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The Regional Municipality of Halton

Asset Management Plan

Version 2.0

2014

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Halton Region Asset Management Plan 2014

i

Preface

Halton Region

Halton Region includes the City of Burlington, the Town of Halton Hills, the Town of Milton, and the Town of Oakville. Halton is situated on the northern shore of Lake Ontario and lies within the industrial and commercial heartland of Ontario, Canada. The Region is within a 640 km radius of some of the largest population centres and markets in North America. Halton’s location within the Greater Toronto Area, as well as its close proximity to the United States, translates into expanded business and professional employment opportunities for residents. Halton Region’s infrastructure includes an integrated transportation network of roads and bridges, storm water management, water purification and distribution, wastewater collection and treatment, waste management collection, disposal and recycling assets, paramedic services, public health services, services for vulnerable residents (social housing, long-term care for seniors and child care facilities and subsidies), and administration facilities for police and other service departments.

Asset Management Plan

An Asset Management Plan

is an integrated, life cycle approach to effective

stewardship of infrastructure assets to maximize benefits, manage risk and meet desired levels of service in a sustainable and environmentally-responsible manner. The overall asset management process takes an organization’s objectives, determines how these rely on infrastructure, and then develops a plan to provide the supporting infrastructure services at the lowest life cycle cost. Asset management is essential to the development of a common, systematic understanding of what needs are most important and how they can be addressed.

Life Cycle Costing

looks at the total cost of an asset over its entire useful life, from construction to disposal, including operating costs. A key objective of an Asset Management Plan is to identify investment strategies that achieve desired levels of service at the lowest life cycle cost.

Asset Management Planning

is the process of making the best possible decisions regarding the construction, operation, maintenance, renewal, replacement, expansion and

disposal of infrastructure assets. Asset management planning requires a thorough understanding of the characteristics and condition of infrastructure assets, as well as the service levels expected from them. It also involves setting strategic priorities with investments and identifying critical assets for the development of a minimum life cycle cost. Finally, it requires the development of a Budget and Business Plan, to ensure that sustainable funding is provided to support the Asset Management Plan.

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Halton’s Asset Management Plan

describes the infrastructure that it owns, operates and maintains to support its core services. This document identifies what has been achieved, what is being done and what needs to be done to ensure core services provided to citizens, businesses and institutions are delivered based on desired levels of service while maintaining financial sustainability. It is a compilation of many documents and therefore many other Halton documents contain additional levels of detail and are referenced in this document including but not limited to the following: Council reports, project initiatives, Regional Budget and Business Plan, The Citizens’ Priorities 2011-2014 Action Plan, Master Plans, Management Strategy Reports, Financial Systems, Asset Management Systems and departmental Asset Management Plans.

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TABLE OF CONTENTS

GLOSSARY OF TERMS

... 1

1. EXECUTIVE SUMMARY

... 11

PART 1 PUBLIC WORKS

... 21

2

Introduction ... 22

Asset Management Plan Purpose ... 22

2.1 Assets Included in the Plan... 22

2.2 Asset Management Plan Development and Timeline ... 24

2.3 Asset Management Plan Updates ... 24

2.4

3

STATE OF LOCAL INFRASTRUCTURE ... 24

3.1 Asset Types ... 24

3.2 Asset Valuation ... 25

3.3 Asset Age Distribution ... 25

3.4 Asset Condition ... 25

2013 Infrastructure Condition Report Card ... 26

3.5 Asset Inventory Database ... 31

3.6 Assumptions ... 31

3.7 Data Verification and Condition Assessment Policy ... 31

4

DESIRED LEVELS OF SERVICE ... 32

4.1 Defined Levels of Service ... 32

Transportation ... 32

Water ... 35

Wastewater ... 38

Waste Management ... 40

4.2 External Trends and Issues ... 41

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Halton Region Asset Management Plan 2014

iv Water ... 41 Wastewater ... 42 Waste Management ... 42 4.3 Performance Measurement ... 43 Transportation ... 43 Water ... 43 Wastewater ... 44 Waste Management ... 44

5

ASSET MANAGEMENT STRATEGY ... 45

5.1 Non-infrastructure Solutions ... 45 Transportation ... 45 Water ... 46 Wastewater ... 46 Waste Management ... 47 5.2 Maintenance Activities ... 48 Transportation ... 48 Water ... 48 Wastewater ... 48 Waste Management ... 49 5.3 Renewal/Rehabilitation Activities ... 49 Transportation ... 49 Water ... 50 Wastewater ... 50 Waste Management ... 51 5.4 Replacement Activities ... 51 5.5 Disposal Activities ... 51 5.6 Expansion Activities ... 52

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5.7 Procurement Methods ... 52

5.8 Risks Associated with the Strategy ... 53

5.9 Options Analysis ... 54

5.9.1Direct Benefits and Costs ... 54

5.9.2Indirect Benefits and Costs ... 55

5.10 Asset Management Strategy and the Budget and Business Plan ... 56

6

FINANCING STRATEGY ... 56

6.1 Financing Plan Development ... 56

6.2 Current Financing Plan Summary ... 58

PUBLIC WORKS FOOTNOTES

... 62

PUBLIC WORKS APPENDICES

... 65

PW1 PW Asset Management Roadmap ... 65

PW2 Infrastructure Asset Values... 66

PW3 PW Long Range Life Cycle Plans ... 67

Long Range Life Cyle Plan Limitations and Assumptions ... 67

PW3-1 Transportation ... 68

PW3-2 Waste Management ... 69

PW3-3 Water and Wastewater ... 70

PW4 Capital Budget Process ... 71

PW5 Asset types ... 72

PW5-1 Transportation Asset Types... 72

PW5-2 Plant Facilities Asset Types... 73

PW5-3 Water and Wastewater Linear Asset Types ... 74

PW5-4 Waste Management Asset Types ... 75

PW6 Remaining useful life ... 76

PW7 Asset record ... 77

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PW7-2 SAP asset record ... 78

PW8 TCA Asset System Architecture ... 79

PW9 Roadway Appraisal Sheet ... 80

PW10 Structure Inspection Form ... 81

PW11 Wastewater System Effluent Monitoring Report ... 82

PW12 Region Wide and Spatial Distribution ... 82

PW13 CCTV Sewer Main Snap Shots ... 83

PW14 Transportation Master Plan Capital Plan ... 84

PW15 PW Budget Process ... 85

PW16 Halton Region Reserve Policy ... 86

PW17 Financing Strategy Process for Capital Expenditures ... 87

PW18 Region of Halton Asset Management Framework ... 88

PART 2: CORPORATE FACILITIES AND SOCIAL HOUSING

... 89

2

INTRODUCTION ... 90

Asset Management Plan Purpose ... 90

2.1 Assets Included in the Plan... 92

2.2 Asset Management Plan Development and Timeline ... 93

2.3 Asset Management Plan Evaluation and Ongoing Improvements ... 94

2.4

3

STATE OF LOCAL INFRASTRUCTURE ... 95

Asset Types ... 95

3.1 Asset Valuation ... 97

3.2 Asset Age Distribution ... 98

3.3 Asset Condition Assessments ... 99

3.4 Asset Information Sources ... 100

3.5 Policies and Procedures ... 100

3.6

4

DESIRED LEVELS OF SERVICE ... 101

Levels of Service ... 101 4.1

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External Trends and Issues ... 102

