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City of Pembroke | Asset Management Plan | 1
Asset Management Plan
Non-Core Assets -
Buildings, Fleet, Parking Lots, Parks & Outdoor Recreation
City of Pembroke
July 1, 2024
City of Pembroke | Asset Management Plan | 2
...................................................................................................................................
Corporation of the City of Pembroke
Asset Management Plan
Created: June 2024
Last Revision: June 2024
Land Acknowledgement
4
Definitions
4
..........................................................................................................................................................
1 | Introduction
5
.........................................................................................................
1.1 Objective and Purpose of the Plan
5
................................................................
1.2 Relationship with Other City Activities and Planning Documents
7
...........
1.3 Key Stakeholders
9
.............................................................................................
1.4 Scope of the AM Plan
10
.....................................................................................
1.5 AM Plan Framework and General Methodology
10
........................................
2 | Fleet
16
.....................................................................................................................
2.1 State of Infrastructure
16
..................................................................................
2.2 Asset Age and Condition
17
...............................................................................
2.3 Current Levels of Service
18
..............................................................................
2.4 Risk Management Strategy
19
..........................................................................
2.5 Lifecycle Management Strategy
20
..................................................................
2.6 Financial Analysis
20
...........................................................................................
2.7 Monitoring and Improvement Plan
22
.............................................................
3 | Parks and Outdoor Recreation
23
........................................................................
3.1 State of Infrastructure
23
..................................................................................
3.2 Asset Age and Condition
24
...............................................................................
3.3 Current Levels of Service
26
..............................................................................
3.4 Risk Assessment
26
.............................................................................................
3.5 Lifecycle Management Strategy
27
..................................................................
|
City of Pembroke | Asset Management Plan | 3
3.6 Financial Analysis
27
...........................................................................................
3.7 Monitoring and Improvement Plan
28
.............................................................
4 | Parking Lots
29
........................................................................................................
4.1 State of Infrastructure
29
..................................................................................
4.2 Asset Age and Condition
30
...............................................................................
4.3 Current Levels of Service
32
..............................................................................
4.4 Risk Assessment
33
.............................................................................................
4.5 Lifecycle Management Strategy
34
..................................................................
4.6 Financial Analysis
34
...........................................................................................
4.7 Monitoring and Improvement Plan
35
.............................................................
5 | Buildings
36
.............................................................................................................
5.1 State of Infrastructure
36
..................................................................................
5.2 Asset Age and Condition
37
...............................................................................
5.3 Current Levels of Service
38
..............................................................................
5.4 Risk Assessment
39
.............................................................................................
5.5 Lifecycle Management Strategy
40
..................................................................
5.6 Financial Analysis
40
...........................................................................................
5.7 Monitoring and Improvement Plan
42
.............................................................
6 | Population and Growth
43
.....................................................................................
7 | Future Implementation
44
....................................................................................
Appendix A: Fleet - Vehicles
46
...........................................................................................................................
Appendix B: Fleet - Equipment
48
......................................................................................................................
Appendix C: Park Features
49
.............................................................................................................................
Appendix D: Parking Lots
50
...............................................................................................................................
Appendix E: Buildings
51
.....................................................................................................................................
City of Pembroke | Asset Management Plan | 4
Land Acknowledgement
We respectfully acknowledge that the City of Pembroke resides on the unceded traditional
territory of the Algonquin people. We thank the generations of people who have taken care of
this land for thousands of years. It is with this statement that we honour and respect the
Algonquins on whose land we reside.
Definitions
Acquisition: Acquiring a new asset to provide a new service or support a new level of service
Asset Management Plan (AMP): A plan that fulfills the Regulation requirements and helps the
municipality understand their infrastructure needs and inform infrastructure planning and
investment decisions
Consequence of Failure (CoF): The impact to the local government if the asset fails
Disposal: Costs associated with disposing an asset at the end of its useful service life
Estimated Useful Life (EUL): The period over which the City expects to use a tangible capital
asset
Levels of Service (LoS): A qualitative or quantitative description of the outputs or objectives the
municipality intends its assets to deliver
Ontario Regulation 588/17 - Asset Management Planning for Municipal Infrastructure
(Regulation): sets out the deadlines and requirements for the asset management plan
Operating and Maintenance: Regular operating and maintenance activities funded by the
operating budget to maintain an asset for its useful service life
Probability of Failure (PoF): The chance, or likelihood that the asset will fail
Renewal/Replacement: Capital activities funded by the capital budget that either renew an
asset to prolong its useful service life or replace the asset
Strategic Asset Management Policy (SAMP): A City policy that provides leadership in and
commitment to the development and implementation of the City's asset management program
Tangible Capital Assets (TCA): Assets with have a physical substance that are used on a
continuing basis and have useful lives extending beyond one year
City of Pembroke | Asset Management Plan | 5
1 | Introduction
1.1 Objective and Purpose of the Plan
An Asset Management Plan (AMP)'s objective is to meet defined levels of service in the most
cost-effective manner for both current and future residents. The key elements of infrastructure
asset management are:
- Providing defined levels of service and monitoring performance
- Managing the impact of growth through demand management and infrastructure
investment
- Taking a long-term lifecycle approach which support cost-effective strategies that meet
the defined levels of service
- Identifying, assessing, and appropriately controlling risks, and
- Linking these objectives to a long-term financial plan which identifies required, affordable
forecast costs
- Providing sufficient funding within each budget to achieve the identified goals and service
objectives.
This AMP for non-core assets which includes buildings, parks and outdoor recreation, parking
lots and fleet has been developed in compliance with Ontario Regulation 588/17: Asset
Management Planning for Municipal Infrastructure under the Infrastructure for Jobs and Prosperity
Act, 2015 (Regulation). This Regulation sets out to help improve the way municipalities plan for
their infrastructure.
This AMP, with the City's 2022 AMP for core assets including roads, water and wastewater assets,
complies with the July 1, 2024, deadline. The Regulation requirements for 2024 are listed below.
This AMP report reflects the following structure in line with the Regulation:
- State of Infrastructure - inventory of assets including replacement cost, age, condition
and method of determining condition
- Levels of Service - current Levels of Service (LoS) to indicate the assets performance level
- Lifecycle Management Strategy - lifecycle activities over the next 10yrs to maintain
current LoS and sustain an acceptable level of risk
- Financing Strategy - cost of lifecycle activities over the next 10yrs to maintain current LoS
Implementation considerations and key assumptions are included in each section of this report.
Detailed schedules on the assets included in this plan are included in the appendices. The City's
City of Pembroke | Asset Management Plan | 6
AMPs are to be considered "point-in-time" reports. This report reflects information available to
staff in early 2024. The underlying data is continually reviewed, updated and improved upon as
more information becomes available.
The approved AMPs are made available to the public through the City's website. Hard copy
reports are available upon request.
As per the Regulation, on or before July 1, 2025, the City must prepare a consolidated AMP for
both core and non-core assets that describes the level of service the municipality proposes to
provide over the next 10-years supported by a lifecycle management and financial strategy.
While this AMP communicates overall requirements to acquire, operate, maintain, and renew
non-core assets along with current overall asset conditions and possible funding gaps, the next
AMP will need to bring all asset classes into a single plan and address gaps to achieve an
appropriate balance between level of service, risk, and affordability. The upcoming AMP will
include any additional data obtained on assets and council supported levels of service, along
with lifecycle approaches and an over-arching financial strategy to achieve desired outcomes.
Future City budgets will be linked to the City's AMP.
City of Pembroke | Asset Management Plan | 7
A road map for preparing an AM Plan is shown below.
Illustration 1.1 Road Map for preparing an Asset Management Plan
Source: IPWEA, 2006, IIMM, Fig 1.5.1, p 1.11
1.2 Relationship with Other City Activities and Planning Documents
The Asset Management Plan supports the strategic priority of "a welcoming, vibrant community
which offers services and amenities that enhance sustainable and healthy lifestyles" as outlined
in the 2023-2027 Strategic Plan. This Plan aims to fulfill the second goal under the Infrastructure
and Facility renewal pillar of the Strategic Plan to "complete a comprehensive Asset
Management Plan for 2024." The development of this plan will further advance the City's vision
to maintain "overall infrastructure in good condition with no unexpected major failures." It will
also support the development of a "strong plan for each facility with definitive timelines."
ANNUAL PLAN /
BUSINESS PLAN
ITERATION
Asset data and
information systems
IMPLEMENT
IMPROVEMENT
STRATEGY
AMPLAN
REVIEW&
AUDIT
INFORMATION MANAGEMENT & DATA IMPROVEMENT
CORPORATE PLANNING
Confirm strategic objectives and establish AM policies,
strategies and goals
Define responsibilities and ownership
Decide core or advanced AM Plan
Gain organisational commitment
REVIEW/COLLATE ASSET INFORMATION
Existing information sources
Identify & describe assets
Data collection
Condition assessment
Performance monitoring
Valuation data
ESTABLISH LEVELS OF SERVICE
Establish strategic linkages
Define and adopt statements
Establish measures and ta
rgets
Consultation and engagement
LIFECYCLE MANAGEMENT STRATEGIES
Develop lifecycle strategies
Operation and maintenance plan
Decision making for renewals, acquisition & disposal
DEFINE SCOPE &
STRUCTURE OF
PLAN
RISK MANAGEMENT
Risk analysis
Risk consequence
Injury, service, environmental, financial, reputation
Climate
change
FUTURE DEMAND
Demand forecas
t and management
FINANCIAL FORECASTS
Lifecycle analysis
Financial forecast summary
Valuation & depreciation
Budget
IMPROVEMENT PLAN
Assess current/desired practices
Develop improvement plan
City of Pembroke | Asset Management Plan | 8
Illustration 1.2: City of Pembroke Strategic Plan 2023-2027
Strategy at a Glance 2023-2027
Mission
To support a w elcoming. vibrant community which offers services and amenities that enhance sustainable and healthy lifestyles.
