THE TOWN OF COCHRANE ASSET MANAGEMENT PLAN...Technical Proposal 436 Westmount Avenue Unit 6 Sudbury...

THE TOWN OF COCHRANE

ASSET MANAGEMENT PLAN

FINAL REPORT

RVA 122731

December 2013

December 6th, 2013 RVA 122731 The Corporation of the Town of Cochrane 92 2nd Street PO Box 490 Cochrane, Ontario P0L 1C0

Attention: Shane Skinner, Assistant Director of Operations Dear Mr. Skinner: Re: Town of Cochrane - Asset Management Plan R.V. Anderson Associates Limited is pleased to submit the final report for the Corporation of the Town of Cochrane’s Asset Management Plan (AMP). The report represents the Town’s first AMP and is a strategic planning document designed to assist in the development of a long term strategy for the management of the Town’s tangible capital assets. These assets are the infrastructure owned by the Town providing municipal servicing to its residents and businesses. Additional benefit in preparing the AMP has given the Town of Cochrane access to the Province of Ontario’s Municipal Infrastructure Investment Initiative (MIII). The Province has made this funding available to municipalities that have prepared an AMP and has met their published guidelines. The Province, and indeed all levels of government, have recognized the benefit of asset management processes to the long term well-being of municipalities. The foundation had been established with the asset management initiative in 2009 when every municipality in Canada was required to report all tangible capital assets on their financial statements as part of the PSAB initiative. A complete inventory and valuation of the Town’s assets were developed as part of the PSAB process establishing, what is now, the supporting process for the next logical step in understanding the level of investment needed to sustain the infrastructure such that it delivers the expected level of service throughout its life cycle. The asset management project has provided an initial assessment of the Corporation of the Town of Cochrane’s current assets and the Town’s annual budget to sustain this infrastructure and is outlined in the accompanying AMP. The challenge for the Town is to commit to a strategic plan to address the investment gap. The commitment relates to undertaking further refinements in the plan to identify strategies to reduce the investment need and increase the available funding until the need and funding are essentially equal. This is the essence of the asset management plan outlined within the report, and to be considered by the Town.

The Corporation of the Town of Cochrane -2- R.V. Anderson Associates Limited December 6, 2013

R.V. Anderson Associates Limited appreciates the opportunity to assist the Town of Cochrane with this strategic undertaking. Please contact the undersigned should you have any questions. Yours very truly, R.V. ANDERSON ASSOCIATES LIMITED Marc A. Therrien, B.Sc. Senior Associate/Project Manager Encls.

MAT/me

URBAN DEVELOPMENT

Technical Proposal

436 Westmount Avenue Unit 6 Sudbury Ontario P3A 5Z8 CanadaTel 705 560 5555 Fax 705 560 5822 www.rvanderson.com

Corporation of the Town of Cochrane

Asset Management Plan

December 2013

THE TOWN OF COCHRANE

ASSET MANAGEMENT PLAN

FINAL REPORT

Prepared for:

The Corporation of the Town of Cochrane

“This report is protected by copyright and was prepared by R.V. Anderson Associates Limited for the account of the Town of Cochrane. It shall not be copied without permission. The material in it reflects our best judgment in light of the information available to R.V. Anderson Associates Limited at the time of preparation. Any use which a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. R.V. Anderson Associates Limited accepts no responsibility for damages, if any, suffered by any third party as a result of decisions made or actions based on this report.”

RVA 122731 December 2013

The Corporation of the Town of Cochrane ES-1

The Town of Cochrane – Asset Management Plan FINAL RVA 122731 December 2013

EXECUTIVE SUMMARY

In 2012, Ontario’s Ministry of Infrastructure released a guide titled Building Together: Guide for

Municipal Asset Management Plans. This guide forms part of a comprehensive strategy called

the Municipal Infrastructure Investment Initiative (MIII) which aims to develop a strong and

cooperative relationship between municipalities and the Province of Ontario to address the

significant challenges that currently face our deteriorating infrastructure.

