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Home My WebLink About09/12/2017C111ll9C0Il Special General Government Committee Agenda Date: Tuesday, September 12, 2017 Time: 9:30 AM Place: Garnet B. Rickard Recreation Complex — Full Hall 2440 Highway 2 Bowmanville, Ontario Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Samantha Gray, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at sgra�clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. Audio Record: The Municipality of Clarington makes an audio record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be audio recording you and will make the recording public by publishing the recording on the Municipality's website. Noon Recess: Please be advised that, as per the Municipality of Clarington's Procedural By-law, this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by the Committee. Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non -audible mode during the meeting. Copies of Reports are available at www.clarington.net Claritgton Special General Government Committee Agenda Date: September 12, 2017 Time: 9:30 AM Place: Garnet B. Rickard Recreation Complex 1 Call to Order 2 Adopt the Agenda 3 Declaration of Interest 4 Presentations 4.1 Nancy Taylor, Director of Finance/Treasurer, regarding the Asset Management Plan 4.2 Faye Langmaid, Manager of Special Projects and Nancy Taylor, Director of Finance/Treasurer regarding the Land Acquisition Strategy 5 Adjournment Page 2 2017 Asset Management Plan for Clari*ngton • This Asset Management Plan (AMP) is Clarington's first comprehensive plan. • This plan is a living document that is intended requirements and improve over time to meet provincial AMP Facts & Figure; Limitations of a Corporate Asset Management Plan This AMP was prepared based on best available information rather than a fully implemented Corporate Asset Management program. Some factors to consider, include: i. No centralized asset management program for the Municipality 2. Tangible Capital Asset software is still being developed for asset managemen 3. Level of Service indicators are still in the beginning stages of development 4. Condition assessments vary between a technical assessment, based on age, or opinion of the staff using the asset Given the type and level of data available for condition, risk and level of sere there is limited ability to accurately determine trends at a detailed level Life Cycle costs are not typically considered formally in the current process a adjustment of the operating budget is made to accommodate the project until is operational. I MLW -NJITOUTOrj i-if Two Fundamental Considerations Providing satisfactory levels of service to the public Ensuring the sustainability of infrastructure assets over the long term Asset Management Planning The process of making the best possible decisions to achieve the fundamental considerations. • Made with consideration to entire lifecycle of asset Building 4 Operating 4 Maintaining 4 Renewing 4 Replacing 4Disposal • Understanding both current and desired state of infrastructure • Recognize what service levels the assets provide • Prioritization of choices that must be made in terms of planning and investment .dj vision ra Desired r)UfC!nM Investments would be made on the basis of the ability to sustain assets over the entire lifecycle One that has support\ for the importance of AM at all levels of the municipality - council, staff and the public. Ongoing support would improve the planning process and the implementation of LkM plans Considers all factors' when prioritizing investments - desired LOS, conditions, risk, financial implications and long term sustainability Complete and comprehensive AM across Ontario would foster collaboration and info sharing among municipalities. AMP Current Legislative Requirements • 2012 MIII/Building Together Guide outlines AMP content requirements • Federal Gas Tax funding eligibility requirements include that Municipalities develop and implement an AMP by December 31St 2016 • Municipalities were granted an extension into 2017 with proof that the AMP was near completion and being presented to Council as soon as possible • Ontario Community Infrastructure Fund (OCIF) eligible projects must be identified as a priority in the applicant's AMP. 0 AMP Future Legislative R equirements • Proposed Bill 6 - Infrastructure for Jobs and Prosperity Act, 2015 • All municipalities would be required to develop and adopt a strategic asset management POLICY by Jan. 1, 2019 • Municippalities would be required to prepare an Asset Management PLAN in p three hases: • PHASE I - include all core assets (roads, bridges and storm water management) by Jan 1, 2020 • PHASE II - include all assets by Jan 1, 2021 • Requirements for PHASE I & II • Current Level of Service • Inventory Analysis • Estimated Costs to Sustain Current Levels of Service • Estimated Costs to Service Growth • PHASE III — additional details to be provided for all assets by Jan. 1, 2022 • Proposed Levels of Service • Lifecycle management strategy • Financial strategy • Addressing shortfalls • Financial strategy to Service Growth • Risk Analysis AMP Legislative Requirements • Municipalities will be required to UPDATE the AMP at least every 5 years after Jan. 1, 2022 **Approval** will require written approval by a licensed engineering representing the Municipality, and the executive lead of the Municipality prior to being presented to the municipal council for approval • Clarington's AMP will need to expand to incorporate new required components such as; climate change, demographics, land -use planning and lifecycle costing • Clarington did provide comments on the draft regulation over the summer months i .dj I 1 '0/ BMA StudyComparative: Percentage of Assets needing Repair of Replacement Selected Regions and Municipalities 2015 Asset Consumption Ratio is Total Accumulated Amortization Total Gross Costs of Capital Assets 37.5% 38.1% 39.1% 42.4% in ., Bridges & Culverts ' ' Miscellaneous AW,$99,959,279 t � $10,078,130 k >o Buildings Parks $ 76,976,177 $15,234,633 Erosion Control Roads & Roadside $ 3,6341550 - $ 4041594,753 n` Fleet Storm Water Management $ 25,523,025 Y $119,965,932 • • • ' Bridges & Culverts _= Miscellaneous $13,361,424' $609,561 Buildings Parks 22 2 13,269,716 1 3 0 8 Erosion Control Roads & Roadside $ 0 $ 54,749,568 r, Fleet Storm Water Management $7,128,275 $1/499,088 • A closer look at the individual Asset Categories ................... mm�limmm�m•■ imm�mm[i�m�li• mm � immimmmlmm Ii mmi mml mFl mml � �� .dj —•i!1 �� i�w�wwi wr�imr��is I ■iii^�^��N �i�� il� �MENEMmm mmm� m m a�aol ilflt�� 7�w�ga�mm�Mltfx � �» mE 11 i E1 . mo .�m��mmi• �isi�Al i�1�L�sa>4 ors�la� ! mm MENS lmi aEM err t�mommlmNm msm mmmmm im mmmimmi mmm MEMO MEMO mom w m-mmimmml m�mmmmm mmmR• mmm mmmmm mmllmt ml�ml:�w ml mm�i�i ■I ma��m 3�SEEM= >=k FBI�mm� �■ i rll m�m✓r�m mmlmm!lmml mmmImm� ��r�� m■r�r�� r>~m� mmmm��lmarrm Limsmi sm� mm�limmm�m•■ imm�mm[i�m�li• mm � immimmmlmm Ii mmi mml mFl mml � �� .dj —•i!1 �� i�w�wwi wr�imr��is I mmmmlR ✓I��i�m� �m�IL��1 n�m�mm� � I 1��R a�aol ilflt�� 7�w�ga�mm�Mltfx � �isi�Al i�1�L�sa>4 ors�la� ! 