4.2 Asset Performance ... 102

4.3

5

ASSET MANAGEMENT STRATEGY ... 104

Life Cycle Costs and Options Analysis ... 104

5.1 Risk Assessment ... 105 5.2 Project Prioritization ... 106 5.3 Project Plans ... 108 5.4 Procurement Methods ... 109 5.5

6

FINANCING STRATEGY ... 109

Financing Plan Development ... 109

6.1 Current Financing Plan Summary ... 109

6.2

CORPORATE FACILITIES AND SOCIAL HOUSING FOOTNOTES

... 111

CORPORATE FACILITIES AND SOCIAL HOUSING APPENDICES

... 112

AM 1 Asset Management Capital Budget Development ... 112

AM 2 Corporate and Social Housing Assets Infrastructure Condition Report Card ... 113

AM 3 Deferred Capital Budget Sample ... 115

AM 4 Excerpt from TCA Policies for Facilities and Building ... 116

AM 5 UNIFORMAT II ... 118

AM 6 Excerpt from Halton Region Purchasing Policy ... 120

AM 7 Budget Plan Sample ... 122

AM 8 10-Year Expenditure Plan Sample ... 125

AM 9 Life Expectancy ... 126

AM 10 Replacement Values ... 132

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GLOSSARY OF TERMS

Active Transportation

Active transportation means non-motorized or lightly-motorized travel, including walking, cycling, roller-blading and movements with mobility devices. The active transportation network includes sidewalks, crosswalks, designated road lanes and off-road trails to accommodate active transportation.

Asset Capital

Asset capital is defined as equipment which is fixed, built-in or permanently affixed to a building structure. It can also refer to infrastructure.

Asset Management (AM)

AM is the process of making the best possible decisions regarding the construction, operation, maintenance, renewal, replacement, expansion and disposal of infrastructure assets.

Asset Management Plan (AMP)

An AMP is an integrated, life cycle approach to effective stewardship of infrastructure assets to maximize benefits, manage risk and provide satisfactory levels of service in a sustainable and environmentally-responsible manner. The overall asset management process analyzes an organization’s objectives and determines reliance on infrastructure, and then develops a plan to provide the supporting infrastructure services at the lowest life cycle cost.

Asset Management Planning

Asset Management Planning is the process of making the best possible decisions regarding the construction, operation, maintenance, renewal, replacement, expansion and disposal of

infrastructure assets. Asset management planning requires a thorough understanding of the characteristics and condition of infrastructure assets, as well as the service levels expected from them. It also involves setting strategic priorities with investments and identifying critical assets for the development of a minimum life cycle cost. Finally, it requires the development of a Budget and Business Plan, to ensure that sustainable funding is provided to support the Asset

Management Plan.

Asset Management Strategy (AMS)

The AMS is the set of planned actions that will enable the assets to provide the desired levels of service in a sustainable way, while managing risk, at the lowest life cycle cost (e.g., through preventative action). The AMS is the set of actions that, taken together, has the lowest total cost — not the set of actions that each has the lowest cost individually.

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Basement Flooding Prevention Subsidy Program

The Halton program offers residents a one-time subsidy to assist residents who 1) have a history of basement floods caused by a backup or surcharge of the sanitary sewer system; or 2) Halton residents who have not experienced flooding but would like to correct improper storm water connections and install a backwater valve.

The Big Move (Metrolinx Regional Transportation Plan)

The Big Move is a 25-year, $50-billion plan for coordinated, integrated transportation and transit in the Greater Toronto and Hamilton Area launched in 2008 by Metrolinx.

Net Book Value (or Book Value)

The Book Value is the difference between the acquisition cost of a Tangible Capital Asset less its accumulated amortization. It represents the unconsumed acquisition cost of a Tangible Capital Asset attributable to its remaining service life. Write-downs due to obsolescence or reductions to the asset’s useful life also reduce the Book Value.

Bridge Condition Index (BCI)

A BCI rating is a planning tool that helps schedule maintenance and upkeep. The BCI is not used to rate or indicate the safety of a bridge. The result is organized into a range from 0 to 100 (poor to excellent).

Building Condition Assessment (BCA)

The BCA is the first part of a capital reserve plan. The report describes: • the condition of the capital items;

• when they are anticipated to be replaced;

• how much the replacement would cost at the present day and in the anticipated year of replacement; and

• what priority to give the replacement.

The BCA is based on a review of property documents and a review of the capital items.

Capital Planning Software (CPS)

CPS helps organizations develop detailed capital plans by taking into account repair and replacement costs, urgency, and future needs. The CPS generates and compares costs across multiple scenarios and develops a deferred maintenance program along with determining building component life cycles. Consultants and end-users can both benefit from using CPS to generate and compare costs across multiple scenarios. CPS has features that assist with cataloging deferred maintenance and determining building component life cycles.

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Capital Reserves

Also known as replacement reserves, these are funds set aside to replace and repair major capital infrastructure in the future.

Capital Reserve Plan

A capital reserve plan sets out:

• the replacement that must be made each year to keep the asset in good repair; and • how much money is to be put aside each year to pay for the replacements in the future.

Carbonaceous Biochemical Oxygen Demand (cBOD)

A testing method measured by the depletion of dissolved oxygen by biological organisms in a body of water in which the contribution from nitrogenous bacteria has been suppressed. cBOD is a method-defined parameter widely used as an indication of the pollutant removal from

wastewater.

Certificate of Approval (CoA)

In Ontario, any organization that intends to emit chemicals to the air must first submit an

application to the Ontario Ministry of Environment (MOE) for a CoA for air emissions and noise. In the case of water systems, it is superseded by the Drinking Water Licence.

The Citizens’ Priorities 2011-2014 Action Plan

On June 22, 2011, Regional Council approved The Citizens’ Priorities 2011-2014 Action Plan for Halton Region. Each new term, Halton Regional Council develops a plan to reflect Council’s priorities and focus on what services are important to Halton residents. This Action Plan is

fundamentally different from other plans Halton has developed in the past because of how closely Halton worked with residents at the beginning of the development process.

Closed-circuit Television (CCTV) Inspections

Video inspections of linear assets to determine condition and replacement/rehabilitation needs.

