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TOWN OF COLLINGWOOD

ASSET MANAGEMENT PLAN

JUNE 24, 2014

Watson & Associates Economists Ltd. H:\Collingwood\2013 Asset Management\Collingwood AM Plan Report FINAL.docx

CONTENTS Page

EXECUTIVE SUMMARY (i)

1. INTRODUCTION 1.1 Overview 1-1 1.2 Plan Development 1-1 1.3 Maintaining the Asset Management Plan 1-2 1.4 Plan Integration 1-3

2. STATE OF LOCAL INFRASTRUCTURE 2.1 Scope and Process 2-1 2.2 Capital Asset Overview 2-1 2.3 Asset Age Analysis 2-5 2.4 Asset Condition 2-6 2.5 Data Accuracy and Completeness 2-8

3. EXPECTED LEVELS OF SERVICE 3.1 Scope and Process 3-1 3.2 Current Levels of Service vs. Expected Levels of Service 3-1 3.3 Level of Service Performance Measures 3-4

4. ASSET MANAGEMENT STRATEGY 4.1 Scope and Process 4-1 4.2 Risk Assessment 4-1 4.3 Priority Identification 4-3 4.4 Long-Term Forecast 4-5 4.5 Procurement Methods 4-9

5. FINANCING STRATEGY 5.1 Scope and Process 5-1 5.2 Historical Results 5-2 5.3 Financing Strategy 5-4 5.4 Funding Shortfall 5-9

6. RECOMMENDATIONS 6-1


CONTENTS Page

APPENDICES A DETAILED ASSET INVENTORY A-1 B ASSET MANAGEMENT ASSUMPTIONS B-1 C DATA VERIFICATION AND CONDITION ASSESSMENT POLICY C-1 D LEVEL OF SERVICE IMPACT ANALYSIS D-1 E SCENARIO ANALYSIS – CAPITAL FORECASTS E-1 F TAX SUPPORTED ASSET MANAGEMENT STRATEGY & FINANCING STRATEGY F-1 G WATER ASSET MANAGEMENT STRATEGY & FINANCING STRATEGY G-1 H WASTEWATER ASSET MANAGEMENT STRATEGY & FINANCING STRATEGY H-1


EXECUTIVE SUMMARY

(i)


EXECUTIVE SUMMARY

This report contains the Asset Management Plan for the Town of Collingwood (Town) and has

been organized as follows:

Chapter 1: Introduction;

Chapter 2: State of Local Infrastructure;

Chapter 3: Expected Levels of Service;

Chapter 4: Asset Management Strategy;

Chapter 5: Financing Strategy; and

Chapter 6: Recommendations.

The “state of local infrastructure” chapter provides an overview of the capital assets owned by the

Town. This includes detailed information on the Town’s asset inventory, including asset

attributes, accounting valuations, replacement costs, useful life, age and asset condition. This

information provides the foundation for other sections of the asset management plan.

“Expected levels of service” compares the current level of service provided by the Town to the

level of service determined to be expected in each area. This analysis combines both

descriptions/comments as well as performance measures in establishing service levels.

The “asset management strategy” provides a long term operating and capital forecast for asset

related costs, indicating the requirements for maintaining, rehabilitating, replacing/disposing and

expanding the Town’s assets, while moving towards the specified expected levels of service

identified above. The goal of the asset management strategy is to have the Town in (or moving

towards) a sustainable asset management position over the forecast period.

The “financing strategy” identifies a funding plan for the asset management strategy, including a

review of historical results and recommendations with respect to the required amounts and types

of funding (revenue) annually. Also, any infrastructure funding deficits/shortfalls are identified and

recommendations are made regarding potential approaches to reduce and mitigate the shortfall

over the forecast period.

Overall, this asset management plan is a tool to be used by Town staff for capital and financial

decision making. It can be tied to various existing reports (such as the Town’s budget, official

plan and strategic planning reports) to ensure the asset management plan can be updated to

reflect any changes in Town priorities.


1. INTRODUCTION

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1. INTRODUCTION

1.1 Overview

The main objective of an asset management plan is to use a Town’s best available information to

develop a comprehensive long term plan for capital assets. In addition, the plan should provide

sound methodologies and support in order to improve the accuracy of the plan on a go forward

basis.

Watson & Associates Economists Ltd. (Watson) was retained by the Town to prepare an asset

management plan. This plan is intended to be a tool for Town staff to use during various decision

making processes, including the annual budgeting process and capital grant application

processes. This plan will serve as a road map for sustainable infrastructure planning going

forward.

The following assets are included in this asset management plan:

Road related (roads, bridges, sidewalks, traffic signals and street lights)

Stormwater mains;

Buildings;

Land Improvements;

Fleet;

Machinery and Equipment; and

Water and Wastewater Infrastructure (mains and facilities).

The Town’s goals and objectives with respect to their capital assets relate to the level of service

being provided to Town residents. Services should be provided at expected levels, as defined

within this asset management plan. Town infrastructure and other capital assets should be

maintained at condition levels that provides a safe and functional environment for its residents.

Therefore, the asset management plan and its implementation will be evaluated based on the

Town’s ability to meet these goals and objectives.

1.2 Plan Development

The asset management plan process developed a program that leverages the Town’s asset

database information, staff input and asset management principles.

1-2


The development of the Town’s asset management plan was based on the steps summarized

below:

1) Develop a complete listing of capital assets to be included in the plan, including attributes

such as size/material type, useful life, age, accounting valuation and current valuation.

Update current valuation, where required, using applicable inflationary indices.

2) Assess current condition of the assets, based on a combination of existing Town reports

and an age analysis.

3) Assess the risk of asset failure for each asset, based on determining the probability of

each asset failing, as well as the consequence of the asset failing. This risk analysis

identifies priority projects for inclusion in the asset management plan, as well as asset risk

levels that require mitigation.

4) Determine and document current levels of service, as well as expected levels of service,

based on discussions with Town staff.

5) Prepare an asset management strategy (i.e. operating and capital forecast) based on the

asset inventory, identified priorities, forecast scenarios, and level of service analysis

discussed above.

6) Determine a financing strategy to support asset management strategy, thus determining

how the operating and capital related expenditure forecast will be funded over the period.

7) Prepare a comprehensive Asset Management Plan final report.

1.3 Maintaining the Asset Management Plan

The asset management plan should be updated as the capital needs and priorities of the Town

change. This can be accomplished in conjunction with the Town’s budget process. Town staff

will have the tools available to perform updates to the plan when needed.

When updating the asset management plan, note that the state of local infrastructure, expected

levels of service, asset management strategy and financing strategy are integrated and impact

each other. Looking at these components in reverse order, the financing strategy outlines how

the asset management strategy will be funded. The asset management strategy illustrates the

costs required to maintain expected levels of service at a sustainable level. The expected levels

of service component summarizes and links each service area to specific assets contained in the

state of local infrastructure section and thus determines how these assets will be used to provide

expected service levels.

While this report covers a forecast period of 20 years, for tax supported assets, the full lifecycle

of the Town’s assets was considered in the calculations. It is suggested that more focus and

attention be put on the first 5 years of the asset management plan, to ensure accurate capital

planning in the short term.

1-3


1.4 Plan Integration

The municipal environment is a continually changing and demanding environment when it comes

to legislation and other responsibilities. Integrating the asset management plan with the Town’s

budget process as well as Public Sector Accounting Board Section 3150 (PSAB 3150)

requirements can make updates in all three areas more efficient.

With respect to integrating the Town’s budget process with asset management planning, both

require a projection of capital and operating costs of a future period. The budget outlines total

operating and capital requirements of the Town, while the asset management plan focuses in on

specific asset related requirements. With this link to the annual budget, the budget update

process can become an asset management plan update process.

Both asset management and PSAB 3150 require a complete and accurate asset inventory. The

significant difference between the two lies in valuation approaches; PSAB 3150 requires historical

cost valuation, while asset management requires future replacement cost valuation. Using a

single asset inventory containing both valuation methods is an effective approach to maintaining

the Town’s asset data.

Further integration into other Town financial/planning documents would assist in ensuring the

ongoing accuracy of the asset management plan, as well as the integrated financial/planning

documents. The asset management plan has been developed to allow linkages to documents

such as:

Development Charge Background Study;

Official Plan;

Water and Wastewater Rate Study;

Strategic Planning Reports;

Fiscal Impact/Operating Studies; and

Insurance valuations and records.


2. STATE OF LOCAL INFRASTRUCTURE

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2.1 Scope and Process

This section of the plan provides an opportunity to develop a greater understanding of the capital

assets owned by the Town. The state of local infrastructure analysis includes:

An asset database documenting asset types, sub-types including quantities, materials and

other similar asset attributes;

Financial accounting valuation (where available);

Replacement cost valuation;

Asset age distribution analysis and asset age as a proportion of expected useful life;

Asset condition information;

Data Verification and Asset Condition policies; and

Documentation of assumptions made in creating the asset inventory.

The Town has a detailed inventory listing, created for both capital planning and PSAB 3150

purposes. This asset inventory is updated annually and was used as a starting point in fulfilling

the requirements of this report. This inventory provides current financial account valuations (i.e.

historical cost, accumulated amortization and net book value) as well as attributes such as useful

life, age, and replacement cost.

The following data and reports were used to supplement the Town’s asset inventory during this

process:

a) 2014 Water and Wastewater Rate Study (2014 Rate Study);

b) 2009 Development Charge Study Final Report;

c) Road Condition Data; and

d) Discussions with Town staff.

2.2 Capital Asset Overview

The Town presently owns and manages tax supported capital assets with a 2013 replacement

value of approximately $246.4 million (excluding land assets as they are not included in this plan).

Table 2-1 outlines the breakdown of these totals and Figure 2-1 illustrates the breakdown.

2-2


Table 2-1

2013 Tax Supported Assets

Figure 2-1

2013 Tax Supported Assets Distribution

Based on Replacement Cost

Land Improvements 16,217,954 7,555,663 8,662,291 10,644,574 Buildings 39,761,718 5,954,942 33,806,776 45,475,477 Equipment 4,958,121 2,742,878 2,215,243 2,192,465 Fleet 9,517,049 5,366,043 4,151,006 6,575,827 Transportation Assets 64,060,997 24,834,841 39,226,156 153,548,304 Environmental Services - Storm 13,063,285 3,586,740 9,476,545 25,147,844 Other Infrastructure 3,992,058 1,375,577 2,616,481 2,815,984

Total Capital Assets (Tax) 151,571,183$ 51,416,685$ 100,154,498$ 246,400,475$

Asset TypeHistorical Cost

12/31/2012

Accumulated Amortization

13/31/2012

Net Book Value

12/31/2012

Replacement Cost

2013$

2-3


As per the 2014 Rate Study, the Town presently owns and manages water capital assets with a

2013 replacement value of approximately $127.3 million (excluding equipment, vehicles, land

improvements and land assets as they are not included in the rate study). Table 2-2 outlines the

breakdown of these totals and Figure 2-2 illustrates the breakdown.

Table 2-2

2013 Water Assets

Figure 2-2

2013 Water Assets Distribution


Treatment Plant 20,351,000 Pumping Stations 802,000 Storage (Tower & Reservoirs) 10,933,000 Watermains 95,251,310

Total Capital Assets (Water) 127,337,310$

Replacement Cost

Asset Type

2-4


As per the 2014 Rate Study, the Town presently owns and manages wastewater capital assets

with a 2013 replacement value of approximately $200.2 million (excluding equipment, vehicles,

land improvements and land assets as they are not included in the rate study). Table 2-3 outlines

the breakdown of these totals and Figure 2-3 illustrates the breakdown.

Table 2-3

2013 Wastewater Assets

Figure 2-3

2013 Wastewater Assets Distribution


Table 2-1 also shows the Town’s financial accounting valuation summary by tax supported asset

type. Since 2009, the Town has been required under PSAB 3150 to maintain asset listings

complete with historical cost (i.e. the original cost to purchase or construct an asset), accumulated

amotization and net book value. These values are reported on the Town’s audited financial

statements each year.

The detailed capital asset inventory is contained in Appendix A. Assumptions pertaining to the

asset inventory were documented as part of the asset management process are shown in

Appendix B.

Treatment Plant 68,800,000 Pumping Stations 6,544,000 Sanitary Sewers 124,854,793

Total Capital Assets (Wastewater) 200,198,793$

Asset TypeReplacement

Cost

2-5


2.3 Asset Age Analysis

Each asset is tracked based on estimated total useful life and remaining service life. Using this

information, an age analysis of the Town’s assets can assist in identifying potential areas of focus

for the asset management plan.

Table 2-4 provides an age analysis summary, including the weighted (based on replacement cost)

average useful life and weighted average remaining useful life for all of the tax supported assets

included in this plan. This analysis can assist in identifying potential short-term priorities within

specific asset areas.

Table 2-4

Asset Age Analysis

Infrastructure - Transportation and Environmental

AM Useful LifeAM Remaining

Life% AM Useful

Life Remaining

TransportationRoad Base 69 22 32.2%Road Surface 31 13 42.5%Bridges 56 19 34.1%Sidewalks 75 48 63.6%Traffic Signals 25 15 58.9%Streetlights 75 62 83.0%

EnvironmentalStorm Sewer 75 51 68.1%

OtherOther Infrastructure 20 12 59.8%

Buildings and Land Improvements


Life% AM Useful

Life Remaining

BuildingsGeneral Government 64 42 65.9%Protection of Persons and Property 41 36 87.3%Recreation and Culture 70 60 85.9%Transportation 71 59 83.1%

Land ImprovementsRecreation & Culture 29 20 68.2%Transportation 20 7 33.0%Protective Services 20 0 0.0%

Asset Type

Weighted Average (rounded)


Asset Type

2-6


Total useful life and remaining service life for each capital asset is documented in Appendix A.

While this analysis can be useful in looking at the overall age characteristics of specific asset

areas, asset condition (see below) will assist in providing a more accurate assessment of assets

reaching the end of their useful life.

2.4 Asset Condition

Including condition assessments in the asset management plan provides for a higher level of

accuracy than simply relying on useful life assumptions, especially when it comes to older, highly

used or more financially significant assets. Condition assessments can provide more realistic

estimates of remaining service life, which can then be used to establish rehabilitation or

replacement schedules.