Vision
Excellent partnerships developed and maintained with other municipalities and organizations
Overall infrastructure is in good condition (linear and facilities) with no unexpected major failures
Employees are engaged, morale is up, ret ention is not a problem, and succession plans are in place
Healthy community with plans for active living and supports for mental health
Organization is sustainable from a financial, environmental, and human perspective
Downtown is thriving and vibrant
Staff engagement.
attraction. and retention
Increase engagement
scores and create
feedback mechanism
Create succession plans
Meet 1-on-1 quarterly
Explore flexible work
policies
Create professional
development plans
Infrastructure and facility
renewal
Develop strong plan for
each facility with
definitive timelines
Complete comprehensive
asset management plan
for 2024
Make decision on regional
aquatic and wellness
fac ility
Long-term financial
planning
Develop long-term
fi nancial plan and asset
managem ent plan
Develop policies and
reserve fund a long-term
capital strategy
Develop a strategy to fund
storm water management
Develop additional
revenue streams
Develop a long-term
operating budget forecast
Development of outdoor
spaces
Develop Parks and
Recreation master plan
Develop Algonquin Trail
and !railheads
Develop active
transportation plan
Economic development
and growth
Develop business
retention and expansion
plan
Seek out and secure
incentives and grant
programs
Continue current
programs
Underlying
principles
Develop and maintain critical partnerships Remember equity, diversity, and inclusion Utilize climate lens
Asset management supports key strategic priorities identified in other City planning and policy
documents. The role of asset management is to integrate the asset-based items that will
advance other City goals. Other City plans include:
- Strategic Plan 2023-2027
- Strategic Asset Management Policy (SAMP)
- Tangible Capital Asset (TCA) Policy
- Official Plan 2016
- Development Charges Background Study 2021
- Annual City Budgets
Additional policies and plans will be incorporated into this AMP as they become available.
City of Pembroke | Asset Management Plan | 9
1.3 Key Stakeholders
Key stakeholders of the AMP, along with their roles and responsibilities, are summarized in
Table 1.3 below.
Table 1.3: Key Stakeholder Roles
Key Stakeholder
Role in Asset Management Plan
City Council
-
Represent needs of community/shareholders
-
Allocate resources to meet planning objectives in providing services while
managing risks
-
Ensure service is sustainable
-
Approve the strategic asset management policy and direction of the asset
management program through its approval of the City's asset management plan
by Resolution
-
Conduct an annual review of the City's progress in implementing the asset
management plan, identify any factors impeding implementation and develop a
strategy to address these factors; on or before July 1 in each year, starting the
year after the asset management plan is complete
-
Maintain adequate organizational capacity to support the core practices of the
asset management program
-
Prioritize effect stewardship of assets in adoption and ongoing review of policy
and asset management plan
-
Approve capital and operating budgets delivered by staff
-
Approve levels of service
Executive Lead (Treasurer)
-
Lead the development of policy/plan updates with the support of Treasury
Department staff
-
Report on asset management program progress and results
Senior City Staff
-
Development of policy and policy/plan updates
-
Provide corporate oversight to goals and directions and ensure the asset
management program aligns with the City's strategic plan
-
Ensure that adequate resources are available to implement and maintain core
asset management practices
-
Define levels of service and make recommendations to Council
-
Provide organization-wide leadership in asset management practices and
concepts
-
Maintain adequate capacity to support the core practices of the asset
management program
-
Prioritize effective stewardship of assets in adoption and ongoing review of policy
and asset management plan
-
Manage budgets based on lifecycle activities and financial management strategies
Departmental Staff
-
Utilize the new business processes and technology tools developed as part of the
asset management program
-
Participate in implementation task teams to carry-out asset management
activities
-
Implement and maintain defined capital asset levels of service
-
Track, analyze, and report on asset management program progress and results
Community
-
Engage and voice level of service expectations and concerns to Council and staff
through public engagement opportunities
-
Engage in discussions about strategic priorities and target levels of service long-
term
City of Pembroke | Asset Management Plan | 10
1.4 Scope of the AM Plan
This AMP focuses on assets within the following asset categories:
- Buildings (excluding the Water Purification Plant, the Pollution Control Centre, water
tower, sanitary sewer lift stations and the Quarry Rd. reservoir)
- Fleet (Vehicles and Equipment)
- Parking Lots
- Parks and Outdoor Recreation (excluding natural infrastructure/greenspace)
Assets are included in the AMP based on the City's Tangible Capital Asset (TCA) Policy thresholds.
As detailed below, the replacement cost of non-core assets included in this report total
$103,824,318.
Table 1.4: Non-Core Replacement Cost
Asset Class
Replacement Cost (2024)
Buildings
$80,276,067
Fleet
13,392,558
Parking Lots
4,548,097
Parks and Outdoor Recreation
5,607,596
Total
$103,824,318
1.5 AM Plan Framework and General Methodology
Asset management planning is an ongoing and long-term process that allows municipalities to
make the best possible investment decisions for their infrastructure assets. It is a living
document whose underlying data is reviewed, updated, and incorporated into each budget
cycle.
1.5.1 - State of Infrastructure
All available data was compiled to create an asset registry for each section of the AMP. Not all
assets have all the required information available. Replacement values were calculated based on
recent tenders, online research or by inflating historical costs.
1.5.2 - Age and Condition
If age information was available it is included in the age and condition section. Certain asset
categories have a condition based on age, while others have a condition based on visual
assessment and professional judgement.
City of Pembroke | Asset Management Plan | 11
1.5.3 - Levels of Service
Assets play an essential role in delivering services to City residents and other community
stakeholders. Asset Management planning links assets to Levels of Service (LoS), determining the
types and amounts of service the City intends to provide. LoS can be a legislated responsibility
set by higher levels of government or it can be determined by the City through corporate LoS set
by its strategic priorities in consultation with our community.
This can be further broken down into Community LoS which reflect community expectations,
and Technical LoS which measure actual performance.
As per the table below, assets and their accompanying LoS must be managed within a complete
LoS Framework which must integrate LoS with risk management, lifecycle activities and
associated costs.
- Risk: Assets must be managed within a risk management framework. This framework
considers the likelihood and consequences of failure to minimize the impact of known
risks on achieving established service levels.
- Lifecycle: Assets must be supported by lifecycle activities to operate, maintain, renew, and
upgrade existing assets or acquire new assets to meet growth and changing demand.
- Associated Costs: The cost of lifecycle activities must be included in their respective
operating or capital budget to ensure service levels continue to be met.
Any residual risk is based on the amount of risk Council is willing to accept as they balance user
expectations and risks with affordability. This LoS Framework is depicted graphically below.
City of Pembroke | Asset Management Plan | 12
Table 1.5.3: City of Pembroke Levels of Service Framework
For this iteration of the AMP, the City is focusing on LoS related to "Quality and Reliability" which
requires assets to be maintained in adequate condition. For some asset classes, asset "Function"
measures are also included as it relates to Health and Safety. Future iterations of the plan will
extend to other LoS measures in consultation with Council and the public.
1.5.4 - Risk Rating
A risk rating is obtained by multiplying the probability of failure (PoF) by the consequence of
failure (CoF). The probability of failure in most cases is determined by condition rating, while the
consequence of failure is based on the table below. At a minimum, assets rated in high-risk
categories should be considered as high priority items within each budget cycle. In this report,
assets identified in the higher risk categories have either been included in the 2024 budget or
will be brought forward for discussion with applicable City departments as part of the 2025
budget process.
Levels of Service Framework*
* Adapted from City of Barrie Facilities, Parks, & Outdoor Recreation Asset Management Plan (2023)
Legislated Levels of
Service
Corporate Levels
of Service
Strategic Priorities
Community
Levels of
Service
Technical
Levels of
Service
Current Risk
Lifecycle
Activities
Associated Costs
Residual
Risk
Government
laws and
regulations
Includes
O. Reg. 588/17
Asset
Management
Planning for
Municipal
Infrastructure
Quality and Reliability
Operations
Maintenance
Renewal
Upgrade
Higher level of
service from
existing asset
Expansion/
Acquisition
Addition of new
assets
Operating
Budget
Capital
Budget
Residual
risk of not
meeting
service
levels
Infrastructure
Renewal
Sustainable
service s
Services are reliable
and responsive to customers
Assets are in
adequate condition, maintained as required, and respond to customer needs.
Quality and
Reliability Risk
Function
Services meet
customer needs, while limiting health, safety, security and environmental impacts
Assets com ply with
regulations, perform intended function, are safe, secure and environmentally responsible
Function Risk
Capacity and Use
Healthy lifestyles
Environmentally
susta inable
Climate lens
Growth
Accessibility/EDI
Services have
sufficient capacity and are accessible to everyone
Assets of sufficient capacity are available, convenient and accessible
Capacity a nd Use Risk
Financial Sustainability
Long- term
financial planning
Partnerships
Services are affordable and provided at lowest cost for current and future customers
Assets are
adequately funded in both the short and long term
Affordability Risk
Funding
City of Pembroke | Asset Management Plan | 13
Table 1.5.4: Criticality Consequence of Failure Matrix
Criticality
Service Delivery
Health and Safety
Environmental
Financial
Small number of
customers experiencing
disruption/impact (less
than 1% of people or up
to a few hours
No obvious potential for
injury or affects to
health
Very negligible impact
or can be restored
within 1 week
Damage, losses
(including 3rd party) or
fines from $1K to $10K
1-Very Low
Potential for minor
injury or affects to
health of an individual.