Computer Maintenance Management System (CMMS)

A CMMS software package maintains a computer database of information about an

organization’s maintenance operations. This information is intended to help maintenance workers do their jobs more effectively (e.g. determining which machines require maintenance and which storerooms contain the spare parts they need), and to help management make informed decisions such as calculating the cost of machine breakdown repair versus preventive maintenance for each machine, possibly leading to better allocation of resources.

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Condition Assessment Reports

These reports review infrastructure condition and identify needs for asset maintenance, renewal and replacement, with recommended timing of projects and estimated costs.

Debentures

A debt instrument issued by a municipal corporation and secured by municipal general revenues.

Drinking Water Quality Management Systems (DWQMS)

A repository of information for Halton’s drinking water infrastructure and all related business processes. It contains all Public Works procedures, policies, manuals, instructions, specifications and forms related to operation of the water system. It also contains the Operational Plan as required by the Drinking Water Licence.

Environmental Compliance Approvals (ECAs)

Provincial legislation on how to operate an individual system/facility. Approval from the Ontario Ministry of Environment (MOE) which addresses emissions, discharges and wastes.

Facility Condition Index (FCI)

An industry standard asset management tool which measures the constructed asset’s condition at a specific point in time. It is a functional indicator resulting from an analysis of different but related operational indicators (such as building repair needs) to obtain an overview of a building’s condition as a numerical value.

Fire Flow

A rate of flow supplied by the water distribution system for fire fighting purposes usually specified as litres per second at 140 kilopascal (kpa).

GIS (Geographic Information System)

A system designed to capture, store, manipulate, analyze, manage and present all types of geographical data. Halton Region uses an ESRI platform.

Grant

A transfer of money from one organization to another. In the case of local governments, grants can be one of two types - conditional or unconditional. Conditional grants are monies transferred for a specific purpose that may not be used for any other project. Unconditional grants can be used for any purpose the recipient sees fit.

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HR-F78 Facility Project Fact Sheet

Drinking Water Quality Management Systems (DWQMS) document showing form used to provide background information for non-development facility capital budget items.

HR-F79 Linear Project Fact Sheet

Drinking Water Quality Management Systems (DWQMS) document showing form used to provide background information for non-development linear capital budget items.

HR-P37 Review and Provision of Infrastructure

Drinking Water Quality Management Systems (DWQMS) document further identifying the process followed in the review of water infrastructure.

HR-W88 Infrastructure Review

Drinking Water Quality Management Systems (DWQMS) document identifying the process followed in the review of water infrastructure.

Industrial, Commercial, Institutional Construction (ICI

)

ICI stands for Industrial, Commercial, Institutional construction.

Inflow and Infiltration (I&I) Program

Structural and operational repairs that help to stop inflow and infiltration from entering into the collection system.

Life Cycle Costing

Life Cycle Costing looks at the total cost of an asset over its entire useful life, from construction to disposal, including operating costs.

Manhole Assessment and Certification Program (MACP) Industry

Standards

A program for the grading of defects within manholes using the established defect coding system found in the Pipeline Assessment and Certification Program (PACP).

Master Plans

A comprehensive review and analysis of servicing requirements based on planning growth estimates following the Municipal Engineers Association Class Environmental Assessment process.

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Non-residential Building Construction Price Indices (NRBCPI)

A quarterly series measuring the changes in contractors' selling prices of non-residential building construction (i.e. commercial, industrial and institutional). The index relates to both general and trade contractors' work and excludes the cost of land, land assembly, design, development and real estate fees.

Pavement Management

Pavement management is the process of planning the maintenance and repair of a network of roadways in order to optimize pavement conditions over the entire network.

Pavement Quality Index (PQI)

A numerical index between 0 and 100 or 0 and 10 (poor to excellent) which is used to indicate the general condition of pavement.

Pipeline Assessment and Certification Program (PACP)

An industry coding standard that provides standardization and consistency in how sewer pipe condition and closed-circuit television (CCTV) inspection results are coded and managed through the National Association of Sewer Service Companies (NASSCO) and the Canadian Standards Association (CSA).

Preventative Maintenance Program

Inspection, testing and calibration of electrical and mechanical instrumentation and control equipment performed and documented by fully-trained and qualified technicians as is recommended by the original equipment manufacturer (OEM).

Program Capital

Program capital is based on modifications to a building as program needs change and the expenditures are for capital items of a less than permanent nature and normally at a lower cost.

Project Capital

Project capital expenditures are for the construction, expansion, replacement or major renovation of any new facility, either free-standing or addition of physical structures.

PS 3150 Tangible Capital Assets (TCA)

The accounting standard relating to TCA issued by the Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants Canada (CPA Canada, formerly the Canadian Institute of

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Chartered Accountants) . This standard came into effect for Halton Region on January 1, 2009 and mandated that TCA be reported in the balance sheet, similar to the private sector.

Public Sector Accounting Board (PSAB)

PSAB is an independent body with the authority to set accounting standards for the public sector.

Public Works (PW)

Halton Region’s department responsible for transportation, water, wastewater and waste services including asset planning, construction, operation and maintenance of the related infrastructure.

Region’s Official Plan Amendment (ROPA)

Halton's Regional Official Plan which outlines the Region’s approved policy for development and growth. It outlines specific goals and objectives that Regional Council and Halton citizens believe are important. It also contains policies related to a wide range of topics including, but not limited to the following.

• Setting urban area boundaries to accommodate growth and to protect farmland. • Protection of environmentally-sensitive areas and promotion of land stewardship. • Promotion of economic development.

• Delivery of urban services such as water supply and wastewater treatment, transportation, energy and utilities.

• Building healthy, complete and sustainable communities.

The Regional Official Plan also lays out a strategy for implementing and achieving these goals and objectives, including ongoing monitoring of the effectiveness of plan policies.

RIVA (Real-time Infrastructure Valuation Analysis platform)

RIVA connects with and exchanges data between SAP, GIS and Microsoft. The integration allows for real-time interaction within systems. Halton’s RIVA Online Process Engine integrates and consolidates all assets from source systems including GIS before triggering their creation in SAP.

Road Maintenance Level of Service (LOS

)

The Road Maintenance LOS defines the activities to be carried out in the maintenance of the Region’s road infrastructure and establishes the time frames within which those activities will be completed.

Road Needs Study

The Road Needs Study provides an overview of the overall condition of the road system, by section, including such factors as capacity, geometry, surface width, surface type, structural adequacy, and drainage.

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SAP (Systems Applications and Products)

SAP is the world's largest inter-enterprise software company. The original name for SAP was German: Systeme, Anwendungen, Produkte, German for "Systems Applications and Products." SAP is the Halton Region financial system. The Halton Region Tangible Capital Asset registry is maintained in SAP.

SCADA (Supervisory Control and Data Acquisition)

A computerized system used to control the operation of water and wastewater systems. It is a type of industrial control system (ICS). Industrial control systems are computer-controlled systems that monitor and control industrial processes that exist in the physical world. SCADA systems historically distinguish themselves from other industrial control systems (ICS) by being large-scale processes that can include multiple sites and large distances. These processes include industrial, infrastructure and facility-based processes. Also used to store data such as run times, flows and pressures.