Condition ratings were derived from a combination of available studies (listed in section 2.1), data

provided by staff and an age analysis (where condition information was unavailable). A numerical

rating was determined from “0” to “5”, (with “5” being considered in very good condition). A high

level summary of the weighted average condition in each tax supported asset category is as

follows:

Fleet and Equipment


Life% AM Useful

Life Remaining

FleetGeneral Government 8 8 100.0%Protection 13 8 62.6%Recreation & Culture 9 2 27.9%Transportation 11 7 64.2%

EquipmentGeneral Government 10 4 42.8%Planning & Development 5 0 0.0%Protection of Property and Persons 10 7 65.7%Recreation & Culture 12 8 66.0%Transportation 10 4 40.0%

Asset Type


2-7


Table 2-5

Weighted Average Condition by Asset Category

Infrastructure - Transportation and Environmental

TransportationRoad Base 2Road Surface 5Bridges 1Sidewalks 3Traffic Signals 3Streetlights 4

EnvironmentalStorm Sewer 3

OtherOther Infrastructure 3

Buildings and Land Improvements

BuildingsGeneral Government 2Protection of Persons and Property 4Recreation and Culture 4Transportation 4

Land ImprovementsRecreation & Culture 3Transportation 2Protective Services 0

Fleet and Equipment

FleetGeneral Government 5Protection 3Recreation & Culture 1Transportation 4

EquipmentGeneral Government 2Planning & Development 0Protection of Property and Persons 3Recreation & Culture 3Transportation 2

Asset TypeWeighted Condition

Weighted Condition

Asset Type

Asset TypeWeighted Condition

2-8


Further discussion of condition assessments will take place in Chapter 4 when assessing asset

risk and identifying asset priorities. Furthermore, detailed asset conditions are documented in

Appendix A to this report. It is recommended that these condition assessments be updated as

new information becomes available. Please see section 2.5 for further details.

2.5 Data Accuracy and Completeness

An important element of this asset management plan is ensuring that tools and procedures are in

place to maintain accuracy and completeness of the asset data and calculations moving forward.

As time passes, assets are used, maintained, improved, disposed of, and replaced. All of these

lifecycle events can trigger changes to the asset database used within the asset management

plan. Therefore, tools and procedures are essential to ensure the asset data remains accurate

and complete. Please refer to Appendix C to this report for the “Data Verification and Condition

Assessment Policy” for the Town. This policy illustrates how the asset data will be updated and

verified going forward. This includes the timing of condition assessments for each asset area, as

well as what should be included within the condition assessment procedures.


3. EXPECTED LEVELS OF SERVICE

3-1


3. EXPECTED LEVELS OF SERVICE


A level of service (LOS) analysis gives the Town an opportunity to document the level of service

that is currently being provided and compare it to the level of service that is expected. This can

be done through a review of current practices and procedures, an examination of trends or issues

facing the Town, or through an analysis of performance measures and targets that staff can use

to measure performance.

Expected LOS can be impacted by a number of factors, including:

Legislative requirements;

Strategic planning goals and objectives;

Resident expectations;

Council or Town staff expectations; and

Financial or resource constraints.

The previous task of determining the state of the Town’s local infrastructure establishes the asset

inventory and condition, as well as asset management policies and principles to guide the

refinement and upkeep of asset infrastructure. The LOS analysis will utilize this information and

factors in the impact of asset service level targets. It is important to document an expected LOS

that is realistic to the Town. It is common to strive for the highest LOS, however these service

levels usually come at a cost. It is also helpful to consider the risk associated with a certain LOS.

Therefore, expected LOS should be determined in a way that balances both level of investment

and associated risk to the Town.

3.2 Current Levels of Service versus Expected Levels of Service

The Town’s current LOS has resulted in the current state of infrastructure discussed in chapter 2.

The current LOS also relates to the risk assessment discussed in later report sections. Regarding

the cost of the current LOS, the Town has established an operating and capital budget for the

current year that includes the cost of providing this LOS to residents.

Therefore in moving from the current LOS to an expected LOS, consideration has to be made for

the associated cost (or impact on the Town’s current budget). The table below outlines broad

LOS descriptions (both current and expected LOS). This analysis was documented through

discussions with Town staff.

3-2


Table 3-1

Level of Service Analysis

Roads & Bridges

Current Expected

Public WorksMeet "Minimum Maintenance Standards" as defined by Ontario Regulation 239/02.

Meet "Minimum Maintenance Standards" as defined by Ontario Regulation 239/02.

Public Works Reactive storm sewer maintenance. Proactive storm sewer maintenance.

Public WorksBridge inspections (i.e. using OSIM reports) required every 2 years.

Bridge inspections (i.e. using OSIM reports) required every 2 years. Implement recommended maintenance and rehab from inspection reports.

Public Works Ad hoc road resurfacing program.Roads condition rating: If below 80, include resurface in short to med capital plan.

Public Works Ad hoc crack sealing program.Implement road programs: crack sealing, microsurfacing programs.

Public WorksDetailed roads condition assessments every 5 years. Staff assessments annually.

Detailed roads condition assessments every 5 years. Staff assessments annually.

Public Works N/A Implement LED technology (streetlights).

Buildings

Current Expected

BuildingsBuildings - Meet Legislative requirements (fire code, building code, etc.)

Buildings - Meet Legislative requirements (fire code, building code, etc.)

BuildingsAccessibilitly requirements met in some buildings.

Meet all accessibility requirements (based on a priority basis).

BuildingsBuildings - Provide safe and functional buildings for community use.

Buildings - Provide safe and functional buildings for community use.

Buildings Maintenance: 30% predictive, 70% reactive.Maintenance: 60% predictive, 40% reactive. Potentially consolidate building maintenance accounts, where feasible.

BuildingsCondition assessments: Some completed, as needed. Minor inspections by Town staff.

Condition assessments: Complete assessment of major/complex buildings every 5 years. Annual (minor) inspections by Town staff.

BuildingsArena: HVAC and electrical assessment annually. Staff inspection and fire prevention monthly.

Arena: HVAC and electrical assessment annually. Staff inspection and fire prevention monthly.

BuildingsCreate a business plan to determine capital needs.

Library

Current Expected

LibraryMaintain an updated collections based on Board policies.

Maintain an updated collections based on Board policies.

Library Meet Ontario Public Library Guidelines. Meet Ontario Public Library Guidelines.

LibraryKeep up with technology expectations (i.e. online collections, tablets, etc.).

Keep up with technology expectations (i.e. online collections, tablets, etc.).

Library N/AImplement a public computer replacement program.

Library N/AUpdate the Library Strategic Plan (includes a review of level of service).

Department

Level of Service Description

Department


Department


3-3


Please refer to Appendix D of this report for a table summarizing the estimated budget impacts

associated with implementing the expected LOS over the 20 year forecast period. This impact

analysis will be factored into the asset management strategy discussed in chapter 4 of this report.

Parks & Recreation

Current Expected

Parks & Recreation Meet all legislative requirements. Meet all legislative requirements.

Parks & Recreation Provide responsible park maintenance standards.Provide responsible park maintenance standards, including proactive park maintenance.

Parks & Recreation N/ACondition assessments on major/complex assets as needed.

Parks & Recreation N/AParks Management Strategy, Park Land Acqusition Strategy, Improve Development Standard (i.e. Parks Master Plan).

Parks & RecreationTrails - Provide safe/accessible/maintained trails for the community based on Town standards. Linkages to neighbourhoods and destinations.

Trails - Provide safe/accessible/maintained trails for the community based on Town standards. Linkages to neighbourhoods and destinations. Improve Linkages with other external

iti

Parks & RecreationPedestrian Bridges: Inspection every 2 years. Complete maintenance/rehabilitation on a priority basis.

Pedestrian Bridges: Inspection every 2 years. Follow recommended maintenance/rehabilitation.

Parks & Recreation N/A Fleet - Replace based on useful life estimates.

Parks & RecreationPermanent washrooms in most "community" level parks.

Permanent washrooms in all "community" level parks.

Parks & Recreation N/ATrack utilization percentages for arenas, harbour and sports fields.

Fleet

Current Expected

FleetMaintenance: Predictive approach. Inspections done as part of routine service appointments.

Implement a Fleet Management System. Standardize fleet maintenance.

Fire

Current Expected

Fire Level B medical response. Level A medical response (6 min response).

FireMinimum fire prevention public eduction (mostly enforcement & inspection).

Increased fire prevention public education, continue enforcement & inspection.

Fire Meet all legislative requirements. Meet all legislative requirements.

Fire N/A Complete a Fire Master Plan.

FireProactive asset maintenance procedures (95 % in house).

Proactive asset maintenance procedures (95 % in house).

Fire Maintain records on all fire related activities. Maintain records on all fire related activities.

Department


Department


Department


3-4


3.3 Level of Service Performance Measures

As mentioned above, using performance measures in the LOS review can also be helpful in

measuring the Town’s goals and objectives when it comes to asset management. The Town

currently tracks specific performance measures as part of the Municipal Performance

Measurement Program (MPMP) which the province has in place as part of the annual Financial

Information Return (FIR) submission. The FIR provides the annual financial results of the Town,

while the MPMP provides an evaluation of the Town’s “performance”. The following table

provides a summary of the specific MPMPs relating to capital asset effectiveness.

Table 3-2

Performance Measures Analysis

The Town will continue to calculate and monitor these performance measures, both for MPMP

and asset management purposes. As the Town’s asset management plan evolves over time,

new performance measures can be introduced to further measure the LOS being provided in each

service area.

2011 2012 2013 Goal

FireBuildings, Equipment,

VehiclesResidential fire civilian injuries

per 1,000 persons0.0520 - Not yet available Minimize


VehiclesResidential fire civilian fatalities

per 1,000 persons0.1040 - Not yet available Minimize


VehiclesNumber of residential structural

fires per 1,000 households1.7770 1.0230 Not yet available Minimize

PoliceBuildings, Equipment,

VehiclesTotal crime rate per 1,000

persons60.1320 59.3000 Not yet available Minimize

Transportation RoadsPercentage of paved lane Km where condition is rated as

good to very good89.20% 93.60% Not yet available Maximize

Transportation Bridges & CulvertsPercentage of bridges &

culverts where condition is rated as good to very good

100.00% 70.80% Not yet available Maximize

Transportation RoadsPercentage of winter events

where response met or exceeded local service levels

100.00% 100.00% Not yet available Maximize

Wastewater Wastewater MainsNumber of wastewater main

backups per 100 KM of mains4.9020 7.6923 Not yet available Minimize

Wastewater BuildingsPercentage of wastewater

estimated to have by-passed treatment

0.00% 0.00% Not yet available Minimize

Water Water mainsWeighted # days when a boil

water advisory was issued- - Not yet available Minimize

Water Water mainsNumber of water main breaks

per 100 KM of pipe3.8462 5.6604 Not yet available Minimize

Recreation & Culture BuildingsParticipant hours for recreation

programs per 1,000 persons10.9140 78.2700 Not yet available

Maintain or Increase

Library Buildings Total library uses per person 40.5030 30.9730 Not yet availableMaintain or

Increase

Department AssetsPerformance Measure

Description

Historical Performance


4. ASSET MANAGEMENT STRATEGY

4-1




The asset management strategy provides the recommended course of actions required to

maintain (or move towards) a sustainable asset funding position while delivering the expected

levels of service discussed in the previous chapter. The course of actions, when combined

together, form a long-term operating and capital forecast that includes:

a) Non-infrastructure solutions: reduce costs and/or extend expected useful life estimates;

b) Maintenance activities: regularly scheduled activities to maintain existing useful life levels,

or repairs needed due to unplanned events;

c) Renewal/Rehabilitation: significant repairs or maintenance planned to increase the useful

life of assets;

d) Replacement/Disposal: complete disposal and replacement of assets, when renewal or

rehabilitation is no longer an option; and

e) Expansion: given planned growth as outlined in the Town’s Development Charge

Background Study, other expansion or due to the introduction of new services.

Priority identification becomes a critical process during the asset management strategy

development. Priorities have been determined based on assessment of the overall risk of asset

failure, which is determined by looking at both the probability of an asset failing, as well as the

consequences of failure. The consequences of the Town not meeting desired levels of service

must also be considered in determining risk. As discussed in chapter 3, moving to expected levels

of service results in both operating and capital budget impacts over the 20 year forecast period.

This has to be taken into consideration, with the overall objective of reaching sustainable levels

while mitigating risk.

4.2 Risk Assessment

The risk of an asset failing is defined by the following calculation:

Probability of failure has been linked to the condition assessment for each of the assets, assuming

that an asset with a condition rating of “5” would have a “rare” probability of failure. The following

table outlines the probability factor tied to each condition rating:

Risk of Asset Failure = Probability of Failure X Consequence of Failure

4-2


Table 4-1

Probability of Failure Matrix

Consequence of failure has been determined by examining each asset type separately.

Consequence refers to the impact on the Town if a particular asset were to fail. Types of impacts

include the following:

Cost Impacts: the cost of failure to the Town (i.e. capital replacement, rehabilitation, fines

& penalties, damages, etc);

Social impacts: potential injury or death to residents or Town staff;

Environmental impacts: the impact of the asset failure on the environment;

Service delivery impacts: the impact of the asset failure on the Town’s ability to provide

services at desired levels; and

Location impacts: the varying impact of asset failure based on the asset’s location within

the Town.

Each type of impact was discussed with Town staff. Consequence of failure was determined by

using the information contained in Table 4-2 for each asset type with the exception of the

following, road surface where condition was provided by Town staff.

Levels of impact were numerically calculated, for the assets noted above, then converted to a

criticality rating ranging from “catastrophic” to “insignificant”.

With both probability of failure and consequence of failure documented, total risk of asset failure

was determined using the matrix contained in Table 4-3. Total risk has been classified under the

following categories:

Extreme Risk (E): risk well beyond acceptable levels;

High Risk (H): risk beyond acceptable levels;

Medium Risk (M): risk at acceptable levels, monitoring required to ensure risk does not

become high; and

Low Risk (L): risk at or below acceptable levels.

Condition Rating

Probability of Failure

5 Rare4 Unlikely3 Possible2 Possible1 Likely

0 Almost Certain

4-3


Table 4-2

Consequence of Failure Matrix

Table 4-3

Total Risk of Asset Failure Matrix

Risk levels can be reduced or mitigated through planned maintenance, rehabilitation and/or

replacement. An objective of this asset management plan is to reduce risk levels where they are

deemed to be too high, as well as ensure assets are maintained in a way that maintains risk at

acceptable levels.