Full recovery is
expected, or minor
medical attention may
be required
2-Low
Localized service
disruption/impact (1%
to 2.5% of people or up
to 1 day)
Minor (within 1 month)
very isolated
damage/impact to the
environment. Local
importance
Damage, losses
(including 3rd party) or
fines $10K to $100K
Potential for serious
injury or affects to
health. May affect many
individuals and/or result
in short term disability;
or hospitalization may
be required for a short
period of time
3-Moderate
Significant localized
disruption/impact (2.5%
to 10% of people or less
than 1 week)
Significant short-term
impact (up to 2
months), local
importance
Damages, losses
(including 3rd party) or
fines $100K to $1M
Potential for serious
injury or affects to
health of one or more
individuals with a
possibility of long-term
disability; or Emergency
hospitalization required
for one or more
individuals
4-High
Major service
disruption/impact (10%
to 50% of people or for
more than a week)
Significant long-term
impact (up to 1 year),
provincial importance
Damages, losses
(including 3rd party) or
fines $1M to $10M
Potential for death or
multiple deaths with
probable permanent
damage; or Emergency
and long-term
hospitalization required
for several individuals.
Wide service
disruption/impact (50%
to 100% of people or
permanent loss of
services)
Major long tern impact
(greater than 1 year),
federal importance
Damages, losses
(including 3rd party) or
fines > $10M
5-Very High
City of Pembroke | Asset Management Plan | 14
1.5.5 -Lifecycle Activities
Lifecycle activities for assets reflect a set of planned actions performed on assets to achieve LoS
targets at the lowest overall cost. These activities must be planned for and included in annual
budgets to ensure service standards are met and risks are mitigated in step with other City
objectives like environmental stewardship and other community goals. This approach ensures
overall cost effectiveness and sets a foundation for annual budgets. It also provides key
information to front-line staff on how to manage assets appropriately.
In this plan, lifecycle management activities are grouped into the following categories:
- Inspections/Assessments - defines the City's approach to assessing the performance and
determining asset maintenance, renewal, and replacement needs
- Operating and Maintenance Activities - summarizes lifecycle activities performed to
preserve asset service life funded through operating budgets
- Capital Activities - defines the City's approach to renewal or replacement activities funded
through capital budgets
- Short-Term Needs - defines the City's approach to prioritizing short term needs to
address emerging issues
- Growth - defines how the City will identify assets that could be impacted by population
growth
1.5.6 - Financial Strategy
As per the Regulation, municipal asset management plans must include a 10-year forecast of
capital and significant operating and maintenance expenditures to support the activities
identified in the lifecycle activities.
In this plan, the 10-year forecast compares the current 2024 budgeted operating and
maintenance costs and the average annual capital budget against the annual forecasted
requirements. These forecasted requirements were identified as follows:
- Buildings: Externally prepared Building Condition Assessments
- Fleet and Equipment: Estimated useful life (EUL) as per the City's Tangible Capital Asset
Policy.
- Parking Lots: Condition as assessed by staff.
- Parks and Outdoor Recreation: Condition as assessed by staff.
The comparison of the current budget to forecasted requirements reveals funding gaps which
will be addressed in the July 1, 2025, version of the AMP.
City of Pembroke | Asset Management Plan | 15
1.5.7 - Monitoring and Improvement Plan
Once the AMP for all assets is completed for the July 1, 2025, deadline, it must be reviewed at
least every 5 years to be in compliance with the Regulation.
To continue to improve the City's asset maturity along with the quality and reliability of
underlying data, each plan will specify next steps to monitor and improve known deficiencies.
Asset management maturity is explained by the Municipal Finance Officers Association of
Ontario (MFOA) according to the illustration below. The level of maturity reflects how much a
municipality has integrated good asset management practices into its daily operations as
opposed to strictly meeting its regulatory requirements.
Illustration 1.5.7: MFOA Framework - Asset Management Maturity Levels
Measurement of a municipality's asset management maturity can be required for grant
applications and is set out by the Federation of Canadian Municipalities (FCM's) Asset
Management Readiness Scale. For more information on this scale, go to Tool: Asset
management readiness scale | Federation of Canadian Municipalities (fcm.ca)
BASIC
AM planning utilized for
external pressures only
Criteria:
1. Ensure an AM process is in
place that allows the
municipality to meet all
external requirements and
pressures
INTERMEDIATE
AM planning utilized for
external pressures and some
internal benefit
Meet BASIC criteria and:
1. Work towards utilizing the
AM process for interna l
benefit
ADVANCED
AM planning utilized for both
external pressures and
internal benefit
Meet INTERMEDIATE criteria
and:
1. Utilize t he AM process fo r
internal benefit
City of Pembroke | Asset Management Plan | 16
2 | Fleet
The City owns a variety of vehicles and equipment assets that are central to the City's daily
operations. The asset hierarchy provides the framework for segmenting the City's asset portfolio
into appropriate classifications. The following hierarchy is used for fleet:
Table 2: Fleet - Hierarchy
Asset Class
Asset Category
Asset Segment
Fleet
Protection
Building/By-Law
Protection
Fire
Recreation and Culture
Parks
Recreation and Culture
Recreation
Transportation
Roads
Environmental
Wastewater
Environmental
Water
2.1 State of Infrastructure
The current replacement cost of the City's fleet is estimated at $13,392,558. In the tables below,
this replacement cost is broken down between vehicles ($12,329,173) and equipment
($1,063,385). Fleet assets utilized by the Fire Department represent the largest portion of total
replacement costs estimated at $6,088,839 with $3,500,000 being the aerial ladder truck,
followed by the Roads Department at $4,298,322. Replacement costs were determined by
previous tenders or current estimates from staff. When this was not available, historical cost
adjusted for inflation to 2024 dollars was used.
Table 2.1.1: Vehicles - Quantity and Replacement Cost
Asset Segment
Vehicles
Quantity
Replacement Cost
Building/By-Law
Light Duty Truck, Cars
3
$105,187
Fire
Aerial, Pumpers, Emergency Vehicle, Light Duty Truck
5
5,481,175
Parks
Light, Medium, & Heavy-Duty Trucks
8
603,700
Recreation
Ice Resurfacers
2
200,000
Roads
Light, Medium, and Heavy Duty Trucks, Plow Trucks, Sidewalk
Tractors, Sweeper, Loaders
22
4,288,437
Wastewater
Light and Medium Duty Trucks, Dump Truck
5
454,525
Water
Light and Medium Duty Trucks, Dump Truck, Loaders
12
1,196,149
Total
57
$12,329,173
City of Pembroke | Asset Management Plan | 17
Table 2.1.2: Equipment - Quantity and Replacement Cost
Asset Segment
Equipment
Quantity
Replacement Cost
Building/By-Law
-
-
-
Fire
Bunker Gear, SCBA, Extrication, Boat, Trailers
57
$607,664
Parks
UTVs, Mowers, Trailers, Boat
10
203,600
Recreation
-
-
-
Roads
Trailer
1
9,885
Wastewater
Jetter, Trailers
4
102,736
Water
Trailers
3
139,500
Total
75
$1,063,385
Replacement costs will be reviewed annually as part of the annual budget process.
2.2 Asset Age and Condition
Asset average useful life values are based on the City's TCA policy. Asset condition for vehicles
and equipment within the fleet category is based on the percentage of remaining service life. In
some cases, existing fleet are kept in service beyond their estimated useful life based on their
current condition. These could appear in the asset management summaries and graphs as high-
risk and/or poor condition assets and are actively monitored by staff to ensure service delivery
can still be met. Table 2.2.1 below depicts the average useful life, age, and condition of vehicles
by department.
Table 2.2.1: Vehicles - Avg EUL, Avg Age, Avg Condition
Asset Segment
Average Estimated Useful Life
(Years)
Average Age (Years)
Average Condition
Building/By-Law
10
4
2 - Good
Fire
18
10
3 - Fair
Parks
10
5
3 - Fair
Recreation
10
13
5 - Very Poor
Roads
10
8
3 - Fair
Wastewater
10
4
2 - Good
Water
10
6
3 - Fair
Graph 2.2 below depicts the overall condition of vehicles. Currently, the age/condition of vehicles
are well-balanced between the different condition categories which helps smooth funding
requirements over multiple budget years.
City of Pembroke | Asset Management Plan | 18
Graph 2.2: Vehicles - Condition
1-Very
Good
2-Good
22%
3-Fair
21%
4-Poor
21%
5-Very Poor
16%
Table 2.2.2 below depicts the average useful life, age, and condition of equipment by
department.
Table 2.2.2: Equipment - Avg EUL, Avg Age, Avg Condition
Asset Segment
Average Estimated
Useful Life (Years)
Average Age (Years)
Average Condition
Building/By-Law
-
-
-
Fire
15
8
3 - Fair
Parks
13
5
2 - Good
Recreation
-
-
-
Roads
10
4
2 - Good
Wastewater
10
11
4 - Poor
Water
10
8
2 - Good
The overall condition of equipment is not provided due to the impact of low value pooled-asset
quantities which would skew results (example: 16 sets of bunker gear).
2.3 Current Levels of Service
The City's current levels of service for the elements of Quality, Reliability and Function (Health
and Safety) are summarized in Table 2.3.
VEHICLES - CONDITION
City of Pembroke | Asset Management Plan | 19
Table 2.3: Fleet - Levels of Service
Technical Level of
Service
Service Measure
Community Level of Service
Quality and Reliability - Assets are in a
state of good repair
Vehicles have an average condition rating of fair or
better
3 - Fair (met)
Percentage of commercial fleet assets and fire
apparatus with at least one inspection in the calendar
year
Function - Health and Safety
100% (met)
2.4 Risk Management Strategy
The probability of an asset in fleet failing is based on the percentage of service life remaining.
