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Asset
Management
Plan 2025
MUNICIPALITY OF SOUTH HURON
2025
Municipality of South Huron
Asset Management Plan 2025
i
This Asset Management Plan was prepared by:
Empowering your organization through advanced asset management,
budgeting & GIS solutions
Municipality of South Huron
Asset Management Plan 2025
ii
Key Statistics
$603.3m 2023 Replacement Cost of Asset Portfolio
$127.8k Replacement Cost of Infrastructure Per
Household
64%
Percentage of Assets in Fair or Better
Condition
49%
Percentage of Assets with Assessed
Condition Data
$6.7m
Annual Capital Infrastructure Deficit
10-20
Years
Recommended Timeframe for Eliminating
Annual Infrastructure Deficit
2.29%
Target Reinvestment Rate
1.18%
Actual Reinvestment Rate
Municipality of South Huron
Asset Management Plan 2025
iii
Table of Contents
1. EXECUTIVE SUMMARY ................................................................. 8
1.1
SCOPE ....................................................................................... 8
1.2
O. REG. 588/17 COMPLIANCE .......................................................... 9
1.3
FINDINGS ................................................................................... 9
1.4
RECOMMENDATIONS ..................................................................... 10
2. INTRODUCTION & CONTEXT ..................................................... 11
2.1
COMMUNITY PROFILE .................................................................... 11
2.2
CLIMATE CHANGE ........................................................................ 12
2.2.1 South Huron Climate Profile ................................................... 12
2.2.2 Lake Huron .......................................................................... 13
2.2.3 Integration of Climate Change and Asset Management .............. 13
2.3
ASSET MANAGEMENT OVERVIEW ....................................................... 14
2.3.1 Foundational Asset Management Documentation ...................... 15
2.3.2 Key Concepts in Asset Management ........................................ 16
2.4
SCOPE & METHODOLOGY ............................................................... 23
2.4.1 Asset Categories for this AMP ................................................. 23
2.4.2 Data Effective Date ............................................................... 24
2.4.3 Deriving Replacement Costs ................................................... 24
2.4.4 Estimated Service Life & Service Life Remaining ....................... 24
2.4.5 Reinvestment Rate ............................................................... 25
2.4.6 Deriving Asset Condition ........................................................ 25
2.5
ONTARIO REGULATION 588/17 ....................................................... 27
2.5.1 O. Reg. 588/17 Compliance Review ........................................ 28
3. PORTFOLIO OVERVIEW - STATE OF THE INFRASTRUCTURE ..... 29
3.1
ASSET HIERARCHY & DATA CLASSIFICATION ........................................ 29
3.2
PORTFOLIO OVERVIEW .................................................................. 30
3.2.1 Total Replacement Cost of Asset Portfolio ................................ 30
3.2.2 Target vs. Actual Reinvestment Rate ....................................... 30
3.2.3 Condition of Asset Portfolio .................................................... 31
3.2.4 Service Life Remaining .......................................................... 36
3.2.5 Risk Matrix........................................................................... 36
4. ROAD NETWORK ....................................................................... 39
4.1
INVENTORY & VALUATION .............................................................. 39
4.2
ASSET CONDITION ....................................................................... 40
4.2.1 Current Approach to Condition Assessment .............................. 42
4.3
AGE PROFILE ............................................................................. 43
4.4
CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................... 44
4.5
RISK ANALYSIS........................................................................... 47
4.6
LEVELS OF SERVICE ..................................................................... 47
Municipality of South Huron
Asset Management Plan 2025
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4.6.1 Levels of Service - Current .................................................... 47
4.6.2 Levels of Service - Proposed .................................................. 48
4.6.3 Additional Metrics ................................................................. 49
4.6.4 10-Year Capital Forecast ........................................................ 50
5.
BRIDGES & CULVERTS ............................................................... 51
5.1
INVENTORY & VALUATION .............................................................. 51
5.2
ASSET CONDITION ....................................................................... 52
5.2.1 Current Approach to Condition Assessment .............................. 53
5.3
AGE PROFILE ............................................................................. 53
5.4
CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................... 54
5.5
RISK ANALYSIS........................................................................... 55
5.6
LEVELS OF SERVICE ..................................................................... 56
5.6.1 Levels of Service - Current .................................................... 56
5.6.2 Levels of Service - Proposed .................................................. 57
5.6.3 Additional Metrics ................................................................. 58
5.6.4 10-Year Capital Forecast ........................................................ 59
6.
WATER SYSTEM ......................................................................... 60
6.1
INVENTORY & VALUATION .............................................................. 60
6.2
ASSET CONDITION ....................................................................... 61
6.2.1 Current Approach to Condition Assessment .............................. 63
6.3
AGE PROFILE ............................................................................. 63
6.4
CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................... 64
6.5
RISK ANALYSIS........................................................................... 65
6.6
LEVELS OF SERVICE ..................................................................... 66
6.6.1 Levels of Service - Current .................................................... 66
6.6.2 Levels of Service - Proposed .................................................. 67
6.6.3 Additional Metrics ................................................................. 68
6.6.4 10-Year Capital Forecast ........................................................ 69
7.
SANITARY SEWER SYSTEM ........................................................ 70
7.1
INVENTORY & VALUATION .............................................................. 70
7.2
ASSET CONDITION ....................................................................... 71
7.2.1 Current Approach to Condition Assessment .............................. 72
7.3
AGE PROFILE ............................................................................. 72
7.4
CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................... 73
7.5
RISK ANALYSIS........................................................................... 74
7.6
LEVELS OF SERVICE ..................................................................... 75
7.6.1 Levels of Service - Current .................................................... 75
7.6.2 Levels of Service - Proposed .................................................. 78
7.6.3 Additional Metrics ................................................................. 79
7.6.4 10-Year Capital Forecast ........................................................ 80
8.
STORM SEWER SYSTEM ............................................................. 81
Municipality of South Huron
Asset Management Plan 2025
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8.1
INVENTORY & VALUATION .............................................................. 81
8.2
ASSET CONDITION ....................................................................... 82
8.2.1 Current Approach to Condition Assessment .............................. 83
8.3
AGE PROFILE ............................................................................. 83
8.4
CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................... 84
8.5
RISK ANALYSIS........................................................................... 85
8.6
LEVELS OF SERVICE ..................................................................... 86
8.6.1 Levels of Service - Current .................................................... 86
8.6.2 Levels of Service - Proposed .................................................. 87
8.6.3 Additional Metrics ................................................................. 88
8.6.4 10-Year Capital Forecast ........................................................ 88
9.
FACILITIES ............................................................................... 90
9.1
INVENTORY & VALUATION .............................................................. 90
9.2
ASSET CONDITION ....................................................................... 91
9.2.1 Current Approach to Condition Assessment .............................. 93
9.3
AGE PROFILE ............................................................................. 96
9.4
CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................... 97
9.5
RISK ANALYSIS........................................................................... 97
9.6
LEVELS OF SERVICE ..................................................................... 98
9.6.1 Levels of Service - Current .................................................... 98
9.6.2 Levels of Service - Proposed .................................................. 98
9.6.3 Additional Metrics ............................................................... 100
9.6.4 10-Year Capital Forecast ...................................................... 100
10.
ROLLING STOCK ................................................................... 101
10.1 INVENTORY & VALUATION ............................................................ 101
10.2 ASSET CONDITION ..................................................................... 102
10.2.1 Current Approach to Condition Assessment ......................... 104
10.3 AGE PROFILE ........................................................................... 104
10.4 CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................. 105
10.5 RISK ANALYSIS......................................................................... 106
10.6 LEVELS OF SERVICE ................................................................... 107
10.6.1 Levels of Service - Current ............................................... 107
10.6.2 Levels of Service - Proposed ............................................. 107
10.6.3 Additional Metrics ............................................................ 109
10.6.4 10-Year Capital Forecast ................................................... 109
11.
EQUIPMENT .......................................................................... 110
11.1 INVENTORY & VALUATION ............................................................ 110
11.2 ASSET CONDITION ..................................................................... 111
11.2.1 Current Approach to Condition Assessment ......................... 112
11.3 AGE PROFILE ........................................................................... 112
11.4 CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................. 113
Municipality of South Huron
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11.5 RISK ANALYSIS......................................................................... 114
11.6 LEVELS OF SERVICE ................................................................... 115
11.6.1 Levels of Service - Current ............................................... 115
11.6.2 Levels of Service - Proposed ............................................. 115
11.6.3 Additional Metrics ............................................................ 116
11.6.4 10-Year Capital Forecast ................................................... 117
12.
LAND IMPROVEMENTS ......................................................... 118
12.1 INVENTORY & VALUATION ............................................................ 118
12.2 ASSET CONDITION ..................................................................... 119
12.2.1 Current Approach to Condition Assessment ......................... 120
12.3 AGE PROFILE ........................................................................... 120
12.4 CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................. 121
12.5 RISK ANALYSIS......................................................................... 122
12.6 LEVELS OF SERVICE ................................................................... 123
12.6.1 Levels of Service - Current ............................................... 123
12.6.2 Levels of Service - Proposed ............................................. 123
12.6.3 Additional Metrics ............................................................ 124
12.6.4 10-Year Capital Forecast ................................................... 125
13.
WASTE DISPOSAL ................................................................ 126
13.1 INVENTORY & VALUATION ............................................................ 126
13.2 ASSET CONDITION ..................................................................... 126
13.2.1 Current Approach to Condition Assessment ......................... 128
13.3 AGE PROFILE ........................................................................... 128
13.4 CURRENT APPROACH TO LIFECYCLE MANAGEMENT ................................. 129
13.5 RISK ANALYSIS......................................................................... 129
13.6 LEVELS OF SERVICE ................................................................... 130
13.6.1 Levels of Service - Current ............................................... 130
13.6.2 Levels of Service - Proposed ............................................. 130
13.6.3 Additional Metrics ............................................................ 131
13.6.4 10-Year Capital Forecast ................................................... 132
14.
GROWTH .............................................................................. 134
14.1 SOUTH HURON OFFICIAL PLAN (2025) ............................................ 134
14.2 HURON COUNTY OFFICIAL PLAN (2021) ........................................... 134
15.
FINANCIAL STRATEGY .......................................................... 136
15.1 ANNUAL REQUIREMENTS & CAPITAL FUNDING ..................................... 137
15.1.1 Annual Requirements ....................................................... 137
15.1.2 Annual Funding Available .................................................. 138
15.2 FUNDING OBJECTIVE .................................................................. 139
15.3 FINANCIAL PROFILE: TAX FUNDED ASSETS ......................................... 140
15.3.1 Current Funding Position ................................................... 140
15.3.2 Full Funding Requirements ................................................ 140
Municipality of South Huron
Asset Management Plan 2025
vii
15.3.3 Financial Strategy Recommendations ................................. 141
15.4 FINANCIAL PROFILE: RATE FUNDED ASSETS ....................................... 143
15.4.1 Current Funding Position ................................................... 143
15.4.2 Full Funding Requirements ................................................ 143
15.4.3 Financial Strategy Recommendations ................................. 144
15.5 USE OF DEBT ........................................................................... 146
15.6 USE OF RESERVES ..................................................................... 147
Available Reserves ...................................................................... 147
APPENDIX A - INFRASTRUCTURE REPORT CARD .......................... 150
APPENDIX B - LEVEL OF SERVICE MAPS & PHOTOS ..................... 152
APPENDIX C - PUBLIC ENGAGEMENT SURVEY RESULTS ............... 164
Municipality of South Huron
Asset Management Plan 2025
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1. Executive Summary
Municipal infrastructure delivers critical services that are foundational to the
economic, social, and environmental health and growth of a community. The
goal of asset management is to enable infrastructure to deliver an adequate
level of service in the most cost-effective manner. This involves the ongoing
review and update of infrastructure information and data alongside the
development and implementation of asset management strategies and long-
term financial planning.
1.1 Scope
This Asset Management Plan (AMP) identifies the strategies that are in place
to manage public infrastructure and makes recommendations where they
can be further refined. Through the implementation of sound asset
management strategies, the Municipality can ensure that public
infrastructure is managed to support the sustainable delivery of municipal
services.
This AMP include the following asset categories:
Figure 1 Core and Non-Core Asset Categories
- Road Network
- Bridges & Culverts
- Storm Sewer System
- Water Network
- Sanitary Sewer Network
Core Assets
- Facilties
- Rolling Stock
- Machinery & Equipment
- Land Improvements
- Waste Disposal
Non-Core Assets
Municipality of South Huron
Asset Management Plan 2025
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1.2 O. Reg. 588/17 Compliance
With the development of this AMP the Municipality has achieved compliance
with July 1, 2025, requirements under O. Reg. 588/17. This includes
requirements for levels of service and inventory reporting for all asset
categories. More detail on compliance can be found in section 2.5.1 O. Reg.
588/17 Compliance Review.
1.3 Findings
The overall replacement cost of the asset categories included in this AMP
totals $603.3 million. 64% of all assets analyzed in this AMP are in fair or
better condition and assessed condition data was available for 49% of
assets. For the remaining 51% of assets, assessed condition data was
unavailable, and asset age was used to approximate condition - a data gap
that persists in most municipalities. Generally, age misstates the true
condition of assets, making assessments essential to accurate asset
management planning, and a recurring recommendation in this AMP.
The development of a long-term, sustainable financial plan requires an
analysis of whole lifecycle costs. This AMP uses a combination of proactive
lifecycle strategies and replacement only strategies to determine the lowest
cost option to maintain the proposed (10-year) level of service.
To meet capital replacement and rehabilitation needs for existing
infrastructure, prevent infrastructure backlogs, and achieve long-term
sustainability, the Municipality's average annual capital requirement totals
$13.8 million. Based on a historical analysis of sustainable capital funding
sources, the Municipality is committing approximately $7.1 million towards
capital projects or reserves per year. As a result, there is currently an annual
funding gap of $6.7 million.
It is important to note that this AMP represents a snapshot in time and is
based on the best available processes, data, and information at the
Municipality. Strategic asset management planning is an ongoing and
dynamic process that requires continuous improvement and dedicated
resources.
Municipality of South Huron
Asset Management Plan 2025
10
1.4 Recommendations
A financial strategy was developed to address the annual capital funding
gap. The following graphics shows annual tax/rate change required to
eliminate the Municipality's infrastructure deficit.
Figure 2 Proposed Tax/Rate Changes
Tax-Funded
ASSETS
Average
Annual Tax
Change
15 Year
Phase-In
1.9%
Rate-
Funded
WATER
Average
Annual Rate
Change
20 Year
Phase-In
1.8%
Rate-
Funded
SANITARY
Average
Annual Rate
Change
10 Year
Phase-In
2.0%
Rate-
Funded
WASTE
Average
Annual Rate
Change
N/A
Current Rate
Municipality of South Huron
Asset Management Plan 2025
11
2. Introduction & Context
2.1 Community Profile
Census Characteristic
Municipality of South
Huron
Ontario
Population 2021
10,063
14,223,942
Population Change 2016-2021
-0.31
5.8
Total Private Dwellings
4,722
5,929,250
Population Density
23.7/km2
15.9/km2
Land Area
425.12 km2
892,411.76 km2
Table 1 Municipality of South Huron Community Profile
The Municipality of South Huron is situated in Southwestern Ontario,
encompassing a mix of rural and small urban areas. Located in the southerly
portion of Huron County near Lake Huron, the region benefits from its
proximity to natural beauty and recreational opportunities.
While the community maintains its small-town charm, its close proximity to
larger cities such as London and Kitchener offers residents the ability to
commute for work. These factors have contributed to growth projections for
the municipality additionally driven by urban sprawl and affordable housing
options. South Huron's scenic landscapes, thriving agricultural industry, and
emerging cottage community provide a strong foundation for economic
diversification. Additionally, the area hosts various cultural and heritage
events that draw visitors and promote community engagement.
South Huron aims to foster economic growth and development while
preserving its identity as a community. The Municipality's strategic goals
include planning for and managing sustainable growth, safe and reliable
service delivery, and encouraging sustainable practices. The Municipality has
an ongoing commitment to prioritizing strategy and communication around
its services and assets, these are exemplified by the ongoing work on the
master fire services plan and the asset management plan.
1 Decrease in population caused by undergoing planning applications to create a
plan of subdivision led to dwelling units being vacant for an extended period. Long
term planning shows substantial growth of the community in the future.
Municipality of South Huron
Asset Management Plan 2025
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With a commitment to sustainable growth, South Huron aims to leverage its
natural resources and strategic location to enhance economic opportunities
for residents and visitors alike. By investing in critical infrastructure and
supporting a vibrant local economy, the Municipality aspires to strengthen its
appeal as a desirable place to live, work, and visit.
2.2 Climate Change
Climate change can cause severe impacts on human and natural systems
around the world. The effects of climate change include increasing
temperatures, higher levels of precipitation, droughts, and extreme weather
events. In 2019, Canada's Changing Climate Report (CCCR 2019) was
released by Environment and Climate Change Canada (ECCC).
The report revealed that between 1948 and 2016, the average temperature
increase across Canada was 1.7°C; moreover, during this time period,
Northern Canada experienced a 2.3°C increase. The temperature increase in
Canada has doubled that of the global average. If emissions are not
significantly reduced, the temperature could increase by 6.3°C in Canada by
the year 2100 compared to 2005 levels. Observed precipitation changes in
Canada include an increase of approximately 20% between 1948 and 2012.
By the late 21st century, the projected increase could reach an additional
24%. During the summer months, some regions in Southern Canada are
expected to experience periods of drought at a higher rate. Extreme weather
events and climate conditions are more common across Canada. Recorded
events include droughts, flooding, cold extremes, warm extremes, wildfires,
and record minimum arctic sea ice extent.
The changing climate poses a significant risk to the Canadian economy,
society, environment, and infrastructure. The impacts on infrastructure are
often a result of climate-related extremes such as droughts, floods, higher
frequency of freeze-thaw cycles, extended periods of high temperatures,
high winds, and wildfires. Physical infrastructure is vulnerable to damage
and increased wear when exposed to these extreme events and climate
variabilities. Canadian Municipalities are faced with the responsibility to
protect their local economy, citizens, environment, and physical assets.
2.2.1
South Huron Climate Profile
The Municipality of South Huron is in Southern Ontario along the shore of
Lake Huron. The Municipality is expected to experience notable effects of
climate change which include higher average annual temperatures, an
increase in total annual precipitation, and an increase in the frequency and
severity of extreme events. According to Climatedata.ca - a collaboration
Municipality of South Huron
Asset Management Plan 2025
13
supported by Environment and Climate Change Canada (ECCC) - the
Municipality of South Huron may experience the following trends:
Higher Average Annual Temperature:
-
Between the years 1971 and 2010 the annual average temperature
was 7.8 ºC
-
Under a high emissions scenario, the annual average temperatures
are projected to increase by 2 ºC by the year 2050 and over 4 ºC
by the end of the century.
Increase in Total Annual Precipitation:
-
Under a high emissions scenario, South Huron is projected to
experience an 12% increase in precipitation by the year 2050 and a
16% increase by the end of the century.
Increase in Frequency of Extreme Weather Events:
-
It is expected that the frequency and severity of extreme weather
events will change.
-
In some areas, extreme weather events will occur with greater
frequency and severity than others especially those impacted by
Great Lake winds.
2.2.2
Lake Huron
The Great Lakes are one of the largest sources of fresh water on earth,
containing 21 percent of the world's surface freshwater. There are 35 million
people living in the Great Lakes watershed and Lake Huron is the second
largest of the Great Lakes. The area of Lake Huron Watershed is
approximately 131,100 km2. The physical impacts of climate change are
most noticeable from: flooding, extreme weather events such as windstorms
and tornados, and/or rising water levels eroding shorelines and natural
spaces. Erosion and flooding pose a threat to the surrounding built
infrastructure such as park assets, bridges, and roads. Communities located
in the Great Lakes region may experience more severe windstorms or
tornados due to climate change, causing damage to both the natural and
built environment.
2.2.3
Integration of Climate Change and Asset Management
Asset management practices aim to deliver sustainable service delivery - the
delivery of services to residents today without compromising the services
and well-being of future residents. Climate change threatens sustainable
service delivery by reducing the useful life of an asset and increasing the risk
of asset failure. Desired levels of service can be more difficult to achieve due
Municipality of South Huron
Asset Management Plan 2025
14
to climate change impacts such as flooding, high heat, drought, and more
frequent and intense storms.