Please refer to Appendix A for the detailed risk assessment for each of the Town’s capital assets.

It is recommended that this risk assessment be refined further by Town staff in the future.

4.3 Priority Identification

Through discussions with Town staff and review of the asset risk of failure assessment, the

following assets/categories were identified as being priorities of the Town:

Consequence of Failure

Cost Social Environmental Service Delivery

InsignificantNegligible or

Insignificant Cost No injury No Impact No Interruptions

MinorSmall/Minor Cost -

within Budget Allocations.

Minor Injury Short-term/Minor Impact - Fixable

Minor Interruptions

ModerateConsiderable Cost -

Requires Revisions to Budget

Moderate Injury Medium-term Impact -

Fixable Moderate

Interruptions

MajorSubstantial Cost - Multi-year Budget

Impacts Major Injury

Long-term Impact - Fixable

Significant Interruptions

CatastrophicSignificant Cost -

Difficult to Recover Death, Serious Injury

Long-term Impact - Permanent

Major Interruptions

Insignificant Minor Moderate Major Catastrophic

Rare L L M M HUnlikely L M M M HPossible L M M H E

Likely M M H H E

Almost Certain M H H E E

Probability of FailureConsequence of Failure

4-4


Table 4-4

Priorities Based on Asset Risk

Area / Category Description Total Risk Planned Action

Buildings Backup Generator (Town Hall) HighIncluded in

short-term capital

Buildings Backup Generator (Public Works) HighIncluded in

short-term capital

BuildingsTown Hall - Roof Replacement and Refurbishment

HighIncluded in

short-term capital

Buildings Annex - Roof Replacement HighIncluded in

short-term capital

Buildings Police - Cell Upgrade HighIncluded in

short-term capital

BuildingsCurling Club - Brick and Drain Rehabilitation

HighIncluded in

short-term capital

Equipment IT - Workstation Replacement HighIncluded in

short-term capital

Equipment Playground Replacements (Various) HighIncluded in

short-term capital

Equipment"Pay and Park" Machine Replacements (Multiple)

HighIncluded in

short-term capital

FleetParks and Recreation - Truck Replacement

HighIncluded in

short-term capital

Fleet Utility Terrain Vehicle Replacement HighIncluded in

short-term capital

FleetPublic Works Vehicle Replacement (multiple)

HighIncluded in

short-term capital

Fleet Bus Replacement HighIncluded in

short-term capital

Land Improvements Fisher Field Improvements HighIncluded in

short-term capital

Land Improvements Heritage Park Improvements HighIncluded in

short-term capital

Roads Asphalt Resurfacing (Various) HighIncluded in

short-term capital

Roads Hume St Widening HighIncluded in

short-term capital

Roads Huron/First/Huronontario Intersection HighIncluded in

short-term capital

Roads High St Widening HighIncluded in

short-term capital

Roads Hwy 26 West - Paving HighIncluded in

short-term capital

Roads Highway 26 E Widening HighIncluded in

short-term capital

Roads Mountain Road Upgrade HighIncluded in

short-term capital

Roads 10th Line Urbanization HighIncluded in

short-term capital

4-5


4.4 Long-term Forecast

For many years, lifecycle costing has been used in the field of maintenance engineering and to

evaluate the advantages of using alternative materials in construction or production design. The

method has gained wider acceptance and use recently in the management of capital assets. By

definition, lifecycle costs are all the costs which are incurred during the lifecycle of a capital asset,

from the time it is purchased or constructed, to the time it is taken out of service for disposal. The

stages which an asset goes through in its lifecycle are as follows:

Area / Category Description Total Risk Planned Action

Sidewalks Sidewalk Repairs (Various) HighIncluded in

short-term capital

Bridges Fourth and Fifth Street Bridges HighIncluded in

short-term capital

Stormwater Industrial Pond Retrofit HighIncluded in

short-term capital

Wastewater Sewer main Renewal (Various) HighIncluded in

short-term capital

WastewaterSewer Grouting and Manhole Repairs

HighIncluded in

short-term capital

Wastewater Digester Gas Boiler Replacement HighIncluded in

short-term capital

Wastewater Replace Brick at WWTP HighIncluded in

short-term capital

Water Valve Replacements (Multiple) HighIncluded in

short-term capital

Water In Ground Reservoir Rehabilitation HighIncluded in

short-term capital

Water Water Treatment Plant Rehabilitation HighIncluded in

short-term capital

4-6


Figure 4-1

Asset Lifecycle Diagram

In defining the long-term forecast for the Town’s asset management strategy, costs incurred

through an asset’s lifecycle were considered and documented.

Asset Replacement Analysis

In forecasting the Town’s asset replacement needs (excluding growth related needs),

comparisons were made between the following scenarios:

Scenario 1: Replacement forecast based on “PSAB 3150 Asset Data”

o Utilizing the PSAB 3150 inventory, year of installation and estimated service life, the

replacement of each asset was projected.

Scenario 2: Replacement forecast based on “Adjusted PSAB 3150 Asset Data”;

o Adjustments were made to the asset data (i.e. assets that are not to be replaced were

removed from the calculations) and estimated useful lives were refined, based on

information provided by Town staff, to better predict the amount and timing of

replacement.

Scenario 3: Replacement forecast based on “Phased-in Replacement”;

o The results of Scenario 2 were refined to allow for a gradual increase in capital over

the forecast period, resulting in a smoothed impact scenario.

Scenario 1: Replacement forecast based on “PSAB 3150 Asset Data”

The replacement forecast based on the PSAB 3150 asset data provides a snapshot of assets at

or nearing the end of their useful lives from a purely financial accounting perspective.

Figure 4-2 below shows the forecast over a 10 year period, where approximately $69.97 million

(replacement cost) in tax supported capital assets are showing as “immediate needs”. For this

scenario, this simply means that these assets have reached the end of their accounting useful

4-7


lives. Please refer to Appendix E for a chart and graph depicting the entire 20 year forecast for

this scenario.

Figure 4-2

10 Year Replacement Forecast

Scenario 2: Replacement forecast based on “Adjusted PSAB 3150 Asset Data”

Table 4-3 below shows the asset replacement forecast developed using adjustments to asset

data and useful lives, as provided by Town staff. Under this scenario, approximately $17.2 million

in tax supported capital assets are showing as requiring to be replaced in the first year of the

forecast. While this scenario below provides a more realistic view of replacement needs over the

forecast period, it is not financially feasible, given the Town’s current annual capital investment

amounts. Please refer to Appendix E for a chart and graph depicting the entire 20 year forecast

for this scenario.

Table 4-3


Scenario 3: Replacement forecast based on “Phased-in Replacement”

Items that had been identified under the previous scenario have been distributed within the

forecast period. Based on these adjustments, $0 of tax supported capital assets are identified as

“immediate needs”. Figure 4-4 shows the 10 year forecast under this scenario. This is the

recommended scenario for the Town. Please refer to Appendix E for a chart and graph depicting

‐

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

ImmediateNeeds

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Future Replacement Cost (Inflated)

Year of Replacement

Tax Supported AssetsScenario 1 ‐ Based on PSAB 3150 Asset Data

Storm Sewers

Fleet

Equipment

Buildings

Land Improvements

Other Infrastructure

Streetlights

Traffic Signals

Sidewalks

Bridges

Road Surface

Road Base

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

ImmediateNeeds

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Future Replacement Cost (Inlfated)

Year of Replacement

Tax Supported AssetsScenario 2 ‐ Based on Adjusted PSAB 3150 Asset Data

Storm Sewers

Fleet

Equipment

Buildings

Land Improvements


Streetlights

Traffic Signals

Sidewalks

Bridges

Road Surface

Road Base

4-8


the entire 20 year forecast for this scenario. A total of $102.6 million in tax supported, capital

replacement needs are identified over the 20 year forecast period ($46.15 million in the first 10

years). Please note that the 2014 Budget, as shown in Figure 4-4 below, includes the non-growth

share of growth related projects.

Figure 4-4


Maintenance, Non-Infrastructure Solutions, Renewal & Rehabilitation

For the recommended scenario to be feasible, the level of service adjustments discussed in

Chapter 3 and Appendix D are required in conjunction with current level of service amounts in

order to effectively maintain and rehabilitate the assets as needed. Appendix D provides

additional rehabilitation and maintenance requirements over the forecast period.

The financing strategy discussed in the next Chapter will incorporate the level of service

adjustments outlined in Appendix D into the recommended financing analysis. In addition,

expansion (i.e. growth) related needs will be layered into the forecast to determine total capital

needs for each year.

Water and Wastewater Capital Assets

The Town recently completed a 2014 Water and Wastewater Rate Study. This study analyzes

operating needs, capital needs and anticipated consumption over a defined forecast period.

Included in this analysis is $15.9 million in water capital and $24.3 million in wastewater capital

needs over a 9-year forecast period, (please see Figures 4-6 and 4-7 below). Appendix G and

H, respectively contain the detailed capital forecasts for water and wastewater.

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

ImmediateNeeds

Budget2014

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024


Year of Replacement

Tax Supported AssetsScenario 3 ‐ Phased‐in Replacement

Storm Sewers

Fleet

Equipment

Buildings

Land Improvements


Streetlights

Traffic Signals

Sidewalks

Bridges

Road Surface

Road Base

4-9


Figure 4-6

9 Year Forecast

Figure 4-7

9 Year Forecast

4.5 Procurement Methods

Section 270(1) of the Municipal Act, S.O. 2001, provides that municipalities (and local boards)

shall adopt and maintain policies with respect to its procurement of goods and services.

Procurement policies are developed to provide a framework to support open, fair, transparent and

accountable purchasing processes, and to ensure procurement processes are consistently

managed. Moreover, the establishment of a by-law adopting the procurement policy provides a

document which has the approval of Council, which allows an opportunity for public debate.

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

2014 2015 2016 2017 2018 2019 2020 2021 2022

Replacement Cost

Replacement Year

Water AssetsReplacement and Expansion Schedule

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2014 2015 2016 2017 2018 2019 2020 2021 2022

Replacement Cost

Replacement Year

Wastewater AssetsReplacement and Expansion Schedule

4-10


An effective procurement policy assists municipalities in identifying cost-effective options for

providing services, while at the same time reducing risk. Innovative project management models,

such as public-private partnerships (P3’s) or co-operative purchasing, can help bring together

expertise, resources and funding opportunities. Where appropriate, bidders can be required to

provide lifecycle costing for the products and/or services being tendered. Lifecycle costs can

include initial construction/purchase price, plus operating costs for a contracted period of time.

Incorporating a lifecycle perspective in the procurement process can encourage effective asset

management in the time period following the initial capital investment.

In order to have an effective and efficient procurement program, especially related to the

purchase/construction of large capital assets, the procurement policy can include clauses to

protect the Town, as well as assist in receiving competitive responses. Examples include:

Identification of the criteria used to determine the type of competitive process to be

followed (i.e. tender, RFP, RFQ);

Identification of circumstances when Sole Sourcing, Negotiation, and/or In-House Bids

can be used;

Description of the methods to be used for advertising a competitive process;

Providing direction for purchasing in cases of emergency;

Providing direction for purchasing as part of a co-operative purchasing group;

Outlining any requirements related to bid deposits or other financial security;

Inclusion of a non-discrimination clause highlighting positions such as having a ‘no local

preference’ policy;

Notification that any bid can be rejected by the Town;

Identification of reasons for terminating a contract with a supplier/contractor (i.e. poor

performance, unethical behaviour);

Identification of restrictions on the types and/or amounts of damages to which bidders

may be entitled, arising from their responding to a competitive process; and

Requirement for bidders to supply proof of insurance and WSIB.

As part of the continuous asset management update process, it is recommended that the Town’s

procurement policies and procedures be reviewed and compared against procurement best

practices to ensure resources are being allocated in an efficient manner.


5. FINANCING STRATEGY

5-1




The financing strategy outlines the suggested financial approach to funding the recommended

asset management strategy outlined in Chapter 4, while utilizing the Town’s existing budget

structure. This section of the asset management plan includes:

Annual expenditure forecasts broken down by:

o Maintenance/non-infrastructure solutions;

o Renewal/rehabilitation activities;

o Replacement/disposal activities; and

o Expansion activities.

Actual expenditures in the above named categories for 2011, 2012 and budget

expenditures for 2013;

A breakdown of annual funding/revenue by source;

Identification of the funding shortfall, including how the impact will be managed; and

All key assumptions are documented within Appendix B.

The long-term financing strategy forecast (including both expenditure and revenue sources) was

prepared, consistent with the Town’s departmental budget structure, so that it can be used in

conjunction with the annual budget process. Various financing options, including taxation,

reserves, reserve funds, debt, user fees and grants were considered and discussed with Town

staff during the process. Figure 5-1 provides a visual representation of how various financing

methods can be used for both initial asset purchases, as well as asset replacements.

For the recommended tax supported asset management strategy scenario, a detailed twenty (20)

year plan was generated. For water and wastewater, a detailed nine (9) year plan was generated

as part of the 2014 Rate Study. The plan identifies specific maintenance & non-infrastructure

solutions, renewal & rehabilitation, replacement & disposal, and expansion activities required for

the forecast periods as described in Chapter 4.

5-2


Figure 5-1 Financing Methods of Lifecycle Costs

5.2 Historical Results

Table 5-1 outlines the historical tax supported maintenance/non-infrastructure costs for 2012, as

well as 2013 and 2014 budgeted results. All maintenance for assets was funded through taxation

revenue for tax supported assets based on the Town’s budget structure.

Purchase

Install

Commission

Operate

Maintain

Monitor(Throughout Life

of Assets)

(To End ofUseful Life)

Removal / Decommission

Disposal

New Assets Replacement Assets

Development Charges (Growth)Reserves/Reserve Funds

DebenturesTaxation

User FeesGrantsOther

Proceeds on DisposalFunding of Disposal /

Decommissioning Costs

Tax Supported Operating BudgetUser Fees Operating Budget

Financing Methods

Purchase

Install

Commission

Operate

Maintain

Monitor(Throughout Life

of Assets)

(To End ofUseful Life)

Removal / Decommission

Disposal

5-3


Table 5-1

Historical Results

Maintenance & Non-Infrastructure Solutions

Table 5-2 outlines the historical tax supported capital results for 2012 and budgeted results for

2013 and 2014 including renewal/rehabilitation, replacement/disposal, and expansion. The

capital funding includes the use of development charges for growth (expansion) related costs,

reserve/reserve funds, debt, other revenue, as well as contributions from the operating budget.

