growth/Service
Improvement
New assets are identified through the Fire master plan.
The risks associated with these lifecycle management activities are related to the timing and
type of expenditure and the impact on the current and forecasted performance of assets.
Northern Bruce Peninsula strives to complete the optimal lifecycle activity at the optimal time
to maximize the performance of the asset groups at the lowest lifecycle cost.
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6.2.2 Planned Expenditure Performance Forecasts
6.2.2.1
Fire Protection
Figure 44: Planned Expenditure Performance Forecast - Protective Services, Fire Protection
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6.2.2.2
Medical Services
Figure 45: Planned Expenditure Performance Forecast - Protective Services, Medical Services
6.2.3 Proposed Expenditure Performance Forecasts
It was assumed that the IT infrastructure is fully funded through the operating budget and therefore
required no additional expenditures to maintain performance over time.
Asset Performance Measurement
Performance Measure
Value
Quality
Provide administration assets in good condition at the right design standard and IT Infrastructure assets at the
appropriate quality.
Safe
Provide safe administrative facilities and a secure IT network (firewalls, monitoring software, etc.).
Accessible
Provide administration assets that are AODA compliant and accessible IT Infrastructure.
Environmental
Stewardship
Provide administration assets that are environmentally friendly.
Reliable
Provide a water system with minimal interruptions to consumers.
Provide a wastewater and stormwater system that protects against flooding.
Safe
Provide a water system that supports community fire protection.
Operational
Provide high quality water to residents.
Environmental
Stewardship
Provide Environmental Services that have minimal impacts on the environment.
Quality
Provide Transportation assets at the appropriate condition.
Safe
Provide an operational road network that is safe for drivers, pedestrians and cyclists.
Reliable
Provide reliable vehicles and equipment for Transportation services.
Accessible
Provide accessible Transportation services.
Environmental
Stewardship
Provide Transportation services that are environmentally conscious.
Reliable
Provide the appropriate amount of Protective Services and ensure first responders are well prepared.
Responsive
Provide responsive fire, medical, hazardous material and rescue services, appropriately equipped and with fully
trained firefighters.
Quality
Provide Community Services and Culture assets in acceptable condition.
Safe
Provide safe Community Services and Culture assets.
Accessible
Provide parks, green spaces, recreation and cultural facilities within a reasonable proximity to every residential
household that are in compliance with AODA standards.
Environmental
Stewardship
Provide recreation and cultural facilities that are environmentally friendly.
Community Services and
Culture
Efficiently provide safe and high quality parks
and green spaces, as well as recreation and
cultural facilities that are accessible to
residents and support a livable community.
Percentage of Community Services and
Culture assets meeting performance
expectations
98%
Protective Services
Efficiently provide effective and reliable
Protective Services that keep the community
safe.
Percentage of Protective Services assets
meeting performance expectations
89%
Service Attribute
Service Attribute Statement
Transportation
Efficiently provide operational and accessible
road network and traffic services at the
appropriate quality that support drivers,
cyclists, and pedestrians, as well as vehicles
that are safe, reliable, fuel-efficient, and
affordable to the client.
Percentage of Transportation assets
meeting performance expectations
96%
Environmental Services
Efficiently provide safe, clean drinking water
of adequate pressure and flow with minimum
service interruptions as well as reliable
wastewater and stormwater services that are
conscious of impacts to private property and
natural environment.
Percentage of Environmental Services
assets meeting performance expectations
90%
General Government
Efficiently provide high quality, safe,
accessible, and energy efficient
Administration facilities and IT Infrastructure
for the community.
Percentage of General Government
assets meeting performance expectations
95%
Service Area
Service Statement
Current Performance
Technical Asset Performance Indicators
Relevant Service Area or Asset
Group
Performance Indicator
2017
2018
2019
Trend
Data Source
WTP & watermains
Number of boil water advisories
0
0
0
Stable
Annual Reports
WTP & watermains
Number of Adverse Water Quality Incidents
3
3
2
Stable
Annual Reports
watermains
Number of Watermain Breaks
1
0
0
Improving
Annual Reports
watermains
Number of Water Service Failures
0
0
0
Stable
Annual Reports
sanitary sewers, wastewater facilities
Taste, Odour, colour complaints
0
0
0
Stable
Annual Reports
sanitary sewers, wastewater facilities
Volume of untreated sewage discharged
0
0
0
Stable
Annual Reports
sanitary sewers, wastewater facilities
Number of Wastewater Treatment Plant Effluent
Violations
0
1
1
Stable
Annual Reports
sanitary sewers, wastewater facilities
Number of basement flooding complaints
0
0
0
Stable
Annual Reports
roads
Average Pavement Condition Index
0.81
Road Data
bridges
Average condition index
0.68
Inspection Data
culverts > 3m span
Average condition index
0.75
Inspection Data
Required O.Reg 588/17 Metrics
Performance Measure
Current Performance
Performance Measure
Current Performance
Data Source
# of lane-kilometres of arterial roads as a proportion of
square kilometres of land area of the municipality.