The consequence of failure was established from staff input. Table 2.4 illustrates the asset
replacement costs by risk rating where the probability of failure (PoF) is multiplied by the
consequence of failure (CoF). High-risk assets have either been included in the 2024 budget for
replacement or will be considered for inclusion in the 2025 budget. A listing of fleet assets with
their condition and risk ratings can be found in Appendix A and B.
Table 2.4: Fleet - Replacement cost by Risk Rating (PoF x CoF)
Consequence of Failure
1
2
3
4
5
Probability of Failure
5
4
3
2
1
$205,688
$0
$208,600
$778,000
$734,000
$341,525
$120,000
$99,000
$244,600
$1,534,723
$362,050
$82,300
$293,400
$150,000
$687,500
$227,422
$239,594
$77,500
$0
$5,062,777
$248,500
$23,370
$188,700
$294,500
$1,188,809
Legend: Levels of Risk
Very Low
Low
Moderate
High
Very High
City of Pembroke | Asset Management Plan | 20
2.5 Lifecycle Management Strategy
The City's current lifecycle activities for fleet are described in Table 2.5 below.
Table 2.5: Vehicles and Equipment - Lifecycle Activities
Activity
Description
Commercial fleet assets are inspected annually as part of their CVOR renewal
requirements. Light duty vehicles are inspected semi-annually. Non-plated heavy
equipment are inspected every 300 hours.
Inspections/Assessments
Operating and Maintenance
Lifecycle Activities
The City conducts regular servicing, on-going maintenance, and as-needed repairs
on its vehicles and equipment to preserve their service life.
The City aims to replace vehicles and equipment that have reached the end of
their service life, are unable to meet certification requirements, or have increasing
repair costs.
Capital
Highest priority is given to repairing breakdowns of critical vehicles, such as fire
apparatus and snowplows, to minimize impact on public safety. Short-term
lifecycle needs are prioritized by measuring impacts on service delivery, health and
safety, and municipal liability related to the affected assets.
Short-Term Needs
Growth
Consult Development Charges Background Study to address any increase in
demand of assets.
2.6 Financial Analysis
Over the 10-year planning period, the City currently budgets $8,240,890 in Operating and
Maintenance costs, which is considered sufficient to maintain current assets.
Over the 10-year planning period, the City currently budgets and sets aside $772,389/year or
$7,723,890/10-years for fleet replacement against an estimated capital renewal requirement of
$9,406,657. This capital funding gap of $1,682,767 has been the result of significant and ongoing
inflation post-COVID and will need to be addressed quickly in future year budgets. As per the
graph below, fleet replacement over the next several years will exceed annual reserve
contributions.
City of Pembroke | Asset Management Plan | 21
Graph 2.6 below depicts the current budget for operating and capital in a bar graph against the
overall annual requirements in a line graph.
Graph 2.6: Fleet - Planned Budget vs Forecast
Currently, the City contributes annually to departmental fleet reserves based on the calculation
of current estimated replacement cost divided by the asset's useful life. In past budgets, there
has been a known funding gap in the fire fleet reserve due to the escalating replacement cost of
the aerial ladder truck for which the City has been steadily increasing its annual reserve
contribution. As per the table below, due to updated replacement pricing for all fleet, there is
now a funding gap across all department contributions to City fleet reserves.
Table 2.6: Fleet reserve contribution comparison - Forecasted Requirement vs. 2024 Budget
Asset Segment
Forecasted Reserve
Contribution
2024 Reserve Contribution
Current Annual Funding Gap
Building/By-Law
10,519
7,614
-2,905
Fire
307,463
223,000
-84,463
Parks and Recreation
100,082
59,700
-40,382
Roads
410,473
313,421
-97,052
Water/Wastewater
189,291
168,654
-20,637
Total
1,017,828
772,389
-245,439
$0.00
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
1
2
3
4
5
6
7
8
9
10
Fleet - Planned Budget vs Forecast
Acquisition
Operating/Maintenance
Renewal/Replacement
Disposal
Forecast
City of Pembroke | Asset Management Plan | 22
2.7 Monitoring and Improvement Plan
Future iterations of the fleet plan will include:
- Updated replacement costs
- The assessment of additional vehicle information including machine hours/mileage
and maintenance costs to determine if an assessed condition would be a more
accurate method to obtain condition
- Updated estimated useful life values in line with any updates to the City's TCA policies
- A comparison of Core vs. Non-Core AMP data to ensure all water and wastewater
equipment has been captured.
City of Pembroke | Asset Management Plan | 23
3 | Parks and Outdoor Recreation
The City owns and maintains various parks throughout the City with varying park features. For
the purposes of this AMP, park features that meet the City's TCA policy are included. Not
included in this AMP is the City's natural infrastructure and related land and land improvements
including any future waterfront development.
The asset hierarchy provides the framework for segmenting the City asset portfolio into
appropriate classifications. The following hierarchy is used for parks and outdoor recreation:
Table 3: Parks and Outdoor Recreation - Hierarchy
Asset Class
Asset Category
Asset Segment
Parks and Outdoor Recreation
Recreation and Culture
Parks
Given the single asset hierarchy for this segment, asset information is provided by park features.
3.1 State of Infrastructure
The park features included in this AMP have a replacement cost of approximately $5,607,596.
Table 3.1 displays the park feature, quantity, cost per unit, and total replacement cost.
Table 3.1: Parks and Outdoor Recreation - Quantity and Replacement Cost
Description
Quantity
Unit Cost
Replacement Cost
Amphitheatre
1
$216,028
$216,028
Ball Hockey - Court
1
85,000
85,000
Baseball Diamonds
4
280,000
1,120,000
Basketball - Court
3.5
85,000
297,500
Bleacher
22
3,958
87,083
Boardwalk
1 (1000ft)
181,948
181,948
Boat Docks
1 (186sqm)
271,268
271,268
Horseshoe Pits
1
126,964
126,964
Mini-Putt
1
167,153
167,153
Outdoor Rink
2
250,000
500,000
Play Structure - small
2
14,257
28,514
Play Structure - medium
3
75,000
225,000
Play Structure - large
3
110,000
330,000
Score Clock
1
24,638
24,638
Skatepark
1
205,500
205,500
Soccer Field
5
78,000
390,000
City of Pembroke | Asset Management Plan | 24
Description
Quantity
Unit Cost
Replacement Cost
Splash Pad
2
$200,000
$400,000
Sports Light
31
12,000
372,000
Tennis/Pickleball - Court
3
85,000
255,000
Kiwanis Way
1 (2.47km)
324,000
324,000
Total
$5,607,596
3.2 Asset Age and Condition
The average estimated useful life values are based on the City's TCA policy. Age data is
unavailable for park features; therefore, asset condition is based on a visual assessment
completed by the City's Parks and Recreation Department using the following matrix.
Table 3.2.1: Condition Matrix
1-Very Good
Fit for future - well maintained, good condition, new or recently rehabilitated
2-Good
Adequate for now - acceptable, generally in the mid-stage of expected service life
3-Fair
Requires attention - signs of deterioration, requires attention, some elements exhibit deficiencies
4-Poor
Increasing potential of affecting service - approaching end of service life, condition below standard,
large portion of system exhibits significant deterioration
5-Very Poor
Unfit for sustained service - near or beyond expected service life, widespread signs of advanced
deterioration, some assets may be unusable
Table 3.2.2 below depicts the average useful life, age, and condition of park features.
Table 3.2.2: Parks and Outdoor Recreation - Avg EUL, Avg Age, Avg Condition
Description
Average Estimated Useful Life (Years)
Average Age (Years)
Average Condition
Amphitheatre
20
Unavailable
2-Good
Ball Hockey - Court
15
Unavailable
2-Good
Baseball Diamonds
30
Unavailable
2-Good
Basketball - Court
15
Unavailable
3-Fair
Bleacher
20
Unavailable
1-Very Good
Boardwalk
15
Unavailable
2-Good
Boat Docks
20
Unavailable
2-Good
Horseshoe Pits
40
Unavailable
3-Fair
Mini-Putt
15
Unavailable
2-Good
City of Pembroke | Asset Management Plan | 25
Description
Average Estimated Useful Life (Years)
Average Age (Years)
Average Condition
Outdoor Rink
25
Unavailable
2-Good
Play Structure - small
20
Unavailable
2-Good
Play Structure - medium
20
Unavailable
3-Fair
Play Structure - large
20
Unavailable
2-Good
Score Clock
25
Unavailable
1-Very Good
Skatepark
40
Unavailable
2-Good
Soccer Field
20
Unavailable
2-Good
Splash Pad
20
Unavailable
2-Good
Sports Light
20
Unavailable
3-Fair
Tennis/Pickleball - Court
15
Unavailable
2-Good
Kiwanis Way
30
Unavailable
2-Good
Graph 3.2 below depicts the overall condition of park features. Currently, the condition of these
features are in good condition which is ideal given the general public's use of these assets and
the associated liability. It should be noted that the City's park benches are generally in poor
condition, but their value is below threshold and out-of-scope for this AMP. In the 2024 budget,
the City has included a new annual recurring budget to fund their replacement over time. Over
the past several years, the City has been refurbishing the mini-putt facility. Increased inspection
and maintenance are required in future to ensure this feature is adequately maintained.
Graph 3.2: Parks and Outdoor Recreation - Condition
2-Good
57%
3-Fair
23%
4-Poor
9%
1-Very Good
11%
PARK FEATURES - CONDITION
City of Pembroke | Asset Management Plan | 26
3.3 Current Levels of Service
The City's current levels of service for the elements of Quality, Reliability and Function (Health
and Safety) are summarized in Table 3.3.