Table 5-2 Tax Supported Historical Results

Renewal/Rehabilitation, Replacement/Disposal & Expansion

Tax Supported

Asset Maintenance 991,312 1,025,655 1,079,505 Taxation Funding 991,312 1,025,655 1,079,505

Net Unfunded - - -

Budget2014

Budget2013

Description Actual 2012

Capital Expenses

General Government 1,923,055 1,258,278 811,000 Protection Services 2,595,415 3,187,843 724,272 Transportation Services 7,519,099 3,281,000 5,415,000 Parks, Recreation and Culture 6,315,772 9,419,614 2,455,048 Municipal Service Boards 30,202 84,500 57,000 Parking 12,408 - 59,900

Total Capital Expenditures 18,395,951 17,231,235 9,522,220

Capital Financing

Grants 1,000,000 1,644,500 2,282,335 Transfer from Revenue Fund 590,501 334,490 151,000 Debentures - 8,339,315 1,069,900 Internal Borrowing 50,000 81,625 532,000 Development Charge Reserve Fund 2,284,829 3,667,296 1,685,181 Reserve Fund: Capital 2,056,396 992,355 1,286,172 Reserve Fund: Other 1,467,181 1,201,704 1,947,632 Other Revenue 1,036,700 969,950 568,000

Total Capital Financing 8,485,608 17,231,235 9,522,220

Total Capital Expenditures less Capital Financing 9,910,343 - -

Budget2014

Actual2012

Budget2013

Description

5-4


5.3 Financing Strategy

Tax Supported

Table 5-3 shows the tax supported expenditure forecast for maintenance, renewal/rehabilitation,

replacement/disposal and expansion for the first 10 years of the forecast. While this summary

only shows high level cost classifications, further detail (including the full 20 year forecast) can be

obtained from Appendix F.

Table 5-3

Tax Supported Expenditure Forecast Summary

Items in Table 5-3 labelled as “LOS Adjustment” refer to the level of service analysis discussed

in Chapter 2 and Appendix D. Expansion related costs labelled as “DC related” refer to projects

identified in the Town’s Development Charge Background Study (please refer to Appendix F).

Table 5-4 summarizes the recommended strategy to finance the asset related costs identified in

Table 5-3.

Table 5-4

Breakdown of Annual Tax Supported Funding (Revenue) by Source

These lifecycle costs are being recovered through several methods:

Taxation funding is suggested for all maintenance costs, as well as level of service

adjustment related costs related to operations.

Grants are shown as indicated in the Town’s capital forecast.

Other Contributions as indicated in the Town’s capital forecast.

Forecast (Inflated)2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Maintenance: Current Service Levels 1,079,505 1,101,095 1,123,117 1,145,579 1,168,491 1,191,861 1,215,698 1,240,012 1,264,812 1,290,108 Maintenance: LOS Adjustment - 83,232 111,427 140,716 143,531 146,401 149,329 152,316 155,362 158,469 Total Asset Maintenance 1,079,505 1,184,327 1,234,544 1,286,295 1,312,022 1,338,262 1,365,027 1,392,328 1,420,174 1,448,577

Renewal/Rehabilitation/Replacement 7,837,039 3,771,281 3,884,419 4,000,952 4,120,980 4,244,609 4,371,948 4,503,106 4,638,199 4,777,345 Replacement/Disposal - LOS Adjustment - - - - - - - - - - Total Replacement/Disposal 7,837,039 3,771,281 3,884,419 4,000,952 4,120,980 4,244,609 4,371,948 4,503,106 4,638,199 4,777,345

Expansion: DC Related 1,685,181 15,633,712 12,542,384 18,797,527 13,507,524 9,666,259 7,209,210 11,035,166 3,283,975 9,853,321 Expansion: LOS Adjustment - - - - - - - - - - Total Expansion 1,685,181 15,633,712 12,542,384 18,797,527 13,507,524 9,666,259 7,209,210 11,035,166 3,283,975 9,853,321

Total 10,601,725 20,589,319 17,661,347 24,084,774 18,940,526 15,249,130 12,946,185 16,930,600 9,342,348 16,079,244

Asset Lifecycle Costs

Forecast2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Taxation 1,079,505 1,184,327 1,234,544 1,286,295 1,312,022 1,338,262 1,365,027 1,392,328 1,420,174 1,448,577 Grants 2,282,335 - - - - - - - - - Other Contributions 1,251,000 1,445,476 314,159 9,100,258 392,955 - - - - - Debentures 1,069,900 - 1,800,000 3,200,000 5,200,000 3,000,000 - 2,000,000 - - Development Charges Reserve Funds 1,685,181 8,592,631 8,787,284 6,446,171 7,435,895 5,813,254 5,720,779 6,784,980 2,159,982 6,311,240 Gas Tax Reserve Funds - 868,674 868,674 868,674 536,905 536,905 536,905 536,905 536,905 536,905 Capital Reserve Fund 3,233,804 8,498,212 4,656,686 3,183,375 4,062,750 4,560,710 5,323,474 6,216,387 5,225,287 7,782,521 Total 10,601,725 20,589,319 17,661,347 24,084,774 18,940,526 15,249,130 12,946,185 16,930,600 9,342,348 16,079,244

Funding (Revenue) by Source

5-5


Debt financing is shown as required in years where significant capital needs are identified.

The portion of newly acquired or constructed assets that are “growth (DC) related” are

shown as financed by development charges. Depending on the timing of the growth

related projects, growth related debt financing may be required.

Gas Tax funding has been shown as a stable and long-term funding source for eligible

capital projects.

The Town will be dependent upon maintaining healthy capital reserves/reserve funds in

order to provide the remainder of the required lifecycle funding over the forecast period.

This will require the Town to proactively increase amounts being transferred to these

capital reserves during the annual budget process.

While the annual funding requirement may fluctuate, it is important for the Town to implement a

consistent, yet increasing annual investment in capital so that the excess annual funds can accrue

in capital reserve funds.

In order to fund the recommended asset requirements over the forecast period using the Town’s

own available funding sources (i.e. using taxation, gas tax funding and debentures), an increase

in the Town’s taxation levy of 3.60% per year would be required for the years 2015 to 2022,

declining to 1.80% thereafter. This assumes all departmental operating accounts would increase

at 2% annually. However, if other funding sources become available (i.e. grant funding) or if

maintenance and rehabilitation practices allow for the deferral of capital works, then the impact

on the Town’s taxation levy would decrease.

Water

Table 5-5 shows the water expenditure forecast for maintenance, renewal/rehabilitation,

replacement/disposal and expansion for the nine (9) years of the forecast, as per the 2014 Rate

Study. While this summary only shows high level cost classifications, further detail can be

obtained from Appendix G.

5-6


Table 5-5

Water Expenditure Forecast Summary



identified in the Town’s Development Charge Background Study (please refer to Appendix G).

Please note that, the Town’s Development Charge Background Study has been recently updated,

and is not reflected in the rate study or above mentioned water financing strategy. It is

recommended that the results of the update be inserted into this asset management plan as well

as the rate study.


Table 5-5.

Table 5-6

Breakdown of Annual Water Funding (Revenue) by Source


Water rate revenue is suggested for all maintenance costs, as well as level of service


Debt financing is shown as required in years where significant capital needs are identified.


shown as financed by development charges.



Forecast2014 2015 2016 2017 2018 2019 2020 2021 2022

Maintenance: Current Service Levels 256,340 262,749 269,318 276,050 282,951 290,025 297,275 304,708 312,325 Maintenance: LOS Adjustment - - - - - - - - - Total Asset Maintenance 256,340 262,749 269,318 276,050 282,951 290,025 297,275 304,708 312,325

Renewal/Rehabilitation/Replacement 1,287,700 1,371,500 755,800 561,200 473,100 544,700 1,192,800 1,204,700 1,192,400 Renewal/Rehabilitation - LOS Adjustment - - - - - - - - - Total Renewal/Rehabilitation 1,287,700 1,371,500 755,800 561,200 473,100 544,700 1,192,800 1,204,700 1,192,400

Expansion: DC Related 768,800 5,148,100 434,000 886,400 - - 118,900 - - Expansion: LOS Adjustment - - - - - - - - - Total Expansion (excl. Contributed) 768,800 5,148,100 434,000 886,400 - - 118,900 - -

Total 2,312,840 6,782,349 1,459,118 1,723,650 756,051 834,725 1,608,975 1,509,408 1,504,725


Forecast2014 2015 2016 2017 2018 2019 2020 2021 2022

Water Revenue 256,340 262,749 269,318 276,050 282,951 290,025 297,275 304,708 312,325 Grants - - - - - - - - - Non-Growth Related Debentures 1,388,446 2,100,000 - - - - - - - Growth Related Debentures 668,054 3,347,869 - 230,000 - - - - - Development Charges Reserve Funds - 857,551 370,501 656,400 - 20,300 118,900 - - Gas Tax Reserve Funds - - - - - - - - - Capital Reserve Fund - 214,180 819,299 561,200 473,100 524,400 1,192,800 1,204,700 1,192,400 Total 2,312,840 6,782,349 1,459,118 1,723,650 756,051 834,725 1,608,975 1,509,408 1,504,725


5-7








own available funding sources (i.e. using water rate revenue and debentures), a recommended

water rate forecast was developed through the 2014 Rate Study process. Please refer to Table

5-7 below. However, if other funding sources become available (i.e. grant funding) or if

maintenance and rehabilitation practices allow for the deferral of capital works, then the impact

on Town water rate revenue would decrease.

Table 5-7

Recommended Water Rate Forecast – Base Charge and Consumption Rate

Wastewater

Table 5-8 shows the wastewater expenditure forecast for maintenance, renewal/rehabilitation,

replacement/disposal and expansion for the 9 years of the forecast, as per the 2014 Rate Study.

While this summary only shows high level cost classifications, further detail can be obtained from

Appendix H.

Water Customers 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Base Charge Rate:up to 1 1/4" 9,579 $19.85 20.35 20.86 21.38 21.91 22.46 23.02 23.60 24.19 24.79 1 1/4" 39 $25.08 25.71 26.35 27.01 27.69 28.38 29.09 29.82 30.56 31.33 1 1/2" 81 $38.06 39.02 39.99 40.99 42.02 43.07 44.14 45.25 46.38 47.54 2" 64 $55.99 57.40 58.83 60.30 61.81 63.35 64.94 66.56 68.23 69.93 3" 3 $83.73 85.84 87.98 90.18 92.43 94.74 97.11 99.54 102.03 104.58 4" 8 $126.90 130.09 133.34 136.67 140.09 143.59 147.18 150.86 154.63 158.51 6" 1 $190.73 195.53 200.41 205.42 210.56 215.82 221.21 226.75 232.41 238.23 8" 4 $253.77 260.15 266.65 273.32 280.15 287.15 294.33 301.69 309.23 316.97 10" - $381.45 391.04 400.82 410.83 421.11 431.62 442.41 453.48 464.81 476.45

Annual Increase 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5%

Description 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Total Water Billing Recovery 1,601,560 1,898,152 1,970,053 2,046,923 2,127,915 2,211,604 2,298,173 2,387,777 2,480,301 2,576,133

Filtered vs. Processed Rates

Consumption Forecast By Block (m 3 )Filtered (Regular) 2,340,200 2,739,121 2,776,247 2,817,220 2,860,277 2,903,334 2,946,391 2,989,448 3,032,504 3,075,561Filtered (Summer) 82,846 96,968 98,283 99,733 101,257 102,782 104,306 105,830 107,354 108,879Processed 712,267 712,267 712,267 712,267 712,267 712,267 712,267 712,267 712,267 712,267Total Consumption 3,135,313 3,548,356 3,586,797 3,629,220 3,673,801 3,718,383 3,762,964 3,807,545 3,852,126 3,896,707

Block Rates ($/m 3 )Filtered - Regular 0.590 0.604 0.620 0.635 0.651 0.667 0.684 0.701 0.718 0.736Filtered - Summer 1.066 1.092 1.119 1.147 1.176 1.205 1.236 1.266 1.298 1.331Processed 0.187 0.192 0.196 0.201 0.206 0.211 0.217 0.222 0.228 0.233

Annual % Increase in Rates 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5%

5-8


Table 5-8

Wastewater Expenditure Forecast Summary



identified in the Town’s Development Charge Background Study (please refer to Appendix H).

Please note that, the Town’s Development Charge Background Study has been recently updated,

and is not reflected in the rate study or above mentioned wastewater financing strategy. It is

recommended that the results of the update be inserted into this asset management plan as well

as the rate study.


Table 5-8.

Table 5-9

Breakdown of Annual Wastewater Funding (Revenue) by Source


Wastewater rate revenue is suggested for all maintenance costs, as well as level of service



shown as financed by development charges.



Forecast2014 2015 2016 2017 2018 2019 2020 2021 2022

Maintenance: Current Service Levels Mains and Laterals 232,829 238,650 244,616 250,731 257,000 263,425 270,010 276,761 283,680 Wastewater Treatment Plant 172,303 176,610 181,025 185,551 190,190 194,944 199,818 204,814 209,934

Maintenance: LOS Adjustment - - - - - - - - - Total Asset Maintenance 405,132 415,260 425,641 436,282 447,189 458,369 469,828 481,574 493,613

Renewal/Rehabilitation/Replacement 4,408,800 1,784,800 516,900 530,900 544,200 3,457,000 2,950,300 3,025,300 4,722,200 Renewal/Rehabilitation - LOS Adjustment - - - - - - - - - Total Renewal/Rehabilitation 4,408,800 1,784,800 516,900 530,900 544,200 3,457,000 2,950,300 3,025,300 4,722,200

Expansion: DC Related - 288,900 107,700 - 332,100 - 1,483,500 - 124,900 Expansion: LOS Adjustment - - - - - - - - - Total Expansion (excl. Contributed) - 288,900 107,700 - 332,100 - 1,483,500 - 124,900

Total 4,813,932 2,488,960 1,050,241 967,182 1,323,489 3,915,369 4,903,628 3,506,874 5,340,713


Forecast2014 2015 2016 2017 2018 2019 2020 2021 2022

Wastewater Revenue 455,132 465,260 425,641 436,282 447,189 458,369 469,828 481,574 493,613 Grants - - - - - - - - - Non-Growth Related Debentures - - - - - - - - - Growth Related Debentures - - - - - - - - - Development Charges Reserve Funds - 288,900 107,700 - 250,352 - 1,267,217 - 124,900 Gas Tax Reserve FundsCapital Reserve Fund 4,358,800 1,734,800 516,900 530,900 625,948 3,457,000 3,166,583 3,025,300 4,722,200 Total 4,813,932 2,488,960 1,050,241 967,182 1,323,490 3,915,369 4,903,628 3,506,874 5,340,713


5-9








own available funding sources (i.e. using wastewater rate revenue and debentures), a

recommended wastewater rate forecast was developed through the 2014 Rate Study process.