To achieve the sustainable delivery of services, climate change
considerations should be incorporated into asset management practices. The
integration of asset management and climate change adaptation observes
industry best practices and enables the development of a holistic approach
to risk management.
2.3 Asset Management Overview
Municipalities are responsible for managing and maintaining a broad portfolio
of infrastructure assets to deliver services to the community. The goal of
asset management is to minimize the lifecycle costs of delivering
infrastructure services, manage the associated risks, while maximizing the
value ratepayers receive from the asset portfolio.
The acquisition of capital assets accounts for only 10-20% of their total cost
of ownership. The remaining 80-90% comes from operations and
maintenance. This AMP focuses its analysis on the capital costs to maintain,
rehabilitate and replace existing municipal infrastructure assets.
Figure 3 Total Cost of Asset Ownership
These costs can span decades, requiring planning and foresight to ensure
financial responsibility is spread equitably across generations. An asset
management plan is critical to this planning, and an essential element of
broader asset management program. The industry-standard approach and
sequence to developing a practical asset management program begins with
a Strategic Plan, followed by an Asset Management Policy and an Asset
Management Strategy, concluding with an Asset Management Plan.
Municipality of South Huron
Asset Management Plan 2025
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This industry standard, defined by the Institute of Asset Management (IAM),
emphasizes the alignment between the corporate strategic plan and various
asset management documents. The strategic plan has a direct, and
cascading impact on asset management planning and reporting.
2.3.1
Foundational Asset Management Documentation
The industry-standard approach and sequence to developing a practical
asset management program begins with a Strategic Plan/Priorities, followed
by an Asset Management Policy and an Asset Management Strategy,
concluding with an Asset Management Plan.
Figure 4 Foundational Asset Management Documents
This industry standard, defined by the Institute of Asset Management (IAM),
emphasizes the alignment between the corporate strategic plan/priorities
and various asset management documents. The strategic plan has a direct,
and cascading impact on asset management planning and reporting.
Asset Management Policy
An asset management policy represents a statement of the principles
guiding the municipality's approach to asset management activities. It aligns
with the organizational strategic plan and provides clear direction to
municipal staff on their roles and responsibilities as part of the asset
management program.
The Municipality of South Huron's Strategic Asset Management Policy (By-
law #04-2025) outlines its commitment to proactive, transparent, and
Strategic
Plan/Priorities
Asset
Management
Policy
Asset
Management
Strategy
Asset
Management
Plan
Municipality of South Huron
Asset Management Plan 2025
16
sustainable asset management. The policy ensures that municipal
infrastructure is maintained efficiently to support service delivery, fiscal
responsibility, and community well-being. Key objectives include integrating
asset management into budgeting, aligning with strategic documents (e.g.,
Official Plan, Master Plans), and prioritizing assets based on risk, cost, and
service level needs.
Asset Management Strategy
An asset management strategy outlines the translation of organizational
objectives into asset management objectives and provides a strategic
overview of the activities required to meet these objectives. It provides
greater detail than the policy on how the Municipality plans to achieve asset
management objectives through planned activities and decision-making
criteria.
The Municipality's Asset Management Policy contains many of the key
components of an asset management strategy and may be expanded on in
future revisions or as part of a separate strategic document.
Asset Management Plan
The asset management plan (AMP) presents the outcomes of the
Municipality's asset management program and identifies the resource
requirements needed to achieve a defined level of service. The AMP typically
includes the following content:
- State of Infrastructure
- Asset Management Strategies
- Levels of Service
- Financial Strategies
The AMP is a living document that should be updated regularly as additional
asset and financial data becomes available. This will allow the Municipality to
re-evaluate the state of infrastructure and identify how the organization's
asset management and financial strategies are progressing.
2.3.2
Key Concepts in Asset Management
Effective asset management integrates several key components, including
lifecycle management, risk & criticality, and levels of service. These concepts
are applied throughout this asset management plan and are described below
in greater detail.
Municipality of South Huron
Asset Management Plan 2025
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Lifecycle Management Strategies
The condition or performance of most assets will deteriorate over time. This
process is affected by a range of factors including an asset's characteristics,
location, utilization, maintenance history and environment. Asset
deterioration has a negative effect on the ability of an asset to fulfill its
intended function, and may be characterized by increased cost, risk and
even service disruption.
To ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
There are several field intervention activities that are available to extend the
life of an asset. These activities can be generally placed into one of three
categories: maintenance, rehabilitation, and replacement. The following
table provides a description of each type of activity and the general
difference in cost.
Depending on initial lifecycle management strategies, asset performance can
be sustained through a combination of maintenance and rehabilitation, but
at some point, replacement is required. Understanding what effect these
activities will have on the lifecycle of an asset, and their cost, will enable
staff to make better recommendations.
Lifecycle
Activity
Cost
Typical Associated Risks
Maintenance
Activities that
prevent defects or
deteriorations
from occurring
$
- Balancing limited resources between
planned maintenance and reactive,
emergency repairs and interventions
- Diminishing returns associated with
excessive maintenance activities, despite
added costs
- Intervention selected may not be optimal
and may not extend the useful life as
expected, leading to lower payoff and
potential premature asset failure;
Rehabilitation/
Renewal
$$$
- Useful life may not be extended as
expected
Municipality of South Huron
Asset Management Plan 2025
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Lifecycle
Activity
Cost
Typical Associated Risks
Activities that
rectify defects or
deficiencies that
are already
present and may
be affecting asset
performance
- May be costlier in the long run when
assessed against full reconstruction or
replacement
- Loss or disruption of service, particularly for
underground assets;
Replacement/
Reconstruction
Asset end-of-life
activities that
often involve the
complete
replacement of
assets
$$$$
$
- Incorrect or unsafe disposal of existing
asset
- Costs associated with asset retirement
obligations
- Substantial exposure to high inflation and
cost overruns
- Replacements may not meet capacity needs
for a larger population
- Loss or disruption of service, particularly for
underground assets
Table 2 Lifecycle Management: Typical Lifecycle Interventions
The Municipality's approach to lifecycle management is described within each
asset category outlined in this AMP. Staff will continue to evolve and
innovate current practices for developing and implementing proactive
lifecycle strategies to determine which activities to perform on an asset and
when they should be performed to maximize useful life at the lowest total
cost of ownership.
Risk & Criticality
Asset risk and criticality are essential building blocks of asset management,
integral in prioritizing projects and distributing funds where they are needed
most based on a variety of factors. Assets in disrepair may fail to perform
their intended function, pose substantial risk to the community, lead to
unplanned expenditures, and create liability for the municipality. In addition,
some assets are simply more important to the community than others,
based on their financial significance, their role in delivering essential
services, the impact of their failure on public health and safety, and the
extent to which they support a high quality of life for community
stakeholders.
Municipality of South Huron
Asset Management Plan 2025
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Risk is a product of two variables: the probability that an asset will fail, and
the resulting consequences of that failure event. It can be a qualitative
measurement, (i.e. low, medium, high) or quantitative measurement (i.e. 1-
5), that can be used to rank assets and projects, identify appropriate
lifecycle strategies, optimize short- and long-term budgets, minimize service
disruptions, and maintain public health and safety.
Figure 5 Risk Equations
The approach used in this AMP relies on a quantitative measurement of risk
associated with each asset. The probability and consequence of failure are
each scored from 1 to 5, producing a minimum risk index of 1 for the lowest
risk assets, and a maximum risk index of 25 for the highest risk assets.
Probability of Failure
Several factors can help decision-makers estimate the probability or
likelihood of an asset's failure, including its condition, age, previous
performance history, and exposure to extreme weather events, such as
flooding and ice jams--both a growing concern for municipalities in Canada.
Consequence of Failure
Estimating criticality also requires identifying the types of consequences that
the organization and community may face from an asset's failure, and the
magnitude of those consequences. Consequences of asset failure will vary
across the infrastructure portfolio; the failure of some assets may result
primarily in high direct financial cost but may pose limited risk to the
community. Other assets may have a relatively minor financial value, but
any downtime may pose significant health and safety hazards to residents.
Table 3 illustrates the various types of consequences that can be integrated
in developing risk and criticality models for each asset category and
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Asset Management Plan 2025
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segments within. We note that these consequences are common, but not
exhaustive.
Type of
Consequence
Description
Direct Financial
Direct financial consequences are typically
measured as the replacement costs of the asset(s)
affected by the failure event, including
interdependent infrastructure.
Economic
Economic impacts of asset failure may include
disruption to local economic activity and commerce,
business closures, service disruptions, etc. Whereas
direct financial impacts can be seen immediately or
estimated within hours or days, economic impacts
can take weeks, months and years to emerge, and
may persist for even longer.
Socio-political
Socio-political impacts are more difficult to quantify
and may include inconvenience to the public and
key community stakeholders, adverse media
coverage, and reputational damage to the
community and the Municipality.
Environmental Environmental consequences can include pollution,
erosion, sedimentation, habitat damage, etc.
Public Health and
Safety
Adverse health and safety impacts may include
injury or death, or impeded access to critical
services.
Strategic
These include the effects of an asset's failure on the
community's long-term strategic objectives,
including economic development, business
attraction, etc.
Table 3 Risk Analysis: Types of Consequences of Failure
This AMP includes a preliminary evaluation of asset risk and criticality. Each
asset has been assigned a probability of failure score and consequence of
failure score based on available asset data. These risk scores can be used to
prioritize maintenance, rehabilitation, and replacement strategies for critical
assets.
Municipality of South Huron
Asset Management Plan 2025
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These models have been built in Citywide for continued review, updates, and
refinements.
Levels of Service
A level of service (LOS) is a measure of the services that the Municipality is
providing to the community and the nature and quality of those services.
Within each asset category in this AMP, technical metrics and qualitative
descriptions that measure both technical and community levels of service
have been established and measured as data is available.
The Municipality measures the level of service provided at two levels:
Community Levels of Service, and Technical Levels of Service. This AMP
includes those LOS that are required under O. Reg. 588/17 as well as any
additional metrics the Municipality wishes to track.
Community Levels of Service
Community levels of service are a simple, plain language description or
measure of the service that the community receives. For core asset
categories as applicable (Roads, Bridges & Culverts, Storm Water, Water,
and Sanitary) the province, through O. Reg. 588/17, has provided
qualitative descriptions that are required to be included in this AMP.
Technical Levels of Service
Technical levels of service are a measure of key technical attributes of the
service being provided to the community. These include mostly quantitative
measures and tend to reflect the impact of the Municipality's asset
management strategies on the physical condition of assets or the
quality/capacity of the services they provide.
For core asset categories as applicable (Roads, Bridges & Culverts, Storm
Water, Water, and Sanitary) the province, through O. Reg. 588/17, has also
provided technical metrics that are required to be included in this AMP.
Current and Proposed Levels of Service
Proposed levels of service should be realistic and achievable within the
timeframe outlined by the Municipality. They should also be determined with
consideration of a variety of community expectations, fiscal capacity,
regulatory requirements, corporate goals and long-term sustainability. Once
proposed levels of service have been established, and prior to July 2025, the
Municipality must identify a lifecycle management and financial strategy
which allows these targets to be achieved.
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Core Values
The core values behind levels of service reflect the Municipality's
commitment to delivering services that meet community needs in a fair,
responsible, and sustainable way. These values help guide how
infrastructure is managed and how service expectations are set. By aligning
asset management decisions with these values, the Municipality can provide
services that people trust.
Table 4 Levels of Service: Core Values
Public Engagement
The South Huron Public engagement survey was undertaken to document
and capture public responses and opinions related to municipal infrastructure
and service priorities. Upon analyzing the survey, residents emphasized the
importance of maintaining roads, bridges, and water/wastewater
infrastructure, with many calling for improvements in road conditions and
more timely repairs. There is strong support for transparency in asset
management planning, including clear communication about funding
limitations and prioritization criteria. Respondents generally value proactive
investment in core infrastructure over expansion or new builds and suggest
focusing on long-term planning that reflects both community needs and
fiscal sustainability. Feedback also highlighted the importance of
environmental sustainability, accessibility, and ensuring equitable service
delivery across the municipality.
Value
Description
Accessible
Services are available and accessible for customers who require
them
Reliable
Services are provided with minimal service disruption and are
available to customers in line with needs and expectations
Safe
Services are delivered such that they minimize health, safety,
and security risks
Affordable
Services are delivered at an affordable cost for both the
organization and customer
Sustainable
Services are designed to be used efficiently. Long-term plans are
in place to ensure that they are available to all customers into
the future
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In addition to infrastructure priorities, many respondents expressed a desire
for greater community engagement and input in municipal decision-making
processes. Suggestions included more accessible public consultations,
regular updates on project progress, and educational efforts to help
residents understand the trade-offs involved in infrastructure investment.
There was also a recurring theme of frustration with perceived inefficiencies
or delays in maintenance work, particularly regarding road resurfacing and
drainage issues. Overall, the feedback indicates that residents are eager to
see practical improvements grounded in transparency, accountability, and
long-term value for the community.
2.4 Scope & Methodology
2.4.1
Asset Categories for this AMP
This asset management plan for the Municipality of South Huron is produced
in compliance with O. Reg. 588/17. The July 2025 deadline under the
regulation--the last of three AMPs--requires analysis of core and non-core
asset categories, along with the proposed levels of service for the following
ten years
The AMP summarizes the state of the infrastructure for the Municipality's
asset portfolio, establishes levels of service and the associated technical and
customer-oriented key metrics, outlines lifecycle strategies for optimal asset
management and performance, and provides financial strategies to reach
sustainability for the asset categories listed below.
- Road Network
- Bridges & Culverts
- Storm Sewer System
- Facilties
- Equipment
- Rolling Stock
- Land Improvements
Tax Funded Assets
- Water System
- Sanitary Sewer System
- Waste Disposal
Rate Funded Assets
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Figure 6 Tax Funded and Rate Funded Asset Categories
2.4.2
Data Effective Date
It is important to note that this plan is based on data as of December
2023; therefore, it represents a snapshot in time using the best available
processes, data, and information at the Municipality. Strategic asset
management planning is an ongoing and dynamic process that requires
continuous data updates and dedicated data management resources.
2.4.3
Deriving Replacement Costs
There are a range of methods to determine the replacement cost of an
asset, and some are more accurate and reliable than others. This AMP relies
on two methodologies:
User-Defined Cost and Cost Per Unit
Based on costs provided by municipal staff which could include
average costs from recent contracts; data from engineering reports
and assessments; staff estimates based on knowledge and experience.
Cost Inflation / CPI Tables
Historical costs of the assets are inflated based on Consumer Price
Index or Non-Residential Building Construction Price Index.
User-defined costs based on reliable sources are a reasonably accurate and
reliable way to determine asset replacement costs. Cost inflation is typically
used in the absence of reliable replacement cost data. It is a reliable method
for recently purchased and/or constructed assets where the total cost is
reflective of the actual costs that the Municipality incurred. As assets age,
and new products and technologies become available, cost inflation becomes
a less reliable method.
2.4.4
Estimated Service Life & Service Life Remaining
The estimated useful life (EUL) of an asset is the period over which the
Municipality expects the asset to be available for use and remain in service
before requiring replacement or disposal. The EUL for each asset in this AMP
was assigned according to the knowledge and expertise of municipal staff
and supplemented by existing industry standards when necessary.
By using an asset's in-service data and its EUL, the Municipality can
determine the service life remaining (SLR) for each asset. Using condition
data and the asset's SLR, the Municipality can more accurately forecast
when it will require replacement. The SLR is calculated as follows:
Municipality of South Huron
Asset Management Plan 2025
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Figure 7 Service Life Remaining Calculation
2.4.5
Reinvestment Rate
As assets age and deteriorate, they require additional investment to
maintain a state of good repair. The reinvestment of capital funds, through
asset renewal or replacement, is necessary to sustain an adequate level of
service. The reinvestment rate is a measurement of available or required
funding relative to the total replacement cost.
By comparing the actual vs. target reinvestment rate the Municipality can
determine the extent of any existing funding gap. The reinvestment rate is
calculated as follows:
Figure 8 Target Reinvestment Rate Calculation
Figure 9 Actual Reinvestment Rate Calculation
2.4.6
Deriving Asset Condition
An incomplete or limited understanding of asset condition can mislead long-
term planning and decision-making. Accurate and reliable condition data
helps to prevent premature and costly rehabilitation or replacement and
ensures that lifecycle activities occur at the right time to maximize asset
value and useful life.
A condition assessment rating system provides a standardized descriptive
framework that allows comparative benchmarking across the Municipality's
asset portfolio. The table below outlines the condition rating system used in
this AMP to determine asset condition. This rating system is aligned with the
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Canadian Core Public Infrastructure Survey which is used to develop the
Canadian Infrastructure Report Card. When assessed condition data is not
available, service life remaining is used to approximate asset condition.
Condition Description
Criteria
Service
Life
Remaining
(%)
Very
Good
Fit for the
future
Well maintained, good condition,
new or recently rehabilitated
80-100
Good
Adequate for
now
Acceptable, generally
approaching mid-stage of
expected service life
60-80
Fair
Requires
attention
Signs of deterioration, some
elements exhibit significant
deficiencies
40-60
Poor
Increasing
potential of
affecting
service
Approaching end of service life,
condition below standard, large
portion of system exhibits
significant deterioration
20-40
Very
Poor
Unfit for
sustained
service
Near or beyond expected service
life, widespread signs of
advanced deterioration, some
assets may be unusable
0-20
Table 5 Standard Condition Rating Scale
The analysis in this AMP is based on assessed condition data only as
available. In the absence of assessed condition data, asset age is used as a
proxy to determine asset condition.
The table above summarizes the standard methodology for determining
asset condition within this AMP. For those categories in which there is a
different rating scale for condition assessment, they will be outlined within
that category's "Approach to Condition Assessment" subsection. For
instances where the scale is the same, only the approach for condition
assessment will be outlined.
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2.5 Ontario Regulation 588/17
As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario
government introduced Regulation 588/17 - Asset Management Planning for
Municipal Infrastructure (O. Reg 588/17)2. Along with creating better
performing organizations, more liveable and sustainable communities, the
regulation is a key, mandated driver of asset management planning and
reporting. It places substantial emphasis on current and proposed levels of
service and the lifecycle costs incurred in delivering them.
Figure 10 below outlines key reporting requirements under O. Reg 588/17
and the associated timelines.
Figure 10 O. Reg. 588/17 Requirements and Reporting Deadlines
2 O. Reg. 588/17: Asset Management Planning for Municipal Infrastructure
https://www.ontario.ca/laws/regulation/170588
Municipality of South Huron
Asset Management Plan 2025
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2.5.1
O. Reg. 588/17 Compliance Review
Requirement
O. Reg.
588/17
Section
AMP
Section
Reference
Status
Summary of assets in each
category
S.5(2), 3(i)
4.1 - 13.1
Complete
Replacement cost of assets
in each category
S.5(2), 3(ii)
4.1 - 13.1
Complete
Average age of assets in
each category
S.5(2), 3(iii)
4.3 - 13.3
Complete
Condition of core assets in
each category
S.5(2), 3(iv)
4.2 - 13.2
Complete
Description of municipality's
approach to assessing the
condition of assets in each
category
S.5(2), 3(v)
4.4 - 13.4
Complete
Current/proposed levels of
service in each category
S.5(2), 1(i-ii)
S.6 (1)
4.6 - 13.6
Complete
Performance measures in
each category
S.5(2), 2
S. 6 (1), 2
4.6 - 11.6
Complete
Lifecycle activities needed for
proposed levels of service for
10 years
S.5(2), 4
S. 6 (1), 4
4.6.3 -
13.6.3
Complete
Costs of providing lifecycle
activities for 10 years
S.5(2), 4
S. 6 (1), 4
4.6.3 -
13.6.3
Complete
Growth assumptions
S.5(2), 5(i-ii)
S.5(2), 6(i-vi)
14.1 - 14.2
Complete
Table 6 O. Reg. 588/17 Compliance Review
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Asset Management Plan 2025
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3. Portfolio Overview - State of the Infrastructure
The state of the infrastructure (SOTI) summarizes the inventory, condition,
age profiles, and other key performance indicators for the Municipality's
infrastructure portfolio. These details are presented for all core and non-core
asset categories.
3.1 Asset Hierarchy & Data Classification
Asset hierarchy explains the relationship between individual assets and their
components, and a wider, more expansive network and system. How assets
are grouped in a hierarchy structure can impact how data is interpreted.