Screenline

A screenline is an imaginary boundary that defines a broad corridor consisting of one or more roadway links.

Smart Commute Halton

Smart Commute Halton is a travel demand management program which encourages active and sustainable transportation by offering services and tools designed to make commuting easier for employees of local organizations.

Solid Waste Management Strategy

A plan with a goal to minimize waste deposited in the landfill which is updated every five years.

Spot Repair Program

Minor repairs for deficiencies identified in sanitary/wastewater mains.

Tangible Capital Asset (TCA)

Non-financial assets with physical substance that:

1. are held for use in the production or supply of goods and services, for rental to others, for administrative purposes or for the development, construction, maintenance or repair of other TCA’s;

2. have useful economic lives extending beyond an accounting period; 3. are to be used on a continuing basis; and

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The Sustainable Halton Water and Wastewater Master Plan (SHMP)

A long-range planning document which integrates infrastructure requirements for existing and future land uses. The plan satisfies at a minimum Phase 1 and 2 of the Municipal Class Environmental Assessment Process.

Transportation Master Plan (2031) –The Road to Change

The Road to Change is Halton Region’s current Transportation Master Plan (TMP) which developed a sustainable, integrated transportation plan and associated strategies that consider all modes of travel (automobiles, transit, cycling, walking) to the year 2031.

Total Suspended Solids (TSS)

TSS include all particles suspended in water which will not pass through a filter. Suspended solids are present in sanitary wastewater and many types of industrial wastewater. There are also non-point sources of suspended solids, such as soil erosion from agricultural and construction sites.

Transportation Services Progress Report

The Transportation Services Progress Report is a report that summarizes the

Region’s activities relating to the planning, design, construction, operationand maintenance, of the Region’s transportation system.

Travel Demand Management

The application of strategies and policies to reduce travel demand (specifically that of single-occupancy private vehicles), or to redistribute this demand in space or in time

.

UK Water Industry Water Resource Council (WRc) Coding Standards

Standardized sewer defect coding that has helped to provide a consistent approach in order to deliver confidence in CCTV inspections and data.

UNIFORMAT II

UNIFORMAT II provides a consistent reference for the description and management of buildings during all phases of their life cycle. The elements identified are the major components, common to most buildings, that usually perform a given function regardless of the design specifications, construction method or materials used.

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Watermain Cathodic Protections

Method of corrosion protection normally accomplished with the attachment of sacrificial anodes to metallic pipes.

Watermain Flushing

Process of flushing potable water at a high velocity through watermains in order to remove minor sediment and refresh the water in the main.

Watermain Swabbing

Method of pipe cleaning accomplished by forcing a sponge through a pipe using water pressure.

Wastewater Systems Effluent Regulations (WSER)

Environment Canada regulations that state minimum effluent quality standards for four

deleterious substances in the effluents of wastewater treatment plants to ensure systems provide at least secondary treatment or the equivalent. Regulations also cover sampling, monitoring, record keeping and reporting requirements.

Wastewater System Performance Report

An annual report with appendices for each wastewater treatment plant in Halton. It provides a summary of the wastewater treatment system, ensures that Halton is meeting regulatory requirements for testing, and includes analytical, plant flow, bypass, operational and biosolids data.

Volume-Demand-to-Capacity Ratio (V/C)

The Volume-Demand-to-Capacity Ratio (V/C) is a measure that compares roadway demand (vehicle volumes) with roadway supply (carrying capacity) and determines the level of congestion at an intersection, screenline or corridor.

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EXECUTIVE SUMMARY

Introduction

The Asset Management Plan demonstrates sound stewardship of the Region’s existing assets to support services at desired levels and to ensure the support of the Region’s infrastructure is financially sustainable. The Asset Management relationships and dependencies at Halton Region are illustrated below.

Asset Management

Relationships and

Dependencies

• Current State of Assets

• Level of Service

• Critical Assets

• Minimum Life Cycle Costs

• Long Term Funding Plan

environmentally sound wastewater treatment, effective waste collection and processing, and the provision of social housing and facilities for other key services such as long-term care. All of these services contribute to the local economy and improve the quality of life for residents.

The purpose of Halton Region’s Asset Management Plan is to make the best possible decisions regarding the construction, operation, maintenance, renewal, replacement, expansion and disposal of these infrastructure assets while minimizing risk and cost to the Region and its taxpayers and while maximizing service delivery. The Asset Management Plan allows Halton Region to:

• provide input into long-term infrastructure master plans and the Budget and Business Plan;

• document existing and planned work practices and procedures;

• provide a business case for key infrastructure investments to support Regional services; • develop a sustainable financial plan;

• support community engagement regarding customer desired levels of service derived from the infrastructure assets;

• meet legislative requirements; and

• support funding applications to the Government of Ontario.

Halton Region’s vision is to integrate Asset

Management with Asset Financial Management as illustrated below.

Asset Depreciation and Financing

Asset Management

Asset Life Cycle Focused Risk Analysis Capacity and Operations Asset Financial Management Financial Sustainability Balanced Budgets Expenditures Leveling Cost of Service Asset Data Status & Condition Asset Needs/ Plans Service Levels Asset Degradation and Rehabilitation

Halton Region’s infrastructure assets are key resources used to provide services to the public. These services include the provision of a safe and efficient road network, safe drinking water,

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Halton Region Asset Management Plan 2014 12

Asset Management Evolution

Halton Region has been implementing various Asset Management practices for a number of years. In 2006, a vision for a comprehensive Asset Management program was developed. The vision implementation began with the development of the Regional Tangible Capital Asset register completed in 2009 to comply with new financial reporting requirements (refer to staff reports CS-31-06, CS-45-07, CS-52-CS-45-07, CS-17-10). In 2012, utilising 2010 data, the Public Works’ first infrastructure condition report card was presented to Council, (refer to staff report PW-62-12). Subsequently the report card has been updated to reflect 2013 data and is presented in section 3.4 of the Asset Management Plan. The Public Works infrastructure condition report card will be

reported on every three years. In 2014, a consultant was retained by the Public Works department to facilitate a review and develop a Corporate Asset Management Framework (Appendix PW18) and implementation plan to begin enhancements to the Public Works’ Asset Management Plan. Furthermore, the Asset Management Division has been undertaking a Building Condition Assessment process and feasibility study which enhances asset management planning for social housing and corporate facilities assets (refer to staff reports SS-25-08, CS-28-08). The Building Condition Assessments form the basis of the Asset Management Division Report Card which shows that the assets continue to be in a state of good repair. An overview of the evolution of Asset Management for Halton Region is presented in the following timeline.