The Province is seeking to achieve standardization and consistency in the management of

municipal infrastructure. To achieve this, they are requiring that any municipality seeking

provincial capital funding for infrastructure projects be required to prepare an Asset

Management Plan (AMP) to demonstrate the particular need of a project to the social, economic

or environmental priorities of the community.

This report represents the Corporation of the Town of Cochrane’s first iteration of a strategic

AMP that has been completed based on readily available information in the Town and previous

PSAB initiatives. It establishes a framework that supports an informed decision making process

that is used to improve the management of the Town’s infrastructure. The Town has committed

to continually improving this AMP over the coming years as additional information is collected

and as knowledge of asset management in the Town increases.

The Town’s Strategic Plan provides a strong and comprehensive strategy to provide high quality

services to residents. As part of this AMP, the following Vision/Mission statements highlighting

the management of the Town’s infrastructure had been adopted and immediately highlighted

within the first iterations of the Strategic Plan. These goals are outlined as:

This AMP is structured to provide for this vision statement, and includes the following sections:

Section 1 introduces asset management and establishes goals for the long term vision of

infrastructure management in the Town.

A clean, safe, close-knit, informed community with good infrastructure, offering a range of

employment opportunities and a rich quality of life; and

The Town of Cochrane will deliver services to meet the social, economic, and personal

well-being of its citizens in an affordable and responsible manner.

The Corporation of the Town of Cochrane ES-2

The Town of Cochrane – Asset Management Plan FINAL RVA 122731 December 2013

Section 2 summarizes the state of the infrastructure in the Town, including the

distribution of both the physical condition and risk of the assets.

Section 3 summarizes the existing levels of service of the Town’s infrastructure and

provides a series of suggested performance metrics that the Town can use to track the

performance of their assets.

Section 4 uses a risk-based asset management strategy to establish 10 year and 100

year capital investment needs for the Town’s assets.

Section 5 reviews the Town’s finances and provides a strategy to make sure that the

short term and long term capital investment needs of the infrastructure can be sustained

in perpetuity.

Section 6 summarizes the analysis performed in this report and provides a list of

recommendations that the Town should consider to address the short term financing

shortfall and to improve the management of its infrastructure.

The analysis performed in this first iteration of this AMP highlights a requirement for the Town to

spend approximately $1.62 million per year over the next ten years to renew the highest risk

infrastructure. This would require the Town to increase capital investment by approximately

$1.1 million per year based on the current capital spending levels in the Town of approximately

$500,000 per year. It is recommended that the Town phase in this capital spending increase

over the next five (5) to ten (10) years.

The short and long term capital investment needs established in this AMP are primarily based

on a strategic review of the Town’s asset inventory. The Town has committed to undertaking a

series of activities to implement a more sophisticated asset management program including

leveraging the in-house geographic information system (GIS). The Town will also consider

approaches to increase the revenue that is needed to fund the renewal of the infrastructure,

including pursuing Provincial or Federal infrastructure grants. These activities will be used to

develop more refined capital investment strategy that is based on a better understanding of the

renewal needs of the Town’s infrastructure. This AMP should be updated on a periodic basis as

the asset management activities are implemented.

The Corporation of the Town of Cochrane TOC-1

The Town of Cochrane - Asset Management Plan FINAL RVA 122731 December 2013

TOWN OF COCHRANE ASSET MANAGEMENT PLAN

TABLE OF CONTENTS

Page

1.0 INTRODUCTION ................................................................................................................. 1-1

1.1 Provincial Guideline .......................................................................................................... 1-1

1.2 Vision for Infrastructure in the Town of Cochrane ......................................................... 1-1

1.3 Goals of Asset Management ............................................................................................. 1-2

1.4 Scope of the AMP .............................................................................................................. 1-2

1.5 Development of the AMP .................................................................................................. 1-3

1.6 Refinement of the AMP ..................................................................................................... 1-3

2.0 STATE OF INFRASTRUCTURE ......................................................................................... 2-1

2.1 Asset Inventory .................................................................................................................. 2-1

2.2 Asset Value ........................................................................................................................ 2-2

2.3 Asset Condition ................................................................................................................. 2-2

2.4 Priority Assets – Risk Refinement ................................................................................... 2-4