Assets were structured to support meaningful, efficient reporting and
analysis. Key category details are summarized at asset segment level.
Figure 11 Asset Hierarchy and Data Classification
-HCB Roads
-LCB Roads
-Sidewalks
-Streetlights - Fixtures
-Streetlights - Poles
-Traffic Signals
Road
Network
-Bridges
-Structural Culverts
Bridges &
Culverts
- Booster Pumping Stations
& Reservoirs
- Control Chambers
- Equipment
- Rolling Stock
- Water Meters
- Water Towers
- Watermains
Water
System
-Equipment
-Operations Facility
-Pumping Stations
-Rolling Stock
-Sewer Mains
-WWTFs & Lagoons
Sanitary
Sewer
System
-Retention Ponds
-Storm Mains
Storm
Sewer
System
-Cemetery
-Community Centres
-Fire Halls
-Operations Facilities
-Recreation Facilities
-Town Hall
Facilties
-Fire Vehicles
-Heavy Duty Trucks (>1
Ton)
-Heavy Machinery
-Light Duty Trucks (<1
ton)
-Tractors
-Trailers
Rolling
Stock
-General Government
-Protection Services
-Recreation Services
-Transportation
Services
Equipment
-Gazebos/Pavilions
-Miscellaneous
-Parking Lots
-Playground Equipment
-Splash Pads
Land
Improve-
ments
-Landfill Site/Scale
House
Waste
Disposal
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Asset Management Plan 2025
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3.2 Portfolio Overview
3.2.1
Total Replacement Cost of Asset Portfolio
The ten asset categories analyzed in this Asset Management Plan have a
total current replacement cost of $603.3 million. This estimate was
calculated using user-defined costing, cost per unit, as well as inflation of
historical or original costs to current date. This estimate reflects replacement
of historical assets with similar, not necessarily identical, assets available for
procurement today. Figure 12 illustrates the replacement cost of each asset
category.
Figure 12 Current Replacement Cost by Asset Category
3.2.2
Target vs. Actual Reinvestment Rate
The graph below depicts funding gaps by comparing the target to the current
reinvestment rate. To meet the existing long-term capital requirements, the
Municipality requires an annual capital investment of $13.8 million, for a
target portfolio reinvestment rate of 2.29%. Currently, the annual
investment from sustainable revenue sources is $7.1 million, for a current
portfolio reinvestment rate of 1.18%. Target and current re-investment
rates by asset category are detailed below.
$587k
$1.5m
$6.6m
$13.7m
$31.4m
$39.7m
$72.3m
$97.8m
$142.3m
$197.4m
$100m
$200m
Waste Disposal
Equipment
Land Improvements
Rolling Stock
Facilities
Storm Sewer System
Bridges & Culverts
Sanitary Sewer System
Road Network
Water System
Replacement Cost by Category
Municipality of South Huron
Asset Management Plan 2025
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Figure 13 Current Vs. Target Reinvestment Rate
3.2.3
Condition of Asset Portfolio
Figure 14 and Figure 15 summarize asset condition at the portfolio and
category levels, respectively. Based on both assessed condition and age-
based analysis, 64% of the Municipality's infrastructure portfolio is in fair or
better condition, with the remaining 36% in poor or worse condition.
Typically, assets in poor or worse condition may require replacement or
major rehabilitation in the immediate or short-term. Targeted condition
assessments may help further refine the list of assets that may be
candidates for immediate intervention, including potential replacement or
reconstruction.
Similarly, assets in fair condition should be monitored for disrepair over the
medium term. Keeping assets in fair or better condition is typically more
cost-effective than addressing assets needs when they enter the latter
stages of their lifecycle or decline to a lower condition rating, e.g., poor or
worse.
1.38%
11.35%
3.06%
2.40% 2.53%
5.91%
2.56%
1.33%
3.00% 2.07%
1.38%
12.44%
1.83%
0.47%
1.13%
2.32%
1.37%
0.08%
3.07%
1.02%
0%
2%
4%
6%
8%
10%
12%
14%
Target Reinvestment Rate
Actual Reinvestment Rate
Municipality of South Huron
Asset Management Plan 2025
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Condition data was available for majority of assets. For all remaining assets,
including major infrastructure such as storm mains and Facilities, age was
used as an approximation of condition for most of these assets. Age-based
condition estimations can skew data and lead to potential under- or
overstatement of asset needs.
Figure 14 Asset Condition: Portfolio Overview
As further illustrated in Figure 15 at the category level, the majority of
major, core infrastructure such as water network, bridges & structural
culverts, road network, storm and sanitary networks are in fair or better
condition. These findings are based on in-field condition assessment data
and age-based condition projections. See Table 7 for details on how
condition data was derived for each asset segment.
Very Poor,
$108,035,000
(18%)
Poor,
$111,604,000
(18%)
Fair,
$115,394,000
(19%)
Good,
$95,430,000
(16%)
Very Good,
$172,861,000
(29%)
Overall Portfolio Condition
Municipality of South Huron
Asset Management Plan 2025
33
Figure 15 Asset Condition by Asset Category
Source of Condition Data
This AMP relies on assessed condition for 49% of assets, based on and
weighted by replacement cost. For the remaining assets, age is used as an
approximation of condition. Assessed condition data is invaluable in asset
management planning as it reflects the true condition of the asset and its
ability to perform its functions. The table below identifies the source of
condition data used throughout this AMP.
$44.9m
$219k
$24.8m
$36.6m
$675k
$42.3m
$1.3m
$14.6m
$248k
$7.2m
$12.3m
$368k
$4.8m
$17.3m
$4.9m
$12.1m
$1.3m
$9.7m
$427k
$32.2m
$48.8m
$2.3m
$12.4m
$22.4m
$958k
$1.8m
$241k
$26.4m
$51.5m
$979k
$16.2m
$3.4m
$29.8m
$1.4m
$2.7m
$178k
$5.5m
$39.9m
$6.9m
$15.3m
$4.8m
$35.6m
$1.7m
$2.6m
$393k
$960k
0%
20%
40%
60%
80%
100%
Water System
Waste Disposal
Storm Sewer
System
Sanitary Sewer
System
Rolling Stock
Road Network
Land
Improvements
Facilities
Equipment
Bridges &
Culverts
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
34
Asset
Category
Asset
Segment(s)
% of
Assets
with
Assessed
Conditions
Source of Condition
Data
Road Network
HCB Roads
60%
BM Ross SOTI Report
LCB Roads
85%
Sidewalks
99%
Streetlights -
Fixtures
0%
Streetlights -
Poles
0%
Traffic Signals
0%
Bridges &
Culverts
Bridges
100%
OSIM Reports
Structural
Culverts
100%
Water System
Booster Pumping
Stations &
Reservoirs
69%
GM Blueplan Report
Internal Assessments
Control Chambers
29%
Equipment
0%
Rolling Stock
100%
Water Meters
0%
Water Towers
53%
Watermains
0%
Sanitary
Sewer System
Equipment
0%
GM Blueplan Report
Internal Assessments
CCTV Inspections
Operations
Facility
100%
Pumping Stations
97%
Rolling Stock
100%
Sewer Mains
39%
WWTFs &
Lagoons
28%
Retention Ponds
0%
CCTV Inspections
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Asset Management Plan 2025
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Asset
Category
Asset
Segment(s)
% of
Assets
with
Assessed
Conditions
Source of Condition
Data
Storm Sewer
System
Storm Mains
41%
Facilities
Cemetery
99%
Building Condition
Assessments (BCAs)
Community
Centres
100%
Fire Halls
91%
Operations
Facilities
100%
Recreation
Facilities
97%
Town Hall
100%
Rolling Stock
Fire Vehicles
89%
Internal Assessments
Heavy Duty
Trucks (>1 ton)
100%
Heavy Machinery
100%
Light Duty Trucks
(<1 ton)
100%
Tractors
93%
Trailers
100%
Equipment
General
Government
0%
Internal Assessments
Protection
Services
0%
Recreation
Services
0%
Transportation
Services
66%
Land
Improvements
Gazebos/Pavilions
29%
Miscellaneous
0%
Municipality of South Huron
Asset Management Plan 2025
36
Asset
Category
Asset
Segment(s)
% of
Assets
with
Assessed
Conditions
Source of Condition
Data
Parking Lots
0%
Internal Assessments
Playground
Equipment
0%
Splash Pads
0%
Sports Fields
0%
Waste
Disposal
Landfill Site/Scale
House
0%
N/A
Table 7 Source of Condition Data3
3.2.4
Service Life Remaining
Based on asset age, available assessed condition data and estimated useful
life, 21% of the Municipality's assets will require replacement within the next
10 years (not accounting for asset replacement backlog).
3.2.5
Risk Matrix
Using the risk equation and preliminary risk models, Figure 16 shows how
the municipality's assets across the different asset categories are stratified
within a risk matrix.
Figure 16 Risk Matrix: All Assets
The analysis shows that based on current risk models, approximately 23% of
the Municipality's assets, with a current replacement cost of approximately
$137.5 million, carry a risk rating of 15 or higher (red) out of 25. Assets in
this group may have a high probability of failure based on available condition
data and age-based estimates.
As new asset attribute information and condition assessment data are
integrated with the asset register, asset risk ratings will evolve, resulting in
3 The Municipality have prioritized (time/resources) condition assessments on high-value assets; typically, core
infrastructure.
Municipality of South Huron
Asset Management Plan 2025
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a redistribution of assets within the risk matrix. Staff should also continue to
calibrate risk models.
We caution that since risk ratings rely on many factors beyond an asset's
physical condition or age; assets in a state of disrepair can sometimes be
classified as low risk, despite their poor condition rating. In such cases,
although the probability of failure for these assets may be high, their
consequence of failure ratings was determined to be low based on the
attributes used and the data available.
Similarly, assets with very high condition ratings can receive a moderate to
high-risk rating despite a low probability of failure. These assets may be
deemed as highly critical to the Municipality based on their costs, economic
importance, social significance, and other factors. Continued calibration of an
asset's criticality and regular data updates are needed to ensure these
models more accurately reflect an asset's actual risk profile.
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Asset Management Plan 2025
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Core Assets
Municipality of South Huron
Asset Management Plan 2025
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4. Road Network
4.1 Inventory & Valuation
Table 8 summarizes the quantity, unit of measure, total replacement cost,
and primary replacement cost method of each asset segment in the
Municipality's road network inventory.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary RC
Method
Gravel Roads
174
Length (km)
Not Planned for Replacement4
HCB Roads
125
Length (km)
$125,948,388
Cost per Unit
LCB Roads
14
Length (km)
$3,756,560
Cost per Unit
Sidewalks
46
Length (km)
$9,639,765
Cost per Unit
Streetlights -
Fixtures
887
Assets
$1,294,384
CPI
Streetlights - Poles
314
Assets
$540,120
CPI
Traffic Signals
5
Assets
$1,078,050
CPI
Table 8 Detailed Asset Inventory: Road Network
4 Gravel roads undergo perpetual operating and maintenance activities. If maintained properly, they can
theoretically have a limitless service life. As this asset is not funded by capital dollars, it is not included.
Municipality of South Huron
Asset Management Plan 2025
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Figure 17 Portfolio Valuation: Road Network
4.2 Asset Condition
Figure 18 summarizes the replacement cost-weighted condition of the
Municipality's road network. Based on a combination of field inspection data
and age, 54% of assets are in fair or better condition; the remaining 46% of
assets are in poor to very poor condition. Condition assessments were
available for 60% of HCB roads, 85% of LCB Roads and 99% of sidewalks,
based on replacement cost. This condition data was projected from
inspection date to current year to estimate their condition today.
Assets in poor or worse condition may be candidates for replacement in the
short term; similarly, assets in fair condition may require rehabilitation or
replacement in the medium term and should be monitored for further
degradation in condition. As illustrated in Figure 18, the majority of the
Municipality's road network assets are in fair or better condition.
$540k
$1.1m
$1.3m
$3.8m
$9.6m
$125.9m
$50m
$100m
$150m
Streetlights - Poles
Traffic Signals
Streetlights - Fixtures
LCB Roads
Sidewalks
HCB Roads
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
41
Figure 18 Asset Condition: Road Network Overall
As illustrated in Figure 19, based on condition assessments, the majority of
the Municipality's road network is marginally in fair or better condition.
Very Poor,
$35,624,000
(25%)
Poor,
$29,791,000
(21%)
Fair,
$22,422,000
(16%)
Good,
$12,125,000
(9%)
Very Good,
$42,295,000
(30%)
Municipality of South Huron
Asset Management Plan 2025
42
Figure 20 Asset Condition: Road Network by Segment
4.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- Visual inspections are completed by Municipality staff
- A Road Needs Study was completed in 2021 that included a detailed
assessment of the condition of each road segment. Network-wide
assessments are expected to be completed every five years.
- The Road Needs Study is reviewed every year and additional roads are
assessed as needed
$42.2m
$132k
$1.2m
$3.7m
$7.2m
$1.0m
$142k
$4.6m
$16.6m
$1.1m
$28.7m
$47k
$409k
$3.8m
$31.3m
0%
20%
40%
60%
80%
100%
Traffic Signals
Streetlights -
Poles
Streetlights -
Fixtures
Sidewalks
LCB Roads
HCB Roads
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
43
In this AMP the following rating criteria is used to determine the current
condition of road segments and forecast future capital requirements:
Condition
Rating
Very Good
9 ≤ condition ≤ 10
Good
8 ≤ condition < 9
Fair
7 ≤ condition < 8
Poor
6 ≤ condition < 7
Very Poor
0 ≤ condition < 6
Table 9: Condition Scale - Road Network
4.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential long-term replacement spikes.
Figure 21 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Municipality of South Huron
Asset Management Plan 2025
44
Figure 21 Estimated Useful Life vs. Asset Age: Road Network
Although asset age is an important measurement for long-term planning,
condition assessments provide a more accurate indication of actual asset
needs.
4.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. This
process is affected by a range of factors including an asset's characteristics,
location, utilization, maintenance history and environment.
The following lifecycle strategies have been developed as a proactive
approach to managing the lifecycle of LCB and HCB roads. Instead of
allowing the roads to deteriorate until replacement is required, strategic
rehabilitation is expected to extend the service life of roads at a lower total
cost.
The following schedules outline the events taken by the Municipality in its
care of the road network:
Paved Roads (HCB)
Event Name
Event Class
Event Trigger
Cold Patch Asphalt Repair
Preventative
Maintenance
Year 10, 30, 50,
70, 90
26.6
13.5
50.3
8.4
33.5
13.9
25
9.3
50
25
25
25
0
10
20
30
40
50
60
HCB Roads
LCB Roads
Sidewalks
Streetlights -
Fixtures
Streetlights -
Poles
Traffic
Signals
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
45
Crack Sealing
Preventative
Maintenance
Every 5 years
Pulverize and Pave
Rehabilitation
Year 20, 40, 60,
80
Full Reconstruction
End of Life
Replacement
Year 100
Table 10 Lifecycle Management Strategy: Road Network (Paved Roads -
HCB)
Paved Roads (LCB)
Event Name
Event Class
Event Trigger
Surface Treatment
Rehabilitation
Every 8 years
Full Reconstruction
End of Life
Replacement
Year 100
Table 11 Lifecycle Management Strategy: Road Network (Paved Roads -
LCB)
Municipality of South Huron
Asset Management Plan 2025
46
The following table expands on maintenance and inspection activities for
road network assets.
Activity
Type
Description of Current Strategy
HCB
Maintenance
Strategy
Cold patching is applied as needed, typically 2% - 5% of
the road surface
A crack sealing program has been implemented by the
Municipality. The 2021 Road Needs Study recommended
considering a crack sealing program to prolong pavement
lifespan by mitigating moisture infiltration into the road
base. Ideal candidates for crack sealing are newer
pavements showing initial crack formation. As these road
surfaces typically remain in good condition, crack sealing
needs may not have been previously identified.
Pulverize and pave applies 40mm of HL-4. Locations are
chosen based on location. The 2021 SOI Report evaluates
this strategy
Full replacement occurs after ~100 years, when
deformation of the road base is excessive and requires
reconstruction
LCB
Maintenance
Strategy
Over time LCB roads are expected to gradually be
converted to HCB roads as an end-of-life strategy
Gravel Roads
Maintenance
Strategy
Dust Control is applied every two years. Although there is
no impact on the condition of the road, it improves service
provision by reducing improving visibility to commuters
Grading is applied five times per year to provide a
smoother riding surface
An application of a new gravel surface every 2 years
provides for a smoother, more even riding surface. Surface
distresses, such as rutting and bald spots can be resolved
Gravel roads are not scheduled for replacement but are
instead maintained until it is time for disposal or
repurposing
Table 12 Lifecycle Management Strategy: Road Network
Municipality of South Huron
Asset Management Plan 2025
47
4.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, replacement costs, and road class. The risk
ratings for assets without useful attribute data were calculated using only
condition, service life remaining, and their replacement costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Figure 22 Risk Matrix: Road Network
4.6 Levels of Service
The table that follows summarize the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17, as well as any additional performance measures that the
Municipality selected for this AMP.
4.6.1
Levels of Service - Current
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Community
Description, which may
include maps, of the road
network in
the Municipality and its
level of connectivity
Scope
Appendix B: Level of Service
Maps
Municipality of South Huron
Asset Management Plan 2025
48
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Description or images that
illustrate the different
levels of
road class pavement
condition
Quality
The Municipality completed a
State of Roads Infrastructure
report in 2021 in coordination
with BMRoss. Every road
section received a surface
condition rating (1-10).
Roads were broken down by
condition, and appropriate
replacement schedules were
communicated in the report.
Technical
Lane-km of arterial roads
(MMS classes 1 and 2) per
land area (km/km2)
Scope
0.0145
Lane-km of collector roads
(MMS classes 3 and 4) per
land area (km/km2)
0.0146
Lane-km of local roads
(MMS classes 5 and 6) per
land area (km/km2)
1.6525
Technical
Average pavement
condition index for paved
roads in the Municipality
Quality
HCB: 71
LCB: 31
Average surface condition
for unpaved roads in the
Municipality (e.g. excellent,
good, fair, poor)
Good
Table 13: Road Network - Current Levels of Service
4.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Municipality of South Huron
Asset Management Plan 2025
49
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for the road network.
Scenarios
Replacement Cost
Average
Condition5
Annual Capital
Reinvestment6
Scenario 1 - Lifecycle
$142,257,267
39%
$3,601,000
Scenario 2 - Current
Capital Investment Rate
$142,257,267
14%
$1,610,000
Scenario 3 - Maintain
Condition 40%
$142,257,267
40%
$3,650,334
4.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Good
70
Good
64
Average risk rating7
High
10.28
High
11.61
5 100-year timeline to ensure all assets go through 1 reconstruction event
6 100-year timeline to ensure all assets go through 1 reconstruction event
7 See Risk & Criticality
Municipality of South Huron
Asset Management Plan 2025
50
4.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Seg-
ment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
HCB
Roads
$582k
$474k
$3.3m
$4.3m
$1.7m
$261k
$8.4m
$313k
$8.3m
$2.5m
LCB
Roads
-
-
-
-
$933k
$414k
-
$147k
-
-
Sidewal
ks
$20k
-
-
-
-
-
-
-
-
-
Streetli
ghts -
Fixtures
-
-
-
-
-
-
-
-
-
-
Streetli
ghts -
Poles
$409k
-
-
-
-
-
-
-
-
-
Traffic
Signals
$47k
-
-
-
-
-
-
-
-
-
Total
$1.1m
$474k
$3.3m
$4.3m
$2.6m
$675k
$8.4m
$460k
$8.3m
$2.5m
Municipality of South Huron
Asset Management Plan 2025
51
5. Bridges & Culverts
5.1 Inventory & Valuation
Table 14 summarizes the quantity and current replacement cost of bridges
and culverts. The Municipality owns and manages 27 bridges and 55
structural culverts.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary
RC Method
Bridges
27
Quantity
$36,916,000
User-
defined
Structural Culverts
55
Quantity
$35,427,360
User-
defined
TOTAL
$72,343,360
Table 14 Detailed Asset Inventory: Bridges & Culverts
Figure 23 Portfolio Valuation: Bridges & Culverts
$35.4m
$36.9m
$10m
$20m
$30m
$40m
Structural
Culverts
Bridges
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
52
5.2 Asset Condition
Figure 24 summarizes the replacement cost-weighted condition of the
Municipality's bridges and culverts. Based on the Municipality's latest Ontario
Structures Inspection Manual (OSIM) assessments, 91% bridges and
structural culverts are in fair or better condition. Some elements or
components of these structures may be candidates for replacement or
rehabilitation in the medium term and should be monitored for further
degradation in condition.
