The Corporation of the Municipality of Callander. Asset Management Plan

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1 The Corporation of the Municipality of Callander Asset Management Plan April

2 Index A) Executive Summary P. 3 B) Introduction P. 4 C) State of Local Infrastructure P. 7 D) Expected Levels of Service P. 11 E) Asset Management Strategy P. 12 F) Financing Strategy P. 17 G) Conclusion/Next Steps P. 18 2

3 A) EXECUTIVE SUMMARY The Asset Management Plan describes all major infrastructure assets which are in compliance with the Public Sector Accounting Board (PSAB) Section 3150 entitled Tangible Capital Assets. The PSAB 3150 was established in 2009 to report on the historical costs for the capital assets and the amortization pertaining to these assets based on their life expectancy. This exercise was a starting point to establish the inventory of our existing assets to bring us to the next phase to maintain our full assets. This working document, will be updated as the Municipality undertakes new capital asset initiatives, updates conditions of inventoried assets, modifies its service levels, replaces assets, makes changes to its asset management strategy as well as updates its strategic plan. The purpose of the plan is to ensure that the Municipality will provide planned continued services while minimizing all associated risks and maximizing the life cycle of its assets. This document was prepared based on the model provided by the Ministry of Infrastructure entitled Building Together-Guide for Municipal Asset Management Plans. The Financial component is subject to annual review and approvals through the Budget Deliberation Process. 3

4 B) INTRODUCTION The assets covered in the plan include the following: A) Infrastructure: - Roads - Sidewalks - Parking Lots - Bridges & Culverts - Signage - Street Lights B) Buildings & sub-components (HVAC, roof, electrical, plumbing, windows, etc ) C) Water & Wastewater: - Watermains - Wastewater Lines - Lagoon - Pumping Stations/Lift Stations D) Marina E) Fleet & Equipment F) Land Improvements: - Recreation fields - Tennis Courts - Landscaping - Paths/Walkways The initial development was prepared in conjunction with the Operations and Finance Departments, based on historical costs, existing conditions and best practices. During the fiscal year of 2014, conditions of other assets such as lift station assessments and wastewater sewer lines are being finalized. The previous Roads Need Study has been updated by the Engineer to provide an overall rating of roadways. The timing of the planned operating and capital works to be undertaken is key in terms of meeting service demands, extending the life of the assets and rehabilitating versus reconstruction. It is understood that the plan will be altered based on changing conditions of assets, service level enhancements as well as funding opportunities which may shift project priorities. Due to those changes, 4

5 the plan will be modified when major elements are altered or by no later than every three years. The Municipality of Callander has made the development of asset management a priority for Through its continued development, the municipality of Callander will have updated documented procedures and practices in place to assess, prioritize, finance, and forecast the replacement or rehabilitation of the municipality s infrastructure in a sustainable way. A fully implemented asset management program will protect existing assets while maximizing the municipality s growth potential. Callander s asset management philosophy will be developed in consultation with regulatory changes such as Bill 175, the Sustainable Water and Sewage Systems Act. Emphasis will be put on not only knowing the true cost of the provision of services, but also gaining an understanding of what will be required to maintain service levels throughout the lifecycle of assets. 5

6 Costs $ The National Research Council of Canada has defined asset management in the following way: Asset management is a business process and decision-support framework that: (1) Covers the extended service life of an asset, (2) Draws from engineering as well as economics, and (3) Considers a diverse range of assets. 25% 50% 75% 100% Service Life The annual budget, official plan and strategic plan have a direct link to the asset management plan as the deliveries of the new initiatives or changes in terms of service levels will impact on how we maintain our assets on a go forward basis. 6

7 C) STATE OF LOCAL INFRASTRUCUTRE The Municipality of Callander s infrastructure portfolio consists of approximately 12 km of watermains, 14.4 km of sanitary sewers, 3 km of storm sewers, and 68 km of roads. The municipality also manages signage, 4.5 km of sidewalks, 355 street lights, 7 bridges/culverts, parks infrastructure, a municipal wharf, 1 water treatment plant, 1 wastewater treatment lagoon system and 11 public facilities. The Municipality currently utilizes CGIS to host its geographic information system and existing attribute data is currently stored in various databases, paper records, and hardcopy/digital as-constructed plan and profile drawings. The capital asset software is integrated with the financial accounting software, Vadim Software, which provides historical cost, attachments pertaining to original invoices and other relevant information, as well as the amortization of the individual assets. 7