2.5 Engagement of Town Staff ............................................................................................... 2-8

3.0 LEVELS OF SERVICE ........................................................................................................ 3-1

3.1 Types of Levels of Service ................................................................................................ 3-1

3.2 Condition Levels of Service .............................................................................................. 3-1

3.3 Capacity Levels of Service ............................................................................................... 3-2

3.4 Existing Levels of Service ................................................................................................ 3-2

3.5 Performance Metrics ......................................................................................................... 3-3

4.0 ASSET MANAGEMENT STRATEGY ................................................................................. 4-1

4.1 Asset Management Strategy Overview ............................................................................ 4-1

4.2 Existing Asset Management Strategies in the Town ...................................................... 4-1

4.3 Managing Risk ................................................................................................................... 4-2

4.4 Short Term Infrastructure Needs – Risk Prioritized ........................................................ 4-3

4.5 Asset Management Strategies to Reduce the Cost of Infrastructure Needs ................ 4-4

5.0 FINANCING STRATEGY .................................................................................................... 5-1

5.1 Review of Town Capital Expenditures ............................................................................. 5-1

5.2 Comparison of Expenditures and Revenues ................................................................... 5-1

5.3 Addressing the Financing Shortfall over the Short Term ............................................... 5-2

5.4 Addressing the Financing Shortfall over the Long Term ............................................... 5-3

6.0 CONCLUSIONS AND RECOMMENDATIONS ................................................................... 6-1

6.1 Conclusions ....................................................................................................................... 6-1

6.2 Recommendations ............................................................................................................ 6-2

The Corporation of the Town of Cochrane TOC-2


LIST OF FIGURES

Figure 1 – Asset Value Distribution

Figure 2 – Condition Distribution

Figure 3 – Risk Matrix

Figure 4 – Priority Distribution

Figure 5 – 10 Year Capital Investment Requirement – Theoretical

Figure 6 – 10 Year Capital Investment Requirement – Risk Based

LIST OF TABLES

Table 1 – Number of Assets by Asset Class

Table 2 – Estimated of Condition based on Useful Life Remaining

Table 3 – Value of Assets by Condition Score

Table 4 – Probability of Failure Score

Table 5 – Consequence of Failure Score

Table 6 – Priority Valuation by Risk Score

Table 7 – Existing Service Levels in the Town and Suggested Performance Metrics

Table 8 – Renewal Strategy based on Risk Category

Table 9 – 2012 Town Financing Summary and Capital Contribution

APPENDICES

Appendix A – Probability and Consequence of Failure Scores (Initial Iteration)

The Corporation of the Town of Cochrane 1-1


1.0 INTRODUCTION

This report represents the first strategic Asset Management Plan (AMP) for the Town of

Cochrane. It establishes a framework that supports an informed decision making process

that is used to improve the management of the Town’s infrastructure.

1.1 Provincial Guideline

In 2012, Ontario’s Ministry of Infrastructure released a guide titled Building Together: Guide

for Municipal Asset Management Plans. This guide forms part of a comprehensive strategy

called the Municipal Infrastructure Investment Initiative (MIII) which aims to develop a strong

and cooperative relationship between municipalities and the Province of Ontario to address

the significant challenges that currently face our deteriorating infrastructure.

The Province is seeking to achieve standardization and consistency in the management of

municipal infrastructure. To achieve this, they are requiring that any municipality seeking

provincial capital funding for infrastructure projects be required to prepare an AMP to

demonstrate the particular need of a project to the social, economic or environmental

priorities of the community.

This report represents the Town of Cochrane’s first iteration of the AMP that has been

completed based on readily available information in the Town. The Town has committed to

continually improving this AMP over the coming years as additional information is collected

and as knowledge of asset management in the Town increases.

1.2 Vision for Infrastructure in the Town of Cochrane

The Strategic Plan (2006) established by Town Council provides a strong and

comprehensive strategy to provide high quality services to residents through a series of Key

Strategic Objectives1. As part of this AMP, the following vision/mission statements for the

management of the Town’s infrastructure has been adopted from the Strategic Plan:

A clean, safe, close-knit, informed community with good infrastructure, offering a

range of employment opportunities and a rich quality of life; and

The Town of Cochrane will deliver services to meet the social, economic, and

personal well-being of its citizens in an affordable and responsible manner.