Figure 24 Asset Condition: Bridges & Culverts Overall
As illustrated in Figure 25, based on condition assessments, the majority of
the Municipality's bridges & culverts is marginally in fair or better condition.
Very Poor,
$960,000 (1%)
Poor,
$5,531,000
(8%)
Fair,
$26,441,000
(37%)
Good,
$32,183,000
(44%)
Very Good,
$7,229,000
(10%)
Municipality of South Huron
Asset Management Plan 2025
53
Figure 26 Asset Condition: Bridges & Culverts by Segment
5.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- Condition assessments of all bridges and culverts with a span greater
than or equal to 3 meters are completed every 2 years in accordance
with the Ontario Structure Inspection Manual (OSIM)
The bridge condition index (BCI) value for each structure was calculated
based on the Ministry of Transportation's "Bridge Condition Index (BCI) - An
Overall Measure of Bridge Condition" (July 30, 2009), updated as required
for new element types and materials.
5.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
$7.2m
$13.9m
$18.3m
$10.9m
$15.6m
$3.4m
$2.1m
$960k
0%
20%
40%
60%
80%
100%
Structural
Culverts
Bridges
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
54
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential replacement spikes.
Figure 27 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Figure 27 Estimated Useful Life vs. Asset Age: Bridges & Culverts
5.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
The following table outlines the Municipality's current lifecycle management
strategy.
54
50.1
75
75.4
0
10
20
30
40
50
60
70
80
Bridges
Structural Culverts
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
55
Activity Type
Description of Current Strategy
Maintenance
All lifecycle activities are driven by the results of mandated
structural inspections competed according to the Ontario
Structure Inspection Manual (OSIM)
Annual maintenance is completed by the Roads
Department, and includes deck cleaning in spring, and
guiderail and signage repairs
Other more significant maintenance items are contracted
out as required
Inspection
The most recent inspection report was completed in 2023
by BluePlan Engineering
Rehabilitation
The OSIM recommendations are generally followed,
completing renewal/rehabilitation in line with the advised
criticality of the repair and municipal staff expertise
Replacement
Structures are prioritized by multiple factors including
priorities in the OSIM report, grant funding opportunities,
criticality of the structure to the community, and
coordination opportunities
The Municipality follows the 10-year planning horizon of
the OSIM report
Table 15 Lifecycle Management Strategy: Bridges & Culverts
5.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition and replacement costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
Municipality of South Huron
Asset Management Plan 2025
56
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Figure 28 Risk Matrix: Bridges & Culverts
5.6 Levels of Service
The table that follows summarize the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
5.6.1
Levels of Service - Current
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Community
Description of the traffic
that is supported by
municipal bridges (e.g.
heavy transport
vehicles, motor
vehicles, emergency
vehicles, pedestrians,
cyclists)
Scope
Bridges and structural culverts are a
key component of the municipal
transportation network. None of the
Municipality's structures have loading
or dimensional restrictions meaning
that most types of vehicles, including
heavy transport, motor vehicles,
emergency vehicles and cyclists can
cross them without restriction.
Community
Description or images of
the condition of bridges
and culverts and how
this would affect use of
the bridges and culverts
Quality
Appendix B: Level of Service Maps
Description or images of
the condition of culverts
and how this would
affect use of the
culverts
Appendix B: Level of Service Maps
Municipality of South Huron
Asset Management Plan 2025
57
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Technical
% of bridges in the
Municipality with loading
or dimensional
restrictions
Scope
0%
Technical
Average bridge
condition index value for
bridges in the
Municipality
Quality
59
Average bridge
condition index value for
structural culverts in the
Municipality
65
Table 16: Bridges & Structural Culverts - Current Levels of Service
5.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for bridges & structural
culverts.
Municipality of South Huron
Asset Management Plan 2025
58
Scenarios
Replacement Cost
Average
Condition8
Annual Capital
Reinvestment9
Scenario 1 - Lifecycle
$72,343,360
50
$999,000
Scenario 2 - Current Capital
Investment Rate
$72,343,360
50
$999,000
Scenario 3 - Maintain
Condition 40%
$72,343,360
41
$734,085
Table 17: Bridges & Structural Culverts - Proposed Levels of Service
Scenarios
5.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Good
62
Good
64
Average risk rating10
Moderate
9
Moderate
8.38
8 100-year timeline to ensure all assets go through 1 reconstruction event
9 100-year timeline to ensure all assets go through 1 reconstruction event
10 See Risk & Criticality
Municipality of South Huron
Asset Management Plan 2025
59
5.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Bridges
-
$1.4m
$65k
-
-
-
$440k
-
-
-
Structural
Culverts
-
$5.0m
-
-
-
-
$5.4m
-
-
-
Total
-
$6.3m
$65k
-
-
-
$5.9m
-
-
-
Table 18: Bridges & Structural Culverts - 10-Year Capital Forecast
Municipality of South Huron
Asset Management Plan 2025
60
6. Water System
6.1 Inventory & Valuation
Table 19 summarizes the quantity and current replacement cost of the
Municipality's various water network assets as managed in its primary asset
management register, Citywide.
Segment
Quantity
(Components)
Unit of
Measure
Replacement
Cost
Primary
RC
Method
Booster
Pumping
Stations &
Reservoirs
11
Quantity
$35,769,652
CPI
Control
Chambers
16
Quantity
$1,512,218
CPI
Equipment
4
Quantity
$116,918
CPI
Rolling Stock
7
Quantity
$184,776
CPI
Water Meters
13
Quantity
$2,246,372
CPI
Water Towers
2 (8)
Quantity
$10,782,680
CPI
Watermains
216
Length
(km)
$146,770,052
Cost per
Unit
TOTAL
$197,382,668
Table 19 Detailed Asset Inventory: Water System
Municipality of South Huron
Asset Management Plan 2025
61
Figure 29 Portfolio Valuation: Water System
6.2 Asset Condition
Figure 30 summarizes the replacement cost-weighted condition of the
Municipality's water system. Based on a combination of field inspection data
and age, 54% of assets are in fair or better condition; the remaining 46% of
assets are in poor to very poor condition. Condition assessments were
available for 16% of assets in the category.
Assets in poor or worse condition may be candidates for replacement in the
short term; similarly, assets in fair condition may require rehabilitation or
replacement in the medium term and should be monitored for further
degradation in condition.
$117k
$185k
$1.5m
$2.2m
$10.8m
$35.8m
$146.8m
$50m
$100m
$150m
$200m
Equipment
Rolling Stock
Control Chambers
Water Meters
Water Towers
Booster Pumping Stations &
Reservoirs
Watermains
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
62
Figure 30 Asset Condition: Water System Overall
As illustrated in Figure 31, just over half of the Municipality's water system
assets are in fair or better condition.
Very Poor,
$39,851,000
(20%)
Poor,
$51,491,000
(26%)
Fair,
$48,826,000
(25%)
Good,
$12,320,000
(6%)
Very Good,
$44,894,000
(23%)
$44.6m
$312k
$7.2m
$4.0m
$69k
$141k
$74k
$835k
$41.8m
$5.7m
$151k
$1.2m
$28.1m
$581k
$282k
$44k
$20k
$231k
$22.2m
$25.0m
$557k
$1.4m
$23k
$446k
$12.4m
0%
20%
40%
60%
80%
100%
Watermains
Water Towers
Water Meters
Rolling Stock
Equipment
Control Chambers
Booster Pumping
Stations & Reservoirs
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
63
Figure 32 Asset Condition: Water System by Segment
6.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- A full Water System assessment is completed every five years in line
with updates to master plans.
- In addition, assessments are completed after maintenance activities.
6.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential long-term replacement spikes.
Figure 33 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Municipality of South Huron
Asset Management Plan 2025
64
Figure 33 Estimated Useful Life vs. Asset Age: Water System
6.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
The following table outlines the Municipality's current lifecycle management
strategy.
Activity Type
Description of Current Strategy
Inspection/
Maintenance
All Water System assets are inspected at a minimum
every five years as part of master plan updates
Water towers undergo a five-year maintenance inspection
cycle, report recommendations include tank cleaning, rust
removal, exterior epoxy coating and repairs
Hydrants and dead ends are flushed, and valves
exercised, twice per year. Additional inspections are
conducted in the winter months to protect against
frost/cold caused failures
82.3
10
8.2
5.1
26.5
32.4
33.4
31.6
43.8
13.4
9.6
20
48.9
76.9
0
10
20
30
40
50
60
70
80
90
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
65
Activity Type
Description of Current Strategy
Water Rolling Stock assets undergo yearly safety
inspections along with daily inspections during use.
Additional inspections and maintenance are carried out
through staff and contracted work as deemed appropriate
for the activity
Booster stations are inspected weekly, identifying
maintenance and repairs. Minor repairs identified are
carried out immediately. Generators are tested monthly
and generally maintenance performed annually
Watermain leaks are monitored continually, indicating
non-revenue water and future repairs. Every identified
fault results in a maintenance activity and a condition
assessment. The findings of these events are fed back
into the system to assist future decision-making
Rehabilitation/
Replacement
The linear system are replaced near end-of-life or when
the assets are not able to sufficiently fulfill their service
levels.
Linear assets are replaced when possible, in line with
colinear assets in the case of replacement on parallel
Road, Sanitary Sewer, and Stormwater assets.
Table 20 Lifecycle Management Strategy: Water System
6.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, replacement costs, traffic data, and road
class. The risk ratings for assets without useful attribute data were
calculated using only condition, service life remaining, and their replacement
costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
Municipality of South Huron
Asset Management Plan 2025
66
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Figure 34 Risk Matrix: Water Network
6.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
6.6.1
Levels of Service - Current
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Community
Description, which may
include maps, of the
user groups or areas of
the Municipality that are
connected to the
municipal water system
Scope
Appendix B: Level of Service
Maps
Description, which may
include maps, of the
user groups or areas of
the Municipality that
have fire flow
Appendix B: Level of Service
Maps
Community
Description of boil water
advisories and service
interruptions
Reliability
The Municipality has not
experienced any major service
interruption. On occasion,
water service interruptions
may occur due to unexpected
main breaks, maintenance
activities, or water
infrastructure replacement.
Staff make every effort to
Municipality of South Huron
Asset Management Plan 2025
67
Metric
Type
KPI Metric
Service
Attribute
Current LOS
keep service interruptions to a
minimum. This is exemplified
by South Huron not
experiencing even a
precautionary boil water
advisory for the last decade
Technical
% of properties
connected to the
municipal water system
Scope
90%
% of properties where
fire flow is available
81%
Technical
# 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
Reliability
0.19
# of connection-days
per year where water is
not available due to
water main breaks
compared to the total
number of properties
connected to the
municipal water system
0.19
Table 21: Water System - Current Levels of Service
6.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Municipality of South Huron
Asset Management Plan 2025
68
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for the water system.
Scenarios
Replacement Cost
Average
Condition11
Annual Capital
Reinvestment12
Scenario 1 - Lifecycle
$197,382,668
51
$4,086,000
Scenario 2 - Current
Capital Investment Rate
$197,382,668
34
$2,007,000
Scenario 3 - Maintain
Condition 40%
$197,382,668
41
$3,423,137
Table 22: Water System - Proposed Levels of Service Scenarios
6.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Fair
48
Fair
55
Average risk rating13
Low
7.58
Low
7.06
11 100-year timeline to ensure all assets go through 1 reconstruction event
12 100-year timeline to ensure all assets go through 1 reconstruction event
13 See Risk & Criticality
Municipality of South Huron
Asset Management Plan 2025
69
6.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Booster
Pumping
Stations &
Reservoirs
-
-
$1.4m
$911k
-
-
-
-
$12.3
m
-
Control
Chambers
-
-
$446k
-
-
-
-
$32k
-
-
Equipment
-
-
-
-
-
-
$74k
-
-
-
Rolling
Stock
-
-
$44k
$13k
-
-
-
$127k
$13k
-
Water
Meters
-
-
-
-
$47k
$31k
-
$204k
$79k
$24k
Water
Towers
-
-
$557k
-
-
-
-
$849k
-
-
Watermain
s
-
-
-
-
-
-
$17.7
m
-
-
-
Total
-
-
$2.4m
$924k
$47k
$31k
$17.8
m
$1.2m
$12.4
m
$24k
Table 23: Water System - 10-Year Capital Forecast
Municipality of South Huron
Asset Management Plan 2025
70
7. Sanitary Sewer System
7.1 Inventory & Valuation
Table 24 summarizes the quantity and current replacement cost of the
Municipality's various sanitary sewer network assets as managed in its
primary asset management register, Citywide Assets.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary
RC Method
Equipment
2
Quantity
$101,071
CPI
Operations Facility
4
Quantity
$1,318,008
CPI
Pumping Stations
28
Quantity
$14,335,229
CPI
Rolling Stock
4
Quantity
$294,409
CPI
Sewer Mains
67,431
Length (m)
$51,175,420
Cost per
Unit
WWTFs & Lagoons
24
Quantity
$30,608,817
CPI
TOTAL
$97,832,954
Table 24 Detailed Asset Inventory: Sanitary Sewer System
Figure 35 Portfolio Valuation: Sanitary Sewer System
$101k
$294k
$1.3m
$14.3m
$30.6m
$51.2m
$20m
$40m
$60m
Equipment
Rolling Stock
Operations Facility
Pumping Stations
WWTFs & Lagoons
Sewer Mains
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
71
7.2 Asset Condition
Figure 37 summarizes the replacement cost-weighted condition of the
Municipality's Sanitary Sewer System. Based on a combination of field
inspection data and age, 68% of assets are in fair or better condition; the
remaining 32% of assets are in poor to very poor condition. Condition
assessments were available for 100% of Operations Facilities and Rolling
Stock, and 39% of sewer mains, based on replacement cost.
Assets in poor or worse condition may be candidates for replacement in the
short term; similarly, assets in fair condition may require rehabilitation or
replacement in the medium term and should be monitored for further
degradation in condition. As illustrated in Figure 36 most the Municipality's
Sanitary Sewer System assets are in fair or better condition.
Figure 37 Asset Condition: Sanitary Sewer System Overall
Very Poor,
$15,265,000
(16%)
Poor,
$16,232,000
(17%)
Fair,
$12,435,000
(13%)
Good,
$17,289,000
(18%)
Very Good,
$36,612,000
(37%)
Municipality of South Huron
Asset Management Plan 2025
72
Figure 38 Asset Condition: Sanitary Sewer System by Segment
7.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- CCTV inspections are completed for sanitary mains on a regular
cycle to identify and characterise main condition
7.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
$2.0m
$34.6m
$1.3m
$10.2m
$92k
$5.7m
$1.1m
$2.2m
$8.3m
$836k
$46k
$14.7m
$637k
$203k
$377k
$310k
$11.5m
$3.6m
$172k
$55k
0%
20%
40%
60%
80%
100%
WWTFs &
Lagoons
Sewer Mains
Rolling Stock
Pumping Stations
Operations
Facility
Equipment
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
73
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential long-term replacement spikes.
Figure 39 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets. Overall, sanitary network assets are approaching their
estimated useful lifespans, the exception to this trend are pumping stations,
WWTFs & Lagoons and Sewer Mains.
Figure 39 Estimated Useful Life vs. Asset Age: Sanitary Sewer System
7.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. This
process is affected by a range of factors including an asset's characteristics,
location, utilization, maintenance history and environment. The following
lifecycle strategy has been developed as a proactive approach to managing
the lifecycle of sanitary mains. A trenchless re-lining strategy is expected to
extend the service life of sanitary mains at a lower total cost of ownership.
14.2
50
15.5
12.7
36.3
28.4
12.7
46.3
35.7
10
75
34
0
10
20
30
40
50
60
70
80
Equipment
Operations
Facility
Pumping
Stations
Rolling Stock Sewer Mains
WWTFs &
Lagoons
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
74
Activity Type
Description of Current Strategy
Maintenance/
Rehabilitation
Gravity mains flushed and reamed as issues are identified
through CCTV inspections.
Inflow and Infiltration monitored in Exeter, identified
through analysis of flow rate to pumping stations during
wet weather events
Blower system and aeration system rebuilt based on
consultant's review
The Building Pumping Station has been serviced and
rehabilitated as per consultant's review
There is consistent and large investment into the efficient
working of treatment facilities through process and asset
management activities
There is ongoing maintenance, rehabilitation, and
replacement of pumping station assets. This includes
replacement of the William Street SPS, the rehabilitation
of the Snider SPS, and the planned rehabilitation of the
Huron Park SPS
Sand filters at the lagoons are constantly maintained.
These assets can be rehabilitated as deemed necessary.
Currently these assets are planned to be replaced in 2025
Replacement
Multiple long-term capital plans of varying lengths are
updated annually, identifying replacement requirements
across the system. Replacement considers age, material,
and service area
Linear assets are replaced when possible, in line with
colinear assets in the case of replacement on parallel
Road, Sanitary Sewer, and Stormwater assets
The Water and Wastewater Master Plan identifies capacity
and performance requirements long-term
Table 25 Lifecycle Management Strategy: Sanitary Sewer System
7.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, replacement costs, traffic data, and road
class. The risk ratings for assets without useful attribute data were
Municipality of South Huron
Asset Management Plan 2025
75
calculated using only condition, service life remaining, and their replacement
costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Figure 40 Risk Matrix: Sanitary Sewer System
7.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
7.6.1
Levels of Service - Current
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Community
Description, which may
include maps, of the user
groups or areas of the
Municipality that are
connected to the municipal
wastewater system
Scope
Appendix B: Level of Service
Maps
Community
Description of how combined
sewers in the municipal
wastewater system are
designed with overflow
structures in place which
Reliability
The Municipality does not
own any combined sewers
Municipality of South Huron
Asset Management Plan 2025
76
Metric
Type
KPI Metric
Service
Attribute
Current LOS
allow overflow during storm
events to prevent backups
into homes
Description of the frequency
and volume of overflows in
combined sewers in the
municipal wastewater
system that occur in
habitable areas or beaches
The Municipality does not
own any combined sewers
Community
Description of how storm
water can get into sanitary
sewers in the municipal
wastewater system, causing
sewage to overflow into
streets or backup into
homes
Reliability
Storm water can enter
sanitary sewers due to
cracks in sanitary mains or
through indirect connections
(e.g. weeping tiles) and
through illegal connections
such as sump pump
connections. In the case of
heavy rainfall events where
storm water can enter
sanitary sewers through flat
roof drainage, eavestrough
downspouts and foundation
drains, sanitary sewers may
experience a volume of
water and sewage that
exceeds its designed
capacity. In some cases, this
can cause water and/or
sewage to overflow backup
into homes. the
disconnection of weeping
tiles from sanitary mains
and the use of sump pumps
and pits directing storm
water to the storm drain
system can help to reduce
the chance of this occurring.
Community
Description of how sanitary
sewers in the municipal
wastewater system are
designed to be resilient to
Storm Sewer infiltration
Reliability
The Municipality follows a
series of design standards
that integrate servicing
requirements and land use
considerations when
Municipality of South Huron
Asset Management Plan 2025
77
Metric
Type
KPI Metric
Service
Attribute
Current LOS
constructing or replacing
sanitary sewers. These
standards have been
determined with
consideration of the
minimization of sewage
overflows and backups.
Community
Description of the effluent
that is discharged from
sewage treatment plants in
the municipal wastewater
system
Reliability
Effluent refers to treated
sewage that is discharged
from a wastewater
treatment plant, and may
include suspended solids,
total phosphorous and
biological oxygen demand.
The Environmental
Compliance Approval (ECA)
identifies the effluent criteria
for municipal wastewater
treatment plants.
Technical
% of properties connected
to the municipal wastewater
system
Scope
78%
Technical
# of events per year where
combined sewer flow in the
municipal wastewater
system exceeds system
capacity compared to the
total number of properties
connected to the municipal
wastewater system
Reliability
0
Technical
# of connection-days per
year having wastewater
backups compared to the
total number of properties
connected to the municipal
wastewater system
Reliability
0
# of effluent violations per
year due to wastewater
discharge compared to the
total number of properties
0
Municipality of South Huron
Asset Management Plan 2025
78
Metric
Type
KPI Metric
Service
Attribute
Current LOS
connected to the municipal
wastewater system
Table 26: Sanitary Sewer System - Current Levels of Service
7.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for the sanitary sewer
system.