Halton Region Asset Management Vision established CS-31-06 Capital Asset Management and Reporting Framework 2006 2007 2008 2009 2010 2011 2012 2013 CS-45-07 Public Sector Accounting Board, Tangible Capital Asset Project Update CS-52-07 SAP Software to support Capital Asset Reporting SS-25-08 and CS-28-08 Asset Management Building Condition Assessment Proposal TCA Financial Reporting Compliance Date (Jan. 1, 2009) CS-17-10 2009 Financial Statements for Halton Region - including new TCA financial reporting requirements AM Division Asset Management Plan Development PW-62-12 Public Works 2010 Infrastructure Condition Report Card Halton Region Corporate Asset Management Plan

Asset Management Timeline

The Halton Region Asset Management Plan was developed with an objective to ensure financial sustainability in achieving desired service levels. A project team including staff from the Public Works Department, Legislative and Planning Services Department and the Finance Department, led the initiative, supported by a Steering Committee comprising of Directors from the above named departments. The Asset Management Plan was

approved by the Commissioner of Public Works, Commissioner of Finance and Commissioner of Legislative and Planning Services. The first version of the Asset Management Plan was presented to Council through staff report PW-55-13/FN-27-13/ LPS-91-13. This Asset Management Plan continues to meet the requirements of the Ontario Ministry of Infrastructure Guide for Asset Management Plans issued in August 2012.P1

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Halton Region Asset Management Plan 2014 13

Asset Management Plan Structure

T

he infrastructure assets currently included in the Halton Region Asset Management Plan are water, wastewater, transportation and waste management assets managed by each of the divisions within the Public Works Department. Corporate Facilities and the Social Housing assets are also included in the plan and are managed by the Asset Management Division of the Legislative and Planning Services Department.

The Halton Region Asset Management Plan is divided into two parts: Part 1 - Public Works and Part 2 – Corporate Facilities and Social Housing. Although the principles of asset management planning used by both departments are similar, specific policies and practices differ to account for the differences in asset types and their unique operational requirements.

Asset Management Plan Updates

Continuous improvements to Asset Management practices within Halton Region will result in updates to the Asset Management Plan, and as such, it is a living document that will require ongoing refinement to reflect the evolution of Asset Management maturing within Halton Region over time. Next steps include scoping and validating a roadmap of activities which will enhance the Public Works Asset Management Plan as detailed in Appendix PW1.

Annual updates to this Asset Management Plan will be prepared on the same timeline as the Region’s Budget and Business Plan.

Asset Management Plan

Summary

1. State of Local Infrastructure

Public Works infrastructure includes transportation, water, wastewater and waste management assets. The total book value of these assets at December 31, 2013 was $3.0 billion. The total estimated replacement value in current dollars is $8 billion. This figure does not account for technological advancements and changes to legislative requirements; therefore, the actual current replacement value is expected to be higher in the year the asset is needed to be replaced (refer to Appendix PW2 for details). Most of those assets are assessed to be in good condition, (refer to Infrastructure Condition Report Card section 3.4).

Asset information is compiled in accordance

with Regional policies and procedures and is

stored in the Region’s accounting system and

individual asset records. This asset information

is also included in the annual financial

statements which are subject to external audit.

The Budget and Business Plan presented for formal Council approval covers a forecast period of 10 years. However, the Asset Management Plan provides a full asset life cycle analysis for up to 100 years for Public Works assets. For Corporate Facilities and Social Housing assets, Building Condition Assessment and feasibility studies and replacement cost estimates are prepared for a forecast period of 25 years.

Part 2:

Corporate Facilities and Social Housing

Halton Region Asset Management Plan 2014 89

Part 1: Public Works

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Halton Region Asset Management Plan 2014 14

and as such the replacement value is expected to be higher in the year the asset needs to be replaced. The condition of these assets is evaluated on an annual basis during the development of the capital and operating budgets and through Building Condition Assessments performed on a five-year rotating cycle. Most of the assets are assessed to be in good condition, (refer to Appendix AM2). Asset information is compiled in accordance with Regional policies and procedures and is stored in the Region’s accounting system, individual property Building Condition Assessment records and the capital asset management software.

The Asset Management Division’s Asset Management Plan covers all corporate facility and social housing assets totaling over 3.2 million square feet. The book value of owned Corporate Facilities as of December 31, 2013 was $75 million with a current replacement cost estimate of $175 million. (i)The book value of owned Social Housing assets as at December 31, 2013 was $93 million with a current replacement cost estimate of $266 million.

These estimates are stated in current dollars and are based on insurance values, (refer to Appendix AM10 for details). These estimates do not take into account other cost factors such as technology advancements,

Halton Region’s

transportation infrastructure

includes:

• 1,013 lane kilometres of Regional

roads

• 225 bridges and major culverts

Water infrastructure includes:

• 7 bulk water stations

• 12 water treatment plants

(3 lake & 9 ground water based)

• 19 municipal wells

• 2,218 kilometers of watermains

• 22 reservoirs

• 15 booster stations

Wastewater infrastructure

includes:

• 7 wastewater treatment plants

• 1,806 kms of wastewater mains

• 1 biosolids facility

• 88 pumping stations

Waste management

infrastructure includes:

• 1 open landfill

• 11 closed landfills and leachate

pumping stations

Owned Corporate Facilities:

• Halton Regional Centre

• 3 Long-term Care Facilities

• 8 Halton Region Paramedic Services

Facilities

• Halton Museum

• Woodlands Operations Centre (South

Operations)

• North Operations Centre

• Halton Waste Management Building

Facilities

• 3 Child Care Centres

Social Housing:

• Halton Community Housing

Corporation buildings (including a

child care facility)

• Oakville Senior Citizens’ Residence

• 2,300 units (in 13 Senior

Communities & 19 family

Communities)

Assets managed by

the Asset Management

Division:

• Land Banks

• Leased Facilities, including one child

care centre owned by HCHC

• 4 First Line Properties (part of Public

Works infrastructure assets)

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Halton Region Asset Management Plan 2014 15

2. Levels of Service

Levels of service are a key business driver for Halton Region and influence all asset management decisions. Levels of service statements describe the outputs Halton intends to deliver to its customers and commonly relate to service attributes such as quality, reliability, responsiveness, sustainability, timeliness, accessibility and cost. Halton’s levels of service can relate to technical and legislated requirements, as well as Council directives. Council directives are influenced by the Citizens’ Priorities, 2011-2014 Action Plan. P2 Other factors that influence levels of service include condition assessments, client needs and requests.

To demonstrate that Halton Region is delivering on the priorities outlined in

the Citizens’ Action Plan, detailed infrastructure master plans and the Budget and Business Plan support the initiatives listed in the Citizens’ Priorities Action Plan. To maintain transparency, a report card showing progress of the listed initiatives in the action plan is presented to Council

annually. The first report card was issued in 2012. P3 Desired levels of service are based on technical, legislated and customer requirements approved by Council. Levels of service for the Public Works infrastructure relate to the delivery of service through the following:

• Transportation - Plan, construct and maintain a regional transportation system that includes 1,013 lane kilometres of major arterial roadways, signalized intersections, lighting, signs, 225 bridges and major structures.