all roads considered local for O.Reg 588 metrics
# of lane-kilometres of collector roads and local roads as
a proportion of square kilometres of land area of the
municipality.
all roads considered local for O.Reg 588 metrics
# of lane-kilometres of local roads as a proportion of
square kilometres of land area of the municipality
54%
868 lane-km of roads, estimate 1,600 km2
1. Average pavement condition index for paved roads
81
2019 asset register analysis
2. Average surface condition (e.g. excellent, good, fair or
poor) for unpaved roads
Fair
Asset register analysis
1. User groups or areas of Petawawa that are connected
to the municipal water system
Most properties within the urban area of the Municipality are connected to the
municipal water system.
Percentage of properties connected to the municipal
water system
Municipal Water is provided in Lions Head and to some
Tobermory properties serviced by the Little Tub treatment
plant.
Annual Report and Systema Analysis
2. User groups or areas of Petawawa that have fire flow
All properties connected to the municipal water system have fire flow.
2. Percentage of properties where fire flow is available
Fire flow is available at 100% of the properties connected
to the Lions Head distribution system.
Annual Report and Systema Analysis
Number of connection-days per year where a boil water
advisory notice is in place compared to the total number
of properties connected to the municipal water system
0
Annual Report
Number of connection-days per year due to water main
breaks compared to the total number of properties
connected to the municipal water system
0
Annual Report
Scope
User groups or areas of Petawawa that are connected to
the municipal wastewater system
Most properties within the urban area of the Municipality are connected to the
municipal wastewater system.
Percentage of properties connected to the municipal
wastewater system
Municipal Wastewater service is provided in Tobermory.
Annual Report and Systema Analysis
1. Description of how combined sewers in the municipal
wastewater system are designed with overflow structures
in place (to prevent backups into homes by allowing
overflow during storm events)
The number of connection-days per year due to
wastewater backups compared to the total number of
properties connected to the municipal wastewater
system.
0
Annual Report
2. Description of the frequency and volume of overflows
in combined sewers in the municipal wastewater system
that occur in habitable areas or beaches
3. Description of how stormwater can get into sanitary
sewers in the municipal wastewater system, causing
sewage to overflow into streets or backup into homes
4. Description of how sanitary sewers in the municipal
wastewater system are designed to be resilient to avoid
sewage overflow into streets or backup into homes
5. Description of the effluent that is discharged from
sewage treatment plants in the municipal wastewater
system
1. Percentage of properties in municipality resilient to a
100-year storm
100%
Resilience is defined as the ability to recover to the pre-
event service level.
2. Percentage of the municipal stormwater management
system resilient to a 5-year storm
100%
Resilience is defined as the ability to recover to the pre-
event service level.
Stormwater
Management
Scope
User groups or areas of Petawawa that are protected
from flooding, including the extent of the protection
provided by the municipal stormwater management
system
Some urban areas protected from ROW/infrastructure flooding through urban
ditch system or underground storm collection, some with defined outlets. Most
rural areas protected from flooding through provision of municipal drains or
rural ditch systems, some with defined outlets.
Wastewater
Quality
The Municipality does not have combined sewers. Stormwater or groundwater
enters the sanitary sewers through cracks or other deficiencies in the pipes.
Some parts of the sewer systems have overflows to allow discharge into the
environment in the event that flow rates are high enough to cause basement
flooding. The sewage treatment plant cleans wastewater to within Provincial
regulated limits before being discharged.
Annual number of events where combined sewer flow in
the municipal wastewater system exceeds system
capacity compared to the total number of properties
connected to the municipal wastewater system.
N/A
no combiend sewers
The number of effluent violations per year due to
wastewater discharge compared to the total number of
properties connected to the municipal wastewater
system.
There was one effluent violation at the Tobermory Lagoon
Annual Report
Water
Scope
Quality
Description of boil water advisories and service
interruptions
Boil water advisories are made when the water is deemed to be not safe to
drink due. Service interruptions are caused by watermain breaks or other
equipment failures at water supply facilities.
Service Area
Service Attribute
Community Levels of Service (qualitative descriptions)
Technical Levels of Service (technical metrics)
Roads
Scope
Road network in the municipality and its level of
connectivity
Roads of various classifications exist through the Municipality and connect our
community.
Quality
Description of the different levels of road class pavement
condition
Municipality has gravel, surface treated and asphalt roads. Surface condition
ranges from like-new to fully distressed.