Municipality of South Huron
Asset Management Plan 2025
79
Scenarios
Replacement Cost
Average
Condition14
Annual Capital
Reinvestment15
Scenario 1 - Lifecycle
$97,832,954
59
$2,025,000
Scenario 2 - Current
Capital Investment Rate
$97,832,954
49
$1,337,000
Scenario 3 - Maintain
Condition 40%
$97,832,954
40
$1,248,121
Table 27: Sanitary Sewer System - Proposed Levels of Service Scenarios
7.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Good
64
Good
69
Average risk rating16
Low
7.45
Moderate
8.31
14 100-year timeline to ensure all assets go through 1 reconstruction event
15 100-year timeline to ensure all assets go through 1 reconstruction event
16 See Risk & Criticality
Municipality of South Huron
Asset Management Plan 2025
80
7.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Table 28: Sanitary Sewer System - 10-Year Capital Forecast
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Equipment
-
-
-
-
-
$46k
-
-
-
-
Operations
Facility
-
-
-
-
-
-
$310k
-
-
-
Pumping
Stations
-
-
-
-
-
-
-
$123k
$544k
$1.4m
Rolling
Stock
-
-
$203k
-
-
-
$92k
-
-
-
Sewer
Mains
$55k
$150k
-
-
$101k
$271k
$178k
-
$264k
-
WWTFs &
Lagoons
$10.7
m
-
-
-
$2.1m
$3.5m
$2.1m
$332k
-
-
Total
$10.8
m
$150k
$203k
-
$2.2m
$3.8m
$2.7m
$455k
$809k
$1.4m
Municipality of South Huron
Asset Management Plan 2025
81
8. Storm Sewer System
8.1 Inventory & Valuation
Table 29 summarizes the quantity and current replacement cost of all
stormwater management assets available in the Municipality's asset register.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary
RC Method
Retention Ponds
2
Quantity
$442,424
CPI
Storm Mains
42,521
Length
(m)
$39,299,633
Cost per
Unit
TOTAL
$39,742,057
Table 29 Detailed Asset Inventory: Storm Sewer System
Figure 41 Portfolio Valuation: Storm Sewer System
$442k
$39.3m
$10m
$20m
$30m
$40m
$50m
Retention
Ponds
Storm Mains
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
82
8.2 Asset Condition
Figure 42 summarizes the replacement cost-weighted condition of the
Municipality's storm sewer system assets. Based on a combination of
assessment and age data, approximately 80% of assets are in fair or better
condition. These assets may be candidates for replacement in the short
term; similarly, assets in fair condition may require rehabilitation or
replacement in the medium term and should be monitored for further
degradation in condition.
Figure 42 Asset Condition: Storm Sewer System Overall
Figure 43 summarizes the age-based condition of storm sewer system
assets. The analysis illustrates that most stormwater mains are in fair or
better condition. However, 20% of mains, with a current replacement cost of
about $7,846,000, are in poor or worse condition.
Very Poor,
$6,868,000
(17%)
Poor,
$979,000
(2%)
Fair, $2,250,000
(6%)
Good,
$4,822,000
(12%)
Very Good,
$24,823,000
(62%)
Municipality of South Huron
Asset Management Plan 2025
83
Figure 43 Asset Condition: Storm Sewer System by Segment
8.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- CCTV inspections are completed in coordination with larger planned
projects to rehabilitate or replace other infrastructure (water,
sanitary, storm, roads etc.)
- Additional condition assessments are done both seasonally and
reactively to storm occurrences and seasonal climate
8.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
$24.8m
$39k
$4.4m
$403k
$2.3m
$979k
$6.9m
0%
20%
40%
60%
80%
100%
Storm Mains
Retention
Ponds
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
84
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential replacement spikes.
Figure 44 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets. Retention Ponds have only used a small portion of their
estimated lifespan, whereas storm mains are approaching two-thirds of their
useful life, however, based on assessed conditions of these assets, they are
still in fairly good shape.
Figure 44 Estimated Useful Life vs. Asset Age: Storm Sewer System
8.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
The following table outlines the Municipality's current lifecycle management
strategy.
17.7
45.6
75
75
0
10
20
30
40
50
60
70
80
Retention Ponds
Storm Mains
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
85
Activity
Type
Description of Current Strategy
Maintenance
Catch basins are cleaned annually and repaired/flushed
additionally as needed
Storm Sewer assets are part of a regular inspection cycle
that ensures the network operates without risks to service
delivery
Replacement
All Storm Sewer replacements are based on coordinated
projects with other asset types (roads, water, sewer).
Additionally, replacements are conducted if an emergent
need arises
Table 30 Lifecycle Management Strategy: Storm Sewer System
It is worth noting that the Municipality is considering increasing their
inspections to include ditch assessments to ensure comprehensive
infrastructure management.
8.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, and replacement costs. As no attribute data
was available for storm assets, the risk ratings for assets were calculated
using only these required, minimum asset fields.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Municipality of South Huron
Asset Management Plan 2025
86
Figure 45 Risk Matrix: Storm Sewer System
8.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
8.6.1
Levels of Service - Current
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Community
Description, which may
include map, of the
user groups or areas of
the Municipality that
are protected from
flooding, including the
extent of protection
provided by the
municipal Storm Sewer
system
Scope
Appendix B: Level of
Service Maps
Technical
% of properties in
Municipality resilient to
a 100-year storm
Scope
9%
% of the municipal
storm sewer
management system
resilient to a 5-year
storm
36%
Table 31: Storm Sewer System - Current Levels of Service
Municipality of South Huron
Asset Management Plan 2025
87
8.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for the storm sewer
system.
Scenarios
Replacement Cost
Average
Condition17
Annual Capital
Reinvestment18
Scenario 1 - Lifecycle
$39,742,057
81
$350,000
Scenario 2 - Current
Capital Investment Rate
$39,742,057
33
$33,000
Scenario 3 - Maintain
Condition 40%
$39,742,057
47
$195,555
Table 32: Storm Sewer System - Proposed Levels of Service Scenarios
17 100-year timeline to ensure all assets go through 1 reconstruction event
18 100-year timeline to ensure all assets go through 1 reconstruction event
Municipality of South Huron
Asset Management Plan 2025
88
8.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Good
74
Good
74
Average risk rating19
Very Low
3.02
Very Low
3.09
8.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Retention
Ponds
-
-
-
-
-
-
-
-
-
-
Storm
Mains
$338k
$136k
-
$279k
$564k
-
-
-
-
-
Total
$338k
$136k
-
$279k
$564k
-
-
-
-
-
Table 33: Storm Sewer System - 10-Year Capital Forecast
19 See Risk & Criticality
Municipality of South Huron
Asset Management Plan 2025
89
Non-Core Assets
Municipality of South Huron
Asset Management Plan 2025
90
9. Facilities
9.1 Inventory & Valuation
Table 34 summarizes the quantity and current replacement cost of all
Facilities assets available in the Municipality's asset register. Facilities assets
are componentized. The quantity listed represents the number of asset
records currently available for each department.
Segment
Quantity
(components)
Unit of
Measure
Replacement
Cost
Primary
RC
Method
Cemetery
1 (9)
Quantity
$705,166
User-
Defined
Community
Centres
3 (19)
Quantity
$3,057,299
User-
Defined
Fire Halls
3 (18)
Quantity
$2,730,994
User-
Defined
Operations
Facilities
5 (24)
Quantity
$3,384,554
CPI
Recreation
Facilities
7 (48)
Quantity
$18,330,240
User-
Defined
Town Hall
1 (9)
Quantity
$3,200,000
User-
Defined
TOTAL
$31,408,25320
Table 34 Detailed Asset Inventory: Facilities
20 User-defined replacement costs rely on building condition assessments. However, these costs are just for the
respective facilities, and does not take into account additional costs (engineering, contingency, etc.).
Municipality of South Huron
Asset Management Plan 2025
91
Figure 46 Portfolio Valuation: Facilities
9.2 Asset Condition
Figure 47 summarizes the replacement cost-weighted condition of the
Municipality's Facilities portfolio. Based mostly on assessment data, 83% of
Facilities assets are in fair or better condition. Aspects of some of these
assets may be candidates for replacement in the short term; similarly,
assets in fair condition may require rehabilitation or replacement in the
medium term and should be monitored for further degradation in condition.
As Facilities are componentized, condition data is presented at the individual
element or component level within each building. 97% of Facilities had
assessed condition ratings available, the remainder was derived based on
age.
$705k
$2.7m
$3.1m
$3.2m
$3.4m
$18.3m
$5m
$10m
$15m
$20m
Cemetery
Fire Halls
Community
Centres
Town Hall
Operations
Facilities
Recreation
Facilities
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
92
Figure 47 Asset Condition: Facilities Overall
Figure 48 summarizes the age-based condition of Facilities by each
department. Most Facilities assets are in very good condition with some
operations facility's assets dipping to an average fair condition. Overall,
based on the information available, this asset category is in a very healthy
state.
Very Poor,
$2,629,000
(8%)
Poor, $2,651,000
(8%)
Fair, $1,805,000
(6%)
Good,
$9,729,000
(31%)
Very Good,
$14,595,000
(46%)
Municipality of South Huron
Asset Management Plan 2025
93
Figure 48 Asset Condition: Facilities by Segment
Facilities assets are unique in that they rarely require the need for
replacement based solely on condition. It is typical that, in addition to
condition, other factors, such as capacity, will impact the asset's ability to
serve the purpose originally intended.21
9.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- Detailed structural assessments have been completed for a number of
Facilities to provide a comprehensive breakdown of the Facilities
components. Reports were provided from both GM BluePlan and
Rimkus
21 While the Municipality's facilities are in good/very condition, it is worth noting that a significant portion of the
facilities are relying on facility condition index (FCI). FCI should be reviewed annually, and the Municipality can
consider using a rolling average, to better reflect the condition of its facilities.
$3.2m
$8.9m
$22k
$2.5m
$7.0m
$106k
$1.9m
$700k
$1.8m
$713k
$1.3m
$623k
$25k
$1.7m
$187k
$185k
$547k
$5k
0%
20%
40%
60%
80%
100%
Town Hall
Recreation
Facilities
Operations
Facilities
Fire Halls
Community
Centres
Cemetery
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
94
The general condition methodology used in the Building Condition
Assessments (BCAs) is as follows:
Good
Condition:
No capital expenditure within next 10-years.
Good / Fair
Condition:
Capital expenditure not expected within next 10-years.
Reasonable condition, areas/items need attention
Fair Condition:
Reasonable condition as whole; deterioration and/or
damage noted. Capital expenditure is anticipated within 5
- 10 years.
Fair / Poor
Condition:
Deterioration and/or damage noted; component is nearing
end of service life. Capital expenditure is recommended in
2 - 5 years.
Poor
Condition:
Deterioration and/or damage noted; component at end of
service life. Capital expenditure is recommended in 1 - 2
years.
Very Poor:
This includes structural components and hazardous
conditions which cannot be deferred and which could lead
to loss of life or to a critical or extremely severe injury.
Recommended in Year 0.
Various:
Multiple conditions - refer to report observations for
further details.
Table 35: Condition Assessment Approach - Facilities
Repair and replacement prioritization for activities required within the next
five years is based on health and safety, structural integrity, code
requirement, building functionality, and cost-effective upgrades.
The Rimkus BCAs22 were expressed using the industry standard Facility
Condition Index (FCI), which ranges from 0-100. A general overview of the
rating scale is as follows:
22 Agricultural building, Crediton Community Centre, Dashwood Fire Hall, Exeter Cemetery Office Work Shed,
Exeter Fire Hall, Exeter Pool House, Lawn Bowling Clubhouse, Lawn Bowling Storage Shed, Olde Town Hall Original,
South Huron Recreation Centre, Stephen Arena,
Municipality of South Huron
Asset Management Plan 2025
95
Very Good
0.00 < FCI <
0.05
Good
0.05 ≤ FCI <
0.10
Fair
0.10 ≤ FCI <
0.15
Poor
0.15 ≤ FCI <
0.30
Very Poor
FCI ≥ 0.30
Facility appears
clean and
functional;
component failure
not expected
New or recently
rehabilitated
Regular and
scheduled
maintenance
Facilities appear
clean and
functional;
equipment and
component failure
may occur, but is
manageable
Some
components
exhibit
deficiencies;
component
upgrades, repairs,
or replacements
are minor or
general in nature
(e.g., painting,
minor roof repair)
Regular and
scheduled
maintenance
Deterioration
visible throughout
facilities;
equipment and
component failure
more frequent
Substantial
component
upgrades, repairs,
and replacements,
e.g., boiler,
window
replacement,
some renovations
Some unplanned
maintenance and
repairs
Significant
deterioration;
increasing rate of
deterioration;
frequent
component failure;
building shut down
may occur
Major system
upgrades required
as components
reach end of
service life,
including HVAC,
plumbing, facility-
wide renovations;
building envelop
restoration
Reactive
maintenance
Widespread and
advanced
deterioration;
health and safety a
major concern;
building shutdowns
and equipment
failure more
frequent.
Major upgrades
required to
multiple systems,
structural issues
Staff time
dedicated primarily
to reactive
maintenance;
'worst-first' stage
Table 36: Condition Assessment Scores - Facilities
The BCAs provided by GM BluePlan23 used the following rating scale which
ranges from 1-5:
23 Stephen Salt Shed, Stephen Work Shed, Usborne Salt Shed
Condition
Rating
Very Good
1
Good
2
Fair
3
Poor
4
Very Poor
5
Municipality of South Huron
Asset Management Plan 2025
96
The condition ranges from both assessment sources were integrated into the
inventory to determine the current Facilities conditions and forecast future
capital requirements.
9.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential replacement spikes.
Figure 49 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Figure 49 Estimated Useful Life vs. Asset Age: Facilities
91
30.8
39
32.9
43.9
14
39
40.7
39.6
46.3
45
25
0
10
20
30
40
50
60
70
80
90
100
Cemetery
Community
Centres
Fire Halls
Operations
Facilities
Recreation
Facilities
Town Hall
Number of Years
Weighted Average Age
Weighted Average EUL
Table 37: Condition Ratings - Facilities
Municipality of South Huron
Asset Management Plan 2025
97
9.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
Table 38 outlines the Municipality's current lifecycle management strategy.
Activity Type
Description of Current Strategy
Maintenance/
Inspection
Fire Facilities were included in a Building Condition
Assessment collection activity. Furnace and other essential
building assets are maintained and inspected through a
mixture of regular internal and external maintenance
Facilities are inspected monthly for issues and reactive
needs. External contractors are brought into complete
activities as deemed necessary
Replacement/
Rehabilitation
Rehabilitation and replacements are completed in line with
criticality, cost, and public needs. There have been recent
rehabilitations to the Facilities operated by the Municipality
Table 38 Lifecycle Management Strategy: Facilities
9.5 Risk Analysis
The risk matrix below is generated using available asset data, including
service life remaining, replacement costs, and building department. The risk
ratings for assets without useful attribute data were calculated using only
age, service life remaining, and their replacement costs.
The matrix classifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Municipality of South Huron
Asset Management Plan 2025
98
Figure 50 Risk Matrix: Facilities
9.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
9.6.1
Levels of Service - Current
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Community
Description, which may
include maps, of the
types of facilities that the
Municipality operates and
maintains
Scope
See section 9.1
Community
Describe criteria for
rehabilitation and
replacement decisions
and any related long-
term forecasts
Quality
See sections 9.2 & 9.4
Technical
Average condition rating
Quality
86
Table 39: Facilities - Current Levels of Service
9.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Municipality of South Huron
Asset Management Plan 2025
99
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for facilities.
Scenarios
Replacement Cost
Average
Condition24
Annual Capital
Reinvestment25
Scenario 1 - Lifecycle
$31,408,253
50
$824,000
Scenario 2 - Current
Capital Investment Rate
$31,408,253
38
$575,000
Scenario 3 - Maintain
Condition 40%
$31,408,253
44
$631,751
Table 40: Facilities - Proposed Levels of Service Scenarios
24 100-year timeline to ensure all assets go through 1 reconstruction event
25 100-year timeline to ensure all assets go through 1 reconstruction event
Municipality of South Huron
Asset Management Plan 2025
100
9.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating26
Very Good
86
Fair
58
Average risk rating27
Moderate
9.81
High
14.47
9.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Cemetery
-
-
-
-
-
-
-
-
-
-
Community
Centres
-
-
-
-
$78k
$104k
-
-
-
-
Fire Halls
-
$17k
-
-
-
-
-
-
-
-
Operations
Facilities
-
-
-
-
$41k
-
$149k
-
-
-
Recreation
Facilities
-
-
-
$215k
-
-
$105k
-
-
-
Town Hall
-
-
-
-
-
-
-
-
-
-
Total
-
$17k
-
$215k
$119k
$104k
$254k
-
-
-
Table 41: Facilities - 10-Year Capital Forecast
26 The current condition rating methodology utilizes multiple methodologies. It is highly recommended that the
Municipality review its facility data, on an annual basis, as facility condition index (FCI) can change significantly
year to year
27 See Risk & Criticality
Municipality of South Huron
Asset Management Plan 2025
101
10. Rolling Stock
10.1 Inventory & Valuation
Table 42 summarizes the quantity and current replacement cost of all
vehicle assets available in the Municipality's asset register. Heavy duty
vehicles and the fire vehicles account for the largest share of the rolling
stock portfolio.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary
RC Method
Fire Vehicles
9
Quantity
$6,616,796
CPI
Heavy Duty
Trucks (>1 ton)
10
Quantity
$3,472,071
CPI
Heavy Machinery
7
Quantity
$2,262,740
CPI
Light Duty
Trucks (<1 ton)
10
Quantity
$458,282
CPI
Tractors
14
Quantity
$846,596
CPI
Trailers
3
Quantity
$33,299
CPI
TOTAL
$13,689,784
Table 42 Detailed Asset Inventory: Rolling Stock
Municipality of South Huron
Asset Management Plan 2025
102
Figure 51 Portfolio Valuation: Rolling Stock
10.2 Asset Condition
Figure 52 summarizes the replacement cost-weighted condition of the
Municipality's rolling stock portfolio. Based primarily on assessment data,
41% of vehicles are in fair or better condition, with the remaining 59% are
in poor or worse condition. These assets may be candidates for replacement
in the short term; similarly, assets in fair condition may require
rehabilitation or replacement in the medium term and should be monitored
for further degradation in condition. Condition data was available for 96% of
vehicles, based on replacement costs; age was used to estimate condition
for the remaining 4% of assets.
$33k
$458k
$847k
$2.3m
$3.5m
$6.6m
$2m
$4m
$6m
$8m
Trailers
Light Duty
Trucks (<1 ton)
Tractors
Heavy
Machinery
Heavy Duty
Trucks (>1 ton)
Fire Vehicles
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
103
Figure 52 Asset Condition: Rolling Stock Overall
Figure 53 summarizes the condition of rolling stock by use case. Most
vehicles across all asset segments but for Heavy Duty Trucks and Heavy
Machinery are in fair or better condition and attention may be needed to
address the very poor condition of those Heavy class vehicles.
Very Poor,
$4,758,000
(35%)
Poor, $3,372,000
(25%)
Fair, $14,000
(<1%)
Good,
$4,870,000
(36%)
Very Good,
$675,000
(5%)
Municipality of South Huron
Asset Management Plan 2025
104
Figure 53 Asset Condition: Rolling Stock by Segment
10.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- Staff complete a regular and structured inspection of Rolling Stock to
ensure they are in state of adequate repair prior to operation.
- Fire vehicles follow a stringent schedule to ensure coherence to safety
regulations
10.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
$11k
$12k
$49k
$603k
$8k
$707k
$170k
$271k
$1.1m
$2.6m
$14k
$14k
$57k
$90k
$884k
$928k
$1.4m
$56k
$150k
$1.1m
$1.4m
$2.0m
0%
20%
40%
60%
80%
100%
Trailers
Tractors
Light Duty
Trucks (<1 ton)
Heavy
Machinery
Heavy Duty
Trucks (>1 ton)
Fire Vehicles
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
105
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential replacement spikes.