Please refer to Table 5-10 below. However, if other funding sources become available (i.e. grant

funding) or if maintenance and rehabilitation practices allow for the deferral of capital works, then

the impact on Town wastewater rate revenue would decrease. In order to assess the impacts of

the wastewater rates specifically, a wastewater rate study update would be required.

Table 5-10

Recommended Wastewater Rate Forecast – Base Charge and Consumption Rate

5.4 Funding Shortfall

Assuming the Town maintains adequate capital reserve funds, the recommended asset

management strategy discussed in Chapter 4 will be fully funded. It is believed this can be

accomplished through each annual budget process. However, the recommended asset

management strategy does defer significant capital replacements, in comparison to

recommendations stated in various Town asset related reports. In the event that certain deferred

replacements result in increased risks and/or projected asset failures, further funding may be

required to address the costs associated with accelerating replacement timelines. In addition, in

the event that the Town is not successful in recent grant applications, additional funding would be

required in the short-term.

Wastewater Customers 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Base Charge Rate:up to 1 1/4" 8,767 $43.37 44.88 46.45 48.08 49.75 51.50 52.78 54.09 55.44 56.82 1 1/4" 39 $54.94 56.86 58.84 60.90 63.03 65.23 66.86 68.52 70.23 71.98 1 1/2" 81 $82.40 85.28 88.26 91.34 94.53 97.84 100.28 102.77 105.33 107.96 2" 64 $121.43 125.67 130.06 134.61 139.31 144.18 147.78 151.46 155.23 159.10 3" 3 $182.15 188.51 195.09 201.91 208.96 216.28 221.67 227.19 232.84 238.65 4" 8 $274.67 284.26 294.19 304.47 315.11 326.13 334.27 342.59 351.11 359.87 6" 1 $413.43 427.87 442.81 458.29 474.29 490.89 503.13 515.66 528.49 541.67 8" 4 $550.77 570.01 589.91 610.53 631.85 653.96 670.27 686.96 704.06 721.61 10" - $828.32 857.25 887.18 918.20 950.26 983.51 1,008.04 1,033.14 1,058.85 1,085.25

Annual Increase 3.5% 3.5% 3.5% 3.5% 3.5% 2.5% 2.5% 2.5% 2.5%

Description 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Total Wastewater Billing Recovery 1,837,159 1,924,466 2,017,873 2,118,382 2,224,942 2,336,519 2,429,374 2,525,279 2,624,452 2,727,108

Total Billable Volume (m3) 2,820,087 2,854,008 2,891,134 2,932,107 2,975,164 3,018,221 3,061,278 3,104,334 3,147,391 3,190,448

Constant Rate 0.651 0.674 0.698 0.722 0.748 0.774 0.794 0.813 0.834 0.855

Annual % Increase in Rates 3.5% 3.5% 3.5% 3.5% 3.5% 2.5% 2.5% 2.5% 2.5%

5-10


A fundamental approach to calculating the cost of using a capital asset and for the provision of

the revenue required when the time comes to retire and replace it is the “sinking fund method”.

This method first estimates the future value of the asset at the time of replacement, by inflating

the current value of the asset at an assumed annual capital inflation rate. A calculation is then

performed to determine annual contributions which, when invested in a reserve fund, will grow

with interest to a balance equal to the future replacement cost. The contributions are calculated

such that they also increase annually with inflation. Under this approach, an annual capital

investment amount is calculated where funds are available for short-term needs while establishing

a funding plan for long-term needs. Annual contributions in excess of capital costs in a given year

would be transferred to a “capital replacement reserve fund” for future capital replacement needs.

This approach provides for a stable funding base, eliminating variances in annual funding

requirements, particularly in years when capital replacement needs exceed typical capital levy

funding. Please refer to Figure 5-2 for an illustration of this method.

Figure 5-2

Sinking Fund Method

Tax Supported

From a tax supported asset base perspective, the estimated annual sinking fund requirement,

based on using the calculations discussed above, is approximately $9.66 million (in 2014 dollars).

Current annual capital investment is approximately $780,000. This would provide a high level

estimate of the Town’s annual tax supported infrastructure funding deficit at $8.96 million (in 2014

dollars).

Under the recommended financing strategy, the Town would be making proactive attempts to

mitigate this funding gap over the forecast period. Please see Figure 5-3 below for a 10 year

forecast of implementing this strategy for tax supported assets. The blue portion of the graph

outlines the current capital investment amounts, increasing at inflation. The red portion indicates

5-11


the result of implementing recommended increases in available funding sources (resulting in

increases in capital investment annually). The green represents optimal annual capital

investment amounts (calculated as described above). Please note “optimal” capital investment

funding can come from a number of additional sources, such as grants, donations, debt and other

contributions. Please refer to Appendix F for a 20 year version of this graph, indicating that if

recommended annual funding levels are achieved, the estimated annual infrastructure funding

gap would be eliminated during the forecast period.

Figure 5-3

Tax Supported Assets

To further mitigate the potential infrastructure funding deficit, the Town could consider:

Decreasing expected levels of service to make available capital funding;

Issuing debt for significant and/or unforeseen capital projects, in addition to the debt

recommended within this report, while staying within the Town’s debt capacity limits (this

would have the impact of spreading out the capital repayment over a defined term);

Actively seeking out and applying for grants;

Consider approaching the development community for funding assistance with respect to

growth/expansion related projects;

Rate increases, where needed (i.e. taxation, user fees); or

Implementing operating efficiencies (i.e. reduced operating costs to allow more capital

investment).


6. RECOMMENDATIONS

6-1


6. RECOMMENDATIONS

The following recommendations have been provided for consideration:

That the Town of Collingwood Asset Management Plan be received and approved by

Council;

That consideration of this Asset Management Plan be made as part of the annual

budgeting process to ensure sufficient capital funds are available to fund capital

requirements; and

That this Asset Management plan be updated as needed over time to reflect the current

priorities of the Town.

The current level of funding for asset replacement and renewal at the Town will not sufficiently

fund capital needs or close the infrastructure funding gap. As such, it is recommended that the

following additional recommendations be considered during the annual budget process:

Initiation of “level of service” (LOS) strategies discussed in Chapters 3, 4 and Appendix D.

Consider an increase in taxation as part of upcoming budget deliberations, dedicated to

capital, to be transferred to capital reserve(s).

Water and wastewater rate increases consistent with the calculations provided in the 2014

Rate Study.

Substantial investment in capital needs will be required over the forecast period. Through the

recommendations provided above, proactive steps would be taken to increase capital investment,

as well as reduce the annual infrastructure funding gap for these assets. Enhanced level of

service will assist in maintaining adequate asset conditions, mitigate asset risk, as well as

potentially defer capital needs within the forecast period. In addition, the Town should pursue

available capital grants, wherever possible, to further reduce the infrastructure funding gap.

Through the creation of this plan, Town staff have been provided with a model in which

amendments and revisions can be made as needed. It is anticipated that the final plan adopted

by Council will be monitored and updated frequently by Town staff as part of the budget process,

with refinements and specific recommendations being provided with respect to the priority of each

individual project.


APPENDIX A

DETAILED ASSET INVENTORY


PLEASE REFER TO TECHNICAL APPENDIX


APPENDIX B

ASSET MANAGEMENT ASSUMPTIONS

B-1


APPENDIX B: ASSET MANAGEMENT PLAN ASSUMPTIONS

The following assumptions were made during the creation of the Town’s asset management plan.


a) Indexing: When inflating an asset value to a 2013 replacement value, the Non-Residential

Building Construction Price Index (NRBCPI) was used for Roads, Sidewalks, Buildings,

and Stormwater related assets. The Consumer Price Index (CPI) was used for all other

assets including Land Improvements, Equipment, Fleet, Traffic Signals, Street Lights, and

Other infrastructure. In order to establish an initial condition assessment for some assets,

calculations were performed to link condition to asset age. This was done in order to

establish condition ratings for this report and it is recommended that the Town follow the

“Condition Assessment Policy” shown in Appendix C in the future.


a) Capital inflation rate will be assumed to be 3% annually.

b) Operating budget inflation rate will be assumed to be 2% annually.

c) Regarding operating expenses included in the Town’s current budget, it is assumed that

they will increase at an operating inflation rate annually, unless staff have provided

alternative impacts.

d) When any existing debenture payments are complete (if applicable), annual budget

savings created through removing these payments have been dedicated to capital.


a) Taxation assessment growth is assumed to be 1.0% annually.

b) Development charges rates are assumed to increase at 2% annually.

c) Gas tax revenue has been identified as a funding source for the purposes of this analysis

(i.e. for asset replacement purposes), and has been assumed to continue throughout the

forecast period.

d) Interest rate earned on a Capital Replacement Reserve Fund will be 2% annually.

e) In the case where debt financing is needed, the model assumed debt terms of 20 years at

5% annual interest. For growth related debt, debt payments are shown as funded directly

from the development charge reserve funds.


APPENDIX C

DATA VERIFICATION AND CONDITION ASSESSMENT

POLICY

C-1


APPENDIX C: DATA VERIFICATION AND CONDITION

ASSESSMENT POLICY

Town of Collingwood

Data Verification and Condition Assessment Policy

Data Verification

1. The main source of asset data updating and editing will be though the Town’s PSAB 3150

compliance procedures.

2. Asset additions, disposals, betterments, and write-offs will be recorded based on the

Town’s PSAB 3150 Compliance Policies.

3. Verification of the correct treatment of asset revisions will be completed through frequent

annual reviews by the Town’s Treasurer as well as an annual review by the Town’s

external auditor.

4. During years in which condition assessments are not being performed, asset replacement

cost will be determined based on a combination of inflating previous current values or

thorough the use of the current year’s historical invoice data. Where indices are being

used, the Non-Residential Building Construction Price Index (NRBCPI) shall be used for

construction related assets (i.e. roads related, storm, water, and facilities) and the

Consumer Price Index (CPI) shall be used for all other assets (i.e. machinery & equipment,

vehicles and land improvements).

Condition Assessment

1. Condition assessments shall be performed as outlined in Table C-1 below. Condition

assessments shall be performed by qualified individuals (or companies) and shall include

a review of the following:

Current asset condition (consistent with the rating format used within this report, unless

Town staff stipulate a new format);

i. Identify any unusual wear from asset use that may hinder asset performance and

eventually reduce useful life.

ii. Assess asset performance and identify (if any) capital improvements that can be

applied to extend the asset’s useful life and/or bring the asset back to proper

service levels.

Current asset replacement cost. This is to be based on replacing the asset under

current legislation/requirements using the Town’s specifications; and

Remaining service life, assuming current maintenance and usage levels.

C-2


Table C-1

Condition Assessment Time Table

Asset Type Frequency of Condition Assessment

Roads Related Every 5 years, based on Minimum

Maintenance Standards

Bridges and Culverts (greater than 3m)

Every 2 years, based on applicable legislation

Facilities Every 5-10 years, with priority given

to older buildings

Vehicles, Machinery and Equipment

Annually (typically by Town staff), part of maintenance program

Water, Wastewater, Storm Related

Every 5 years, based on applicable legislation


APPENDIX D

LEVEL OF SERVICE IMPACT ANALYSIS

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Transportation ServicesExpenditures

Operating Expenditures Roads maintenance Maintenance 100,000 4 50,000 75,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Operating Expenditures Additional maintenance for transit buses Maintenance 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000

Sub-total Expenditures 130,000 80,000 105,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000

Total Expenditures (Uninflated) 130,000 80,000 105,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000

Total Operating Expenditures (Uninflated) 80,000 105,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000

Total Capital Expenditures (Uninflated) - - - - - - - - - - - - - - - - - - -

Total Operating Expenditures (Inflated) 83,232 111,427 140,716 143,531 146,401 149,329 152,316 155,362 158,469 161,639 164,871 168,169 171,532 174,963 178,462 182,031 185,672 189,385 193,173

Total Capital Expenditures (Inflated) - - - - - - - - - - - - - - - - - - -

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Maintenance 83,232 111,427 140,716 143,531 146,401 149,329 152,316 155,362 158,469 161,639 164,871 168,169 171,532 174,963 178,462 182,031 185,672 189,385 193,173 Rehabilitation/Renewal - - - - - - - - - - - - - - - - - - - Replacement - - - - - - - - - - - - - - - - - - - Expansion - - - - - - - - - - - - - - - - - - -

Grand Total (Inflated) 83,232 111,427 140,716 143,531 146,401 149,329 152,316 155,362 158,469 161,639 164,871 168,169 171,532 174,963 178,462 182,031 185,672 189,385 193,173

Departments Impact(2013$)

Phase-in Period

(in Years)Description Planned Actions

Town of Collingwood

Asset Management Strategy - Change in Level of Service2014 Asset Management Plan

Planned Actions Summary

Tax Supported ServicesTable D-1

Impact (Inflated)

Watson & Associates Economists Ltd. H:\Collingwood\2013 Asset Management\Collingwood AM Model FINAL v3.xlsx

D-1


APPENDIX E

SCENARIO ANALYSIS – CAPITAL FORECASTS

Asset TypeImmediate

Needs2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Total Scheduled Capital - Inflated 69,974,971 2,885,547 5,763,072 5,893,701 4,231,168 7,707,625 4,896,893 11,761,270 2,477,270 3,188,903 9,015,607 4,402,217 6,336,384 3,048,612 4,399,923 10,727,974 11,868,958 16,870,709 4,593,039 6,485,563 13,612,498 210,141,905