Table 3.3: Parks and Outdoor Recreation - Levels of Service
Service Measure
Community Level of Service
Technical Level
of Service
Quality and Reliability - Assets are in a
state of good repair
Park features have an average condition rating of fair or
better
2 - Good (met)
Function - Health and Safety
Playgrounds are inspected every 6 weeks (while park is
open) as required by regulation
100% (met)
3.4 Risk Assessment
The probability of a park feature failing is based on the assessed condition. The consequence of
failure was established from staff input using the criticality consequence of failure matrix
provided in the introduction. Table 3.4 illustrates the asset replacement costs by risk rating. A
listing of park features, and their condition and risk ratings can be found in Appendix C.
Table 3.4: Parks and Outdoor Recreation - Replacement cost by Risk Rating (PoF x CoF)
Probability of Failure
5
4
3
2
1
$0
$0
$0
$0
$0
$0
$85,000
$355,000
$0
$0
$0
$541,464
$385,000
$0
$0
$0
$1,501,153
$2,553,258
$0
$0
$111,721
$0
$75,000
$0
$0
1
2
3
4
5
Consequence of Failure
Legend
Very Low
Low
Moderate
High
Very High
City of Pembroke | Asset Management Plan | 27
3.5 Lifecycle Management Strategy
The City's current lifecycle activities for parks and outdoor recreation are described in Table 3.5
below.
Table 3.5: Parks and Outdoor Recreation - Lifecycle Management Strategy
Activity
Description
Inspections/Assessments
Playgrounds are inspected regularly
Operating and
Maintenance Lifecycle
Activities
The City conducts regular maintenance activities to parks and outdoor recreation to
support operations and preserve their service life.
Capital
Assets will be replaced once they are in fair condition.
Short-Term Needs
Short-term lifecycle needs are prioritized by measuring impacts on service delivery, health
and safety, and municipal liability related to the affected assets.
Growth
Consult Recreation Master Plan to inform any increase in demand of assets.
3.6 Financial Analysis
Over the 10-year planning period, the City currently budgets $3,252,600, in Operating and
Maintenance costs which is considered sufficient to maintain current assets.
In the 10-year planning period, renewal of $795,463 is expected based on the current condition
of existing assets. The planned acquisition of new park features included in this plan for
discussion purposes includes continuing to upgrade drainage at the Riverside ball diamonds
($375,000), the addition of lighting at the skate park (donated asset, City portion $5,000) and the
possible creation of a central accessible playground feature at Waterfront Park (additional
upgrade of $110,000). In total, capital funding of $1,285,463 is required over the next 10-years.
This requirement compares to a historical spending level of $1,235,937 on capital projects for
parks and outdoor recreation, creating a small funding gap of $49,526. This gap is manageable
as compared to other asset classes.
It should be noted that without age data, the current asset replacement schedule may need to
be refined in future iterations of the AMP.
City of Pembroke | Asset Management Plan | 28
Graph 3.6 below depicts the current budget for operating and capital in a bar graph against the
overall annual requirements in a line graph.
Graph 3.6: Parks and Outdoor Recreation - Planned Budget vs Forecast
3.7 Monitoring and Improvement Plan
Future iterations of the plan will include:
- Updated replacement costs, including a review of donated assets whose replacement
costs that have not been fully captured
- Maintain age related data for current and new capital projects
- Updated estimated useful life values in line with any updates to the City's TCA policies
- A comparison of Core vs. Non-Core AMP data to ensure all significant street furniture and
related features have been captured.
$0.00
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
$700,000.00
$800,000.00
$900,000.00
1
2
3
4
5
6
7
8
9
10
Parks & Outdoor Recreation - Planned Budget vs Forecast
Acquisition
Operating/Maintenance
Renewal/Replacement
Disposal
Forecast
City of Pembroke | Asset Management Plan | 29
4 | Parking Lots
The City owns and maintains various parking lots throughout the City. Some parking lots have
been included in the building section of the AMP where public parking is limited. Not included
are some hard surfaces (primarily gravel) on different properties which are typically considered
as an operating cost.
The asset hierarchy provides the framework for segmenting the City asset portfolio into
appropriate classifications. The following hierarchy is used for parking lots:
Table 4: Parking Lots - Asset Hierarchy
Asset Class
Asset Category
Asset Segment
Parking
Transportation
Public Parking Lots
Various
Parks and Building Parking Lots
4.1 State of Infrastructure
The City has 22 parking lots consisting of 63,004 square meters with a replacement cost of
approximately $4,548,097. Table 4.1.1 displays the quantity and replacement cost for parking
lots by asset segment. Table 4.1.2 displays the quantity and replacement cost for parking lots by
asset type.
Table 4.1.1: Parking Lots - Quantity and Replacement Cost
Asset Segment
Description
Quantity
Replacement Cost
Public Parking Lots
Cockburn, Courthouse, Christie,
Lake/College, Market Square, Patterson,
Shamrock, and Sussex
8
$1,254,415
Parks and Building Parking Lots
City Hall, Farmer's Market, Fire Hall, First
Responder, Former Fire Hall, Pool, Library,
Marina, OPP, Operations (Admin), PACC,
PMC, PMC-Overflow, and Victoria Hall
14
$3,293,682
Total
22
$4,548,097
Table 4.1.2: Parking Lots - Quantity and Replacement Cost
Asset Type
Description
Quantity
Replacement Cost
Unpaved Parking Lots
PACC, Lake/College Permit
2
$160,499 (material only)
Paved Parking Lots
All Others
20
$4,387,598
Total
22
$4,548,097
City of Pembroke | Asset Management Plan | 30
4.2 Asset Age and Condition
Asset average estimated useful life values are based on the City's TCA policy where the useful life
of sub-structure is 40-years, and the surface is 18-years for paved parking lots. Unpaved parking
is 25-years. Age data is unavailable for parking lot substructure and surface due to its inclusion
with other road projects. Asset condition is based on visual assessment by the City's Roads
department using the following matrix.
Table 4.2: Condition Matrix
1-Very Good
Fit for future - well maintained, good condition, new or recently rehabilitated
2-Good
Adequate for now - acceptable, generally in the mid-stage of expected service life
3-Fair
Requires attention - signs of deterioration, requires attention, some elements exhibit deficiencies
4-Poor
5-Very Poor
Increasing potential of affecting service - approaching end of service life, condition below standard,
large portion of system exhibits significant deterioration
Unfit for sustained service - near or beyond expected service life, widespread signs of advanced
deterioration, some assets may be unusable
Tables 4.2.1 and 4.2.2 below depicts the average useful life, age, and condition of parking lots.
Table 4.2.1: Parking Lots - Avg EUL, Avg Age, Avg Condition (by asset segment)
Asset Segment
Average Estimated
Useful Life (Years)
Average Age (Years)
Average Condition
Public Parking Lots
29
Unavailable
2 - Good
Parks and Building Parking Lots
29
Unavailable
2 - Good
Table 4.2.2: Parking Lots - Avg EUL, Avg Age, Avg Condition (by asset type)
Asset Type
Average Estimated
Useful Life (Years)
Average Age (Years)
Average Condition
Unpaved Parking Lots
25
Unavailable
3 - Fair
Paved Parking Lots
29
Unavailable
2 - Good
City of Pembroke | Asset Management Plan | 31
Graph 4.2.1 and 4.2.2 below depicts the overall condition of parking lots by total area (square
metres). The poor and very poor condition of some parking facilities has created liability issues
which impacts future insurance costs for the municipality. The cost of the City's insurance
policies has increased significantly over the past five years.
Graph 4.2.1: Parking Lots - Paved - Condition
Paved Parking Lot - Condition by Area (sqm)
1-Very
Good
22%
2-Good
27%
3-Fair
37%
4-Poor
12%
5-Very poor
2%
Graph 4.2.2: Parking Lots - Unpaved - Condition
Unpaved Parking Lot - Condition by Area
(sqm)
4-Poor
95%
2-Good
5%
City of Pembroke | Asset Management Plan | 32
4.3 Current Levels of Service
The City's current levels of service for the elements of Quality and Reliability are summarized in
Table 4.3.
Table 4.3: Parking Lots - Levels of Service
Service Measure
Community Level of Service
Technical Level
of Service
Quality and Reliability - Assets are in a state of good
repair
At least 80% of paved parking lots are in fair or
better condition
86% (met)
Quality and Reliability - Assets are in a state of good
repair
Unpaved parking lots LOS to be determined
NA (TBD)
Due to potential liabilities, the City should be maintaining all parking lots at a condition of fair or
better. In the short term, due to funding limitations, the City should be adopting a risk-based
approach.
Maintaining unpaved parking lots in a good state of repair can be challenging. Council will need
to determine if all parking lots should be paved in order to ensure quality and reliability or if a
lower standard is acceptable as a budget management strategy. For example, addressing the
drainage issues and upgrading the PACC parking lot, currently rated as poor, is anticipated to
cost $729,190. This is included in future acquisition costs for discussion purposes. At the arenas,
half-ice for minor hockey groups causes parking pressures within existing facilities. This pressure
has not been addressed in this iteration of the plan.
City of Pembroke | Asset Management Plan | 33
4.4 Risk Assessment
The probability of a parking lot failing is based on the assessed condition. The consequence of
failure was established from staff input using the criticality consequence of failure matrix
provided in the introduction. Table 4.4 illustrates the asset replacement costs by risk rating. A
listing of parking lots, their size, estimated replacement cost, assessed condition and risk ratings
can be found in Appendix D.
Table 4.4: Parking Lots - Replacement cost by Risk Rating (PoF x CoF)
Probability of Failure
5
4
3
2
1
$0
$0
$0
$81,300
$0
$0
$151,903
$410,231
$119,844
$0
$0
$0
$1,549,549
$71,780
$0
$0
$890,492
$188,812
$102,708
$0
$73,737
$7,057
$900,684
$0
$0
1
2
3
4
5
Consequence of Failure
Legend
Very Low
Low
Moderate
High
Very High
City of Pembroke | Asset Management Plan | 34
4.5 Lifecycle Management Strategy
The City's current lifecycle activities for parking lots are described in Table 4.5 below.