Figure 54 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Figure 54 Estimated Useful Life vs. Asset Age: Rolling Stock
10.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
The following table outlines the Municipality's current lifecycle management
strategy.
12.1
13.7
12.5
6.8
4.4
11.3
23.8
15.6
17.4
10
9.4
9
0
5
10
15
20
25
Fire Vehicles Heavy Duty
Trucks (>1
ton)
Heavy
Machinery
Light Duty
Trucks (<1
ton)
Tractors
Trailers
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
106
Activity Type
Description of Current Strategy
Maintenance/
Rehabilitation
Fire vehicle assets are assessed in regular intervals.
Vehicles undergo annual mechanical inspection by a third-
party mechanic
The Parks and Recreation Department has a Rolling Stock
comprised of pickup trucks, tractors and mowers. These
vehicles are inspected annually and have regular/reactive
maintenance done to them accordingly
Roads Rolling Stock assets are tracked using run time,
mileage, and asset age. These assets undergo routine
maintenance with internal personnel with additional
maintenance undergone by contractors. There is a desire
to move forward with a formalized Rolling Stock program
Replacement
10-year capital asks are completed and prepared by each
department. These capital plans are then brought to
council and are approved in line with need, criticality, and
budgetary availability
Table 43 Lifecycle Management Strategy: Rolling Stock
10.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, replacement costs, and department or
service area. The risk ratings for assets without useful attribute data were
calculated using only condition, service life remaining, and their replacement
costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Municipality of South Huron
Asset Management Plan 2025
107
Figure 55 Risk Matrix: Rolling Stock
10.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
10.6.1
Levels of Service - Current
Metric
Type
KPI Metric
Service
Attribute
Current LOS
Community
Description or images of the
types of vehicles (e.g. light,
medium and heavy-duty) that
the Municipality operates and
the services that they help to
provide to the community
Scope
See section 10.1
Community
Describe criteria for
rehabilitation and
replacement decisions and
any related long-term
forecasts
Quality
See sections 10.2 & 10.4
Technical
Average condition rating
Quality
41
Table 44: Rolling Stock - Current Levels of Service
10.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Municipality of South Huron
Asset Management Plan 2025
108
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for Rolling Stock
assets.
Scenarios
Replacement Cost
Average
Condition28
Annual Capital
Reinvestment29
Scenario 1 - Lifecycle
$13,689,784
51
$688,000
Scenario 2 - Current
Capital Investment Rate
$13,689,784
18
$317,000
Scenario 3 - Maintain
Condition 40%
$13,689,784
42
$551,972
Table 45: Rolling Stock - Proposed Levels of Service Scenarios
28 100-year timeline to ensure all assets go through 1 replacement event
29 100-year timeline to ensure all assets go through 1 replacement event
Municipality of South Huron
Asset Management Plan 2025
109
10.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Fair
41
Fair
52
Average risk rating30
High
14.14
High
11.08
Asset replacement as per
the Municipality's 2024
fleet policy31
N/A
Yes
10.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Fire
Vehicles
-
-
$2.0m
-
-
-
-
$1.4m
-
-
Heavy
Duty
Trucks
(>1 ton)
$84k
$1.4m
-
-
$928k
-
$91k
-
-
-
Heavy
Machinery
-
$1.1m
$330k
-
-
$554k
$203k
-
-
-
Light Duty
Trucks
(<1 ton)
$150k
$41k
$90k
-
-
-
$84k
-
$94k
$61k
Tractors
$27k
$15k
$41k
$31k
$26k
$45k
$15k
$677k
$31k
$12k
Trailers
-
$14k
-
-
-
$14k
$11k
-
-
$14k
Total
$261k
$2.5m
$2.5m
$31k
$954k
$613k
$404k
$2.1m
$124k
$87k
Table 46: Rolling Stock - 10-Year Capital Forecast
30 See Risk & Criticality
31 Assets which have a quantitative score of 28 or higher are replaced. Refer to fleet policy for further details
Municipality of South Huron
Asset Management Plan 2025
110
11. Equipment
11.1 Inventory & Valuation
Table 47 summarizes the quantity and current replacement cost of all
equipment assets available in the Municipality's asset register.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary
RC Method
General
Government
8
Quantity
$161,021
CPI
Protection
Services
252
Quantity
$749,804
CPI
Recreation
Services
94
Quantity
$87,466
CPI
Transportation
Services
17
Quantity
$488,936
CPI
TOTAL
$1,487,227
Table 47 Detailed Asset Inventory: Equipment
Figure 56 Portfolio Valuation: Equipment
$87k
$161k
$489k
$750k
$200k
$400k
$600k
$800k
Recreation Services
General Government
Transportation Services
Protection Services
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
111
11.2 Asset Condition
Figure 57 summarizes the replacement cost-weighted condition of the
Municipality's equipment portfolio. Based on a combination of assessed
conditions and age data, 62% of assets are in fair or better condition; the
remaining 38% are in poor or worse condition. These assets may be
candidates for replacement in the short term; similarly, assets in fair
condition may require rehabilitation or replacement in the medium term and
should be monitored for further degradation in condition.
Figure 57 Asset Condition: Equipment Overall
Figure 58 summarizes the age-based condition of equipment by each
department. Most assets in poor or worse condition are concentrated in the
general government segment.
Very Poor,
$393,000 (26%)
Poor, $178,000
(12%)
Fair, $241,000
(16%)
Good, $427,000
(29%)
Very Good,
$248,000 (17%)
Municipality of South Huron
Asset Management Plan 2025
112
Figure 58 Asset Condition: Equipment by Segment
11.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- Staff complete regular visual inspections of Equipment to ensure they
are able to support service delivery.
- Fire equipment is assessed regularly to make certain that protective
and rescue equipment is in working order
11.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
$19k
$230k
$321k
$11k
$95k
$241k
$94k
$8k
$51k
$25k
$73k
$50k
$133k
$137k
0%
20%
40%
60%
80%
100%
Transportation
Services
Recreation
Services
Protection
Services
General
Government
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
113
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential replacement spikes.
Figure 59 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Figure 59 Estimated Useful Life vs. Asset Age: Equipment
11.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
The following table outlines the Municipality's current lifecycle management
strategy.
Activity
Type
Description of Current Strategy
Maintenance program varies by department
14.6
7.6
9.4
3.5
8.1
15
9.6
9.1
0
2
4
6
8
10
12
14
16
General
Government
Protection
Services
Recreation
Services
Transportation
Services
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
114
Activity
Type
Description of Current Strategy
Maintenance/
Rehabilitation
Fire Protection Services equipment is subject a rigorous
inspection and maintenance program in line with fire
fighting regulations
Equipment is maintained according to manufacturer
recommended actions and supplemented by the expertise
of municipal staff
Replacement
Equipment replacement is based on deficiencies identified
by operators that impact performance.
Recreation assets are replaced upon failure, when
rehabilitation of the asset is deemed financially inviable
Table 48 Lifecycle Management Strategy: Equipment
11.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, and replacement costs. The risk ratings for
assets without useful attribute data were calculated using only condition,
service life remaining, and their replacement costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Figure 60 Risk Matrix: Equipment
Municipality of South Huron
Asset Management Plan 2025
115
11.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
11.6.1
Levels of Service - Current
Metric Type
KPI Metric
Service
Attribute
Current LOS
Community
Description or images of
the types of equipment
that the Municipality
operates and the services
that they help to provide
to the community
Scope
See section 11.1
Community
Describe criteria for
rehabilitation and
replacement decisions and
any related long-term
forecasts
Quality
See sections 11.2 & 11.4
Technical
Average condition rating
Quality
50
Table 49: Equipment - Current Levels of Service
11.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
Municipality of South Huron
Asset Management Plan 2025
116
The table below outlines the results for each scenario for equipment.
Scenarios
Replacement Cost
Average
Condition32
Annual Capital
Reinvestment33
Scenario 1 - Lifecycle
$1,487,227
50
$163,000
Scenario 2 - Current
Capital Investment Rate
$1,487,227
49
$185,000
Scenario 3 - Maintain
Condition 40%
$1,487,227
43
$131,834
Table 50: Equipment - Proposed Levels of Service Scenarios
11.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Fair
50
Good
60
Average risk rating34
Low
5.48
Very Low
4.95
Asset replacement as per
the Municipality's 2024
fleet policy35
N/A
Yes
32 100-year timeline to ensure all assets go through 1 replacement event
33 100-year timeline to ensure all assets go through 1 replacement event
34 See Risk & Criticality
35 Assets which have a quantitative score of 28 or higher are replaced. Refer to fleet policy for further details
Municipality of South Huron
Asset Management Plan 2025
117
11.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
General
Governme
nt
-
-
-
$41k
$30k
$66k
$41k
-
$54k
$41k
Protection
Services
$20k
$12k
$61k
$22k
$35k
$53k
$49k
$97k
$12k
$177k
Recreation
Services
-
$23k
-
-
-
$8k
$21k
-
$9k
$8k
Transporta
tion
Services
$21k
$17k
-
$77k
-
$73k
$17k
$321k
-
-
Total
$41k
$52k
$61k
$140k
$65k
$201k
$128k
$418k
$75k
$225k
Table 51: Equipment - 10-Year Capital Forecast
Municipality of South Huron
Asset Management Plan 2025
118
12. Land Improvements
12.1 Inventory & Valuation
Table 52 summarizes the quantity and current replacement cost of all land
improvements assets available in the Municipality's asset register.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary
RC
Method
Gazebos/Pavilions
10
Quantity
$1,812,262
CPI
Miscellaneous
10
Quantity
$1,171,141
CPI
Parking Lots
17
Quantity
$2,636,950
CPI
Playground
Equipment
6
Quantity
$259,834
CPI
Splash Pads
1
Quantity
$301,984
CPI
Sports Fields
1
Quantity
$411,972
CPI
TOTAL
$6,594,143
Table 53 Detailed Asset Inventory: Land Improvements
Figure 61 Portfolio Valuation: Land Improvements
$260k
$302k
$412k
$1.2m
$1.8m
$2.6m
$500k
$1m
$2m
$2m
$3m
$3m
Playground
Equipment
Splash Pads
Sports Fields
Miscellaneous
Gazebos/Pavill
ions
Parking Lots
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
119
12.2 Asset Condition
Figure 57 summarizes the replacement cost-weighted condition of the
Municipality's land improvements portfolio. Based on a combination of
limited assessed conditions and mostly age data, 53% of assets are in fair or
better condition; the remaining 47% are in poor or worse condition. These
assets may be candidates for replacement in the short term; similarly,
assets in fair condition may require rehabilitation or replacement in the
medium term and should be monitored for further degradation in condition.
Figure 57 Asset Condition: Land Improvements Overall
Figure 58 summarizes the age-based condition of land improvements by
each department. Most assets all assets are in poor or worse condition are
concentrated primarily administration and the fire department.
Very Poor,
$1,688,000
(26%)
Poor,
$1,380,000
(21%)
Fair, $958,000
(15%)
Good,
$1,298,000
(20%)
Very Good,
$1,271,000
(19%)
Municipality of South Huron
Asset Management Plan 2025
120
Figure 62 Asset Condition: Land Improvements by Segment
12.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets. The following describes the
Municipality's current approach:
- There are plans for breakdown condition assessments to be completed
on the parks and recreation assets.
- Parking lots are inspected regularly to ensure that the assets are
deteriorating in line with their expected useful life
12.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
$71k
$448k
$236k
$517k
$95k
$82k
$834k
$287k
$412k
$302k
$94k
$70k
$80k
$1.2m
$22k
$139k
$889k
$9k
$789k
0%
20%
40%
60%
80%
100%
Sports Fields
Splash Pads
Playground
Equipment
Parking Lots
Miscellaneous
Gazebos/Pavilli
ons
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
121
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential replacement spikes.
Figure 59 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Figure 63 Estimated Useful Life vs. Asset Age: Land Improvements
12.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
The following table outlines the Municipality's current lifecycle management
strategy.
Activity Type
Description of Current Strategy
Inspection
Seasonal and regular inspections are undergone to ensure
the availability and quality of Land Improvement Assets.
36.4
14.4
34.3
16.1
10
13
50
40.5
50
50
20
25
0
10
20
30
40
50
60
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
122
Activity Type
Description of Current Strategy
Maintenance,
Rehabilitation
&
Replacement
The Land Improvements asset category includes several
unique asset types and lifecycle requirements are dealt
with on a case-by-case basis.
Maintenance and Rehabilitation activities are conducted in
line with long term planning in addition to in reaction to
failure.
Table 54 Lifecycle Management Strategy: Land Improvements
12.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, and replacement costs. The risk ratings for
assets without useful attribute data were calculated using only condition,
service life remaining, and their replacement costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Figure 64 Risk Matrix: Land Improvements
Municipality of South Huron
Asset Management Plan 2025
123
12.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
12.6.1
Levels of Service - Current
Metric Type
KPI Metric
Service
Attribute
Current LOS
Community
Description, which may
include maps, of the land
improvements that the
Municipality operates and
maintains
Scope
Refer to section 12.1
Community
Describe criteria for
rehabilitation and
replacement decisions
and any related long-term
forecasts
Quality
Refer to sections 12.2 &
12.4
Technical
Average condition rating
Quality
47
Table 55: Land Improvements - Current Levels of Service
12.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
Municipality of South Huron
Asset Management Plan 2025
124
The table below outlines the results for each scenario for land
improvements.
Scenarios
Replacement Cost
Average
Condition36
Annual Capital
Reinvestment37
Scenario 1 - Lifecycle
$6,594,143
50
$126,000
Scenario 2 - Current
Capital Investment Rate
$6,594,143
17
$31,000
Scenario 3 - Maintain
Condition 40%
$6,594,143
43
$104,046
Table 56: Land Improvements - Proposed Levels of Service Scenarios
12.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Fair
47
Fair
47
Average risk rating38
High
10.5
High
13.24
All playgrounds are inspected
annually and maintained in a
safe condition39
N/A
Y
36 100-year timeline to ensure all assets go through 1 replacement event
37 100-year timeline to ensure all assets go through 1 replacement event
38 See Risk & Criticality
39 Demonstrates the Municipality's commitment to health & safety best practices (CAN/CSA Z614)
Municipality of South Huron
Asset Management Plan 2025
125
12.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Gazebos/
Pavilions
-
-
-
-
-
-
-
-
-
-
Miscell-
aneous
-
-
-
-
-
-
-
-
-
-
Parking
Lots
-
-
$391k
-
-
$79k
-
$125k
-
-
Play-
ground
Equipment
-
-
-
-
-
-
-
-
-
-
Splash
Pads
-
-
-
-
-
-
-
-
-
-
Sports
Fields
-
-
-
-
-
-
-
-
-
-
Total
-
-
$391k
-
-
$79k
-
$125k
-
-
Table 57: Land Improvements - 10-Year Capital Forecast
Municipality of South Huron
Asset Management Plan 2025
126
13. Waste Disposal
13.1 Inventory & Valuation
Table 58 summarizes the quantity and current replacement cost of all waste
disposal assets available in the Municipality's asset register.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary
RC Method
Landfill
Site/Scale House
4
Quantity
$586,830
CPI
TOTAL
$586,830
Table 59 Detailed Asset Inventory: Waste Disposal
Figure 65 Portfolio Valuation: Waste Disposal
13.2 Asset Condition
Figure 66 summarizes the replacement cost-weighted condition of the
Municipality's waste disposal portfolio. Based on solely age data, 100% of
assets are in fair or better condition. Assets in fair or better condition may
require rehabilitation or replacement in the medium term and should be
monitored for further degradation in condition.
$587k
$100k
$200k
$300k
$400k
$500k
$600k
$700k
Landfill
Site/Scale
House
Replacement Cost by Segment
Municipality of South Huron
Asset Management Plan 2025
127
Figure 67 Asset Condition: Waste Disposal Overall
Figure 68 summarizes the age-based condition of waste disposal by each
department. Most assets all assets are in poor or worse condition are
concentrated primarily administration and the fire department.
Figure 69 Asset Condition: Waste Disposal by Segment
Good,
$368,000
(63%)
Very Good,
$219,000
(37%)
$219k
$368k
0%
20%
40%
60%
80%
100%
Landfill
Site/Scale
House
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Municipality of South Huron
Asset Management Plan 2025
128
13.2.1
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently
determine the remaining service life of assets and identify the most cost-
effective approach to managing assets.
- Waste Disposal assets are examined prior to use and any required
maintenance or rehabilitation is noted at that time.
- Groundwater testing is performed in accordance with Provincial
requirements
13.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL),
or design life; and the percentage of EUL consumed. The EUL is the
serviceable lifespan of an asset during which it can continue to fulfil its
intended purpose and provide value to users, safely and efficiently. As assets
age, their performance diminishes, often more rapidly as they approach the
end of their design life.
In conjunction with condition data, an asset's age profile provides a more
complete summary of the state of infrastructure. It can help identify assets
that may be candidates for further review through condition assessment
programs; inform the selection of optimal lifecycle strategies; and improve
planning for potential replacement spikes.
Figure 70 illustrates the average current age of each asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets.
Figure 71 Estimated Useful Life vs. Asset Age: Waste Disposal
7
44.6
0
10
20
30
40
50
Landfill Site/Scale House
Number of Years
Weighted Average Age
Weighted Average EUL
Municipality of South Huron
Asset Management Plan 2025
129
13.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To
ensure that municipal assets are performing as expected and meeting the
needs of customers, it is important to establish a lifecycle management
strategy to proactively manage asset deterioration.
The following table outlines the Municipality's current lifecycle management
strategy.
Activity
Type
Description of Current Strategy
Maintenance/
Rehabilitation
Maintenance of equipment aligns with manufacturer
recommendations where applicable. Routine maintenance
is performed to preserve appropriate asset operation.
The landfill scale is maintained and calibrated on an annual
basis in line with municipal and regulatory requirements.
Inspection
Assets are replaced as needed in consideration of condition
and criticality. Assets are utilized on an end-of-life basis
Table 60 Lifecycle Management Strategy: Waste Disposal
13.5 Risk Analysis
The risk matrix below is generated using available asset data, including
condition, service life remaining, and replacement costs. The risk ratings for
assets without useful attribute data were calculated using only condition,
service life remaining, and their replacement costs.
The matrix stratifies assets based on their individual probability and
consequence of failure, each scored from 1 to 5. Their product generates a
risk index ranging from 1-25. Assets with the highest criticality and
likelihood of failure receive a risk rating of 25; those with lowest probability
of failure and lowest criticality carry a risk rating of 1. As new data and
information is gathered, the Municipality may consider integrating relevant
information that improves confidence in the criteria used to assess asset risk
and criticality.
These risk models have been built into the Municipality's Asset Management
Database (Citywide Assets). See Risk & Criticality section for further details
on approach used to determine asset risk ratings and classifications.
Municipality of South Huron
Asset Management Plan 2025
130
Figure 72 Risk Matrix: Waste Disposal
13.6 Levels of Service
The table that follows summarizes the Municipality's current and proposed
levels of service with respect to prescribed KPIs under Ontario Regulation
588/17 as well as any additional performance measures that the Municipality
has selected for this AMP.
13.6.1
Levels of Service - Current
Metric Type
KPI Metric
Service Attribute
Current LOS
Community
Description or images of
the condition and types
of waste disposal assets
Scope
See section 13.1
Community
Describe criteria for
rehabilitation and
replacement decisions
and any related long-
term forecasts
Quality
See sections 13.2 & 13.4
Technical
Average condition rating
Quality
82
Table 61: Waste Disposal - Current Levels of Service
13.6.2
Levels of Service - Proposed
Scenarios are based on the data available within the asset management
system, which takes into estimated useful life, condition, and replacement
costs.
Scenario 1: Current Lifecycle Activities - this scenario utilizes the
current lifecycle activities outlined as current practice within each asset
category. The condition and annual investment were then determined.
Municipality of South Huron
Asset Management Plan 2025
131
Scenario 2: Current Capital Reinvestment Rate - this scenario utilizes
the current capital reinvestment within each asset category. The current
annual investment was held, and the condition was determined.
Scenario 3: Target Condition Fair - this scenario utilizes a target average
condition of 40% of the infrastructure within each asset category. The
condition value was held, and the annual investment was then determined.
The table below outlines the results for each scenario for Waste Disposal.