Road Base 45,287,082 - 1,621,214 431,765 1,752,334 2,631,966 615,841 1,588,096 913,591 1,984,900 2,361,951 348,875 1,595,157 441,426 - 533,051 - - - 590,723 - 62,697,971 Road Surface - 721,644 983,156 4,151,433 1,054,150 1,269,224 2,995,405 1,215,851 - 131,766 1,138,888 313,811 628,855 868,102 931,943 1,518,748 935,679 189,202 859,108 518,667 241,736 20,667,369 Bridges 7,759,892 - - 186,021 - - - 3,532,736 223,521 - - - - - - 1,285,560 - 2,847,846 - - - 15,835,576 Sidewalks 4,992,933 301,945 1,323,712 327,395 90,909 75,214 148,910 173,293 195,677 175,940 198,684 301,799 222,692 229,536 684,128 783,558 535,783 210,761 - - 1,085,881 12,058,749 Traffic Signals 318,811 - 125,202 - - 133,113 103,626 151,871 - - 304,947 177,242 189,056 485,088 - 282,943 140,935 3,446,660 - 369,756 575,808 6,805,058 Streetlights 1,708,059 3,816 - 10,715 29,164 300,357 94,319 - 121,180 24,167 79,655 28,203 - 137,471 371,133 - - 4,915,320 211,147 - 3,139,129 11,173,835 Other Infrastructure 387,160 266,259 - - - - - - - 100,883 - 124,960 165,367 95,496 203,719 - 2,285,699 104,279 165,628 45,207 837,421 4,782,078 Land Improvements 1,602,534 29,094 42,430 21,696 348,360 271,185 - 1,666,261 115,294 290,590 587,438 567,285 626,780 321,378 465,734 639,246 426,289 3,420,250 385,999 324,101 3,163,822 15,315,766 Buildings 1,241,772 - - 165,467 83,451 34,587 160,414 - 169,367 - 23,409 272,880 - 127,809 947,623 2,327,070 5,374,523 109,695 76,425 4,183,491 1,294,425 16,592,410 Equipment 304,498 151,858 103,768 144,047 94,226 349,696 293,692 888,422 19,229 185,572 514,177 204,084 229,139 101,213 126,632 567,962 293,758 1,480,825 132,929 139,094 691,011 7,015,831 Fleet 783,034 117,879 1,438,013 243,934 173,240 1,473,973 306,264 1,106,566 579,688 91,927 3,412,983 289,047 2,288,052 189,245 106,568 2,511,765 496,471 97,510 2,543,699 289,017 2,395,946 20,934,824 Storm Sewers 5,589,195 1,293,053 125,576 211,228 605,334 1,168,310 178,420 1,438,173 139,723 203,158 393,475 1,774,031 391,287 51,849 562,444 278,071 1,379,820 48,360 218,104 25,508 187,320 16,262,437

Asset TypeImmediate

Needs2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Total Scheduled Capital - Inflated - 17,165,716 2,132,552 4,978,103 1,498,842 1,675,275 5,517,470 7,646,050 713,477 933,078 2,381,620 3,228,924 8,006,397 1,826,753 3,765,866 6,489,184 10,711,354 8,788,332 4,523,442 6,848,193 1,538,449 100,369,078

Road Base - 3,989,433 - - - - - - - - - - 1,052,636 - - - - - - - - 5,042,069 Road Surface - 721,644 983,156 4,151,433 1,054,150 1,269,224 2,995,405 1,215,851 - 131,766 1,138,888 313,811 628,855 868,102 931,943 1,518,748 935,679 189,202 859,108 518,667 241,736 20,667,369 Bridges - 7,992,689 - 186,021 - - - 3,532,736 223,521 - - - - - - 1,285,560 - 2,847,846 - - - 16,068,373 Sidewalks - - 56,111 - - - 48,520 271,156 - - - - 2,062,750 - 121,610 159,837 - 694,866 - 30,055 55,697 3,500,603 Traffic Signals - 85,269 130,038 123,973 - - - 145,143 - - 154,315 120,132 176,060 - - 353,517 205,472 219,168 562,350 - 328,009 2,603,444 Streetlights - - - - - - - - - - - - - - - - - - - - - - Other Infrastructure - 665,033 - - - - - - - 100,883 - 124,960 165,367 95,496 203,719 - 2,285,699 104,279 165,628 45,207 138,168 4,094,439 Land Improvements - 1,679,704 42,430 21,696 138,931 112,376 - 626,320 - 233,885 382,510 189,218 626,780 321,378 465,734 148,186 774,175 2,615,861 328,893 324,101 377,501 9,409,678 Buildings - 858,913 - 165,467 83,451 34,587 160,414 - 169,367 - 23,409 272,880 - 127,809 947,623 2,269,691 5,433,624 109,695 76,425 4,183,491 53,885 14,970,733 Equipment - 465,491 103,768 75,312 165,023 199,241 228,771 965,784 19,229 103,499 274,027 538,509 139,455 193,587 126,632 456,670 408,389 1,480,825 25,842 249,394 254,662 6,474,109 Fleet - 589,762 817,048 254,202 57,287 59,847 2,069,289 889,058 301,360 363,045 408,470 1,669,415 2,165,535 220,382 968,605 208,308 668,316 469,206 2,505,196 1,466,243 88,791 16,239,367 Storm Sewers - 117,778 - - - - 15,070 - - - - - 988,959 - - 88,668 - 57,383 - 31,035 - 1,298,893

Asset TypeImmediate

NeedsBudget

20142015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL

Total Scheduled Capital - Inflated - 7,837,039 3,771,281 3,884,419 4,000,952 4,120,980 4,244,609 4,371,948 4,503,106 4,638,199 4,777,345 4,920,666 5,068,286 5,220,334 5,376,944 5,538,253 5,704,400 5,875,532 6,051,798 6,233,352 6,420,353 102,559,796

Road Base - 158,755 163,518 168,424 173,476 178,681 184,041 189,562 195,249 201,107 207,140 213,354 219,755 226,347 233,138 240,132 247,336 254,756 262,398 270,270 3,987,437 Road Surface - 897,040 923,951 951,669 980,219 1,009,626 1,039,915 1,071,112 1,103,246 1,136,343 1,170,433 1,205,546 1,241,713 1,278,964 1,317,333 1,356,853 1,397,559 1,439,485 1,482,670 1,527,150 22,530,828 Bridges - 557,496 574,220 591,447 609,190 627,466 646,290 665,679 685,649 706,219 727,405 749,227 771,704 794,855 818,701 843,262 868,560 894,617 921,455 949,099 14,002,543 Sidewalks - 134,687 138,727 142,889 147,176 151,591 156,139 160,823 165,648 170,617 175,736 181,008 186,438 192,031 197,792 203,726 209,837 216,133 222,616 229,295 3,382,906 Traffic Signals - 96,241 99,128 102,102 105,165 108,320 111,570 114,917 118,364 121,915 125,573 129,340 133,220 137,217 141,333 145,573 149,940 154,438 159,072 163,844 2,417,270 Streetlights - - - - - - - - - - - - - - - - - - - - - Other Infrastructure - 140,776 144,999 149,349 153,830 158,445 163,198 168,094 173,137 178,331 183,681 189,191 194,867 200,713 206,734 212,937 219,325 225,904 232,681 239,662 3,535,856 Land Improvements - 334,456 344,490 354,824 365,469 376,433 387,726 399,358 411,339 423,679 436,389 449,481 462,965 476,854 491,160 505,895 521,072 536,704 552,805 569,389 8,400,490 Buildings - 517,857 533,393 549,395 565,876 582,853 600,338 618,348 636,899 656,006 675,686 695,957 716,835 738,340 760,491 783,305 806,804 831,009 855,939 881,617 13,006,948 Equipment - 248,497 255,952 263,631 271,540 279,686 288,076 296,719 305,620 314,789 324,232 333,959 343,978 354,298 364,926 375,874 387,150 398,765 410,728 423,050 6,241,470 Fleet - 636,466 655,560 675,227 695,484 716,349 737,839 759,974 782,773 806,257 830,444 855,358 881,018 907,449 934,672 962,713 991,594 1,021,342 1,051,982 1,083,541 15,986,043 Storm Sewers - 49,010 50,480 51,994 53,554 55,161 56,816 58,520 60,276 62,084 63,946 65,865 67,841 69,876 71,972 74,131 76,355 78,646 81,005 83,435 1,230,967 All Assets (excl. growth related) 7,837,039 7,837,039

Table E-3Replacement Year Based on Scenario 3

Town of Collingwood2013 Asset Management Plan

Scheduled Capital Replacement (Tax Supported Assets) - Inflated

Replacement Year Based on Scenario 1

Replacement Year Based on Scenario 2Table E-2

Table E-1

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E-1

Town of Collingwood2013 Asset Management Plan

Scheduled Capital Replacement (Tax Supported Assets) - Inflated

‐

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

ImmediateNeeds

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Future Replacement Cost (Inflated)

Year of Replacement

Figure E‐1Tax Supported Assets

Scenario 1 ‐ Based on PSAB 3150 Asset Data

Storm Sewers

Fleet

Equipment

Buildings

Land Improvements


Streetlights

Traffic Signals

Sidewalks

Bridges

Road Surface

Road Base

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

ImmediateNeeds

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033


Year of Replacement


Scenario 2 ‐ Based on Adjusted PSAB 3150 Asset Data

Storm Sewers

Fleet

Equipment

Buildings

Land Improvements


Streetlights

Traffic Signals

Sidewalks

Bridges

Road Surface

Road Base

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

ImmediateNeeds

Budget2014

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033


Year of Replacement


Scenario 3 ‐ Phased‐in Replacement

Storm Sewers

Fleet

Equipment

Buildings

Land Improvements


Streetlights

Traffic Signals

Sidewalks

Bridges

Road Surface

Road Base

Watson & Associates Economists Ltd. H:\Collingwood\2013 Asset Management\Collingwood AM Inventory FINAL v3.xlsx

E-2


APPENDIX F

TAX SUPPORTED ASSET MANAGEMENT STRATEGY &

FINANCING STRATEGY

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Growth Projects (DC)

Fire Protection Services

Provision for Additional Fire Facility Space 3,913,400 3,913,400

UTV 25,000 25,000

Pumper 650,000 650,000

Rescue 550,000 550,000

Provision for Public Education Vehicle 30,000 30,000

Equipment for New Firefighters (16) 152,000 152,000

Gas Dectection Equipment 10,000 10,000 Police Services

Provision for Additional Facility Space 2,000,000 2,000,000

Upgrade/Expand Cells and Removal of Fuel Tanks 640,000 640,000

Provision for Additional Gear for Additional Officers 22,400 22,400 Roads and Related

Roads

Highway 26: Keith Avenue to Silver Creek Drive 4,684,000 4,684,000

Mountain Road: Tenth Line to Osler Bluff Road 2,872,100 2,872,100

Hume Street: PRP to Hurontario Street 6,931,800 6,931,800

Sixth Line: Poplar Sideroad to Sandford Fleming Dr. 850,400 850,400

Hurontario Street: Hume Street to Collins Street 1,636,000 1,636,000

Collins Street: Ste. Marie Street to Katherine Street 755,600 755,600

High Street: Third Street to Fifth Street 1,002,400 1,002,400

Tenth Line: Sixth Street to Mountain Road 3,326,300 3,326,300

Highway 26: Keith Avenue to Silver Creek Drive 7,277,000 7,277,000

High Street: Poplar Sideroad to Tenth Street 3,276,700 3,276,700

Third Street: High Street to Maple Street 2,179,100 2,179,100

Cameron Street Extension: High St. to Hurontario St. 1,503,400 1,503,400

Mountain Road: Cambridge Street to Tenth Line 8,333,600 8,333,600

Peel Street: Ontario Street to Collins Street 2,441,400 2,441,400

Harbour Street Extension: Tenth Line to Georgian Trail 725,800 725,800

Sixth Street: Tenth Line to High Street 2,404,900 2,404,900

Highway 26: PRP to Marine View Drive 8,700,000 8,700,000

Sandford Fleming Drive Extension: Sixth Line to Highway 26 285,400 285,400

Huron Street: Pine Street to Heritage Drive 685,500 685,500

Class EA & Studies 120,000 120,000

Road Upgrades (Peel & Collins)* 50,000 50,000

Intersection Improvements

Hume Street / St. Marie Street 225,000 225,000

Hume Street / Minnesota Street 225,000 225,000

Hume Street / Peel Street 225,000 225,000

Hume Street / Raglan Street 225,000 225,000

Highway 26N / Sandford Fleming Drive 225,000 225,000

Sixth Street / Oak Street 200,000 200,000

High Street / Home Depot Access 93,750 93,750

High Street / Third Street 250,000 250,000

High Street / First Street 375,000 375,000

Highway 26 / Habour Street / Balsam Street 375,000 375,000

Mountain Road / First Street Extension / Cambridge Street 187,500 187,500

High Street / Third Street 437,500 437,500

High Street / Sixth Street 93,750 93,750

High Street / First Street 250,000 250,000

Mountain Road / Tenth Line 62,500 62,500

Hurontario Street / Hume Street 12,500 12,500

Hume Street / Pretty River Parkway 12,500 12,500

Mountain Road / Tenth Line 1,000,000 1,000,000

Sixth Street / Tenth Line 1,000,000 1,000,000

Poplar Sideroad / Sixth Line 1,000,000 1,000,000

Sidewalks

High Street: Third Street to Fifth Street 213,000 213,000

High Street: Poplar Sideroad to Tenth Street 608,200 608,200

Poplar Sideroad: Hurontario Street to High Street 67,900 67,900

Highway 26: Pretty River Parkway to Sixth Line 627,400 627,400

Mountain Road: Cambridge Street to Tenth Line 457,400 457,400

Tenth Line: Poplar Sideroad to Sixth Street 144,300 144,300

Tenth Line: Sixth Street to Mountain Road 83,100 83,100

Mountain Road: Tenth Line to Osler Bluff Road 170,400 170,400

Highway 26: Osler Bluff Road to Lighthouse Lane 161,900 161,900

Third Street: Spruce Street to Maple Street 264,700 264,700

Collins Street: Hurontario Street to Katherine Street 170,900 170,900

Cameron Street: High Street to Hurontario Street 321,300 321,300

Peel Street: Ontario Street to Bush Street 451,800 451,800

Sixth Street: Tenth Line to High Street 543,900 543,900

Second Street: High Street to Spruce Street 46,000 46,000

Hurontario Street: Lockhart Road to Poplar Sideroad 162,900 162,900

Huron Street: Niagra Street to Naper Street 52,200 52,200

Outstanding Credits 509,161 509,161

Town of Collingwood

2014 Asset Management Plan

Description TotalForecast

Table F-1Tax Supported Expansion Projects - Uninflated (2014 $)