Table 4.5: Parking Lots - Lifecycle Management Strategy
Activity
Description
Inspections/Assessments
Introducing regular inspection cycle
Operating and Maintenance
Lifecycle Activities
The City conducts regular activities to parking lots to support operations and
preserve their service life. These activities include sanding, salting, sweeping, line
painting, pothole repair and snow removal. Future activities will include crack
sealing as required.
Capital
Assets will be replaced once they are in fair condition.
Short-Term Needs
Short-term lifecycle needs are prioritized by measuring impacts on service
delivery, health and safety, and municipal liability related to the affected assets.
Growth
Consult Economic Development staff along with PBIA to address any increase in
demand of assets.
4.6 Financial Analysis
Over the 10-year planning period, the City currently budgets $2,679,250 in Operating and
Maintenance costs against a requirement of $2,729,250. This estimated gap of $50,000 is due to
the current lack of proactive maintenance on the City's parking lots like crack sealing which could
extend useful life.
Over the 10-year planning period, the City currently budgets and sets aside $20,000/year or
$200,000/10 years for parking lot capital projects against an estimated renewal capital
requirement of $683,154 to address conditions at the Market Square, PMC, and City Hall/Sussex
parking lots and an estimated $729,190 to upgrade the PACC parking lot to a paved service. This
capital gap of $1,212,344 will need to be addressed in future year budgets. If the PACC upgrade
was excluded, this gap would be reduced to $483,154.
If the City was to contribute annually to the parking reserve in an equivalent manner to fleet
whereby the annual reserve contribution is calculated by dividing the estimated replacement
cost over the asset's useful life, this would represent an annual contribution requirement of
$227,886.
City of Pembroke | Asset Management Plan | 35
Graph 4.6 below depicts the current budget for operating and capital in a bar graph against the
overall annual requirements in a line graph.
Graph 4.6: Parking Lots - Planned Budget vs Forecast
4.7 Monitoring and Improvement Plan
Future iterations of the plan will include:
- Updated costing to include labour for substructure and granular surfaces
- Maintain age related data for current and new capital projects
- Include parking lots in the 2026 Streetscan assessment to improve condition rating
accuracy
$0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
1
2
3
4
5
6
7
8
9
10
Parking Lots - Planned Budget vs Forecast
Acquisition
Operating/Maintenance
Renewal/Replacement
Disposal
Forecast
Market
Square -
West
PMC
PACC
Upgrade
City Hall
& Sussex
City of Pembroke | Asset Management Plan | 36
5 | Buildings
The City owns and maintains various buildings. Not included are the Water Purification Plant,
Pollution Control Centre, water tower, sanitary sewer lift stations and Quarry Rd. Reservoir.
These are considered core assets included in the 2022 AMP.
The asset hierarchy provides the framework for segmenting the City asset portfolio into
appropriate classifications. The following hierarchy is used for buildings:
Table 5: Buildings - Asset Hierarchy
Asset Class
Asset Category
Asset Segment
General
Corporate
General
Other
Protection
Fire
Buildings
Protection
OPP
Recreation and Culture
Library
Recreation and Culture
Parks
Recreation and Culture
Recreation
Transportation
Roads
5.1 State of Infrastructure
This AMP includes 27 City buildings. Buildings already included in the City's 2022 Core AMP have
been excluded. All City buildings will be combined in the next iteration of the plan (either by
asset grouping or within service area). The buildings included in this AMP have an estimated
replacement cost of $80,276,067. Table 5.1 displays the quantity and replacement cost for
buildings by asset category.
Table 5.1: Buildings - Quantity and Replacement Cost
Asset Category
Buildings
Quantity
Replacement Cost
General
City Hall, Former Fire Hall
2
$6,039,610
Protection
Fire Hall, OPP Station
2
9,380,398
Recreation and Culture
Annex, Farmers Market, Kinsmen Pool, Kiwanis, Library,
Marina-Attendant, Marina-Washroom, PACC, PMC,
Riverside-Beachhouse, Riverside-Campers Washroom and
Laundry, Rotary, Victoria Hall, Waterfront-Washroom
14
57,233,723
Transportation
Operations Admin, 3 Garages, Salt Domes, Sand Dome, Cold
Storage, Winter Liquids
9
7,622,336
Total
27
$80,276,067
City of Pembroke | Asset Management Plan | 37
5.2 Asset Age and Condition
Asset average estimated useful life, age, and condition values are based on the building
condition assessments by building component. The overall condition of each building is based
on its Facility Condition Index (FCI), which is calculated by dividing the cost of immediate building
repairs with the building's replacement value. This FCI then translates to an overall condition
based on the following rating scale. The FCI rating scale is depicted in Table 5.2.1.
Table 5.2.1 Facility Condition Index (FCI) rating scale
FCI Value
Asset Condition
0 to 5% FCI
Asset is in Good Condition
5 to 10% FCI
Asset is in Fair Condition
10 to 30% FCI
Asset is in Poor Condition
31% FCI or higher
Asset is in Critical Condition
Table 5.2.2 displays the average useful life, age, and condition for buildings by asset category
based on the individual building components identified in the Building Condition Assessments
prepared by external consultants. Table 5.2.3 displays the average useful life, age, and condition
for the overall building based on FCI.
Table 5.2.2: Buildings - Avg EUL, Avg Age, Avg Condition (by component)
Asset Category
Average Estimated
Useful Life (Years)
Average Age (Years)
Average Condition
General
32
38
2-Good
Protection
30
8
2-Good
Recreation and Culture
30
29
3-Fair
Transportation
33
24
3-Fair
Table 5.2.3: Buildings - Avg EUL, Avg Age, Avg Condition (by building)
Asset Category
Average Estimated
Useful Life (Years)
Average Age (Years)
Average Condition
General
75
129
3-Fair
Protection
75
8
2-Good
Recreation and Culture
75
58
4-Poor
Transportation
75
25
3-Fair
City of Pembroke | Asset Management Plan | 38
Graph 5.2.4 below depicts the overall condition of buildings based on their 2024 FCI.
Graph 5.2.4: Buildings - Condition (FCI)
BUILDINGS - CONDITION
1-Very Good
4%
2-Good
27%
3-Fair
5%
4-Poor
32%
5-Very Poor
32%
A listing of buildings, the year built, its replacement costs, along with the asset component
renewals required immediately (to 2024), short term (2025-2028) and medium term (2029-2033)
and 2024 FCI condition can be found in Appendix E.
5.3 Current Levels of Service
The City's current levels of service for the elements of Quality, Reliability and Function are
summarized in Table 5.3. If the City wants to maintain most buildings with an FCI of fair or
better, significant investments will be needed in current facilities.
Table 5.3: Buildings - Levels of Service
Service Measure
Community Level of Service
Technical Level
of Service
Quality and Reliability - Assets are in a state
of good repair
60% of buildings have an average FCI of fair or
better
31% (not met)
Function - Health and Safety
Percentage of staffed facilities with monthly health
and safety inspections
100% (met)
City of Pembroke | Asset Management Plan | 39
5.4 Risk Assessment
The probability of building component failure and the consequence rating is based on the BCA
assessment as completed by third party consultants which used a 4-point rating scale as
compared to the City's 5-point rating standard. Table 5.4 illustrates the building component
replacement costs by risk rating.
Table 5.4: Buildings - Replacement cost of Components by Risk Rating (PoF x CoF)
Probability of Failure
5
4
3
2
1
$0
$0
$127,800
$0
$124,035
$0
$0
$2,203,994
$0
$0
$0
$3,773,312
$19,593,762
$0
$0
$0
$14,706,157
$3,062,197
$3,324,526
$0
$0
$0
$0
$0
$0
1
2
3
4
5
Consequence of Failure
Legend
Very Low
Low
Moderate
High
Very High
This risk analysis demonstrates that the age of buildings and the backlog of general age-related
maintenance of building features is required, but not all these repairs and upgrades fall into a
high-risk, high-impact category at this time as rated by external consultants.
City of Pembroke | Asset Management Plan | 40
5.5 Lifecycle Management Strategy
The City's current lifecycle activities for buildings are described in Table 5.5 below.
Table 5.5: Buildings - Lifecycle Management Strategy
Activity
Description
Inspections/
Assessments
The City utilizes third party consultants to assess the condition of its buildings through Building
Condition Assessments. These BCAs are completed on a 5-year cycle. Routine inspections are
performed on critical equipment
Operating and
Maintenance
Lifecycle Activities
The City conducts regular activities to buildings to support operations and preserve their service
life. These activities include routine inspection and regular maintenance of all critical building
systems.
Assets are ideally replaced once they are in fair condition. Current funding limitations mean
assets are replaced when they are in critical condition, which can negatively affect the City's
ability to maintain service levels.
Capital
Short-Term Needs
Short-term lifecycle needs are prioritized by measuring impacts on service delivery, health and
safety, and municipal liability related to the affected assets.
Growth
Consult the Recreation Master Plan for recreation facilities and the Development Charges
Background Study to address any increase in demand of assets.
5.6 Financial Analysis
Over the 10-year planning period, the City currently budgets $23,089,500 in Operating and
Maintenance costs against a requirement of $23,514,370. This gap of $424,870 is due to the
current need for additional pool maintenance staff to support pool operations of 6 or 7 days per
week. Aging building infrastructure may place additional maintenance and repair pressures
which can be difficult to assess. Future budgets should include a general contingency budget line
to address any unexpected building component failures which could be transferred to a building
reserve fund if not fully required in the budget year.
In the 10-year planning period, renewal of $27,295,823 is expected based on the current
condition of existing building components. In some instances, it may be more cost effective to
construct new facilities rather than replacing their individual components where historically
appropriate. The City should continue to maintain its properties of historical significance. An
example of a full replacement could include the Marina washroom facility. A repair-vs-replace
analysis is also recommended for the City's arenas, particularly the 73-year-old PMC.