Scenarios
Replacement Cost
Average
Condition40
Annual Capital
Reinvestment41
Scenario 1 - Lifecycle
$586,830
55
$19,000
Scenario 2 - Current
Capital Investment Rate
$586,830
55
$19,000
Scenario 3 - Maintain
Condition 40%
$586,830
55
$19,000
Table 62: Waste Disposal - Proposed Levels of Service Scenarios
13.6.3
Additional Metrics
LOS KPI
Current LOS
Proposed LOS
(10-year)
Condition rating
Very Good
82
Fair
52
Average risk rating42
Very Low
3.96
Low
7.33
40 100-year timeline to ensure all assets go through 1 replacement event
41 100-year timeline to ensure all assets go through 1 replacement event
42 See Risk & Criticality
Municipality of South Huron
Asset Management Plan 2025
132
13.6.4
10-Year Capital Forecast
Below is the projected ten-year capital forecast (scenario 1) needed to
obtain full funding, within the recommended timeframe (see 1.4).
Segment
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
Landfill
Site/Scale
House
-
-
-
-
-
-
-
-
-
-
Total
-
-
-
-
-
-
-
-
-
-
Table 63: Waste Disposal - 10-Year Capital Forecast
Municipality of South Huron
Asset Management Plan 2025
133
Strategies
Growth
Financial Strategy
Municipality of South Huron
Asset Management Plan 2025
134
14. Growth
The demand for infrastructure and services will change over time based on a
combination of internal and external factors. Understanding the key drivers
of growth and demand will allow the Municipality to plan for new
infrastructure more effectively, and the upgrade or disposal of existing
infrastructure. Increases or decreases in demand can affect what assets are
needed and what level of service meets the needs of the community.
14.1 South Huron Official Plan (2025)
The Official Plan is a planning document for the purpose of guiding the future
development of the Municipality of South Huron. The Official Plan lays out
the Municipality's goals for growth allocation, and the extent intensification
will play a role in this. The plan indicates that growth and development will
be directed first to settlement areas with full municipal sewer and water
services and aims to achieve 20% of the primary settlement growth through
intensification. This is to be achieved through affordable housing initiatives,
investment in settlement areas, and economic growth of the Municipality.
14.2 Huron County Official Plan (2021)
The Huron County Official Plan provides strategic policy direction to guide
land use planning, community development, infrastructure investment, and
environmental stewardship across the County, including the Municipality of
South Huron. The plan supports long-term asset management objectives by
establishing population growth expectations, land use priorities, and service
delivery frameworks that inform infrastructure needs and investment timing.
Exeter is classified as a Primary Settlement Area (P1) and is intended to
absorb most future growth due to its full municipal servicing and existing
infrastructure. This designation guides South Huron's land use and capital
planning efforts toward intensification, infill, and higher-density development
in serviced areas, supporting cost-effective infrastructure renewal and
expansion. Smaller rural communities and hamlets within South Huron are
designated as Secondary or Tertiary Settlement Areas, where growth is
more limited and service levels must be context-appropriate and fiscally
sustainable.
The Official Plan emphasizes coordinated investment in infrastructure,
including transportation, water, wastewater, and active transportation
networks. South Huron is encouraged to integrate multi-modal
transportation options, maintain road networks, and support regional
Municipality of South Huron
Asset Management Plan 2025
135
initiatives such as electric vehicle charging stations and broadband
expansion. These directions align with asset management principles of
service optimization and climate-conscious investment.
South Huron's extensive agricultural land base is protected under the Plan's
agricultural policies, which prioritize long-term agricultural viability. Non-
farm development is discouraged outside settlement areas, minimizing
infrastructure sprawl and preserving the efficiency of rural servicing. Asset
management planning must reflect the limited need for urban-level
infrastructure in agricultural zones while supporting infrastructure necessary
for farm-related operations and transportation access.
The Plan mandates watershed-based environmental planning and compliance
with source water protection policies under the Clean Water Act. In South
Huron, this includes infrastructure considerations in sensitive areas such as
the Ausable River watershed and Lake Huron shoreline. Environmental
assessments and low-impact development strategies should inform future
infrastructure projects in these regions.
The Plan supports housing diversity and economic vitality, both of which
impact infrastructure demand. South Huron is encouraged to enable a mix of
housing types to support workforce attraction and retention. Investment in
employment lands, downtown areas, and tourism infrastructure aligns with
broader County economic goals and supports the efficient use of municipal
assets.
Municipality of South Huron
Asset Management Plan 2025
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15. Financial Strategy
For an asset management plan to be effective and meaningful, it must be
integrated with financial planning and long-term budgeting. The
development of a comprehensive financial plan will allow the Municipality of
South Huron to identify the financial resources required for sustainable asset
management based on existing asset inventories, desired levels of service,
and projected growth requirements.
This report develops such a financial plan by presenting several scenarios for
consideration and culminating with final recommendations. As outlined
below, the scenarios presented model different combinations of the following
components:
1. The financial requirements for:
a. Existing assets
b. Existing/proposed service levels
c. Requirements of contemplated changes in service
d. Requirements of anticipated growth
2. Use of traditional sources of municipal funds:
a. Tax levies
b. User fees
c. Debt
d. Development charges
3. Use of non-traditional sources of municipal funds:
a. Reallocated budgets
b. Partnerships
c. Procurement methods
4. Use of Senior Government Funds:
a. Canada Community-Building Fund (CCBF)
b. Annual grants
Note: Periodic grants are normally not included due to Provincial
requirements for firm commitments. However, if moving a specific project
forward is wholly dependent on receiving a one-time grant, the replacement
cost included in the financial strategy is the net of such grant being received.
If the financial plan component results in a funding shortfall, the province
requires the inclusion of a specific plan as to how the impact of the shortfall
will be managed. In determining the legitimacy of a funding shortfall, the
province may evaluate a Municipality's approach to the following:
Municipality of South Huron
Asset Management Plan 2025
137
1. To reduce financial requirements, consideration has been given to
revising service levels downward.
2. All asset management and financial strategies have been considered.
For example:
a. If a zero-debt policy is in place, is it warranted? If not the use of
debt should be considered.
b. Do user fees reflect the cost of the applicable service? If not,
increased user fees should be considered.
15.1 Annual Requirements & Capital Funding
15.1.1
Annual Requirements
The annual requirements represent the amount the Municipality should allocate
annually to each asset category to meet replacement needs as they arise, prevent
infrastructure backlogs and achieve long-term sustainability. In total, the
Municipality must allocate approximately $13.8 million annually to address capital
requirements for the assets included in this AMP.
Figure 73 Annual Capital Funding Requirements by Asset Category
$18k
$158k
$169k
$530k
$809k
$962k
$999k
$2.5m
$3.6m
$4.1m
$2m
$4m
$6m
Waste Disposal
Land Improvements
Equipment
Storm Sewer System
Rolling Stock
Facilities
Bridges & Culverts
Sanitary Sewer System
Road Network
Water System
Average Annual Capital Requirements by Category
Municipality of South Huron
Asset Management Plan 2025
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Where applicable, lifecycle management strategies have been developed to
identify capital costs that are realized through strategic rehabilitation and
renewal of some of the main assets in these categories. The development of
these strategies allows for a comparison of potential cost avoidance if the
strategies were to be implemented. The following table compares the two
different strategies:
1. Replacement Only Scenario: Based on the assumption that assets
deteriorate and - without regularly scheduled maintenance and
rehabilitation - are replaced at the end of their service life.
2. Lifecycle Strategy Scenario: Based on the assumption that lifecycle
activities are performed at strategic intervals to extend the service life
of assets until replacement is required.
The implementation of a proactive lifecycle strategy leads to potential annual
cost avoidance and better overall performance. As the lifecycle strategy
scenario represents the lowest cost option available to the Municipality, we
have used these annual requirements in the development of the financial
strategy.
15.1.2
Annual Funding Available
Based on a historical analysis of sustainable capital funding sources, the
Municipality is committing approximately $7.1 million towards capital
projects per year. Given the annual capital requirement of $13.8 million,
there is currently a funding gap of $6.7 million annually.
Municipality of South Huron
Asset Management Plan 2025
139
Figure 74 Annual Requirements vs. Capital Funding Available
15.2 Funding Objective
We have developed a scenario that would enable South Huron to achieve full
funding within 1 to 20 years for the following assets:
1. Tax Funded Assets: road network, bridges & culverts, storm sewer
system, facilities, land improvements rolling stock, and equipment
2. Rate-Funded Assets: water system, sanitary sewer system, and
waste disposal
$18k
$31k
$185k
$33k
$317k
$575k
$999k
$1.3m
$1.6m
$2.0m
$18k
$158k
$169k
$530k
$809k
$962k
$999k
$2.5m
$3.6m
$4.1m
$2m
$4m
$6m
Waste Disposal
Land Improvements
Equipment
Storm Sewer System
Rolling Stock
Facilities
Bridges & Culverts
Sanitary Sewer System
Road Network
Water System
Average Annual Capital Requirements vs. Actual Capital
Reinvestment by Category
Average Annual Requirements
Actual Reinvestment Rate
Municipality of South Huron
Asset Management Plan 2025
140
15.3 Financial Profile: Tax Funded Assets
15.3.1
Current Funding Position
The following tables show, by asset category, South Huron's average annual
asset investment requirements, current funding positions, and funding
increases required to achieve full funding on assets funded by taxes.
Asset
Category
Avg.
Annual
Require-
ment
Annual Funding Available
Annual
Deficit
Property
Taxation
&
Reserves
CCBF
OCIF
Total
Available
Bridges &
Culverts
999,000
417,000
167,000
415,000
999,000
0
Equipment
169,000
185,000
185,000
(-16,000)
Facilities
962,000
575,000
575,000
387,000
Land
Improvements
158,000
31,000
31,000
127,000
Road Network
3,601,000
1,028,000
167,000
415,000
1,610,000
1,991,000
Rolling Stock
809,000
317,000
317,000
492,000
Storm Sewer
System
530,000
33,000
33,000
497,000
Total
7,228,000
2,586,000
334,000
830,000
3,750,000
3,478,000
Table 64 Annual Available Funding for Tax Funded Assets
The average annual investment requirement for the above categories is
approximately $7.2 million. Annual revenue currently allocated to these
assets for capital purposes is approximately $3.8 million leaving an annual
deficit of about $3.4 million. Put differently, these infrastructure categories
are currently funded at 52% of their long-term requirements.
15.3.2 Full Funding Requirements
In 2023, South Huron had annual tax revenues of $11.4 million. As
illustrated in the following table, without consideration of any other sources
of revenue or cost containment strategies, full funding would require the
following tax change over time:
Municipality of South Huron
Asset Management Plan 2025
141
Asset Category
Tax Change Required
for Full Funding
Bridges & Culverts
0%
Equipment
-0.1%
Facilities
3.4%
Land Improvements
1.1%
Road Network
17.4%
Rolling Stock
4.3%
Storm Sewer System
4.3%
Total
30.4%
Table 65 Tax Increase Requirements for Full Funding
Our recommendations include capturing the above changes and allocating
them to the infrastructure deficit outlined above. The table below outlines
this concept and presents several options:
5 Years
10 Years
15 Years
20 Years
Infrastructure
Deficit
3,478,000
3,478,000
3,478,000
3,478,000
Change in Debt
Costs
-14,000
-78,000
-245,000
-325,000
Resulting
Infrastructure
Deficit:
3,464,000 3,400,000 3,233,000 3,153,000
Tax Increase
Required
30.3%
29.7%
28.3%
27.6%
Annually:
6.1%
3.0%
1.9%
1.4%
Table 66 Tax Increase Options 5-20 Years
15.3.3
Financial Strategy Recommendations
Considering all the above information, we recommend the 15-year option.
This involves full funding being achieved over 15 years by:
a) when realized, reallocating the debt cost reductions to the infrastructure
deficit as outlined above
Municipality of South Huron
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b) increasing tax revenues by 1.9% each year for the next 15 years solely
for the purpose of phasing in the proposed levels of service for asset
categories covered in this section of the AMP
c) adjusting tax revenue increases in future year(s) when allocations to
capital expenditure exceed or fail to meet budgeted amounts
d) allocating the current CCBF and OCIF revenue as outlined previously.
e) reallocating appropriate revenue from categories in a surplus position to
those in a deficit position.
f) reallocating appropriate revenue from categories in a surplus position to
those in a deficit position, when applicable
g) increasing existing and future infrastructure budgets by the applicable
inflation index on an annual basis in addition to the deficit phase-in.
Notes:
1. As in the past, periodic senior government infrastructure funding will
most likely be available during the phase-in period. By Provincial AMP
rules, this periodic funding cannot be incorporated into an AMP unless
there are firm commitments in place. We have included OCIF formula-
based funding, if applicable, since this funding is a multi-year
commitment43.
2. We realize that raising tax revenues by the amounts recommended
above for infrastructure purposes will be very difficult to do. However,
considering a longer phase-in window may have even greater
consequences in terms of infrastructure failure.
Although this option achieves full funding within 15 years and provides
financial sustainability over the period modeled, the recommendations do
require prioritizing capital projects to fit the resulting annual funding
available. Current data shows a pent-up investment demand of $9.2 million,
for tax funded assets.
43 The Municipality should take advantage of all available grant funding programs and transfers from other levels of
government. While OCIF has historically been considered a sustainable source of funding, the program is currently
undergoing review by the provincial government. Depending on the outcome of this review, there may be changes
that impact its availability.
Municipality of South Huron
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Prioritizing future projects will require the current data to be replaced by
condition-based data. Although our recommendations include no further use
of debt, the results of the condition-based analysis may require otherwise.
15.4 Financial Profile: Rate Funded Assets
15.4.1
Current Funding Position
The following tables show, by asset category, South Huron's average annual
asset investment requirements, current funding positions, and funding
increases required to achieve full funding on assets funded by rates.
Asset
Category
Avg. Annual
Requirement
Annual Funding Available
Annual
Deficit
Rates
Grants
To Operations
Total
Available
Water
System
4,086,000
4,575,000
0
-2,568,000
2,007,000
2,079,000
Sanitary
Sewer
System
2,503,000
2,982,000
0
-1,645,000
1,337,000
1,166,000
Waste
Disposal
19,000
1,391,000
0
-1,372,000
19,000
0
Total
6,608,000
8,948,000
0
5,585,000 3,363,000
3,245,000
Table 67 Annual Available Funding for Rate Funded Assets
The average annual investment requirement for the above categories is $6.6
million. Annual revenue currently allocated to these assets for capital
purposes is $3.4 million leaving an annual deficit of $3.2 million. Put
differently, these infrastructure categories are currently funded at 50% of
their long-term requirements.
15.4.2
Full Funding Requirements
In 2023, the South Huron had annual sanitary and water revenues of
$2,982,000 and $4,575,000 respectively. As illustrated in the table below,
without consideration of any other sources of revenue, full funding would
require the following changes over time:
Municipality of South Huron
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Asset Category
Rate Change Required
for Full Funding
Water System
45.4%
Sanitary Sewer System
39.1%
Table 68 Rate Increase Requirements for Full Funding
Our recommendations include capturing the above changes and allocating
them to the infrastructure deficit outlined above. The table below outlines
this concept and presents several options:
Water System
5 Years
10 Years
15 Years
20 Years
Infrastructure
Deficit
2,079,000
2,079,000
2,079,000
2,079,000
Rate Increase
Required
45.2%
45.2%
36.9%
36.9%
Annually:
9.0%
4.5%
2.5%
1.8%
Table 69 Water Rate Increase Options 5-20 Years
Sanitary Sewer System
5 Years
10 Years
15 Years
20 Years
Infrastructure
Deficit
1,166,000
1,166,000
1,166,000
1,166,000
Rate Increase
Required
26.1%
20.2%
4.3%
4.3%
Annually:
5.2%
2.0%
0.3%
0.2%
Table 70 Sanitary Rate Increase Options 5-20 Years
15.4.3
Financial Strategy Recommendations
Considering all the above information, we recommend the 20-year option for
the water system, and the 10-year option for the sanitary sewer system.
This involves full funding being achieved over 15 years by:
a) increasing rate revenues by 2.0% for sanitary services and 1.8% for
water services each year for the next 10-20 years solely for the
purpose of phasing in full funding to the asset categories covered in
this section of the AMP.
Municipality of South Huron
Asset Management Plan 2025
145
b) increasing existing and future infrastructure budgets by the applicable
inflation index on an annual basis in addition to the deficit phase-in.
Notes:
1. As in the past, periodic senior government infrastructure funding will
most likely be available during the phase-in period. This periodic
funding should not be incorporated into an AMP unless there are firm
commitments in place.
2. We realize that raising rate revenues for infrastructure purposes will
be very difficult to do. However, considering a longer phase-in window
may have even greater consequences in terms of infrastructure failure.
3. Any increase in rates required for operations would be in addition to
the above recommendations.
Although this option achieves full funding on an annual basis of 10-20 years
and provides financial sustainability over the period modeled, the
recommendations do require prioritizing capital projects to fit the resulting
annual funding available. Current data shows the pent-up investment
demand of $20.9 million in backlog, for rate-funded assets
Municipality of South Huron
Asset Management Plan 2025
146
15.5 Use of Debt
The following tables outline how South Huron has historically used debt for
investing in the asset categories as listed. There is currently $14.1 million of
debt outstanding for the assets covered by this AMP with corresponding
principal and interest payments of $986,000 (2024), well within its
provincially prescribed maximum of $3,726,959.
Asset Category
Current Debt
Outstanding
Use of Debt in the Last Five Years
2019
2020
2021
2022
2023
Bridges & Culverts
Equipment
Facilities
8,530,000
799,000
Land Improvements
Road Network
Rolling Stock
Storm Sewer System
Total Tax Funded
8,530,000
799,000
Water System
5,071,000
Sanitary Sewer
System
8,985,000
Waste Disposal
Total Rate Funded
14,056,000
Table 71: Current Debt Overview
Municipality of South Huron
Asset Management Plan 2025
147
Asset Category
Principal & Interest Payments in the Next Ten Years
2024
2025
2026
2027
2028
2029
2034
Bridges &
Culverts
Equipment
Facilities
638,000
624,000
624,000
624,000
624,000
624,000
560,000
Land
Improvements
Road Network
Rolling Stock
Storm Sewer
System
Total Tax
Funded
Water System
524,000
514,000
514,000
514,000
514,000
514,000
514,000
Sanitary Sewer
System
1,078,000
1,061,000
1,061,000
1,061,000
1,061,000
689,000
514,000
Waste Disposal
Total Rate
Funded
2,240,000
2,199,000
2,199,000
2,199,000
2,199,000
1,827,000
1,588,000
Table 72: Principal Interest
The revenue options outlined in this plan allow South Huron to fully fund its
long-term infrastructure requirements without further use of debt.
15.6 Use of Reserves
Available Reserves
Reserves play a critical role in long-term financial planning. The benefits of
having reserves available for infrastructure planning include:
a) the ability to stabilize tax rates when dealing with variable and
sometimes uncontrollable factors
b) financing one-time or short-term investments
c) accumulating the funding for significant future infrastructure
investments
d) managing the use of debt
e) normalizing infrastructure funding requirement
Municipality of South Huron
Asset Management Plan 2025
148
By asset category, the table below outlines the details of the reserves
currently available to South Huron
Asset Category
Balance at December 31,
2023
Bridges & Culverts
2,374,000
Equipment
834,000
Facilities
2,117,000
Land Improvements
46,000
Road Network
3,532,000
Rolling Stock
1,900,000
Storm Sewer System
0
Total Tax Funded:
10,803,000
Water System
3,420,000
Sanitary Sewer System
0
Waste Disposal
38,000
Total Rate Funded:
3,458,000
Table 73: Use of Reserves
There is considerable debate in the municipal sector as to the appropriate
level of reserves that a Municipality should have on hand. There is no clear
guideline that has gained wide acceptance. Factors that municipalities should
consider when determining their capital reserve requirements include:
a) breadth of services provided
b) age and condition of infrastructure
c) use and level of debt
d) economic conditions and outlook
e) internal reserve and debt policies.
These reserves are available for use by applicable asset categories during
the phase-in period to full funding. This coupled with South Huron's judicious
use of debt in the past, allows the scenarios to assume that, if required,
available reserves and debt capacity can be used for high priority and
emergency infrastructure investments in the short- to medium-term.