• Water and Wastewater Infrastructure - Plan, construct and maintain a complex and integrated system of physical structures to deliver drinking water to Halton residents and dispose of

wastewater in an efficient and sustainable manner. • Environmental Protection

and Conservation of Water - Protect water quality and the natural environment through effective treatment, source protection, conservation and adherence

to regulations. • Waste Management -

Plan and implement an integrated and sustainable waste management system of collecting, processing and disposing municipal solid waste that incorporates the principles of reduce, reuse,

recycle and resource recovery.

A number of external trends and impacts are considered when reviewing levels of service including provincial legislation such as the Places to Grow Act, 2005 and changing weather patterns that affect storm occurrence inflow and infiltration rates. Water use patterns through conservation programs are factored in when planning for infrastructure and its funding. Waste diversion programs result in extending the remaining life of the landfill.

Public Works measures levels of service through a number of tools and reporting mechanisms. These include Council reports such as the annual Transportation Services Progress Report documenting roadway infrastructure and the Wastewater System Performance Report. The Drinking Water Systems Flow Summary Report provides information relating to compliance. Additionally, Public Works has produced an overall Infrastructure Condition Report Card. Performance details are tracked internally using various

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Halton Region Asset Management Plan 2014 16

Levels of service for the Asset Management

Division are based upon the review of the long range infrastructure strategies, current technical and financial practices. The Asset Management Division takes a comprehensive long-term view of its infrastructure performance and costs and has several procedures and processes in place to ensure that asset performance is monitored to ensure that legislative requirements are met. External issues and trends such as changing legislative requirements are reviewed on a regular basis to ensure the levels of service are updated where required.

3. Asset Management Strategy

An effective asset management strategy requires knowledge of the condition of the assets, the performance of the assets as compared to desired levels of service and the associated costs to maintain, rehabilitate, replace and expand the asset systems

and components. Knowledge of disposal costs is also required. This section of the Asset Management Plan details the various components to ensure that actions are taken to enable assets to provide the desired levels of service in a sustainable way while managing risk at the lowest life cycle cost possible. The Asset Management Strategy at Halton Region is:

Customer focused

Clearly-defined levels of service and applied asset management practices to provide those levels of service and maintain the confidence of program areas and customers in how Regional assets are managed.

Forward-looking

Make appropriate decisions and provisions to enable assets to meet future challenges, including changing demographics and populations, program area expectations, legislative requirements, technological, and environmental factors.

Integrated and service-coordinated

Consider all the assets in a service context and take into account their interrelationships as opposed to optimizing individual assets in isolation.

Risk-based

Manage the asset risk associated with attaining the agreed levels of service by focusing resources, expenditures, and priorities based upon risk assessments and the corresponding cost/benefit recognizing that public safety is the priority.

Value-based/Affordable

Choose practices, interventions and operations that aim at reducing the life cycle cost of asset ownership, while satisfying agreed levels of service. Decisions are based on balancing service levels, risks and costs.

Holistic

Take a comprehensive approach that looks at the big picture and considers the combined impact of managing all aspects of the asset life cycle including direct and indirect impacts of the asset.

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Halton Region Asset Management Plan 2014 17

Systematic

Adopt a formal, consistent, replicable approach to the management of assets that will ensure services are provided in the most efficient and effective manner.

Innovative

Continually improve the asset management approach by driving innovation in the development of tools, practices and solutions.

In order to enhance infrastructure and financial sustainability planning, Public Works also reviews the long-term infrastructure life cycles, (refer to Appendix PW3).

The divisions of the Public Works department have policies and processes in place for producing a tactical one-year budget as well as a 10-year Capital Plan forecast, (refer to Appendix PW4 and PW15). The process culminates in the production of an annual Budget and Business Plan. Public Works undertakes a number of programs, studies, condition assessments and maintenance reports which may identify specific projects that include but are not limited to: roadway crack sealing, roadway resurfacing, roadway replacements and expansions, watermain cathodic protection, watermain and wastewater main replacements, and expansions and facility refurbishments, upgrades and expansions.

To ensure that infrastructure is maintained in a state of good repair and provides desired levels of service at the lowest possible life cycle cost, Public Works continuously develops and implements a number of non-infrastructure solutions. These include but are not limited to: travel demand management, smart commute initiatives, the water efficiency outreach program, the optimization program for linear assets and treatment plants, annual wastewater main flushing program, waste diversion programs and the coordination of water, wastewater, transportation and Local Municipality construction projects. Additionally, maintenance activities are carried out on a regular basis. Each division also performs renewal and rehabilitation activities. Replacements and asset expansions required are mainly identified through the maintenance, renewal and rehabilitation activities. All Public Works divisions follow the Region’s policy for asset disposal. Risks relating to the Asset Management Strategy are evaluated on a regular basis.

Through studies and condition assessments,

different options are considered. The options analysis includes items such as: life cycle cost analysis, direct and indirect benefits and costs.

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Halton Region Asset Management Plan 2014 18

Asset information and desired levels of service

form the basis of the Asset Management Strategy for the Asset Management Division. The Asset Management Strategy includes a review of options using a life cycle cost analysis and risk assessments to appropriately prioritize projects and to develop project plans. The Building Condition Assessments are a crucial cornerstone of information that forms the basis of the plan.

The Asset Management Division incorporates existing preventative maintenance and risk management programs to preclude the risk of failure. The preventative maintenance components ensure that the asset meets or exceeds its expected life cycle. The risk management component ensures that administration manages the risk through due diligence.

Maintenance activities of the assets are carried out on a regular basis. From these ongoing efforts information is gathered that supports the overall lifecycle program and its eventual replacement. The Asset Management Division also follows the Region’s policyon for asset disposal.

Through the management of the assets by current level maintenance activities as well as studies and condition assessments, the Asset Management Division develops lifecycle forecasting options.

4. Financing Strategy

The annual Budget and Business Plan is compiled by the Financial Planning and Budgets division working with each of the program areas. For the state of good repair Capital Budget, a 10-year forecast of proposed projects representing asset rehabilitation and replacements is reviewed taking into consideration program needs, trends and priorities. Once the budget request is finalized, financing options are determined based on the optimum funding plan including the following key sources of funding: debt, reserves, grants/recoveries, and development charges (for asset replacement of assets involving growth related infrastructure). The financing of the capital plan is determined using provincial and Halton Region guidelines and policies relating to debt capacity and provisions to fund capital reserves and future infrastructure needs. The capital reserves are then replenished by the operating budget contributions based on a financial plan. Non-capital expenditures such as repairs and maintenance are part of the Operating Budget.