F-1

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Town of Collingwood




Public Works Facilities

Office Addition 380,000 380,000

Rolling Stock

Provision for Added Needs from Growth (2014-2018) 765,000 153,000 153,000 153,000 153,000 153,000

Provision for Added Needs from Growth (2019-2031) 1,989,000 153,000 153,000 153,000 153,000 153,000 153,000 153,000 153,000 153,000 153,000 153,000 153,000 153,000 Transit Vehicles, Shelters and Pads

40 ft Low Floor Eldorado Transit Bus 433,000 433,000

40 ft Low Floor Eldorado Transit Bus 433,000 433,000

Additional Bus Shelters (1/year) 40,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Parking Spaces

100 space parking lot 850,000 850,000

100 space parking lot 850,000 850,000 Airport Facilities, Runways & Taxiways

Provision for Airport Space 175,000 175,000

Provision for Airport Space 175,000 175,000

New Taxiway 1,300,000 1,300,000 Parkland Development

Sunset Point phased 4,230,000 1,410,000 1,410,000 1,410,000

Harbourlands phased 4,760,000 4,760,000

New Park - South of Admiral School 825,000 825,000

New Park - Consar/Red Maple Development 825,000 825,000

New Park - Mountain Croft subdivision 715,000 715,000

New Park - Mair Mills phase 2 825,000 825,000

New Park - Riverside Park 210,000 210,000

New Park - Linksview subdivision 825,000 825,000

New Park - Baseball Facility 2,000,000 2,000,000

New Park - future subdivision development 1,000,000 1,000,000

Harbourlands - Shipyards Walkway 911,410 911,410

Fisher Field - soccer fields, washroom, office, parking lots, lighting 625,000 625,000

Heritage Park - phase 1 440,000 440,000



Harbourview Park washroom facility 500,000 500,000

Picnic Shelter 26,000 26,000

Playground Upgrades 675,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000

Neighbourhood Park - field house, washrooms, fencing, lighting, parking lots 675,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000

Shade Shelters 500,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Town Signage 50,000 50,000

Ball Diamond Lights 100,000 100,000

Multi-Use Courts - tennis, basketball etc. 500,000 500,000

Splash Park 300,000 300,000

Lawn bowling 750,000 750,000

Skateboard Park 400,000 400,000

Harbourview Park pedestrian lighting 250,000 250,000

Docking - Promenade 375,000 375,000

Docking - Finger Docks 500,000 500,000

Docking - MacDonald 1,000,000 1,000,000

Community trails 1,000,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Parks and Recreation Vehicles and Equipment

Tractor (1) 60,000 60,000

Tractor (1) 62,000 62,000

Tractor (1) 64,000 64,000

Tractor (1) 66,000 66,000

Tractor (1) 68,000 68,000

Pickup Truck (1 annually) 250,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000

1 Tonne Truck 50,000 50,000

1 Tonne Truck 60,000 60,000

Mower (1 annually) 100,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Truck for Facility Division 30,000 30,000 Indoor Recreation Facilities

Curling Club - Renovations 370,000 370,000

Arena Renovation - Accessiblity 21,000 21,000

Eddie Bush Memorial Arena refrigeration & equipment 1,057,000 1,057,000

Eddie Bush Memorial Arena Floor Upgrade to allow for year round use & Board Replacem 500,000 500,000

Indoor Recreation Space at Marina 3,170,000 3,170,000

Building at curling club to house tractor 50,000 50,000 Library Collection Materials

Provision for Materials (2014-2018) 735,000 147,000 147,000 147,000 147,000 147,000

Provision for Materials (2019-2023) 735,000 147,000 147,000 147,000 147,000 147,000 Administration Studies

Road Needs Study/Transportation Study 210,000 210,000

Parks & Recreation Master Plan 250,000 250,000

Development Charge Study 84,000 42,000 42,000

Development Charge Study 200,000 40,000 160,000

Official Plan -

Fire Master Plan -

Total Capital Expenditures 122,240,071 4,137,500 15,178,361 11,822,400 17,202,400 12,001,260 8,338,200 6,037,600 8,972,600 2,592,400 7,551,750 8,624,400 5,018,400 3,590,100 2,557,900 878,800 7,430,000 153,000 153,000 - -


F-2

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Town of Collingwood




Capital Financing

Provincial/Federal Grants - - - - - - - - - - - - - - - - - - - - -

Other Contributions 8,608,150 - - - 8,289,400 318,750 - - - - - - - - - - - - - - -

Growth Related Debenture Requirements - - - - - - - - - - - - - - - - - - - - -

Non-Growth Related Debenture Requirements - - - - - - - - - - - - - - - - - - - - -

Development Charges Reserve Fund 75,094,260 2,073,540 8,342,360 8,282,858 5,899,160 6,606,696 5,014,564 4,791,062 5,516,810 1,705,110 4,837,040 7,506,741 2,997,040 2,284,959 2,076,920 878,800 5,974,600 153,000 153,000 - -

Tax Supported Capital Reserve Fund 38,537,661 2,063,960 6,836,001 3,539,542 3,013,840 5,075,814 3,323,636 1,246,538 3,455,790 887,290 2,714,710 1,117,659 2,021,360 1,305,141 480,980 - 1,455,400 - - - -

Lifecycle Reserve Fund - - - - - - - - - - - - - - - - - - - - -

Total Capital Financing 122,240,071 4,137,500 15,178,361 11,822,400 17,202,400 12,001,260 8,338,200 6,037,600 8,972,600 2,592,400 7,551,750 8,624,400 5,018,400 3,590,100 2,557,900 878,800 7,430,000 153,000 153,000 - -


F-3

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Prior Capital ExpensesGeneral Government 1,923,055 1,258,278 811,000 - - - - - - - - - - - - - - - - - - - Protection Services 2,595,415 3,187,843 724,272 - - - - - - - - - - - - - - - - - - - Transportation Services 7,519,099 3,281,000 5,415,000 - - - - - - - - - - - - - - - - - - - Parks, Recreation and Culture 6,315,772 9,419,614 2,455,048 - - - - - - - - - - - - - - - - - - - Municipal Services Boards 30,202 84,500 57,000 - - - - - - - - - - - - - - - - - - - Parking 12,408 - 59,900 - - - - - - - - - - - - - - - - - - -

Capital Replacement ForecastRoad Base 158,755 163,518 168,424 173,476 178,681 184,041 189,562 195,249 201,107 207,140 213,354 219,755 226,347 233,138 240,132 247,336 254,756 262,398 270,270 Road Surface 897,040 923,951 951,669 980,219 1,009,626 1,039,915 1,071,112 1,103,246 1,136,343 1,170,433 1,205,546 1,241,713 1,278,964 1,317,333 1,356,853 1,397,559 1,439,485 1,482,670 1,527,150 Bridges 557,496 574,220 591,447 609,190 627,466 646,290 665,679 685,649 706,219 727,405 749,227 771,704 794,855 818,701 843,262 868,560 894,617 921,455 949,099 Sidewalks 134,687 138,727 142,889 147,176 151,591 156,139 160,823 165,648 170,617 175,736 181,008 186,438 192,031 197,792 203,726 209,837 216,133 222,616 229,295 Traffic Signals 96,241 99,128 102,102 105,165 108,320 111,570 114,917 118,364 121,915 125,573 129,340 133,220 137,217 141,333 145,573 149,940 154,438 159,072 163,844 Streetlights - - - - - - - - - - - - - - - - - - - Other Infrastructure 140,776 144,999 149,349 153,830 158,445 163,198 168,094 173,137 178,331 183,681 189,191 194,867 200,713 206,734 212,937 219,325 225,904 232,681 239,662 Land Improvements 334,456 344,490 354,824 365,469 376,433 387,726 399,358 411,339 423,679 436,389 449,481 462,965 476,854 491,160 505,895 521,072 536,704 552,805 569,389 Buildings 517,857 533,393 549,395 565,876 582,853 600,338 618,348 636,899 656,006 675,686 695,957 716,835 738,340 760,491 783,305 806,804 831,009 855,939 881,617 Equipment 248,497 255,952 263,631 271,540 279,686 288,076 296,719 305,620 314,789 324,232 333,959 343,978 354,298 364,926 375,874 387,150 398,765 410,728 423,050 Fleet 636,466 655,560 675,227 695,484 716,349 737,839 759,974 782,773 806,257 830,444 855,358 881,018 907,449 934,672 962,713 991,594 1,021,342 1,051,982 1,083,541 Storm Sewers 49,010 50,480 51,994 53,554 55,161 56,816 58,520 60,276 62,084 63,946 65,865 67,841 69,876 71,972 74,131 76,355 78,646 81,005 83,435

Level of Service AdjustmentsRehabiliation and Renewal Works - - - - - - - - - - - - - - - - - - -

Capital Expansion ForecastGrowth Projects (DC) 15,633,712 12,542,384 18,797,527 13,507,524 9,666,259 7,209,210 11,035,166 3,283,975 9,853,321 11,590,472 6,946,639 5,118,624 3,756,362 1,329,264 11,575,698 245,520 252,886 - -

Total Expenditures 18,395,951 17,231,235 9,522,220 19,404,992 16,426,803 22,798,478 17,628,504 13,910,869 11,581,158 15,538,272 7,922,174 14,630,666 16,511,138 12,014,925 10,338,958 9,133,307 6,867,516 17,280,098 6,121,052 6,304,684 6,233,352 6,420,353

Capital FinancingProvincial/Federal Grants 1,000,000 1,644,500 2,282,335 - - - - - - - - - - - - - - - - - - - Other Contributions - - - - - 9,058,051 358,756 - - - - - - - - - - - - - - - Non-Growth Related Debentures - 8,339,315 1,069,900 - 1,800,000 3,200,000 5,200,000 3,000,000 - 2,000,000 - - - - - - - - - - - - Growth Related Debentures - - - - - - - - - - - - - - - - - - - - - - Internally Financed 50,000 81,625 532,000 - - - - - - - - - - - - - - - - - - - Reserve Fund: Development Charges 2,284,829 3,667,296 1,685,181 8,592,631 8,787,284 6,446,171 7,435,895 5,813,254 5,720,779 6,784,980 2,159,982 6,311,240 10,088,432 4,148,604 3,257,805 3,050,027 1,329,264 9,308,232 245,520 252,886 - - Reserve Fund: Federal Gas Tax 810,437 33,111 - 868,674 868,674 868,674 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 536,905 Reserve/Reserve Fund: Other 2,713,140 2,160,948 3,233,804 2,000,000 - - - - - - - - - - - - - - - - - - Other (Expense Recoveries, Donations) 1,036,700 969,950 568,000 1,445,476 314,159 42,207 34,199 - - - - - - - - - - - - - - -

Transfer from Operating 590,501 334,490 151,000 - - - - - - - - - - - - - - - - - - - Reserve Fund: New Capital (Tax Supported) - - - 6,498,212 4,656,686 3,183,375 4,062,750 4,560,710 5,323,474 6,216,387 5,225,287 7,782,521 5,885,801 7,329,416 6,544,248 5,546,375 5,001,348 7,434,961 5,338,627 5,514,893 5,696,447 5,883,448

Total Capital Financing 8,485,608 17,231,235 9,522,220 19,404,992 16,426,803 22,798,478 17,628,504 13,910,869 11,581,158 15,538,272 7,922,174 14,630,666 16,511,138 12,014,925 10,338,958 9,133,307 6,867,516 17,280,098 6,121,052 6,304,684 6,233,352 6,420,353

Total Capital Expenses less Capital Financing 9,910,343 - - - - - - - - - - - - - - - - - - - - -

Actual 2012

Budget 2013

Forecast Budget 2014

Financing Strategy2014 Asset Management Plan

Town of Collingwood

Table F-2

Tax Supported Capital Forecast

Description


F-4


Town of Collingwood

Non-Growth Related Debt Principal

Year (Inflated) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Budget 2013 4,300,000 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 345,043 Budget 2014 1,069,900 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852 85,852

2015 - - - - - - - - - - - - - - - - - - - 2016 1,800,000 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 144,437 2017 3,200,000 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 256,776 2018 5,200,000 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 417,261 2019 3,000,000 240,728 240,728 240,728 240,728 240,728 240,728 240,728 240,728 240,728 240,728 240,728 240,728 240,728 240,728 2020 - - - - - - - - - - - - - - 2021 2,000,000 160,485 160,485 160,485 160,485 160,485 160,485 160,485 160,485 160,485 160,485 160,485 160,485 2022 - - - - - - - - - - - - 2023 - - - - - - - - - - - 2024 - - - - - - - - - - 2025 - - - - - - - - - 2026 - - - - - - - - 2027 - - - - - - - 2028 - - - - - - 2029 - - - - - 2030 - - - - 2031 - - - 2032 - - 2033 - -

Total Annual Non-Growth Related Debt Charges 20,569,900 345,043 430,895 430,895 575,331 832,108 1,249,369 1,490,097 1,490,097 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582

Development Charges Reserve Fund

(All Tax Supported Funds) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Opening Balance 2,724,131 5,221,862 821,902 (3,766,759) (5,959,601) (9,104,308) (10,553,419) (11,831,863) (14,114,074) (11,615,140) (13,189,174) (19,120,608) (19,008,231) (17,879,243) (16,408,020) (13,042,460) (17,636,350) (12,964,272) (7,926,870) (2,419,685) Development Charge Proceeds 4,359,056 4,448,127 4,537,090 4,627,831 4,720,388 4,814,796 4,911,092 5,009,313 5,109,500 5,211,690 4,740,823 4,835,640 4,932,352 5,030,999 5,131,619 5,234,252 5,338,937 5,445,716 5,554,630 5,665,723 Transfer to Capital 1,685,181 8,592,631 8,787,284 6,446,171 7,435,895 5,813,254 5,720,779 6,784,980 2,159,982 6,311,240 10,088,432 4,148,604 3,257,805 3,050,027 1,329,264 9,308,232 245,520 252,886 - - Transfer to Operating 278,534 271,572 264,609 257,647 250,685 243,722 236,760 229,798 222,835 215,873 208,911 201,948 194,986 188,024 181,061 174,099 167,137 - - - Interest Earned 102,389 16,116 (73,858) (116,855) (178,516) (206,930) (231,997) (276,747) (227,748) (258,611) (374,914) (372,710) (350,573) (321,726) (255,735) (345,811) (254,201) (155,429) (47,445) 64,921 Closing Balance 5,221,862 821,902 (3,766,759) (5,959,601) (9,104,308) (10,553,419) (11,831,863) (14,114,074) (11,615,140) (13,189,174) (19,120,608) (19,008,231) (17,879,243) (16,408,020) (13,042,460) (17,636,350) (12,964,272) (7,926,870) (2,419,685) 3,310,958

Required from Development Charges 1,685,181 8,592,631 8,787,284 6,446,171 7,435,895 5,813,254 5,720,779 6,784,980 2,159,982 6,311,240 10,088,432 4,148,604 3,257,805 3,050,027 1,329,264 9,308,232 245,520 252,886 - - Required Debenture FundingNote: Growth related debt may be required when development charge reserve funds go into a negative position. In this situation, development charge proceeds fund the growth related debt payments.