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"✓�EmmaIMF '��r sww �l��nwwm i�N af�1L�AlIIRmF •>.ri�lr>m wimm.� _ Bridges & Culverts - Inventory s Bridges & Culverts - Condition • Legislation requires the inspection of all structures 3.0 m and greater, Clarington exceeds basic requirements and inspects all structures of a span of 1.2 m and greater Inspections performed by our Engineering Consultants completed on a biennial ba • Inspection provides condition rating and recommendations for repair, rehabilitati replacement • 0 very Good 71 Assets 71.00 unit(s) $29.777,614.00 Goad 119 Assets 119.00 unit(s) $42.902,931.00 Fair 12 Assets 12.00 unit(s) $12,444,305.00 Poor 14 Assets 10.00 unit(s) $4.290.174.00 Very Poor 31 Assets 31.00 unit(s) $10.944,255.40 78% of Clarington's structures are considered to be in Good to Very Good condition based on the BCI (Bridge Condition Index) being higher than 70 out of a possible 100 13% of Clarington's structures are considered to be in Very Poor condition based on their individ Condition Index) being lower than 60 out of a possible 100 0 Bridges & Culverts - Risk & Priorities • The AMP utilizes two parameters for determining RISK • The PROBABILITY OF FAILURE which is calculated based on the asset's condition r • The CONSQUENCE OF FAILURE which is calculated based on the Asset'LC contributing factors • The assets included in the Bridges category uses a weighted average of tl- factors: Replacement Cost, Length, and Service Class Consequence of Failure Metrics Field Metric Weight M 100,GC�9 -250,900 -590,000-1,OOQ,Q90 Replacement Cost 35 Length (m) 'I - 5 -10 - 24 - ■ 15 Service Class 6 - 5 - 4 - 3 T c to I 10040 • The higher the replacement cost, the larger the structure and the higher t] class of the road the structure is on will result in a higher RISK factor for Municipality 0 Bridges & Culverts - Risk & Priorities Matrix 24 Assets. 0 Assets 1 24.00 unit(S) $4.117,425.00 $0.00 E 0 Assets $0.00 0 Assets $0.00 2 A55ets 2.00 unit(s) $1,745.496.00 7 Assets 7.00 unit(s) $1,506.988.04 1 Assets 1.00 units) $287,133.00 3 0 Assets Jim & $0.00 0 Assets 50,00 1 Assets 3 Assets 1,00 unit(s) 3.00 unit(s) $883,801.00 $2.688.675.00 3 Assets 8 Assets 3.00 unit(s) 8.00 units) $ 577.731.00 $1.723,952.00 2 Assets 4 Assets 2.00 unit(s) 4.00 unit(s) $343,173.00 $1,037.306,00 4 5 I 0 assets 0 Assets $4.00 $4.00 5 Assets 1 Assets 5.00 unit(s) 1.00 unittsj $17.412,010.00 $1,235,512.00 a� 48 Assets 3 Assets r c3 48-00 units) 3-00 Unit(s) $29,666,462.00 $1.409.351.00 r a u 125 Assets 6 Assets 2 125.00 unit(s) 6.00 unit(s) ► $33.528.453.00 $1,645.315.00 24 Assets. 0 Assets 1 24.00 unit(S) $4.117,425.00 $0.00 E 0 Assets $0.00 0 Assets $0.00 2 A55ets 2.00 unit(s) $1,745.496.00 7 Assets 7.00 unit(s) $1,506.988.04 1 Assets 1.00 units) $287,133.00 3 0 Assets Jim & $0.00 0 Assets 50,00 1 Assets 3 Assets 1,00 unit(s) 3.00 unit(s) $883,801.00 $2.688.675.00 3 Assets 8 Assets 3.00 unit(s) 8.00 units) $ 577.731.00 $1.723,952.00 2 Assets 4 Assets 2.00 unit(s) 4.00 unit(s) $343,173.00 $1,037.306,00 4 5 I Bridge.. P. Culverts — R'I*sl,- & Priorities The top eleven (11) structure assets requiring replacement from the Risk analysis an 0 In - Useful Asset Description (Structure ID) Service Age (Yrs) Historical Cost Replacement Cost Life (Yrs) Yr Leskard Rd Concrete Bridge 1948 50 68 $26,852 $293,096 (99045) 1967 45 49 $301,352 $2,132,645 Waverley Rd Overpass Concrete Bridge (99003) Highway 2 Concession 3 Clarke 1960 50 56 $45,332 $376,694 Bridge (98025) 1928 50 88 $8,182 $117,094 Middle Rd Concrete Bridge (99534) 1940 50 76 $119,639 George St Culvert (93504) $7,431 1970 $163,695 North Mill Lane Culvert (95506) 40 46 $26,054 1980 $175,774 Squair Rd Clarke Culvert (98518) 40 36 $60,320 Howden Rd East Culvert (99125) 1980 40 36 $129,808 $378,264 Elliot Rd Concrete Bridge (98037) 1940 50 76 $15,117 $243,384 50 Soper Creek Concrete Bridge 1960 56 $106,358 $883,801 ( 94005) East Townline Rd Clarke Culvert 1970 46 $23,780 $149,408 40 (98511) 0 Buildings- Inventory BUILDINGS Asset Type Asset Inventory Historic Cost Replacement Value as of 12/31/2016 Corporate Facilities Administrative Buildings 1 $ 14,912,018 $ 9,251,241 Maintenance Buildings 1 $ 465,829 $ 1,102,701 Old Newcastle Fire Hall 1 $ 206,312 N/A Health Services Cemetery Building 1 $ 81,887 $ 100,333 Planning & Development Tourism Information Office 1 $ 123,000 $ 76,302 Protection Services Animal Control 1 $ 430,509 $ 303,660 Fire Stations 5 $ 8,901,874 $ 4,616,048 Recreational & Cultural Arenas 5 $ 30,031,873 $ 29,792,714 Pools 3 $ 27,793,568 $ 16,885,849 Indoor Soccer Facility 1 $ 3,362,681 $ 2,070,299 Community Centres 13 $ 4,150,768 $ 5,427,744 Museums & Art Centres 4 $ 1,127,658 $ 1,561,623 Library 4 $ 8,779,600 $ 3,365,331 Transportation Services Roads Maintenance Depot 3 $ 1,964,188 $ 2,422,332 44 $ 102,331,765 $ 76,976,177 It's highly unlike] would ever dem( entire building tc replace with a sir structure. The ca associated with t] and interior of a 1 represent more rE and repairs over asset. The AMP a factor to all stru( interior replacem a more realistic c� forecast. .dj Buildings - Condition • Buildings are organized into sub -categorizes such as; structure, interior, mechanical, roof, ice rink, and pools • Each sub -category is comprised of different useful lives and associated rist Very Good 234 Assets 234,00 Lin it(s) $ 18,695,584.00 Good 163 Assets 162. 00 Linits) $22,830,893.00 Fair 133 Assets 133,00 unit(s) $14,616,445.00 Poor Ver, 157 Assets 140 157. 00 Linits) 140.0 $9,531.371.00 $1 33C • 48% of Clarington's Building components are considered to be in Goo Very Good condition based on their age. • 17% of Clarington's Building components are considered to be in Very Poor condition based on their age 0 Buildings -Risk & Prion ties • The CONSQUENCE OF FAILURE for Buildings includes a weighted average of the following: • Replacement Costs - recalling that all structure and interiors are at 25% of their calculated costs • Priority - all buildings were given a priority ranking based on likelihood of being replaced and risk to the community • Asset Type - the building components are further ranked based on likelihood of failure and service disruption risk Consequence of Failure Metrics Field I'derric Weight (%) Replacement Cost 100,oQ0 - 25Q, 000 - 500,000 -1,000,000 25 Priority 1-2-3 -4-1 25 Structure -> 1 - Very LOW, Interior-> 1 Very Law, Mechanical -> 4- High, Ice Rinks -> 3 - Moderate , Roof ->4 -High, Indoor Pool -> 3 - Moderate Asset Type Indoor Soccer Field -> 3 - Moderate , Fuel Pumping 50 Station -> 3 -Moderate, Plumbing -> 2 - Low r Land Improvements- 1 -Very Law, Building M iscel la n eons -> 2 - Low, Total 10096 Priority Description Example Highest Priority due to community safety Fire Stations re uirerneltts Recreation Highly used by � - Facilities, Larger coilZTllunity Hallb oards Unlikely to be replaced Admin Bldgs, 3 - I ti 1th Same Small Labrarle5 Limited affect on I Su5eum&, Small CDY1l.Y11Y.1Yl1tS' 1f not Hallboard5 replaced Baseline LJltlilcey to be replaced Community Centre Buildings -Risk & Priorities Matrix 0 Assets Q Assets 17 Assets $DAO $O.UO $0.00 2 Assets 0 Assets 0 Assets 2.00 unit(s) - - $1,671,425.00 $0.00 $0.00 116 Assets 105 Assets 138 Assets 116.00 unit(S) 105.00 units) 138A0 units) $11,A64,669.00 $6.762,262.00 $6,469.558.00 31 Assets 21 Assets 12 Assets 30.00 unit(5) 21.00 unit(s) 12.00 unit(s) 58373.217.00 59.655.009.00 $2,297.200.00 14 Assets 7 Assets 7 Assets 14.00 units) 7.00 unit(s) 7.00 units) $921,582.00 $ 674.174.E $764.613.00 3 4 Probability 4 Ass,' $o.