8 Based on our financial system and as indicated in Schedule 1, the following categories have the current valuation (accounting base) and remaining lives as at December 31, 2013: Roads: Our roads have 22.1 km of unpaved roads and 46.2 km of paved roads, categorized as 22% as poor condition, 72% as fair condition and 6% as good condition. The conditions were are on the 2008 Road Needs Study and updated based on the last 6 years of capital works. The current value indicates that our unpaved roads and paved roads are $390K and $1.6M and have remaining life expectancy of 21% and 23%, respectively. Sidewalks: The current value of the sidewalks is $49K and has a remaining life expectancy of 11%. An annual budget of $5,000 to $10,000 is established to repair the most urgent sidewalks. As roadways are either rebuilt or rehabilitated, the sidewalks will be done simultaneously. Bridges & Culverts: The current value of bridges and culverts is $620K and has a remaining life expectancy of 54%. Our Engineer assesses the conditions of the bridges every two years. In 2014, the Hazel Glen Culvert will be reconstructed. 8

9 Wastewater/Sewer Lines: The current value of wastewater lines is $1.5M and has a remaining life expectancy of 61%. During 2013, 50% of the wastewater lines were groutsealed and the remainder of the lines will be completed in This rehabilitation extends the life of the lines by 25 years as well as reduces ground water inflow to the lagoon. Water Lines/Watermains: The current value of water lines is $1.2M and has a remaining life expectancy of 63%. In 2014, a camera will be utilized to verify conditions of existing lines prior to extensive flushing of the lines. Lagoon: As at December 31, 2013, the total work in progress costs related to the desludging of the lagoon were $1,751,954. To finalize the lagoon project in 2014, additional costs in the amount of $1,339,506 will be undertaken and will result in total lagoon desludging and sewer sealing costs of $3,091,460. To manage the sludge accumulation, a definite plan in terms of extracting the sludge will need to be determined. Depending on the community growth, the sludge removal costs can be minimized over the period if it is done on a 10 to 15 year basis rather than a 20 to 25 year basis. Reserves will need to be established to ensure that the funds will be available for the next desludging phase. 9

10 Fire Hydrants: The current value of 84 fire hydrants is $80K and has a remaining life expectancy of 35%. The hydrants are flushed and winterized simultaneously in the fall of each year. As the majority of the hydrants (55 in total) were installed in the midseventies, they have been completely depreciated and are currently in need of rehabilitation or replacement. The financial plan will indicate 5 hydrants to be included on an annual basis. 10

11 D) EXPECTED LEVELS OF SERVICE Regarding Callander s Roadway Infrastructure, the existing levels of service are based upon the Provincial Maintenance Standards for Municipal Highways. This maintenance standard was adopted under Bylaw in 2003 and is summarized in the following graphic: 11

12 E) ASSET MANAGEMENT STRATEGY It is recommended to phase the roll-out of the asset management plan to ensure that it is comprehensive in terms of reviewing existing procedures being applied and to validate affordability in the integration of the ten year financial plan. Phasing in the implementation of asset management is viewed to be the best way to lessen any impact to capital and operating budgets. Implementation of an asset management system may require work by both municipal staff and consulted services; however tasks such as data collection, data processing, 12

13 condition rating, financial analysis and coordination tasks may be undertaken by municipal staff. To aid the development of Callander s asset management philosophy and associated program, it is recommended that guiding principles from the National Guide to Sustainable Municipal Infrastructure (InfraGuide) be used. Tasks, issues and challenges anticipated to be faced during implementation of are represented by industry s six guiding principles: 1.0 What do you own? (Asset Inventory) This question establishes the requirement to gather as much information about the assets as possible. Without comprehensive knowledge of what is in the asset inventory, establishing a long-term strategy for maximizing asset lifecycles and performance is very difficult. Deliverables associated with this phase include: Gap analysis (Identification and prioritization of data requirements) Reconciliation of current systems and processes Identification of quick wins for integration into asset management Identification of Data collection and maintenance resource requirements Formalize level of detail for effective asset management Assessment of process changes required for data collection Information Technology coordination Organization of infrastructure into groups or classes Link asset data with GIS Digitization of attribute data 13