Capital Reserve/Reserve Funds

(All Tax Supported) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Opening Balance 7,118,323 7,803,330 3,025,053 926,112 1,091,699 1,132,163 1,333,271 1,663,517 2,930,758 6,329,505 7,796,336 11,855,129 15,536,536 20,743,027 27,744,014 36,137,010 43,324,061 53,515,433 64,682,939 76,653,961 Transfers From Operating/Capital 532,000 1,660,620 2,539,586 3,327,557 4,081,014 4,735,675 5,621,103 7,426,162 8,499,926 9,096,482 9,712,141 10,706,185 11,344,013 12,003,361 12,685,775 13,772,520 14,480,677 15,414,107 16,164,450 16,941,300 Transfer to Capital - 6,498,212 4,656,686 3,183,375 4,062,750 4,560,710 5,323,474 6,216,387 5,225,287 7,782,521 5,885,801 7,329,416 6,544,248 5,546,375 5,001,348 7,434,961 5,338,627 5,514,893 5,696,447 5,883,448 Transfer to Operating - - - - - - - - - - - - - - - - - - - - Interest Earned 153,006 59,315 18,159 21,406 22,199 26,143 32,618 57,466 124,108 152,869 232,454 304,638 406,726 544,000 708,569 849,491 1,049,322 1,268,293 1,503,019 1,754,236 Closing Balance 7,803,330 3,025,053 926,112 1,091,699 1,132,163 1,333,271 1,663,517 2,930,758 6,329,505 7,796,336 11,855,129 15,536,536 20,743,027 27,744,014 36,137,010 43,324,061 53,515,433 64,682,939 76,653,961 89,466,050 Note: Closing reserve fund balance as a percentage of capital asset balance 3.07% 1.16% 0.34% 0.39% 0.40% 0.45% 0.55% 0.94% 1.97% 2.35% 3.48% 4.42% 5.73% 7.44% 9.41% 10.96% 13.14% 15.42% 17.74% 20.10%

Budget 2014

Forecast

Budget 2014

Forecast

Table F-4

Table F-3Debt Requirements

Reserve and Reserve Fund Continuity Schedules

Budget 2014

Forecast


F-5


Town of Collingwood

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Net Expenditures/(Revenues):General Government 3,695,468 2,888,322 3,441,052 3,509,800 3,579,900 3,651,300 3,724,300 3,798,700 3,874,600 3,952,100 4,031,100 4,111,700 4,193,900 4,277,800 4,363,300 4,450,600 4,539,600 4,630,300 4,722,800 4,817,200 4,913,500 5,011,800 General Taxation (964,167) (730,000) (518,000) (528,400) (539,000) (549,800) (560,800) (572,000) (583,400) (595,100) (607,000) (619,100) (631,500) (644,100) (657,000) (670,100) (683,500) (697,200) (711,100) (725,300) (739,800) (754,600) Protection Services 8,993,758 10,080,152 10,520,300 10,730,700 10,945,300 11,164,300 11,387,600 11,615,300 11,847,600 12,084,600 12,326,400 12,573,000 12,824,500 13,081,000 13,342,600 13,609,500 13,881,700 14,159,400 14,442,600 14,731,500 15,026,100 15,326,600 Parks, Recreation and Culture 2,926,203 3,151,624 3,672,580 3,746,100 3,821,100 3,897,600 3,975,700 4,055,300 4,136,600 4,219,500 4,304,000 4,390,100 4,478,100 4,567,800 4,659,400 4,752,800 4,848,000 4,945,100 5,044,100 5,145,100 5,248,100 5,353,300 Planning & Development 1,024,553 1,109,551 1,110,073 1,132,300 1,154,900 1,178,100 1,201,700 1,225,800 1,250,300 1,275,300 1,300,800 1,326,800 1,353,300 1,380,300 1,407,800 1,436,000 1,464,700 1,493,900 1,523,800 1,554,300 1,585,400 1,617,100 Transportation Services 3,134,181 3,146,449 3,700,341 3,774,400 3,849,900 3,926,900 4,005,500 4,085,600 4,167,200 4,250,500 4,335,500 4,422,200 4,510,600 4,600,900 4,693,000 4,786,900 4,882,600 4,980,200 5,079,900 5,181,500 5,285,300 5,390,900 Municipal Service Boards 1,680,949 1,766,094 1,476,062 1,505,700 1,535,700 1,566,400 1,597,800 1,629,800 1,662,400 1,695,600 1,729,600 1,764,300 1,799,700 1,835,600 1,872,200 1,909,600 1,947,700 1,986,600 2,026,400 2,066,900 2,108,100 2,150,200 Environmental Services (115,124) (135,500) (148,581) (151,600) (154,600) (157,700) (160,900) (164,100) (167,400) (170,800) (174,200) (177,700) (181,300) (185,000) (188,700) (192,500) (196,400) (200,400) (204,400) (208,500) (212,700) (217,000) Social Housing 73,897 79,188 80,708 82,300 84,000 85,700 87,400 89,100 90,900 92,700 94,500 96,400 98,300 100,300 102,300 104,400 106,500 108,600 110,800 113,000 115,200 117,500

Net Expenditures due to Level of Service Adjustments - - - 83,232 111,427 140,716 143,531 146,401 149,329 152,316 155,362 158,469 161,639 164,871 168,169 171,532 174,963 178,462 182,031 185,672 189,385 193,173

Transfer to Capital 590,501 334,490 151,000 - - - - - - - - - - - - - - - - - - -

Transfers to Reserve FundsTransfer to Obligatory Reserve/Reserve Funds - - - - - - - - - - - - - - - - - - - - - - Transfer to Other Reserve/Reserve Funds - - - - - - - - - - - - - - - - - - - - - - Transfers to Reserve Funds (Capital Related) 532,513 424,000 532,000 - - - - - - - - - - - - - - - - - - -

Transfer to Tax Supported Capital Reserve Fund(s) - - - 1,660,620 2,539,586 3,327,557 4,081,014 4,735,675 5,621,103 7,426,162 8,499,926 9,096,482 9,712,141 10,706,185 11,344,013 12,003,361 12,685,775 13,772,520 14,480,677 15,414,107 16,164,450 16,941,300

Debentures Debenture Payments 3,054,891 3,023,516 3,029,660 2,597,321 2,520,093 2,439,525 2,361,425 2,278,555 2,201,061 1,507,311 1,450,001 1,392,335 1,335,502 920,889 883,793 846,697 809,601 391,712 376,047 - - - New Debt - Growth Related - - - - - - - - - - - - - - - - - - - - - - New Debt - Non-Growth Related - - - 430,895 430,895 575,331 832,108 1,249,369 1,490,097 1,490,097 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 1,650,582 Transfer from Reserve Fund: Development Charges (Debt) - - - (271,572) (264,609) (257,647) (250,685) (243,722) (236,760) (229,798) (222,835) (215,873) (208,911) (201,948) (194,986) (188,024) (181,061) (174,099) (167,137) - - -

Surplus/(Deficit) Adjustment 329 - - - - - - - - - - - - - - - - - - - - -

Total Taxation Levy 24,627,953 25,137,886 27,047,195 28,301,796 29,614,591 30,988,282 32,425,692 33,929,778 35,503,630 37,150,487 38,873,736 39,969,695 41,096,553 42,255,180 43,446,471 44,671,349 45,930,760 47,225,677 48,557,100 49,926,061 51,333,617 52,780,855

Taxation Levy AnalysisPrior Year Taxation Levy 24,431,232 24,627,953 25,137,886 27,047,195 28,301,796 29,614,591 30,988,282 32,425,692 33,929,778 35,503,630 37,150,487 38,873,736 39,969,695 41,096,553 42,255,180 43,446,471 44,671,349 45,930,760 47,225,677 48,557,100 49,926,061 51,333,617 Add: Provision for Assessment Growth (see below) - - 1,380,070 270,472 283,018 296,146 309,883 324,257 339,298 355,036 371,505 388,737 399,697 410,966 422,552 434,465 446,713 459,308 472,257 485,571 499,261 513,336

Current Year Taxation Levy at 0.0% Increase 24,431,232 24,627,953 26,517,956 27,317,667 28,584,814 29,910,737 31,298,165 32,749,949 34,269,076 35,858,666 37,521,992 39,262,473 40,369,392 41,507,519 42,677,732 43,880,936 45,118,062 46,390,068 47,697,934 49,042,671 50,425,322 51,846,953 Additional Increase in Taxation Levy for the year 196,721 509,933 529,239 984,129 1,029,777 1,077,545 1,127,527 1,179,829 1,234,554 1,291,821 1,351,744 707,222 727,161 747,661 768,739 790,413 812,698 835,609 859,166 883,390 908,295 933,902

Total Taxation Levy 24,627,953 25,137,886 27,047,195 28,301,796 29,614,591 30,988,282 32,425,692 33,929,778 35,503,630 37,150,487 38,873,736 39,969,695 41,096,553 42,255,180 43,446,471 44,671,349 45,930,760 47,225,677 48,557,100 49,926,061 51,333,617 52,780,855

Percentage Increase (Factoring in Assessment Growth) 3.60% 3.60% 3.60% 3.60% 3.60% 3.60% 3.60% 3.60% 1.80% 1.80% 1.80% 1.80% 1.80% 1.80% 1.80% 1.80% 1.80% 1.80% 1.80%

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Assessment Growth Estimate (%) 5.5% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

Forecast Budget 2014

Actual 2012

Budget 2013

Tax Supported Operating Budget Forecast Summary

Net Impact on Taxation Budget

2014

Forecast

Table F-5

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

Annual Infrastructure Funding Gap Analysis (Inflated)

Current Capital with Inflation Recommended Funding Increase Optimal Funding


F-6


APPENDIX G

WATER ASSET MANAGEMENT STRATEGY & FINANCING

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2013

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2013

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e F

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cycl

e R

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e M

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er S

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ate

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reca

stIn

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d $

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crip

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n20

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al W

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ing

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3

Filt

ered

vs.

Pro

cess

ed R

ates

Con

sum

ptio

n F

orec

ast

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ck (

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ered

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ar)

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ered

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354

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879

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cess

ed71

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2,26

771

2,26

771

2,26

771

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771

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heck

Tot

al C

onsu

mpt

ion

3,13

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ck R

ates

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ered

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lar

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Ann

ual %

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ease

in R

ates

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2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

Th

e T

ow

n o

f C

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ng

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d C

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ng

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litie

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son

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s E

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ts L

td.

Wat

er &

Was

tew

ater

Rat

e M

odel

- F

ebru

ary,

201

4 A

M.x

lsx.

xls

G-7


APPENDIX H

WASTEWATER ASSET MANAGEMENT STRATEGY &

FINANCING STRATEGY

Bu

dg

etD

escr

ipti

on

To

tal

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

Cap

ital

Exp

end

itu

res

San

itary

Sew

er G

rout

ing

and

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t Rep

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tion

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PS

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to B

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)1,

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le:

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umpi

ng S

tatio

ns2,

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00

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00

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anita

ry S

ewer

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lace

men

t Pro

gram

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000

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lace

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k at

WW

TP

50,0

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t. C

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ping

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tion

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epla

ce V

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le W

WT

P (

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et M

anag

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t)30

,000

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000

00

00

00

00

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et M

anag

emen

t50

,000

50,0

000

00

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00

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al C

apita

l Exp

endi

ture

s25

,960

,500

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04,

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800

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457,

000

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025,

300

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0

Cap

ital

Fin

anci

ng

Pro

vinc

ial/F

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al G

rant

s0

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elop

men

t Cha

rges

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010

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00

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0

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elop

er C

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ibut

ions

0

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l Im

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t15

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00

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entu

re R

equi

rem

ents

- N

on-G

row

th R

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ed0

00

00

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entu

re R

equi

rem

ents

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row

th R

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ed0

00

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ratin

g C

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ions

498,

000

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000

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cycl

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00

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0

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r fr

om L

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n R

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000

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nsfe

r fr

om W

aste

wat

er T

reat

men

t Res

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000

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000

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er fr

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Tot

al C

apita

l Fin

anci

ng25

,960

,501

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3,00

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800

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062

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0

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pen

dix

H-1

Was

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vice

Cap

ital

Bu

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et F

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cast

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ted

$

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e T

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iate

s E

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mis

ts L

td.

Wat

er &

Was

tew

ater

Rat

e M

odel

- F

ebru

ary,

201

4 A

M.x

lsx.

xls

H-1

Inte

rnal

Deb

entu

reP

rin

cip

alY

ear

(In

flat

ed)

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2013

00

00

00

00

00

2014

00

00

00

00

020

150

00

00

00

020

160

00

00

00

2017

00

00

00

2018

00

00

020

190

00

020

200

00

2021

00

2022

0

To

tal A

nn

ual

Deb

t C

har

ges

00

00

00

00

00

0

Inte

rnal

Deb

entu

reP

rin

cip

alY

ear

(In

flat

ed)

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2013

00

00

00

00

00

2014

00

00

00

00

020

150

00

00

00

020

160

00

00

00

2017

00

00

00

2018

00

00

020

190

00

020

200

00

2021

00

2022

0

To

tal A

nn

ual

Deb

t C

har

ges

00

00

00

00

00

0

Was

tew

ater

Ser

vice

Yea

r

Ap

pen

dix

H-3

Ap

pen

dix

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Was

tew

ater

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vice

Infla

ted

$

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ted

$

Sch

edu

le o

f D

eben

ture

Rep

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ents

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ed

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e T

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Rat

e M

odel

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lsx.

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H-2

Des

crip

tio

n20

1320

1420

1520

1620

1720

1820

1920

2020

2120

22

Ope

ning

Bal

ance

040

,040

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750,

225

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066

743,

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274

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Tra

nsfe

r fr

om O

pera

ting

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