�o 0 Assets $0.00 97 Assets 97.00 unit(s) $7.131,590.00 29 Assets 29.00 unit(5) $4.898.294.00 14 ASST tU 14.00 units) $1.272.000.00 S I a Assets 5 $ 0.00 3 Assets 3.00 unit(s) $1,354,712.00 155 Assets 3 155.00 unit(s) $5,261.754.00 61 Assets Z 61.00 units) $9.630,673.00 T5 Assets 1 15.00 un[t(s) $448.445.00 0 Assets Q Assets 17 Assets $DAO $O.UO $0.00 2 Assets 0 Assets 0 Assets 2.00 unit(s) - - $1,671,425.00 $0.00 $0.00 116 Assets 105 Assets 138 Assets 116.00 unit(S) 105.00 units) 138A0 units) $11,A64,669.00 $6.762,262.00 $6,469.558.00 31 Assets 21 Assets 12 Assets 30.00 unit(5) 21.00 unit(s) 12.00 unit(s) 58373.217.00 59.655.009.00 $2,297.200.00 14 Assets 7 Assets 7 Assets 14.00 units) 7.00 unit(s) 7.00 units) $921,582.00 $ 674.174.E $764.613.00 3 4 Probability 4 Ass,' $o.�o 0 Assets $0.00 97 Assets 97.00 unit(s) $7.131,590.00 29 Assets 29.00 unit(5) $4.898.294.00 14 ASST tU 14.00 units) $1.272.000.00 S I Buildings -Risk & Prion ties The top ten (10) Building assets requiring replacement from the Risk analysis are as follows: Asset Description In- Service Year Useful Lite (Yrs) Age (Yrs) Historical cost Replace Cost Newcastle Arena Ice Rink -'1975 Original 1975 1979 30 30 41 37 $402,887 $492,634 $1,764,700 Orono Arena Ice Rink - 1979 Original $1,567,360 Rickard Recreational Complex Roof - 301 1958 25 28 $51,982 $112,309 Rickard Recreational Complex Roof - 302 1958 25 28 $51,982 $112,309 Alan Strife Aquatic and Squash Centre - 1994 BUR Roof 1994 20 22 $54,897 $110,508 Fire Station #1 Bowmanville - Unit Heater in Bay 1994 20 22 $2,567 $5,186 Fire Station #1 Bowmanville - Unit Heater in Bay Fire Station #1 Bowmanville - Carrier VVT Control System Fire Station #5 Enniskillen - Furnace ##1 1994 20 22 $2,567 $5,186 1994 20 22 $2,054 $4,100 1990 25 26 $2,611 $5,235 Fire Station 95 Enniskillen - Furnace #2 1990 25 26 $2,11 $5,236 Erosion Control- Inventory & Condition • Tracking erosion control projects individually began in 2009, so these assets are currently in the early portion of their expected useful lives of 25 years i 7-e. Good Fair Poor Very Poor 9 Assets -3�lalue as of Asset Type Asset 9.00 unit(s) 6.00 unit(s) i. Erosion Erosion Control 16 $ 3,344,624 $ 3,634,550 Control 16 $ 3,344,624 $ 31634,550 i Very Good Good Fair Poor Very Poor 9 Assets 6 Assets 1 Assets 0 Assets 0 Assets 9.00 unit(s) 6.00 unit(s) 1.00 unit{s} - - $2,479,384.00 $938,362.00 $113,792.00 $0.00 $0.00 i Fleet - Inventory . F Replacement . . .,. Aerial Trucks 2 $ 1,865,221 $ 2,072,021 Attachments 22 $ 277,736 $ 313,599 Cars and Vans 18 $ 521,652 $ 578,691 Heavy Duty Trucks 39 $ 6,368,039 $ 8,201,651 Ice Resurfacers 6 $ 476,761 $ 539,972 Fleet Light Duty Trucks 29 $ 957,154 $ 1,075,582 Loaders/Graders/Chippers 13 $ 2,229,853 $ 2,631,861 Medium Duty Trucks 15 $ 810,827 $ 911,466 Pumpers 8 $ 3,489,405 $ 6,190,244 Tankers 5 $ 844,169 $ 1,315,320 Tractors/Mowers/ATV's 17 $ 831,144 $ 929,372 Trailers 20 $ 488,985 $ 551,410 Unlicensed Fleet Equipment 6 $ 182,501 $ 211,836 200 $19,343,447 $ 25,523,025 .dj Fleet- Condition • Clarington's fleet inventory is vast with relatively quick replacement cycles as the useful lives range from 7 years to a few assets lasting 20 years • Fleet asset's condition rating is based solely on age Very Good Good Fair Poor Very Poor 12 Assets 53 Assets 35 Assets 23 Assets 80 Assets 12.00 unit(s) 52.00 unit(s) 35.00 unit(s) 23.00 unit(s) 80.00 unit(s) $2,481,782.00 $6,048,894.00 $2,515.592.00 $4,036, 45.00 $10,440,312.00 • 32% of Clarington's fleet are considered to be in Good to Very Good condition based on their age. • 39% of Clarington's fleet are considered to be in Very Poor condition based on their age • All assets in the Very Poor condition rating are past their expected useful life 19 Fleet- Risk & Priorities • The calculation for Risk is based solely on age and replacement cost for Fleet. The top eleven (11) Fleet assets requiring replacement are as follows: Asset Description In- Service Yr Useful Life (Yrs) Age (lir) Historical Cost Rep I acernenl Cost 2003 Freight Pumper 42 2003 '1 D 14 $340,57 $7;5-7. 2003 Freight Pumper 45 2003 '1 D 14 $313,131 $757,4-' 2004 Spartan Pumper 44 2004 '1 D 1 {; $757,4' 2005 Freight PuMpor X44 2004 '10 1 $270,33. $757,4' 2000 1ntorn atlonaI Crump Truck ,"r005,21, '1999 '10 I , $148,227 $208,2 1900 GNIC Tanker 3-4 '1999 15 I ? $148.52. $263,0( 2000 Volvo VV 64 Tandem TruCk. 2000 10 1 $161,0. $219,3 2000 Volvo WG64 Tandem Truck. 2000 �j I f_. $161,D31-$219,3 1999 GNIC Tanker 41 2001 $149,41-.$203,0( 2002 International 20S Truck #01-41D 2001 ID I r $1-53,779 $203,1 2001 Volvo VHD Tandem Truck 2001 D 15 $166,994 $220,5 * Emergency Services have d ete rrn i ned the reel ace rnent cost based on similar assets that were purchased within in the last two () years. Miscellaneous Assets - Inventory • • • iWAII Pooled Asset: assets of value below the materiality Bunker Suits Pooled Asset $ 337,725 $ 362,390 threshold ($5,000) when Communications 16 $ 743,895 $ 838,404 considered on an individual basis but collectively make uF a significant group of assets Communications -Fire 4 $ 756,991 $ 789,107 Computer Hardware Pooled Asset $ 526,282 $ 552,348 that exceeds the threshold level of $50,000. Misc. Computer Software 36 $ 1,544,763 N/A Computer Software: Not to Be Replaced - as the software condition doesn't deteriorate Assets Defibrillators 2 $ 11,736 N/A - no longer considered TCA Equipment 38 $ 949,865 $ 1,036,199 and future technology Misc. Assets 4 $ 544,224 $ 625,427 changes cannot be determined (ie. Cloud Based) Paved Parking Lots 42 $ 4,101,157 $ 5,809,496 Central Parking Meters 6 $ 51,124 $ 64,759 - 148 $ 9,567,762 $ 10,078,130 Miscellaneous Assets - Condition • Clarington's miscellaneous inventory is a catch all for assets that don't fit into the other major classifications Very Good Good Fair Poor 1. 