14 2.0 What is it worth (Asset Valuation) Establishing current replacement values for the municipality s assets will provide a clearer understanding of capital reinvestment and operating requirements. The results from this phase will also aid the municipality in maintaining adherence to MOE reporting requirements. Deliverables associated with this phase include: Calculation of rehabilitation / replacement value for all asset classes. (current funds) Documentation of current operating and maintenance costs Establishment of cost estimation procedures 3.0 What is the deferred maintenance (Investment Requirements) The term deferred maintenance can be defined as the amount of outstanding maintenance an asset has accumulated over its life cycle. As assets age, the frequency for maintenance increases. After a certain point in the asset s lifecycle, the benefits from rehabilitation or replacement outweigh the cost to further maintain the asset. It is then recommended that more significant action be taken. Further, a comparison of historic maintenance to industry best practices will aid in the prioritization of operating and capital budgets Deliverables associated with this phase should include: Research and documentation of past operating activities Establish prioritization protocol for operating and capital budgets Research and document industry best practices Define and review current levels of service. 14

15 4.0 What is the Asset s Condition (Monitoring) Replacement Condition assessment is an integral part of maintaining knowledge of the current state of assets. Regular inspection and assessment will enable the municipality to identify and react more proactively to maintenance related deficiencies as more serious structural and performance related deficiencies. Other outcomes from this phase will be the development of long-range strategic plans and a prioritization mechanism to be used during creation of annual capital/operating budgets. Inspection programs developed in this phase will contribute to staging, scoping and justification of forecasted works and preventative maintenance programs. Deliverables associated with this phase will include: Research and documentation of inspection techniques and assessment systems Evaluate condition rating and performance assessment techniques 15

16 Research and documentation of software applications used in asset management Integration of asset ranking into GIS and any asset management software Development of hydraulic modeling Criticality assessment of the Municipality s assets (network criticality and redundancy) Assign current lifecycle state to all assets 5.0 What is the remaining service life (Strategic Planning) Very little definitive guidelines exist regarding the lifespan of municipal infrastructure. As a guideline, OMBI (Ontario Municipal Benchmarking Initiatives) can be utilized to determine life expectancy. Through detailed research and documentation of local experience it is possible to define what levels of service are appropriate for the Municipality of Callander. Participation in new initiatives, sharing data and experience from other municipalities are ways to approximate the lifespan of assets based on committed and continued scheduled maintenance. Deliverables associated with this phase should include: Documentation of product / manufacturer performance information Analysis of historic performance or maintenance w/o data Comparison of installation dates versus estimated lifecycle Calculation of capital financing guideline required for current needs Calculation of reinvestment levels required to achieve sustainability Development of criticality, structural, and performance indexes through detailed analysis of infrastructure networks. 6.0 What do you fix first (Implementation) The answer to this question is the ultimate goal of an asset management system. The prioritization model developed from the previous five steps will enable the municipality to objectively compare like and non-like assets leading to the 16

17 creation of strategic long range forecasts. Results from previous steps will also provide detailed background information and rationale for council to reference when comparison or justification is required. Deliverables associated with this phase should include: Development of a ranking system for each asset class Development of a ranking system for groups of assets ( Right of Way analogy) Development of computerized ranking application for all assets Capability for software expansion or customization Creation of 10 year financial plan to support the level of appropriate annual reserves per asset classifications Major F) FINANCING STRATEGY Based on a preliminary ten year financial plan, certain assumptions have been made which include the following: i) Federal Gas Tax Funds will be applied to Infrastructure ii) An annual unspent Infrastructure reserve in the amount of $200K (increased by 2% per year) will be utilized as a funding source for capital initiatives iii) A CPI factor of 1.5% has been utilized to calculate recurring capital costs iv) Grants from the federal and provincial levels have not been factored into the plan. Funding opportunities will allow the Municipality to undertake additional capital works to enhance current service delivery and conditions of its existing assets. v) The Water Financial plan was completed in 2009 and is not integrated in this plan. vi) The Wastewater Financial plan is 85% complete and will be completed and integrated with this plan as a separate schedule, as soon as the lift station conditions and full assessment of the sanitary sewer lines are completed. The ten year financial plan is outlined in Schedule 2. 17