The planned acquisition of potential new facilities of $3,800,000 included for discussion with
Council comprises a new Parks Department garage/storage/workshop/lunchroom ($2,750,000),
City Hall renovations/office space expansions ($250,000), Fire Hall garage ($750,000), and
City of Pembroke | Asset Management Plan | 41
Operations office space expansion ($50,000). Based on this initial assessment, total capital
funding of $31,095,823 for buildings may be required over the next 10-years.
This requirement compares to a historical spending level of $12,539,910 on capital projects for
buildings, creating a significant funding gap of $18,555,913. The gap for existing facilities only is
$14,755,913. Addressing this gap will require a variety of approaches to manage including:
- Obtaining equitable funding arrangements with partners to help finance renewal.
- Evaluating the cost effectiveness of repair-vs-replace options for older facilities
- Utilizing debt to finance larger renovations over the project's useful life
- Introducing a fixed capital levy increase to future budget years to help address the
capital funding gap
- Examining current user fees, other sources of revenue, and partnerships to reduce net
costs to the City
- Lobby higher levels of government to obtain grant funding support for key building
initiatives
Graph 5.6 below depicts the current budget for operating and capital in a bar graph against the
overall annual requirements in a line graph.
Graph 5.6: Buildings - Planned Budget vs Forecast
$0.00
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
1
2
3
4
5
6
7
8
9
10
Buildings - Planned Budget vs Forecast
Acquisition
Operating/Maintenance
Renewal/Replacement
Disposal
Forecast
City of Pembroke | Asset Management Plan | 42
5.7 Monitoring and Improvement Plan
Future iterations of the plan will include:
- Continue to assess building conditions on a 5-year cycle. Use information to inform
multi-year capital construction forecast
- Obtain building condition assessments for new operation garage, former fire hall, and
public works domes
City of Pembroke | Asset Management Plan | 43
6 | Population and Growth
The Regulation requires municipalities with a population of 25,000 or less to provide
assumptions regarding future growth. Based on the 2021 Development Charges Background
Study, the City's population is anticipated to be approximately 14,824 in 2030. The City's 2016
Official Plan projects a 0.5% increase year over year based on census data. This growth could
impact the current level of service of the City's assets and future infrastructure requirements,
particularly with new subdivision roads, water, and wastewater being added to the city network.
The completion of several plans over the next year will help inform future considerations in the
July 2025 version of the AMP. These plans include:
- Recreation Master Plan
- Storm Sewer Infrastructure Planning and Flow Restriction Feasibility Study
- Transportation Master Plan
- Water Distribution: Pressure Zones Study
- Water/Wastewater Infrastructure Needs Study
- Water Purification Plant and Pollution Control Centre: 20-year Facility Plans
City of Pembroke | Asset Management Plan | 44
7 | Future Implementation
In total, the operating and funding maintenance gap for non-core assets over the next 10-years
is $474,870 which will need to be addressed in future budget years.
The capital gap including renewal of existing non-core assets and the acquisition of new non-
core assets is $21,500,550 which will require further analysis and discussions with Council, with
final decisions included in the July 1, 2025 version of the AMP. These pressures will need to be
combined with core assets and prioritized to ensure affordability and effective risk management
while meeting community levels of service and expectations. Additional information is provided
graphically below.
The implications of climate change to City assets will also need to be considered, particularly as
it relates to any greenhouse gas emission reduction targets which may arise from the City's
participation in the FCM Partners for Climate Protection program and storm water management.
Graph 7.1 below depicts the current budget for operating and capital in a bar graph against the
overall annual requirements in a line graph for all non-core assets.
Graph 7.1: Summary Non-Core Assets - Planned Budget vs Forecast
$0.00
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
$14,000,000.00
1
2
3
4
5
6
7
8
9
10
Summary Non-Core Assets - Planned Budget vs Forecast
Acquisition
Operating/Maintenance
Renewal/Replacement
Disposal
Forecast
City of Pembroke | Asset Management Plan | 45
Graph 7.2 provides the 10-year forecasted requirement for all non-core assets. Forecasted
acquisition costs have been included by staff for discussion purposes only and these projects
have not been approved by Council.
Graph 7.2: Summary Non-Core Assets - Forecast
Table 7.1 below depicts the overall funding gap for all non-core assets.
Table 7.1: Summary Non-Core Assets - Funding Gap
Item
0-5 years
6-10 years
Total
Acquisition - Forecast
4,109,190
910,000
5,019,190
Operating/Maintenance - Forecast
18,868,557
18,868,557
37,737,112
Renewal/Replacement - Forecast
25,936,027
12,245,070
38,181,097
Total Forecasted Requirements
48,913,774
32,023,627
80,937,400
Current Level of Funding
29,480,990
29,480,990
58,961,980
Total Funding Gap
-19,432,784
-2,542,637
-21,975,420
Funding Gap without Acquisition of new assets
-15,323,594
-1,632,637
-16,956,230
$0.00
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
$14,000,000.00
1
2
3
4
5
6
7
8
9
10
Summary - Non-Core Assets - Forecast
Operating/Maintenance
Renewal/Replacement
Acquisition
City of Pembroke | Asset Management Plan | 46
Appendix A: Fleet - Vehicles
Segment
Vehicles
Replacement Cost
Condition
Risk Rating
Building/By-Law
2019 Chevrolet Silverado 1500
$56,175
Fair
Very Low
Building/By-Law
2021 Hyundai Elantra
24,506
Good
Very Low
Building/By-Law
2021 Hyundai Elantra
24,506
Good
Very Low
Fire
2006 Spartan Pumper
850,000
Poor
Very High
Fire
2012 Chevrolet Demers Type III Rescue Vehicle
225,000
Fair
High
Fire
2013 Pierce Aerial Platform Truck
3,500,000
Good
Medium
Fire
2018 Pierce Pumper
850,000
Good
Medium
Fire
2021 Dodge Ram 1500
56,175
Good
Medium
Parks
2013 Chevrolet Express Cargo Van
30,000
Very Poor
Low
Parks
2016 Chevrolet Silverado 2500
82,500
Poor
Medium
Parks
2017 Chevrolet Silverado 1500
56,175
Fair
Very Low
Parks
2017 Ford Haul All Garbage Truck
150,000
Fair
Medium
Parks
2019 Chevrolet Silverado 1500
56,175
Fair
Very Low
Parks
2020 Chevrolet Silverado 1500
56,175
Good
Very Low
Parks
2022 Chevrolet Silverado 1500
56,175
Very Good
Very Low
Parks
2023 Ford F-350
116,500
Very Good
Very Low
Recreation
2009 Olympia Ice Resurfacer
100,000
Very Poor
Very High
Recreation
2013 Olympia Ice Resurfacer
100,000
Very Poor
Very High
Roads
1996 RPM Snowblower
300,000
Very Poor
Very High
Roads
2007 Double Drum Roller
51,338
Very Poor
Low
Roads
2012 Johnson Street Sweeper
470,000
Very Poor
Very High
Roads
2013 Maclean Sidewalk Tractor
152,500
Very Poor
Very High
Roads
2014 Caterpillar Loader
120,000
Poor
Low
Roads
2014 International Dump Truck
315,000
Very Poor
Very High
Roads
2014 John Deere Loader
164,600
Poor
High
Roads
2015 International Dump Truck
315,000
Poor
Very High
Roads
2015 Trackless Sidewalk Tractor
200,000
Poor
Very High
Roads
2016 Chevrolet Cruz
- Poor
Very Low
Roads
2016 Chevrolet Silverado 1500
56,175
Poor
Very Low
Roads
2016 Chevrolet Silverado 1500
56,175
Poor
Very Low
Roads
2016 JCB Backhoe/Loader
179,387
Poor
Very High
Roads
2017 Western Star Dump Truck
315,000
Fair
High
Roads
2018 Chevrolet Silverado 3500
46,500
Fair
Low
Roads
2019 Ford F-150
56,175
Fair
Very Low
Roads
2020 Fisher Spreader
8,500
Good
Low
Roads
2020 Ford F-350
69,000
Good
Low
Roads
2020 Western Star Dump Truck
315,000
Good
Medium
City of Pembroke | Asset Management Plan | 47
Segment
Vehicles
Replacement Cost