47 Assets 27 Assets 15 Assets 14 Assets 47.00 unit(s) 27.00 unit(s) 15.00 unit(s) 14.00 unit(s)3� $5,367,943.00 $1,410.075.00 $991.442.00 $630.515.00 $i • 53% of Clarington's miscellaneous assets are considered to be in moo. to Very Good condition based on their age. • 26% of Clarington's miscellaneous assets are considered to be in Very Poor condition based on their age Miscellaneous - Risk & Priorities Parking lots are the only asset category within the miscellaneous inventory that has an additional factor forconsequence other than the estimated replacement cost. Each riarVino, Int has received a priority rating from 1 (being the lowest level of consequence) to 5 level of consequence). This is determined by the facility or usage that each local The top ten (10) miscellaneous assets requiring replacement are as follows: Asset Description In- Service lir Useful Life (lir) Age (Yrs) Historical Cost Replacer cast Rickard Recreational Complex Parking Lot Alan Strife Aquatic Centre Parking Let Darlington sports Centre Parking Lost Newcastle Community Hall Parking Let lire less Radios - Hampton x 2 011 Pooled Computer Hardware - PLC's Wireless Radios - Depot 42 x 2 WIreIess Rad los - Nema tIe F ec Centre x 2 Wireless Radios - Courfice Fire Station 4 x 2 Wireless Radios - Bewmanville Fire Head 1988 1995 5 28 $ 757007 $66,211 _ $6812 W 5 28 1975 35 41 $35PD12 $1,54 1985 35 31 1 9P335 $41 2006 7 1 $39,420 $4 2011 4 5 $35,115 $32P103 $ -� $ 2008 7 8 2008 7 8 $32P103 $ 2008 7 8 $32P103 $ f 2008 1 7 1 8 1 $32P103 $ f Parks - Inventory Grass Play Fields: Not Replaced - as resurfaci: not considered capital rather a maintenance i.- Play ; Play Field Lights: Not Replaced - as they are replaced if damaged b: unforeseen accident. i Play Courts 29 $ 587,027 $ 906,457 Parks -Miscellaneous 36 $ 2,323,587 $ 21920,646 Play Fields 84 $ 6,292,290 $ 11392,881 Parks Playground Equipment 60 $ 2,4611479 $ 2,830,016 Playground Equipment -Water 13 $ 1,818,346 $ 2,059,617 Structures 78 $ 4,264,624 $ 2,510,512 Trails & Paths 81 $ 2,400,852 $ 2,614,504 381 $ 20,148,205 $ 15,234,633 Grass Play Fields: Not Replaced - as resurfaci: not considered capital rather a maintenance i.- Play ; Play Field Lights: Not Replaced - as they are replaced if damaged b: unforeseen accident. i Parks- Condition Clarington has implemented policies to ensure compliance with CSA standard Z614- 07 for play structures which include; procedures for inspection, repairing and reviewing park structures Very Good Good 72 Assets 52 Assets 72.00 unit(s), rn 52.00 unit(s). m $6.113.425.00 $3,627,009.00 h Fair 61 Assets 61.00 unit(s), m $2,891,339.00 Poor 27 Assets 27.00 unit(s), m $1,268,791.00 • 47% of Clarington's park assets are considered to be in Good to Very Goy condition based on their age. • 20% of Clarington's park assets are considered to be in on their age Very Poor conditi 0 Parks- Risks & Priorities Park assets use age -based condition rating to determine the probability that the asset will f ail and the replacement cost of the asset to provide the consequence is is to fail. The top six (6) park assets requiring replacement are as follows: i i In - Asset Description (Structure ID) Servi ce Useful Age (Y rs) Historical Fie pl aci Life (Yrs) Cost Cc Yr Orono Outdoor Poo 1 1970 35 46 $36+0 $224 Bowmanvi I Ie Va I I ey - Rotary Parr pedestrian bridge 5olinaPark TenrisCourts 1982 20 34 $27+177 Argent Farb PIayground 2001 15 15 $66,610 870 Bowrnarvi I I e Boat Leu n ch 2009 7 7 $45+902 $52,, IARC Skateboard Park 19% 17 $238+816 $332. i i Roads and Roadside - Inventory Roads - Base Roads Roads - Surface Traffic Control Signals Roadside Guiderails Sidewalks (Pooled Asset) Street Lights (Pooled Asset) 974 km 1 $ 217,274,442 1 $ 234,923,705 869 km 1 $ 78,731,702 1 $ 165,688,896 18 1 $ 1,442,894 1 N/A 25 km 1 $ 3,017,519 1 $ 3,982,152 n/a 1 $ 21,607,908 1 N/A n/a 1 $ 15,089,698 1 N/A $ 337,164,163 $ 404,594,753 Traffic Control Signals & Street Lights: Not to be Replaced - as they are only replaced if damaged by an unforeseen accident. Sidewalks: Not to be Replaced - as they are only replaced in small sections as a maintenance issue and never fully replace entire segments Roads -Base (RURAL): Not to be Replaced - as they typically don't require complete replacement t Roads and Roadside - Inventory • Rural roads typically don't require replacement of the road base • The replacement of the base for urban roads typically occurs only when underground services such as water mains, sanitary sewers, and storm sewers need to be replaced. • An assumption of 80 years was determined to be the average life span on those underground services which was applied to base for the AMP • The replacement costs for the base was calculated based on unit prices from recent road reconstruction prices • The replacement costs for roads surface was also based reconstruction prices • Surface work was split into three different types of projects: • Surface Treatment (high float) replacement • Rural hot mix upgrade or replacement • Urban surface replacement .dJ on unit prices from recent road 4 s Roads and Roadside - Condition • Best practices for road system management include the application of pavement reservation practices throughout the road's life to extend the life of the road rather than replacing the after it has completely failed p g p Y • Clarington's Engineering department uses a pavement management computer module to determine the most cost effective mix of treatments top g rovide the right treatment at the right time throughout the life span of the road • The trig er in the AMP for replacement of the road surface is the condition of the road, usinga ravement Condition Index PCI of 30 for the threshold to full replace (PCI) Y p Very Good 973 Assets 331,317,07 m, unit(s) 150,503,328.98 Good 394 Assets 122.709.11 m, 1. nits) $36,935,790.18 Fair 5�2y 5 Assets 164,085.78 1 5..78,, $4 r 1 10,249.24 Poor 369 Assets 113.634.17 M, unit(s) $42,,401,178.32 Very Poor 901 Assets 369.819.91 m. unit(s) $134,643,206.93 • 43% of Clarington's road and roadside assets are considered to be in Tood to Very Good condition based on their age. • 28% of Clarington's road and roadside assets are considered to be in Very Poor condition ased on -_,their age -� r Roads and Roadside - Risk & Priorities The CONSQUENCE OF FAILURE for Roads includes a weighted average of the following: • Price Per Meter of Road — based on historic costs inflated using CPI tables • Service Class — based on speed limit and traffic count The CONSQUENCE OF FAILURE for Roadside asset is calculated based on their associated replacement cost 4 Consequence of Failure Field Price Per Meter of Road Service Class Tota I Metric i "- - 3 00 - 704 -1 X004 - _ -5 -4-.3 ' Weight (%) 50 50 1009 0 Roads and Roadside - Risk & Priorities Ma' Roads Roadside 7 Assets 0 Assets As _- 0 Assets 1 Assets 0 Assets 0 Assets 0 Assets 0 a 5 2.620.00 m - 1.169,00 m 620.00 m 5 - - $3.132,393-00 $0.00 $570.471.00 $0.00 $411,246.00 $0.00 $0.00 $0 -OG $ 124 Assets 9 Assets 9 Assets 3 Assets 12 Assets 0 Assets 0 Assets 0 Assets 0 a 4 38.317,00 m 2,101,00 m 3,191,00 m 722,00 m 3,752.00 m 4 $30.982,647.08 $793,516.00 $1,953,441,00 $300,912.00 $1,974,531,00 $0.00 $0.00 $0.00 $ 585 Assets 24 Assets 22 Assets 7 Assets 74 Assets 0 Assets 0 Assets 0 Assets 0? 