18 G) CONCLUSION & NEXT STEPS For 2014, the process of developing Callander s asset management program will begin with identification of staff and resource requirements and will continue with creation of a formal project work plan developed using the guidance principles explained in this document. Development will also continue in 2014 through the completion of the municipality s wastewater financial plan, assessment of all sewer lift stations, inspection of the municipality s sewer mains, and completion of Phase II of the municipality s sewage lagoon rehabilitation project. Findings will form part of the financial requirements and existing lifespan will be reflected in the asset management program. Roads infrastructure will continue development though migration into the fixed asset software including overall condition indices to assist in prioritizing future infrastructure projects. Over the course of the implementation, staff will report on progress as other milestones are achieved. As other pertinent documents are completed or updated, such as the Strategic Plan, the Asset Management will reflect the approved changes. Re pla ce 18

19 Financial Plan-Schedule 2 For the ten year period starting January 1, 2015 to December 31, 2024 Sources of Revenue: Federal Gas Tax 223, , , , , , , , , ,144 Contribution from Infrastructure Reserves 200, , , , , , , , , ,019 Total Sources of Revenue, excluding ratepayers 423, , , , , , , , , ,163 Capital Expenditures & Transfer to reserves: Roadway Infrastructure 550, , , , , , , , , ,864 Buildings (improvements to existing facilities) 40,000 40,600 41,209 41,827 42,455 43,091 43,738 44,394 45,060 45,736 Fleet & Equipment/Operations 70,000 71,050 72,116 73,197 74,295 75,410 76,541 77,689 78,854 80,037 Fleet & Equipment/Fire 60,000 60,900 61,814 62,741 63,682 64,637 65,607 66,591 67,590 68,603 Parks & Recreation 20,000 20,300 20,605 20,914 21,227 21,546 21,869 22,197 22,530 22,868 Downtown Waterfront Projects 50,000 50,750 51,511 52,284 53,068 53,864 54,672 55,492 56,325 57,169 Contingency 40,000 40,600 41,209 41,827 42,455 43,091 43,738 44,394 45,060 45,736 Total Expenditures 830, , , , , , , , , ,014 Deficit - 406, , , , , , , , , ,851

20 SCHEDULE 1 (page 1 of 5) Class Code Class Name Asset Number Asset Name Purchase Date Total Historical Book Value Accumulated Depreciation Net Book Value Asset Type Description Dept Code Life Cycle Replacement Year INFRAS INFRASTRUCTUR 108 CONCRETE SIDEWALKS /1/ , , SIDEWALKS RPW INFRAS INFRASTRUCTUR 109 ASPHALT SIDEWALKS /1/ , , SIDEWALKS RPW INFRAS INFRASTRUCTUR 110 SIDEWALKS - INTERLOCK (1989) 12/31/ , , SIDEWALKS RPW INFRAS INFRASTRUCTUR 111 SIDEWALK-INTERLOCK /1/ , , SIDEWALKS RPW INFRAS INFRASTRUCTUR 112 SIDEWALKS-INTERLOCK /1/ , , , SIDEWALKS RPW INFRAS INFRASTRUCTUR 113 SIDEWALKS-ASPHALT /1/ SIDEWALKS RPW INFRAS INFRASTRUCTUR 114 SIDEWALKS-CONCRETE /1/1978 5, , SIDEWALKS RPW INFRAS INFRASTRUCTUR 115 SIDEWALKS-CONCRETE (1978) 7/1/ , , SIDEWALKS RPW INFRAS INFRASTRUCTUR 116 SIDEWALKS-CONCRETE (2002) 7/1/ , , , SIDEWALKS RPW INFRAS INFRASTRUCTUR 117 SIDEWALKS-CONCRETE (2005) 7/1/ , , , SIDEWALKS RPW Total Sidewalks 435, , , INFRAS INFRASTRUCTUR 118 STONES ROAD BRIDGE 7/1/ , , , BRIDGES RPW INFRAS INFRASTRUCTUR 119 LATOUR CRESCENT BRIDGE 7/1/ , , BRIDGES RPW INFRAS INFRASTRUCTUR 120 LANSDOWNE CULVERT 7/1/ , , CULVERTS RPW INFRAS INFRASTRUCTUR 121 HART ROAD CULVERT 7/1/ , , , BRIDGES RPW INFRAS INFRASTRUCTUR 122 HAZEL GLEN CULVERT 7/1/ , , , CULVERTS RPW INFRAS INFRASTRUCTUR 123 HART ROAD BRIDGE 7/1/ , , , BRIDGES RPW INFRAS INFRASTRUCTUR 365 TILLICUM BAY ROAD 10/22/ , , CULVERTS RPW Total Bridges & Culverts 1,147, , ,155.50

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