Municipality of South Huron
Asset Management Plan 2025
149
Appendices
Appendix A - Infrastructure Report Card
Appendix B - Level of Service Maps
Appendix C - Public Engagement Survey Results
Municipality of South Huron
Asset Management Plan 2025
150
Appendix A - Infrastructure Report Card
Asset
Category
Replacement
Cost
Average
Condition
Financial Capacity
Road Network
$ 142.3m
Good
Annual
Requirement:
$3,601,000
Funding Available:
$1,610,000
Annual Deficit:
$1,991,000
Bridges &
Culverts
$ 72.3m
Good
Annual
Requirement:
$999,000
Funding Available:
$999,000
Annual Deficit:
$0
Water System
$ 197.4m
Fair
Annual
Requirement:
$4,086,000
Funding Available:
$2,007,000
Annual Deficit:
$2,402,000
Sanitary Sewer
System
$ 97.8m
Good
Annual
Requirement:
$2,503,000
Funding Available:
$1,337,000
Annual Deficit:
$1,166,000
Storm Sewer
System
$ 39.7m
Good
Annual
Requirement:
$530,000
Funding Available:
$33,000
Annual Deficit:
$497,000
Facilities
$ 31.4m
Very Good
Annual
Requirement:
$962,000
Funding Available:
$575,000
Annual Deficit:
$387,000
Rolling Stock
$ 13.7m
Good
Annual
Requirement:
$809,000
Funding Available:
$317,000
Annual Deficit:
$492,000
Equipment
$ 1.5m
Fair
Annual
Requirement:
$169,000
Funding Available:
$185,000
Annual Surplus:
$16,000
Municipality of South Huron
Asset Management Plan 2025
151
Asset
Category
Replacement
Cost
Average
Condition
Financial Capacity
Land
Improvements
$ 6.6m
Fair
Annual
Requirement:
$158,000
Funding Available:
$31,000
Annual Deficit:
$127,000
Waste Disposal
$ 587k
Very Good
Annual
Requirement:
$19,000
Funding Available:
$19,000
Annual Surplus:
$0
Municipality of South Huron
Asset Management Plan 2025
152
Appendix B - Level of Service Maps & Photos
Water Hydrants
Water Chambers
Watermains
Water Valves
Watercourses
Railway
Waterbodies
Water Buildings
Water Tower
Other Building
Parcels
Water Hydrants
Water Valves
Watermains
Watercourses
Railway
Waterbodies
Roads
Parcels
Water Hydrants
Water Chambers
Water Valves
Watermains
Watercourses
Water Buildings
Other Building
Roads
Parcels
Water Hydrants
Water Valves
Watermains
Watercourses
Roads
Parcels
Water Hydrants
Water Chambers
Water Valves
Watermains
Watercourses
Waterbodies
Water Buildings
Other Building
Roads
Parcels
Water Hydrants
Water Valves
Watermains
Watercourses
Water Buildings
Water Tower
Roads
Parcels
Water Hydrants
Water Chambers
Water Valves
Watermains
Watercourses
Railway
Waterbodies
Water Buildings
Water Tower
Other Building
Roads
Parcels
Storm Network
Storm Manholes
Storm Catchbasins
Oil Grit Separators
Storm Pipes
100-150
200
250
300-350
375
400-450
525
600
650-675
750
825
900-975
1050-1350
1500-1630
Unknown
SWM Facility
Base
Roads
Municipal Drains
Watercourse
Waterbody
Municipal Boundaries
Storm Network
StormManholes
Storm Catchbasins
Storm Pipes
100-150
200
250
300-350
375
400-450
525
600
650-675
750
825
900-975
1050-1350
1500-1630
Unknown
Base
Roads
Watercourse
Municipal Boundaries
Storm Network
Storm Catchbasins
Storm Pipes
100-150
200
250
300-350
375
600
Unknown
Base
Roads
Watercourse
Waterbody
Municipal Boundaries
Storm Network
StormManholes
Storm Catchbasins
Storm Pipes
200
300-350
Base
Roads
Municipal Drains
Municipal Boundaries
Municipality of South Huron
Asset Management Plan 2025
164
Appendix C - Public Engagement Survey Results
ASSET MANAGEMENT PLAN SURVEY DATA
-
The online survey ran from April 7 - 27, 2025
-
15 responses were collected, not necessarily from 15 different people
-
The input received has been cut and paste verbatim, below. No results have been omitted and no alterations have been
made except to mark redactions that identify or name an individual.
Reference
Number
Where do
you
reside?
To guide the municipality's work
in managing public assets, we
are considering what values to
adopt:
-
Accessible - Services are
available and accessible
for customers who require
them.
-
Reliable - Services are
provided with minimal
service disruption and are
available to customers in
line with needs and
expectations.
-
Safe - Services are
delivered such that they
minimize health, safety,
and security risks.
-
Compliant - Services meet
regulatory requirements of
all levels of government.
-
Affordable - Services are
delivered at an affordable
cost.
-
Sustainable - Long-term
plans are in place to
ensure the services are
available to all customers
into the future.
Looking at the list above, or your
own, what do you value when it
What is your
preferred
strategy for
managing the
infrastructure
deficit? (You
may select more
than one)
What other strategy
would you
recommend to
close the
infrastructure
deficit?
Would you like to share any
thoughts about the proposed
levels of service?
165
comes to municipal asset
management?
2025-04-
07-017
Ward 2
(Exeter)
All of the above
I prefer to pay
more (either in
property taxes or
user fees) to
close this gap
and ensure long-
term service
availability
No
2025-04-
07-018
Ward 3
(Usborne)
All of the above
Variety- meeting multiple needs of
the community; not just exeter
residents or hockey
families...pretty sad that Usbornes
tax rate is higher than Exeter
residents when they have more
services provided to them....
I prefer to pay
more (either in
property taxes or
user fees) to
close this gap
and ensure long-
term service
availability,I
prefer that South
Huron advocates
to senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
or sales tax
revenue)
2025-04-
07-019
Ward 2
(Exeter)
Integrity in the process of
establishing present condition of
assets, including ALL assets, even
those shared with other
municipalities that the tax payers
or users will be asked to pay for in
the future.
I prefer to pay
more (either in
property taxes or
user fees) to
close this gap
and ensure long-
term service
availability
Proposed level is not clear, and
not offered. There is missing
information ie Kirkton
Woodham hall, pool.
Nothing has changed in past 10
years condition or replacement
costs for example assets like ag
166
Validity and reliability in the values
assigned to the present assets and
replacement costs
Risk management in order to
sustain /protect what we have and
value, which in turn will make us
sustainable., vs leaving debit and
old infrastructure to next
generation..
Sustainability is the most valued,,
but so not see this being
considered at all.. I have a deep
concern in thinking that we have all
kinds of consultants who write
what " industrial experts" think, vs
written reports. Ie how sustainable
is it to spend 4.3 million on fire hall,
that very seldom is first responder,
nor be geographically placed
closest to population, leaving
future of fire services in Exeter and
14 km radius in jeopardy, as not
included in budget projections, but
included in fire master plan.as
needing to be built if Huron park
fire station is closed.. council has
repeatedly not supported the
advice of staff to invest more into
asset management knowing ,or
ought to have known that the
numbers provided for replacement
costs have not kept place with
inflation.Example.. replace the
costs for facilities less than 1
million, but new firehall budget is
4.3 m
building and washrooms
closes. Any $ Grand Bend
Sewage Treatment plant, trunk
line replacement, and although
lots of money and debt spent
on Arenas/halls, they are still
aged, and facilities review do
not address engineers reports
in past
Level of service for ag building
contains washrooms? Do we
lose that service because there
is a crack in the floor,? Are we
removing it from the level of
service and replacing it in
operations with contracted
Johnny on the spots?
How does level of service for
arena shift from recent
renovations to need to add
sprinkler systems and HVAC
into next year's budget/
operations.
Sidewalks.. would we be better
with less, but maintained in
safe condition. And seems odd
to ask that playground
equipment needs to be
inspected annually..
Need clearer understanding of
proposed level of service for fire
stations up to 2030.
Recommend what is level of
service vs first response time,
and need to have two training
167
It is not sustainable to debt
finance, just because a few people
want to build a grandiose fire hall,
but must be considered in the
asset management, as there is only
one taxpayer..
The statement that " All
municipalities" has an
infrastructure deficit!" Is a little
misleading, and just because "
SOME" have the deficit, doesn't
mean we have to be that, or by
what %.
spaces to maintain.? level of
service. Agree with
need
to have operational review as
part of levels of service, as clear
would be better to have two ice
rinks in one area vs maintaining
two old surfaces, and operating
cost.
2025-04-
14-001
Ward 2
(Exeter)
Affordable please
I prefer that
South Huron
advocates to
senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
or sales tax
revenue)
It's too expensive to live. Lose
some government jobs, work as
hard as someone in the private
sector and save everyone some
money
2025-04-
14-003
Ward 2
(Exeter)
Affordable and sustainable
I prefer that
South Huron
advocates to
senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
With everything increasing in
prices making life harder and
harder to afford. Raising
property taxes are not
something most can afford...
Maybe a suggestion is hiring
companies that don't charge
the most and always run
behind? Use local companies
that are going to finish on time
and on/under budget...
168
or sales tax
revenue)
2025-04-
14-004
Ward 2
(Exeter)
Accessible and Reliable - fix
resident issues before municipal!!
I prefer that
South Huron
advocates to
senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
or sales tax
revenue)
Lots of residents have issues
with their personal residential
sewer lines on the municipal
side of the property.. Instead of
fixing stuff that doesn't need to
be fixed, why does the
municipal help its residents
making sure everyone can live
in a safe manner. It's extremely
unfortunate that the town
doesn't help its own.
2025-04-
14-005
Ward 2
(Exeter)
Reliable
I prefer that
South Huron
advocates to
senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
or sales tax
revenue)
Exeter is the Hub of South
Huron, with businesses,
schools, hospital, dentists, and
various other important daily
needs.
Exeter obviously requires more
attention than other wards
unfortunately this current
Council has failed miserably in
this regard.
People are tired of hearing that
Exeter gets everything, the
needs are more and should be
addressed in that fashion.
2025-04-
14-006
Ward 2
(Exeter)
All the above.
I prefer to run a
deficit for now
and re-evaluate
service priorities
169
on an ongoing
basis
2025-04-
14-007
Ward 2
(Exeter)
Accessibility is being overlooked by
having facilities half accessible ie
outdoor pool with no accessible
parking, no barrier free or
accessible change room for
swimmers needing to use
wheelchair.! Is there a wheelchair
for access ( this project completed
by industrial expert councillor
No safet features in new build at
SHRC ,,ie girls who play on male
hockey team have to go from boys
change room, out into foyer, alone.
and back into old change rooms to
change.. same for female refs
Services are not delivered in
affordable cost ie two separate
arenas, and two fire halls with huge
training rooms 4 showers and
lockers in Dashwood for 32, when I
think there are only half that
amount signed up there and
minimal new growth in housing.
Sustainability would be great if
there are any plans for next 10
years vs on the fly, when a grant
becomes open we think to spend 4
million to get 2 million in funding
and debt finance the pipe that
won't be used for 10 years.
We are unable to sustain
operations, directly related to lack
of capital planning, and so hand
operations over to KW South Perth,
Other
We are way behind
in asset
management
revenues and need
to increase taxes by
8 % this year just to
make up for the last
4 years of not
collecting enough..
then increase by 2%
next year I don't buy
the argument that all
other. Municipalities
have a deficit..
We have learned
nothing from
shutting down
community partners
who would help
build the
infrastructure ie the
arenas, and the "
industrial experts"
whoever they are
need to be
accountable for their
assessments, so
that council can
decide if they should
replace things like ag
building, or
washrooms at
Centralia park., or
The levels are very broad, and
do not cover all the
assets.There is no assessment
supplied as to how much needs
to be spent to be all you value.
Ie accessible
What is proposed level of
service for public washrooms in
core, or parks? For example
outdoor washrooms in ag
building are closed, so not in
asset management, but
monthly rentals are operations?
How do we measure the level of
service?
The only KPI for land
improvement s is to have an
annual inspection of the
playground equipment?
Rolling stock,,ever thought of
not replacing some of it? Maybe
contract out snow removal?
Facilities only need to have 20%
in fair or better condition,, is
that the plan or KPI by 2030,
and will that be achieved by
tearing down those in poor
condition and not replacing like
the ag building and public
bathrooms at Rec centre/ ball
170
and then not include KW
infrastructure in asset
management plan
Would like to include transparency
in asset management, listing all
assets individually with present
cost, bring back engineers report
on condition, of the whole building
not just the new build with no
sprinklers or HVAC and suggest
they be tested annually
oversize a firehall in
one area with added
debt.( which
becomes
operations)
diamonds.
Is there any consideration for
the debt from renovations being
included in asset management,
as all we do is half build a
faci,it's with the funding in
reserves and 3% increas in
taxes, and then the debt is in
operations..There is only one
tax payer, and it seems asset
management is being managed
like buying a house with a credit
card.
Some roads especially those
with culverts needing repair or
cannot handle the big
machinery should be closed as
taxes/ asset management do
not come close to replacement
costs. It does. It make sense to
replace a bridge on a road that
no one lives on, just for farm
machinery a couple times a
year. Just like it doesn't make
sense to build a building used
only once a month, or a pick up
that is driven less than 10000
km per year.
Don't want to lose sight that
operational review needs to be
done by reliable audit company,
as more municipal builds will
result in more debt ( operations)
171
2025-04-
14-008
Ward 1
(Stephen)
Safe, afordable and sustainable
infrastructure.
I prefer to pay
more (either in
property taxes or
user fees) to
close this gap
and ensure long-
term service
availability
Why is there a blank under
water and storm water LOS
KPIs? Not sure I understand
what my feedback on the levels
of service presented in this way
is going to provide. Could you
consider formatting the
information a step further into
practical services the average
resident could understand?
Example this talks about
vehicles being secondary
assests does that include fire
trucks? Does this mean we dont
have good fire infrastructure?
Connect the assets to the
services so this is paletable.
Then I would likely be able to
provide feedback outlining what
I feel is important for
sustainable, assessible,
reliable, affordable, safe and
compliant infrastructure.
2025-04-
16-007
Ward 2
(Exeter)
Question is how much does
municipality value this, for
example accessibility with one.
Accessible washroom in SHRC
with adult change table and no lift?
Renovations at Stephen arena, or
accessible,, swimming pool
accessible change room but sat
pool is accessible? Accessible
parking Acessible walking space to
Hansen's from Main?
We are not affordable because we
spent on arenas, and then debt,
same will happen with Dashwood
fire hall. We have too much debt,
Other
We are way behind..
council makes
decision at each
budget to not pay
into the asset
management plan
near
enough..Increase in
taxes just going to
operational
inefficiencies, ie two
ice pads I two
different areas, vs
double pad aren..
council chose to
dismiss committee
There is lack of information on
LOS for the average person, or
industrial experts, who have not
provided all the information on
present conditions.. Did arena
spending and debt change the
LOS ? Think not. . It is a very
short time to discuss this, and
bring back answers to our
questions so I don't expect any
change from what we have seen
in asset management planning
for past ten years
If we do not have a full list and
present state for each asset, I
172
and not enough reserves.
Don't know of any long term plans,
we just let thing decay then close
or tear down ie ag building.. same
happened with Exeter pool.. the
eavestroughs were falling off so
hurried to fix pool for ten year use
vs letting KW pool be the outdoor
pool, and Exeter have a complex
with indoor pool.. so we have
access to pool 2 months a year..
Re safety and risk..build a new
section in arena without sprinkler
system, and HVAC? And let the
females go to old dressings rooms
if they don't want gang shower?
Fire safety plans?
that would have
seen a new build
with double pad,
and efficiencies..
if council is serious
about asset
management. Plan
they will increase
taxes by 4 % for
asset management
immediately, in
accepting the plan,
and then 2% next
year an onward till
2030
don't understand how we
measure where we are now, and
what we have to invest in next 5
years, or how we measure if we
have been successful. None of
it seems feasible with such low
present values, not close to
replacement.. just check out
value of Dashwood Fire hall,
presnt, and new costs vs Exeter
Fire Hall, and plan within next 5
years, and where the LOS will
be?
2025-04-
17-003
Ward 2
(Exeter)
Accessible
Reliable
Safe
Compliant
Safe
Sustainable
I prefer to run a
deficit for now
and re-evaluate
service priorities
on an ongoing
basis,I prefer that
South Huron
advocates to
senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
or sales tax
revenue)
173
2025-04-
19-002
Ward 3
(Usborne)
Affordable
I prefer to run a
deficit for now
and re-evaluate
service priorities
on an ongoing
basis,I prefer that
South Huron
advocates to
senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
or sales tax
revenue),Other
Consider reducing
non-vital services,
critically review what
is needed and make
tough decision to
stop providing
unnecessary
services. Stop
paying municipal
staff to do things
that volunteers no
longer do as this is
wasted money.
Look for ways to reduce either
costs of services provided or
services themselves so people
can afford to live here.
2025-04-
20-002
Outside
of South
Huron
Sustainability
I prefer that
South Huron
advocates to
senior
governments to
close the deficit
gap with
dedicated
infrastructure
funding (using
either income tax
or sales tax
revenue)
2025-04-
26-001
Ward 1
(Stephen)
I value data that is validated and
honest communication from staff
and consultants to council and
community. .I would like the results
of this published for the
community. Would also like to see
how Dashwood Firehall was
overbuilt to accommodate 32
Other
Identify what the 10
year plan is for
capital and capital
replacement, and
start putting that
amount aside,
knowing inflation is
going to not cover
There are very limited proposed
levels of service, and too
general. For example, Ag
building, perhaps under
recreation is still a faci,it's, but
not used for what it was
intended for, including when
staff and friends wanted to
174
firepeaople, when only have half
that amount now, with hint that
more SH services moving there,
although growth is not there and a
long way from Kirkton..
cCommunication at council erring
suggests
truck is there,
and it is the major training place for
SH fire department? How much is
Bluewater on board?KW hall as
much as Dashwood? Replacing
Crediton shed?
Value accessibility of service, in
that services need to be affordable,
and accessible in that we do not
have to travel to other
municipalities for service that
should be available here
Sustainable in that the expensive
Reno's to arenas, we're only half
done, but debt financed for more
than asset management has for
rebuild of either arena, whicch so
slips from capital to operations,
and then capital that should have
been included like sprinklers, roof,
HVAC are paid directly following
years, if it happens at all
the replacement
cost. Where does
GBSTP costs fit? List
roads in plan, but
just paved, so where
do we plan for gravel
road costs, or is it
staying as
operations?
List all of the assets,
not just 10 or 11,,,
lost HP fire hall, so
cost for Exeter hall?
Need to know what
the conditions are
and what needs to
be done in next 5
years, such as
sprinkler system in
new builds, HCAC,
roofs etc, and
whether roads need
to be resurfaced
every 22 years, or
could it be 25 for
roads less travelled,
and sewer and water
every 50 years? We
should be given
those numbers as
tax payers, please
identify industrial
experts as this term
is used often for
several years, as
councillors staff
provide opinions vs
store their RVs in it, which could
have caused the crack in the
floor, so now it might be in fair
condition as a shed, but poor
for public functions.
Proposed LOS for Firehalls,
difficult to determine, from
reports provided, and for their
intended use. Would dare to say
that if the correct data was
presented the for needs of
firehall in Exeter, based on call
volume as first fire responder
for citizens, tall buildings,
number of firefighters, response
times for coverage area,
numbers of fire people requiring
a shower per month, and
cancer prevention, that the
LOS for Exeter fire hall, and
build would exceed that of the
proposed Dashwood fire hall.
When the LOS for facilities,
such as firehall, by 2030 we will
have 1 firehall at very good
condition, and one in poor
condition, but the average of
the two combined will measure
fair to good, This does not seem
fair to public, or firefighters
relying on Exeter Station for next
5 years.
175
engineer reports,
that seem to be
produced by new
engineers as
happened with
Stephen Arena build,
where we spent lots
of money on
inefficiencies and 6
months use, as staff
identified the arena
would be used 12
months of year..
So we need to have
the correct
information,
validated, without
misinterpretation to
figure out how much
we actually need to
accomplish in next 5
years which we
know will be more
than 2% considering
25% increase has
already been
incorporated into the
cost of the fire hall,
but then it could be
out by 30%.
176