203,039.00 m, unit{sy 7,805.00 m 8319.00 m 2,426.00 m 40,355.00 m ? $119,193,199.92 $2,865,498.00 $3,579,397.44 $1,258,620.00 $14,213,774.00 $0.00 $0.00 $0.00 $ 987 Assets 80 Assets 72 Assets 58 Assets 383 Assets 24 Assets 51 Assets 22 Assets 12, 317,676.00 m. unit{s} 43.373.00 m. unit(5) 37.378.00 m 22.732.00 m, unit[sj 251,920.00 m. unit(5) - 1.498.35 m 4,777.79 m 2.447.27 m 1.71 $377,081.70 $ffi3,656.90 $329,759.70 $213 $134.101.818.80 $8,412336.92 $6,176,832.00 $5.293,367.40 $47,104.430.41 22 Assets 33 Assets 66 Assets 60, 92 Assets 19 Assets 17 Assets 17 Assets 104 Assets 25,325.00 m. unit(s) 9.124,00 m 10.649.00 m 3,832.00 m 39,567.00 m. unitfs) 682.72 m 770.32 m 1.90651 m 2,14 $123,143.60 $242,855.20 $340.276.10 $391 $8.137,087.88 $1,104,083.84 81.080,224.64 $1.261,028.92 $5,310,616.40 _ 4 5 / z Roads and Roadside - Risk & Priorities The top ten (10) Road assets requiring replacement are as follows: Asset Description Ire- Service Yr Useful life e Historical Cyst Replace menti 92Q - Surface - GI en a bbey Dr Robert Adams Dr to Prestonva le Rd 1993 199 20 20 23 26 $52,W $CA W $IM 3 36 $79J31 $25,532 $33,791 $112,200 $105,600 $178,200 $135r $32,340 $51,744 $] 16 $1$$,397 $94,380 $4,531330 92101- Surface - Dare Rd ( "2 to Nash Rd) 92103 - Surface - Varme Rd N ash Rd to Hartfi a Id Dr 1991 20 25 9M - Surface - Prestonvale Rd (Claret Rd to Phoir Av 1992 20 24 94057 - Surface - Wave fly Rd (Wrti n Rei to Spry Av) 94279 - Surface - Scugo St LMng St to Church St 94503 - Surface - King St W (Scugog St to Tempera nog Stj W13 - Surface - King St ( Mearns Av to 332rn E of Mearns Au) 9 71- Surface - CI a ri ngten Blvd (Steven � Rd to North End) 9M - Surface - Ener Dr (425rn W of Symon 5 Rd to 55 irrr W of leave rl y Rd) 2005 1997 20 20 10 19 1979 20 37 $30,049 $112,421 1993 20 23 2004 20 12 $6%509 193$ 20 n $114,953 Storm Wafnr Management TABLE 3-2.09 STORM SEWERS Asset Type M90 Asset Inventory Unit Historic Cost Replacement Value as of 12/31/2015 Storm Sewers Conduit 226 km $ 62,721,875 $ 90,653,512 Structures 4,172 Each $ 12,514,853 $ 18,138,832 Storm Water Management Pond 25 Each $ 8,284,250 1 $ 11,173,588 4,423 $ 83,520,978 $ 119,965,932 Storm sewers and ponds have an extremely long useful life which results in 94% of those assets have condition ratings in the Fair to Very Good status. Very Good 3070 Assets 6.247,656.10 unit(s) $46,818,494.00 Good 3939 ASSKS 1 1.450,124.00 U-nit(S) $63,496,028.00 Fair 416 Assets 2,332,791.00 unit(s) $7,647,774.00 Poor 171 Assets 571,84.4.00 unit(s) 1,770,075. *Very Poor 344 Assets 298,532.00 unit(s) $1,555,205.00 aVM1•[N[01&.'MIHo Strategic and Corporate Goals Legislative Requirements Technical and Operational Requirements •I• aVL a M 0 l w►1 a, Mk Expectations Funding Availability Asset Performance Levels of Service • The AMP includes LOS for all asset categories, pulling performance measures from various sources as a starting point for Clarington • Next steps will include: • Target setting for desired LOS • Calculating financial implications of service level changes • Incorporating taxpayer expectations and demands on service levels • Expanding on measurable for each asset category .dj Asset Management OBJECTIVE: outline and establish a set of planned actions, based on best practices that will enable our assets to provide a sustainable level of service while managing risk at the lowest life cycle cost. Dispose 6 Straw Rlpn drxiyo Asset Modify Life cyc Mad ntal � opmfal Asset Life Cycle Costing As the AMP evolves, developing proce.c for managing and maximizing the performance of an asset while minimizl' its costs throughout the course of its lifecycle will enable Clarington to mak( better asset investment decisions. Asset Management - Capital Budget Implications An objective moving forward, service areas will be able to base their decision making on a more consistent asset based approach rather than financing approach • Quantifies the risk • of failure of asset, identifies mitigation measures and sets out to reduce risk in most cost effective manner • Identifying the -A financial impacts of various alternatives within a business case IN • An objective guide to determine which combination of capital projects represent the best overall value based on the level of benefits they provide to the community Financial Management Strategy The financial strategy indicates the current funding resour( the required funding to sustain the current capital asset ins achieving the desired level of service. Sources of Capital Funding .dj Provincial Guidelines for Financial Management Strategy • The AMP is required to identify any funding shortfall relative to the financial requirements that cannot be eliminated by either service levels or asset management and/or financing strategies • Municipalities are required to discuss the impact of the shortfall and how the impact will be managed • Province may review municipality's financial strategy to confirm shortfall is justifiable • Province may analyze service levels to ensure the municipality has considered decreasing applicable services • Province could review that all asset management and financial strategies have been considered for funding (i.e. Debt Capacity) 0 AMP Financial Scenarios In developing the asset management plan, three (3) alternative scenarios were considered. All scenarios assume that all identified asset requirements will be incurred and the infrasi ' deficit of $91.9 million will be spread evenly over the next 20 years u 9 0 r Tax Levy Support to Capital • The tax levy support to Capital continues to require an increase over the past budget years to fund AMP requirements To ensure the Municipality's reserve funds maintain a positive balance, this strategy includes a reallocation of the tax levy for Capital to increase the transfers of tax levy to the verve funds 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Scenario #1 and #2 Tax Levy Supportto Capital (1% increase for 10 years 1.5 increosefor years 11-20) Projected Increase in Transfers to RF's Balance of tax Levy Support to Capital 7.425.130 3.016.000 4,409,130 7,997,350 ....................................................................................... 3,016,000 4,981,350 8,581,014 ....................................................................................... 3,021,000 5,560,014 9,176,352 3,021,000 6,155,352 9,783,597 3,026,000 6,757,597 10,402,986 ....................................................................................... 3,231,000 7,171,986 11,034,763 3,231,000 7,803,763 11,679,176 3,231,000 8,448,176 12,336,477 ....................................................................................... 3,226,000 9,110,477 13,161,477 3,226,000 9,935,477 14,002,977 3,426,000 10,576,977 14,861,307 3,426,000 11,435,307 15,736,803 ....................................................................................... 