Each year, the 10-year forecast for the Operating Budget is updated to reflect the changing needs to operate and maintain infrastructure and to incorporate the impact of additional infrastructure included in the Capital Budget (i.e. growth related infrastructure). Key sources of revenue for the Operating Budget include tax revenue and user fees. The estimated forecasted capital expenditures and financing sources for Public Works based on the 2014 Budget and Business Plan are presented in the following graphs:

2014-2023 PW Total Capital Expenditures: $2.8B

Water 32% Wastewater 22% Transportation 44% Waste Management 2% 2014-2023 PW Capital Financing: $2.8B Development Charges 44% Reserves 50% Debentures (Debt) 5% Subsidies & Recoveries 1%

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Halton Region Asset Management Plan 2014 19

The forecasted total net operating expenditures,

of $1.7 billion between 2014 and 2023 include maintenance but exclude capital financing for the Public Works department based on the 2014 Budget and Business Plan.

For the Corporate and Social Housing infrastructure, the Asset Management Strategy sets out planned actions to enable assets to provide the desired levels of service in a sustainable way while managing risk at the lowest life cycle cost possible. Once the Asset Management Strategy is developed, the financing strategy to fund the proposed projects is prepared using a minimum time horizon of 10 years. Project cost details, ‘what if’ scenarios, actual cost comparisons, costs associated with maintenance of the assets, energy usage, and sustainability assumptions are used. Project costs developed are reviewed along with available funding sources to ensure sufficient funding is available to meet legislated requirements as well as desired levels of service. Key funding sources include reserves and tax revenue.

2014-2023 Asset Management Capital Program Expenditures: $106M

Social Housing

47% Corporate 53%

The detailed Asset Management Divison capital budget forms part of the Region’s Budget and Business Plan.

The estimated, forecasted capital expenditures and financing sources for each of the programs based on the 2014 Budget and Business Plan are presented in the graph below:

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Halton Region Asset Management Plan 2014 20

Conclusion

Halton Region Asset Management practices have resulted in assets meeting desired levels of service and being maintained in a state-of-good-repair as illustrated in the Public Works 2013 Infrastructure Condition Report Card and the Corporate and Social Housing Assets 2013 Infrastructure Condition Report Card developed as part of the Building Condition Assessment process. Although the majority of assets are rated to be in good condition, there are individual assets that fall within the fair and poor categories. Utilizing a strategic prioritization process, these assets will be addressed through the annual Capital Budget. As stated in the 2015 Budget Directions (staff report FN-26-14), the state-of-good-repair budget continues to be the key driver for budget increases due to increasing infrastructure needs. For example, capital financing for the water and wastewater state-of-good-repair program will continue to increase by 9.3 per cent for 2015.

Funding needs will continue to be assessed to determine sustainable funding levels that meet the desired levels of service and identified infrastructure needs due to aging and expanding infrastructure. This will continue to be performed through the development of a financing plan to align resources to the defined need.

The Asset Management Plan ensures the best decisions are made regarding the construction, maintenance, renewal, replacement, expansion and disposal of infrastructure assets. The science of balancing risks, levels of service and optimizing utilization is the essence of Asset Management and will be the focus of future continuous improvement initiatives. The ultimate goal is to have a long-term financially sustainable Asset Management Plan that integrates Asset Management with Asset Financial Management.

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Part 1:

Public Works

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Halton Region – Asset Management Plan 2014

22

2 INTRODUCTION

The Public Works (PW) Department currently contains five divisions which are structured based on the programs and services they provide. The divisions are: Water Services, Wastewater Services, Waste Management Services, Transportation Services, and the Business and Technical Services support division.

2.1 Asset Management Plan Purpose

The purpose of the PW Asset Management Plan (AMP) is to make the best possible decisions regarding the planning, construction, operation, maintenance, renewal, replacement, expansion and disposal of PW infrastructure assets while minimizing risk and cost to the Region and its taxpayers while maximizing service delivery. The AMP is based on corporate objectives and priorities and is linked to documents such as the Transportation Master Plan and desired levels of service (LOS). The AMP forms the basis for the Region’s annual Budget and Business Plan.

2.2 Assets Included in the Plan

The PW section of Halton’s AMP covers all major infrastructure including transportation, water, wastewater and waste management assets. These infrastructure assets are key resources used to provide services to the public. These services include the provision of a safe and effective road network, safe drinking water, wastewater treatment, waste collection and processing. Refer to the next page for details of PW infrastructure assets.

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The following PW infrastructure assets are covered in the plan:

Water:

• 2,218 km of watermains

• 12 water treatment plants

(3 lake & 9 ground water based)

• 19 municipal wells

• 15 booster stations

• 22 reservoirs

• 7 bulk water stations

Wastewater:

• 1,806 km of wastewater mains

• 7 wastewater treatment plants

• 88 pumping stations

• 1 biosolids facility

Transportation:

• 1013 lane kilometres of Regional roads

• 225 bridges and major culverts

• signalised intersections

• guiderails

• retaining walls

• noise walls

• streetlights

Waste Management:

• one open landfill

• 11 closed landfills

• leachate pumping stations

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Halton Region Asset Management Plan 2014 24

2.3 Asset Management Plan Development and Timeline

The PW section of the AMP was developed internally. The Financing Strategy was developed working with the Financial Planning and Budgets Division. The plan includes a tactical one-year budget and a 10-year forecast which is included in the Region’s Budget and Business Plan.P4 In 2014, the 20-year state-of-good repair capital needs for water and wasterwater infrastructure were reviewed. This review was leveraged in the development of the proposed 2015 Capital Budget for 2015-2024.

In 2014 GM BluePlan was retained by the Public Works department to facilitate the development of an asset management framework for a comprehensive asset management program. The asset management framework (refer to Appendix PW18) has been approved by the Steering Committee and will be followed by an implementation plan to enhance Halton Region’s current practices in order to deliver a comprehensive asset management program. Implementation of the plan will begin in 2015 and is expected to be completed over the next four years. Enhancements will include processes and policies for levels of service, risk and condition assessments,

performance targets and maintenance among other items. Additionally, 100-year life cycle charts have been included to illustrate life cycles for long-lived infrastructure (refer to Appendix PW3).

2.4 Asset Management Plan Updates

The AMP is a living document that will continue to reflect the evolution of asset management within Halton Region. It is intended that continuous improvements to asset management practices within Halton Region will result in updates to this AMP. A roadmap including specific items to be addressed over the next five years is included in Appendix PW1.

3 State of Local Infrastructure

3.1 Asset Types

Halton Region’s PW infrastructure includes an integrated transportation network of roads and bridges, storm water management assets, water purification and distribution assets, wastewater (sewage) collection and treatment assets, and waste management (garbage) collection, disposal and recycling assets. (Refer to Section 2 Introduction for additional details.)