Condition
Risk Rating
Roads
2022 Chevrolet Silverado 1500
56,175
Very Good
Very Low
Roads
2022 John Deere Loader
$304,262
Very Good
Low
Roads
2022 Trackless Sidewalk Tractor
230,650
Very Good
Low
Roads
2022 Trackless Sidewalk Tractor
192,000
Very Good
Low
Roads
2023 International Dump Truck
315,000
Very Good
Low
Wastewater
2019 Ford F-150
56,175
Fair
Very Low
Wastewater
2019 Ford F-350
108,000
Fair
Low
Wastewater
2020 Chevrolet Silverado 1500
56,175
Good
Very Low
Wastewater
2021 International Dump Truck
178,000
Good
Medium
Wastewater
2022 Chevrolet Silverado 1500
56,175
Very Good
Very Low
Water
2011 Ford DRW
173,000
Very Poor
High
Water
2012 Dodge Ram 1500
56,175
Very Poor
Low
Water
2013 Chevrolet Silverado 1500
56,175
Very Poor
Low
Water
2016 Chevrolet Silverado 1500
56,175
Poor
Very Low
Water
2016 Ford F-350
173,000
Poor
Very Low
Water
2018 Mitsubishi SUV
25,000
Fair
Very Low
Water
2019 Ford F-150
56,175
Fair
Very Low
Water
2020 Case Backhoe/Loader
155,202
Good
Medium
Water
2021 Chevrolet Silverado 1500
56,175
Good
Very Low
Water
2022 Case Backhoe/Loader
154,897
Very Good
Low
Water
2023 International Dump Truck
178,000
Very Good
Very Low
Water
2024 Chevrolet Silverado 1500
56,175
Very Good
Very Low
City of Pembroke | Asset Management Plan | 48
Appendix B: Fleet - Equipment
Segment
Equipment
Replacement Cost
Condition
Risk Rating
Fire
2006 Boat and Trailer
$90,000
Fair
High
Fire
2011 Extrication Package
50,000
Very Poor
Very High
Fire
2014 Breathing Air - Fill Station (with Cascade)
23,594
Good
Very Low
Fire
2015 Breathing Air - Compressor
52,300
Fair
Low
Fire
2019 Bunker Gear (16 sets)
51,200
Fair
Low
Fire
2019 Extrication Package
50,000
Fair
High
Fire
2021 Breathing Air - SCBA (18 sets)
216,000
Good
Very Low
Fire
2024 Bunker Gear (16 sets)
51,200
Very Good
Very Low
Fire
2024 Discovery 'Incident Command' Trailer
23,370
Very Good
Very Low
Parks
2014 Kubota Mower
35,600
Very Poor
High
Parks
2015 Polaris Ranger
16,500
Poor
Medium
Parks
2017 Kubota Mower
35,600
Fair
Low
Parks
2018 Polaris Ranger
16,500
Fair
Low
Parks
2019 Husqvarna Rotary Mower
30,000
Fair
Low
Parks
2019 Kubota Mower
35,600
Fair
Low
Parks
2020 Princecraft Yukon and Trailer
10,800
Very Good
Very Low
Parks
2023 Legend Aluminum Trailer
6,500
Very Good
Very Low
Parks
2024 Kubota RTV
16,500
Very Good
Very Low
Roads
2021 Advantage Landscape Trailer
9,885
Good
Very Low
Wastewater
2003 Cargo Mate Utility Trailer
8,000
Very Poor
Very High
Wastewater
2015 Spartan Hydro Jetter
80,000
Poor
High
Wastewater
2016 Stealth Cargo Trailer
6,336
Poor
Very High
Wastewater
2020 Forest River Haulin Cargo Trailer
8,400
Good
Medium
Water
2002 Trailer (Tandem Axle)
12,000
Very Poor
Low
Water
2023 Legend Aluminum Trailer
6,500
Very Good
Very Low
Water
2023 Valve Maintenance Trailer
121,000
Very Good
Very Low
City of Pembroke | Asset Management Plan | 49
Appendix C: Park Features
Parking Lot
Type
Quantity
Replacement Cost
Condition
Risk Rating
Cecil
Basketball Court
0.5
$42,500
3-Fair
Low
Cecil
Play Structure-medium
1
75,000
1-Very Good
Very Low
Golfview
Play Structure-small
1
14,257
2-Good
Low
Hillcrest
Basketball Court
1
85,000
2-Good
Very Low
Hillcrest
Play Structure-large
1
110,000
2-Good
Low
Kinsmen
Ball Hockey Court
1
85,000
2-Good
Very Low
Kinsmen
Baseball Diamond
1
280,000
4-Poor
Moderate
Kinsmen
Basketball Court
1
85,000
2-Good
Very Low
Kinsmen
Bleachers
4
15,833
1-Very Good
Very Low
Kinsmen
Outdoor Rink
1
250,000
2-Good
Very Low
Kinsmen
Play Structure-medium
1
75,000
4-Poor
Moderate
Kinsmen
Sports Lights
8
96,000
3-Fair
Low
Kinsmen
Tennis/Pickleball Court
1
85,000
2-Good
Very Low
Rapids
Skate Park
1
205,500
2-Good
Low
Riverside
Baseball Diamond
3
840,000
2-Good
Low
Riverside
Basketball Court
1
85,000
4-Poor
Low
Riverside
Bleachers
18
71,250
1-Very Good
Very Low
Riverside
Horseshoe Pits
1
126,964
3-Fair
Low
Riverside
Mini-Putt
1
167,153
2-Good
Very Low
Riverside
Play Structure-small
1
14,257
2-Good
Low
Riverside
Play Structure-large
1
110,000
3-Fair
Low
Riverside
Score Clock
1
24,638
1-Very Good
Very Low
Riverside
Soccer Field
5
390,000
2-Good
Low
Riverside
Splash Pad
1
200,000
2-Good
Low
Riverside
Sports Lights
17
204,000
3-Fair
Low
Rotary
Outdoor Rink
1
250,000
2-Good
Very Low
Rotary
Play Structure-medium
1
75,000
3-Fair
Low
Rotary
Splash Pad
1
200,000
3-Fair
Low
Rotary
Sports Lights
6
72,000
3-Fair
Low
Rotary
Tennis/Pickleball Court
2
170,000
2-Good
Very Low
Waterfront
Amphitheatre
1
216,028
2-Good
Low
Waterfront
Boat Docks
1
271,268
2-Good
Low
Waterfront
Boardwalk
1
181,948
2-Good
Low
Waterfront
Kiwanis Walkway
1
324,000
2-Good
Very Low
Waterfront
Play Structure-large
1
110,000
2-Good
Low
City of Pembroke | Asset Management Plan | 50
Appendix D: Parking Lots
Parking Lot - Paved
Type
Area (sqm)
Replacement Cost
Condition
Risk Rating
City Hall
Park/Building
1343
$119,844
4-Poor
High
Cockburn
Public
6331
565,061
2-Good
Very Low
Courthouse
Public
2593
231,486
3-Fair
Low
Christie
Public
1059
94,535
1-Very Good
Very Low
Farmers Market
Park/Building
3834
342,266
3-Fair
Low
Fire Hall
Park/Building
3470
309,701
1-Very Good
Very Low
First Responder
Park/Building
2069
184,691
3-Fair
Low
Former Fire Hall
Park/Building
704
62,816
3-Fair
Low
Kinsmen Pool
Park/Building
1844
164,565
2-Good
Low
Library
Park/Building
272
24,247
2-Good
Low
Marina
Park/Building
8159
728,291
3-Fair
Low
Market Square - east
Public
1054
94,112
2-Good
Low
Market Square - west
Public
911
81,300
5-Very Poor
Very High
Operations (admin)
Park/Building
751
67,012
2-Good
Very Low
OPP Station
Park/Building
5562
496,448
1-Very Good
Very Low
Patterson
Public
826
73,737
1-Very Good
Very Low
PMC
Park/Building
4596
410,231
4-Poor
Medium
PMC (across)
Park/Building
2516
224,611
2-Good
Very Low
Shamrock
Public
379
33,809
2-Good
Very Low
Sussex
Park/Building
804
71,780
3-Fair
Medium
Victoria Hall
Park/Building
79
7,055
1-Very Good
Very Low
Parking Lot - Unpaved
Type
Area (sqm)
Replacement Cost
Condition
Risk Rating
PACC
Park/Building
13106
$151,903
4-Poor
Low
Lake/College
Public
742
8,596
2-Good
Very Low
City of Pembroke | Asset Management Plan | 51
Appendix E: Buildings
Building
Year
Replacement
Cost
Immediate
(to 2024)
Short
Term
(2025-28)
Medium
Term
(2029-33)
Condition
Annex
2005
$372,954
$6,600
$151,188
$32,670
5-Very Poor
City Hall
1889
3,639,610
134,026
364,487
734,565
3-Fair
Farmers Market
2005
331,200
12,360
390,720
72,000
4-Poor
Fire Hall
2018
5,022,510
0
94,440
219,600
2-Good
Former Fire Hall-The Grind
1901
2,400,000
0
0
0
2-Good
Kinsmen Pool
1956
22,000,000
1,374,950
107,050
553,300
5-Very Poor
Kiwanis - Field House
1990
1,402,770
91,920
677,586
244,740
4-Poor
Marina - Attendant Building
1970
302,400
8,160
337,614
103,920
5-Very Poor
Marina - Washroom
1970
95,580
8,160
133,020
69,420
5-Very Poor
Operations-Administrative Building
2002
1,998,212
60,436
659,669
199,084
2-Good
Operations-North Garage (Inventory)
1953
1,474,978
204,013
155,584
48,832
4-Poor
Operations-West Garage (Shop)
1973
1,037,446
200,000
210,240
250,831
4-Poor
Operations-New Garage (Storage)
2023
1,500,000
0
0
0
1-Very Good
OPP Station
2014
4,357,888
6,000
71,640
281,400
2-Good
Pembroke Area Community Centre
1977
7,925,621
343,286
2,309,188
981,922
4-Poor
Pembroke Memorial Centre
1951
18,026,461
2,614,300
6,198,754
2,275,165
5-Very Poor
Pembroke Public Library
1914
3,449,675
314,286
1,242,987
510,798
5-Very Poor
Quarry - Salt Dome
2010
479,849
N/A
N/A
N/A
N/A
Quarry - Sand Dome
2010
537,905
N/A
N/A
N/A
N/A
Quarry - Winter Liquids Storage
2016
81,386
N/A
N/A
N/A
N/A
Quarry - Cold Storage Garage
2010
137,758
N/A
N/A
N/A
N/A
Riverside Park - Beach House
1965
797,500
24,000
157,920
38,040
4-Poor
Riverside Park - Campers Washroom
and Laundry Facility
1965
294,250
30,240
290,244
24,000
5-Very Poor
Rotary Park - Fieldhouse
1964
417,725
79,800
368,088
57,240
5-Very Poor
Southfork - Salt Dome
1995
374,801
N/A
N/A
N/A
N/A
Victoria Hall
1884
1,603,898
293,162
388,707
377,870
4-Poor
Waterfront - Washrooms
2013
213,690
960
10,800
93,840
2-Good