3,426,000 12,310,803 16,629,810 ....................................................................................... 3,526,000 13,103,810 17,540,676 ....................................................................................... 3,531,000 14,009,676 18,469,760 ....................................................................................... 3,526,000 14,943,760 19,417,426 ....................................................................................... 3,526,000 15,891,426 20,384,045 ....................................................................................... 3,626,000 16,758,045 21,369,996 3,626,000 17,743,996 22,336,615 3,626,000 18,710,615 Scenario #3 Tax Levy Support to Capital (2% increase for- Projected Balance of 10 years 1% Increase in tax Levy rncr-easefor- Transfers Support to years 11-20) to RF's Capital 7,986,130 3,016,000 4,970,130 9,130,570 ..................................................................................... 3,016,000 6,114,570 10,297,899 ..................................................................................... 3,021,000 7,276,899 11,499,574 3,021,000 8,467,574 12,703,063 3,026,000 9,677,063 13,941,842 ..................................................................................... 3,231,000 10,710,842 15,205,396 3,231,000 11,974.396 16,494,221 3,231,000 13,263.221 17,808,823 ..................................................................................... 3,226,000 14,582.823 19,149,717 3,226,000 15,923.717 19,710,717 3,426,000 16,284.717 20,282,937 3,426,000 16,856,937 20,866,601 ..................................................................................... 3,426,000 17,440,601 21,461,939 ..................................................................................... 3,526,000 17,935.939 22,069,183 ..................................................................................... 3,531,000 18,538.183 22,688,573 ..................................................................................... 3,526,000 19,162.573 23,320,350 ..................................................................................... 3,526,000 19,794.350 23,964,763 ..................................................................................... 3,626,000 20,338.763 24,622,064 3,626,000 20.996.064 25,292,510 3,626,000 21.666.510 Application of Reserve Funds Proposed ,annual Current Increase in ,annual Cont'b from Contribution Tax Levy Total ,annual • The financial strategy utilizes eleven (11) Reserve Funds to finance both the accumulated Percentage infrastructure deficit Increase and the annual 24 0 replacement costs 283` The overall increase in 171` annual capital funding 300` required has 475` significantly increased many of the Reserve Funds annual transfers from Tax Levy Reserve Fund from Tax Levy (AVG.) Contribution €50.5 - Engineering Fleet 5,000: 11000 6,000 ........................................................................................................................................................................ :516 - ..................................................................................................................... Facilities & Parks M1nc .......................................... 330P000 .....................................................................................¢........................................... 800.000 ¢............................................. 11130,000 :513 - ........................................................................................................................................................................:............................................. Community Services Capital 300000: 850p000 1,150,000 ¢............................................. 521 - Computer Equipment 100,000100F000 ....................................................................................................................................................................... :522 - Fire Equipment ......................................................................................... 350000: 600,000 950F000 ........................................................................................................................................................................ :524 - ..................................................................................................................... Operations Equipment 350,000: .....................................................................................¢........................................... 1,050,000 ¢.............................................: ? 1,400,000 :525 - ..................................................................................................................... Clerks Fleet5000: .....................................................................................¢........................................... 23p750 28,750 :557 - Federal Gas Tax 2,700,000 ........................................... - 2,700,000 ¢........................................... :560 - ..................................................................................................................... C8 Bldg Refurbishment 85,000 .....................................................................................¢........................................... - 85,000 :�6.6..-..Parking Lot...................................................................... 310000 .............................................:............................................. - 310,000 .............................................. $ 4,M,00D $ 3r324r75O 7,-9591750 • The financial strategy utilizes eleven (11) Reserve Funds to finance both the accumulated Percentage infrastructure deficit Increase and the annual 24 0 replacement costs 283` The overall increase in 171` annual capital funding 300` required has 475` significantly increased many of the Reserve Funds annual transfers from Tax Levy Utilization of Debt Debt Capacity • Based on 15 year term at a 5% interest rate • Capacity of annual repayment limits of $14 million • Capacity of total principal balance of $147 million Debt Utilization • Currently, Clarington has outstanding debt of $17 million which equates to 11% of total available debt capacity • Proposed scenarios offer various debt peaks; • #1 - $81 million in year 2027 • #2 - $66 million in year 2037 0 #3 - $59 million in year 2026 2016 2011 2018 2019 2029 2021 2022 2023 2024 2025 2026 2427 2029 2029 2034 2031 2032 2033 2034 2035 2036 2031 Scenario #1 Scenario #2 Scenario #3 198,4144,621 162,207,218 '* Maxium Peak Debt Amount 89,464,228 New Annual New Annual New Annual Current New Debt Total Debt New Debt Total Debt New Debt Total Debt Debt Debt Debt Debt Added Outstanding Added Outstanding Added Outstanding Outstanding Payments Payments Payments 17,029,533 $17,029,533 $17,029,533 $17,029,533 14,803,490 2,300,000 $17,103,490 2,300,000 $17,103,490 2,300,000 $17,103,490 12,102,900 8,289,812 182,927 $140265,829 6,624,914 182,927 $14,265,829 7,728,810 182,927 $14,265,829 9,840,715 11,988,921 842,990 $19,934,165 7,759,368 710,575 $18,368,488 10,811,084 798,372 $ 19,406,597 7,640,699 12,165,119 1,797,459 $28,092,631 7,952,460 1,328,906 $22,659,772 10,309,756 1,658,981 $ 26,491,419 5,918,600 9,589,425 2,763,087 $36,439,927 7,059,778 1,959,381 $27,402,101 6,991,204 2,477,089 $ 33,199,310 4,282,600 10,124,841 3,522,715 $41,703,154 2,617,488 2,519,296 $30,900,064 6,712,902 3,030,244 $ 36,237,556 3,628,600 16,020,759 4,325,708 $47,847,903 8,056,381 2,707,521 $30,776,673 11,718,300 3,562,105 $ 39,551,325 2,956,600 21,191,306 5,600,474 $58,870,476 9,339,488 3,346,826 $35.566,829 15,915,156 4,494,957 $47,115,885 2,427,600 12,415,415 7,287,019 $73,882,716 4,212,760 4,093,020 $41,186,331 6,076,566 5,762,216 $58,021,458 118821600 9,616,899 8,270,931 $79,287,684 7,639,108 4,425,077 $41,368,257 2,005,306 6,242,405 $58,648,920 1,321,640 4,151,035 9,425,947 $81,217,951 5,750,246 5,027,642 $44,456,206 - 6,392,881 $55,004,009 743,600 5,142,251 9,355,799 $77,307,295 7,275,550 5,488,072 $45,238,674 1,526,588 6,393,381 $49,253,740 150,OM 6,5545,17D 9,764,605 $73,942,014 14,289,247 6,664,899 $47,015,088 - 6,517,307 $44,830,884 76,DW 10,860,321 10,287,778 $71,978,833 11,6+34,243 6,883,483 $51,625,633 3,676,066 6,518,836 $ 39,299,886 6,298,451 11,145,D72 $73,520,795 9,606,856 7,906,592 $56,797,819 6,844,120 $ 37,122,192 4,049,280 11,636,717 $70,033,083 8,829,288 8,513,813 $58,763,651 6,797,228 $ 31,230,468 21,492,981 11,766,469 $64,050,203 9,491,992 9,630,420 $60,078,254 3,454,063 6,608,156 $ 25,397,082 12,353,347 32,920,450 $74,675,262 6,558,636 9,258,931 $61,871,699 2,238,424 6,115,728 $ 21,403,728 9,940,147 12,857,436 $76,147,045 9,626,655 9,155,032 $50,8D8,761 5,437,136 $18,788,768 3,278,643 12,672,690 $75,366,422 11,816,337 9,299,196 $52,725,059 4,619,115 $14,637,461 588,494 12,161.226 $68,282,662 8336,420 9,666,199 $66,226,255 4,055,828 $10,948,517 198,4144,621 162,207,218 '* Maxium Peak Debt Amount 89,464,228 Ten Year Historical Tax Levy Support to Capital Financial Strategy Conclusion and Recommendation • The infrastructure deficit of $91.9 million is a priority • The three proposed scenarios are viable with changes to the current budget allotments for capital financing • An increase in Tax Levy support is required for transfers to Reserve Funds and direct capital financing • The AMP utilizes debt financing or debentures as a crucial funding source to maintain our asset inventory The AMP recommends scenario #3 which results in the lowest amount of new debt while still funding all forecasted asset replacements SCENARIO #3 - FIRST 10 YRS TAX LEVY INCREASE OF 2%, NEXT 10 YRS INCREASE OF 1% Provincial Annual Annual Tax Levy Surplus or (OCIF) ............................................................................................................................................................................ Debt Total Funding (Deficit) Allotment (less 7,728,810 $ 23,328,0.54 ($1 1,800,000: ............................................................................................................................................................................ 10,811,084 $ 25,257,225 ($0 1,800,400: ............................................................................................................................................................................ 10,309,756 Reserve 23,445,303 ($3 1,800,000 ...................................................................................................................$0 6,991,204 $ increase to RF and ($0 1,800,000 Fund Annual 100% Of 1,800,000: ...................................:........................................................................................................................................ 11,718,300 Incremental Previous Yr ($1 (including 15,915,156 Replacement Infrastructure TataI Capital increase of Debt Tax Levy $ Federal Gas ($1 Casts Deficit $ Casts payments) Surplus Reserves Tax) 2018 ............................................................................................................................................................................................................................................................................................................................................. 18,731,069 ............................................................................................................................................................................................................................................................................................................................................. 4,596,983 $ 23,328,0.52 4,787,203 - 320,000: 9,329,037 2019 20,660,242 .........................................................................................................................................................................................................................................................................................................................................3 4,590,983 $ 25,257,225 5,316,198 - 324,000: 7,009,943 2020 18,449,323 ............................................................................................................................................................................................................................................................................................................................................. 4,596,983 $ 23,046,305 5,617,918 - 324,000: 4,998,528 2021 15,772,940 .........................................................................................................................................................................................................................................................................................................................................4 ¢ 4,596,983 $ 24,369,923 5,990,485 - 324,000 5,268,234 2022 23,393,994 .........................................................................................................................................................................................................................................................................................................................................6 ¢ 4,596,983 $ 27,990,977 6,646,819 - 445,000 12,386,256 2023 24,122,643 4,596,983 $ 28,719,625 7,148,737: 0 324,000: 7,732,588 2024 28,259,870 s 4,596,983 $ 32,856,853 7,479,439- 324,000: 7,342,258 2025 22,154,611 ............................................................................................................................................................................................................................................................................................................................................. 