Policies and procedures relating to the classification of asset types were developed as part of a project (“Tangible Capital Asset Project” Council Reports CS-31-06, CS-52-07, CS-45-07 and CS-17-10) to meet the requirements of the financial accounting standard PS 3150 Tangible Capital Assets (TCA) as prescribed by the Public Sector Accounting Board (PSAB). The asset types are outlined in the TCA Guidance for each program area which can be found on the Halton Region internal websiteP6. (Samples of the guidance are included in Appendix PW5.)

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Halton Region Asset Management Plan 2014 25

3.2 Asset Valuation

Financial accounting valuation

uses historical costs and depreciation assumptions to determine the book value of capital assets in accordance with PSAB. The total book value of PW infrastructure at December 31, 2013 was $3.0 billion (Appendix PW2). Policies and procedures relating to the development of book values for accounting purposes were developed as part of the TCA Project. In summary, actual costs were used to record assets acquired in 2008 and later or for assets acquired prior to 2008 where relating documentation was available. For assets acquired prior to 2008, where documents were not available, historical costs were calculated through the regression of current replacement costs to year of construction using an appropriate price index

.

Replacement cost valuation

is forward-looking and accounts for changes in technology and other factors such as inflation. The Halton PW infrastructure is estimated at a current replacement cost of $8.4 billion (Appendix PW2). The replacement values were calculated using historical costs indexed to December 31, 2013 using the Non-Residential Building

Construction Price Indices (NRBCPI); therefore, the PW replacement cost valuation is presented in current dollars and does not account for technology improvements. As such, the actual current replacement cost for PW infrastructure is expected to be higher than $8.4 billion. Water,

wastewater, roadway and bridge infrastructure represent the largest portion of the asset base.

3.3 Asset Age Distribution

Details relating to the asset age distribution are maintained in the Region’s accounting system, SAP. As part of annual reporting on the Citizens’ Priorities, Halton’s PW department reports on the remaining useful life of its linear water and wastewater infrastructure as illustrated in Appendix PW6. Currently, the average remaining useful life for water and wastewater linear infrastructure is at a positive rate of 74 per cent compared to the target rate of 50 per cent (2012 figures).

3.4 Asset Condition

Asset condition is reviewed and analyzed on an ongoing basis. Details relating to the condition of each asset are maintained in Excel spreadsheets. In 2012, the PW department presented the 2010 Infrastructure Condition Report Card to Council (staff report PW-62-12P7) to illustrate the overall condition of its assets. The report card is being prepared on a three year cycle. The updated 2013 infrastructure condition report card is presented next.

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Halton Region Asset Management Plan 2014 26

Halton Region is making a significant commitment to infrastructure improvements through its Building a Better Halton infrastructure improvement program. Whether it’s reducing commute times or providing residents with clean, safe drinking water, maintaining and improving Regional public works infrastructure

touches the life of every resident and business across Halton. In order to continue Building a Better Halton through ongoing investments to transportation, water, waste and wastewater infrastructure, it’s critical to know the current state of Regional public works infrastructure.

*This is the estimated current value of existing infrastructure. Current values are represented in today’s dollars (as of 2013) based on the Non-Residential Contruction Price Index (NRBCPI). Does not represent replacement cost.

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Halton Region Asset Management Plan 2014 31

3.5 Asset Inventory Database

Halton Region developed an integrated asset data inventory as part of the previously referenced TCA Project. All Halton Region asset data is stored and accounted for in the SAP financial system. This is achieved through a RIVA interface, which is directly synchronized to the asset management applications. The asset attributes include:

• Name • Description • Location • Size

• Date of Construction

• Project or Development Number and Material Type

Refer to Appendix PW7 for a typical asset record. Appendix PW8 is an architectural representation of the asset registry applications.

3.6 Assumptions

Assumptions used in the development of asset values and condition assessments are

documented in the Halton Region TCA policies and procedures as well as various TCA project records. Inventory database maintenance processes and procedures are also documented. TCA guidance documents are kept on the internal website and secure drivesP8, P9, P10.

3.7 Data Verification and Condition Assessment Policy

Halton Region has well-developed policies, procedures and guidelines for sustainability of the TCA asset information as outlined above. Additionally, a sustainable, auditable and replicable process was developed and documented as part of the development of the Infrastructure Condition Report Card. This documentation included all the data sources and any assumptions that were usedP11, P12.

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Halton Region Asset Management Plan 2014 32

4 Desired Levels of Service (LOS)

LOS are a key business driver and influence all asset management decisions. LOS statements describe the outputs Halton intends to deliver to its residents and commonly relate to service attributes such as quality, capacity, reliability, responsiveness, sustainability, timeliness, accessibility and cost. Halton’s customer LOS will be highlighted for each service area in the coming subsections. It should be noted that each service area also has technical and legislated LOS that are specific to the type and nature of the program infrastructure.

PW meets or exceeds legislated and technical LOS for each of the service areas. This includes meeting maintenance standards for the roadway and bridge structures, the Safe Drinking Water Act, 2002, Environmental Protection Act and Ontario Water Resources Act for wastewater, and Ministry of the Environment (MOE) legislated requirements for open landfills.

The PW Department is committed to excellence in public service through: engaged employees, visionary leadership, excellent customer service, community trust, and continuous improvements.

The ‘Building a Better Halton’ infrastructure communications strategy was launched to promote two-way communication between Halton Region and the community. The strategy includes a dedicated look, construction signage, web-based information at

www.halton.ca/construction and

consistent, frequent information updates to residents. Feedback gathered from residents is used to continuously evaluate the LOS.

4.1 Defined Levels of Service

LOS for the PW department are based on the following: • technical requirements

• legislated requirements • customer requirements

Transportation

The Region’s Official Plan, through Section 173(19) of ROPA 38, requires staff to monitor the overall performance of Halton’s Transportation System and to report annually to Council through

References

Related documents

• Research, describe and define the existing sewer asset management practices currently in place for Tamworth Regional Council, including current methods of sewer assessment..

Acquisition Plan Operational Plans Maintenance Plans Disposal Plans Funding Plans Strategic Asset Management Plan Training Processes Systems Functionality Condition

It documents the objectives for LADOTD’s asset management, the current condition and operation of the transportation assets including management challenges and potential 10- year

This condition assessment data is then used to schedule the repair, replacement, or rehabilitation of the pipelines and supports the largest asset replacement program at the

A formal asset management program that includes condition assessment can enable an organization to better understand asset condition and remaining life allows for proactive

LATROBE COUNCIL – ASSET CATEGORY ASSET MANAGEMENT PLAN.. Cyclic maintenance will relate primarily to regular clearing of pollutant traps which is not currently separately

Douglas County is soliciting proposals from qualified firms to provide professional services to assist in developing an Asset Management Plan to address facility condition

Moloney Asset Management Systems reported in 2003, following their third inspection of Council’s sealed road network, that “the sealed roads of the Loddon Shire are in good