4,596,983 $ 26,751,594 7,501,005: 0 324,000: 11,054,022 2026 19,744,494 ............................................................................................................................................................................................................................................................................................................................................. 44,596,983 $ 24,341,477 8,340,418 - 324,000: 11,875,753 2027 12,137,631 ............................................................................................................................................................................................................................................................................................................................................. 4 4,596,983 $ 16,734,614 9,534,836: 1 324,000: 6,723,527 2028 12,665,454 ¢ 4,596,983 $ 17,262,435 9,891,336: _ 1 324,000: 4,750,449 2029 15,810,128: 4,596,983 $ 20,407,111 10,339,530: - 324,000: 8,379,757 2030 19,481,675 ............................................................................................................................................................................................................................................................................................................................................. 4,596.983 $ 24,078,658 10,921,766: 0_ 324,000: 8,492,501 2031 16,148,828 ............................................................................................................................................................................................................................................................................................................................................. 4,596.983 $ 20,745,811 11,131,819: 1 324,000: 7,483,704 2032 6,736,327 ............................................................................................................................................................................................................................................................................................................................................. 4,596,983 $ 11,333,310 11,740,955 _ 0 324,000 1,264,710 2033 39,367,390 ¢ 4,596,983 $ 43,954,372 12,554,416 _ 1,992,355 324,000 21,624,091 2034 ............................................................................................................................................................................................................................................................................................................................................. 22,221,606 ............................................................................................................................................................................................................................................................................................................................................. 4,596,983 $ 26,818,589 13,678,522: 2 324,000: 8,781,543 2035 19,157,030 4,596,983 $ 23,754,013 14,901,526: 1 324,000: 6,732,387 2036 24,465,870: ............................................................................................................................................................................................................................................................................................................................................. 4,596,983 $ 29,062,853 16,376,949: 2s 324,000: 10,565,904 2037 12,188,937 ...................................................... 4 4.596.983 ................................................ $ ................................................... 16,785,920 17,610,683: .................................................................................................... 1 ....................................... 324,000: :......................................... 433,856 $ 391,670,061 $ 91,939,659 $ 483,509,720 Provincial Annual Funding Surplus or (OCIF) ............................................................................................................................................................................ Debt Total Funding (Deficit) L163,000 ............................................................................................................................................................................ 7,728,810 $ 23,328,0.54 ($1 1,800,000: ............................................................................................................................................................................ 10,811,084 $ 25,257,225 ($0 1,800,400: ............................................................................................................................................................................ 10,309,756 $ 23,445,303 ($3 1,800,000 ...................................................................................................................$0 6,991,204 $ 20,369,923 ($0 1,800,000 6,712,902 27,994,977 0 1,800,000: ...................................:........................................................................................................................................ 11,718,300 $ 28,719,625 ($1 1,800,000: ...................................:........................................................................................................................................ 15,915,156 $ 32,856,853 $0 1,800,000: 6,476,566 $ 26,751,593 ($1 1,800,000: 2,405,346 $ 24,341,477 1 164,251 - $ 16,734,614 1 774,061 1,526,598 $ 17r f526 262 436 1,367,725: ............................................................................................................................................................................ - $ 24,447,111 $0 668,226: 3,676,066 $ 24,078,659 $1 1,810, 287 - $ 24, 745,811 $0 - - $ 13, 325, 665 $1,992,355 6,019,454 1,454,063 $ 43,954,375 $2 1,800,000: ................................... 2,238,424 ....................................... $ ..................................................... 26,818,591 ............................................ $1 1,800,000 ...................................:........................................................................................................................................ - $ 23,754,014 $2 1,800,000 - $ 29,062,854 $1 458,800: ...................................:........................................................................................................................................ - $ 18,823,344 $2,437,424 $ 457,639,497 Next Ste s ............................. p • Final AMP report to GGC on September 251h • Awaiting final regulations from Proposed Bill 6 - Infrastructure for Jobs and Prosperity Act, 2015 • Improvements to current AMP processes and assumptions • Strategic integration to budget • Utilizing Citywide works with the AMP process Integrating ratin growth related assets � gg .dj Questions ? .L L