1 http://www.cochraneontario.com/sites/cochrane.civicwebcms.com/files/media/Cochrane%20Strategic%20Plan.2006_1.pdf



This AMP has been structured to develop processes that can be used to achieve the Town’s

vision and mission statements for the management of their infrastructure.

1.3 Goals of Asset Management

Asset Management strives to continually improve the management of infrastructure. The

following is a list of goals that asset management programs and processes aim to achieve:

Reduced life cycle cost (i.e. total operating, maintenance and capital resources) of

providing services to residents.

Reduced risk exposure to the Town by ensuring that assets are managed in a

manner that matches the risk that their failure represents to the delivery of services.

An informed and transparent decision making process that provides elected officials

with the knowledge that they need to make decisions regarding capital expenditures,

operating costs and revenue requirements (i.e. rate and tax levels).

A mechanism to ensure that the services that are delivered through infrastructure can

be provided at a sustainable level at a cost that is affordable to residents.

1.4 Scope of the AMP

The data supporting this AMP covers a period of 100 years, in which, this analysis focuses

on the next 10 years, and reports on all of the assets owned by the Town, including:

Watermains and water distribution systems appurtenances;

Water treatment, storage and pumping facilities;

Sanitary sewer and wastewater collection system appurtenances;

Water Pollution Control Plant and sewage pumping facilities;

Roads;

Bridges;

Facilities; (i.e. pools, arenas, waste disposal, municipal buildings, libraries, etc.)

Storm sewers and stormwater management infrastructure;

Parks and park infrastructure;

Vehicles; and,

All other machinery & equipment owned by the Town.

Section 2 of this report provides a summary of all of the assets in the Town.



1.5 Development of the AMP

This AMP was developed with a project team from the Town and RVA. The following

documents were reviewed and incorporated throughout the development of this AMP:

Background Report -Town of Cochrane (2012) (FoTenn Consultants Inc.)

Town of Cochrane Official Plan (2013) (FoTenn Consultants Inc.)

Town of Cochrane Zoning By-Law (2013) (FoTenn Consultants Inc.)

Town of Cochrane Manual of Engineering Procedure (2010)

Town of Cochrane Strategic Plan (2006)

Town of Cochrane – PSAB 3150 Inventory and Valuation of Tangible Capital Assets

(2011) (RVA)

Town of Cochrane Water and Wastewater Cost for Service Rate Study (2010)

(RVA/KPMG)

Town of Cochrane GIS (CGIS)

O/Reg 239/02 for the Minimum Maintenance Standards for Municipal Highways

O/Reg 453/07 and the Sustainable Water and Sewer Systems Act

Town Budgets and other Financial Documents such as Financial Information Returns

(FIR)

Other Relevant Town Correspondence

1.6 Refinement of the AMP

The Town is realistic in recognizing that this AMP is a first step along a pathway that will be

needed to achieve the goals outlined above. The Town has also developed an

Implementation Strategy that includes a series of activities that will improve subsequent

iterations of the AMP.



2.0 STATE OF INFRASTRUCTURE

This section summarizes the state of the Town’s infrastructure, including:

Inventory of all assets

Value of the assets

Risk of assets supported by estimates of both the probability of failure (i.e. condition)

and consequences of failure

2.1 Asset Inventory

The Town of Cochrane maintains a Tangible Capital Asset (TCA) Register as well as an

online GIS database (roads only) that contains over 1,600 individual assets. Each asset is

also categorized into one of ten (10) of the following asset classes that have been

established by the Town. Table 1 summarizes the length or number of assets by asset class

excluding Land.

Table 1 – Number of Assets by Asset Class

Asset Class Description of Asset Class Number of Assets

Municipal Facilities Facilities that have structural, architectural and electrical/mechanical components.

47

Water/Wastewater Facilities

Facilities or Complex assets related to Water/Wastewater that contain structural, architectural and electrical/mechanical components.

10

Watermain Watermains including hydrants, valves etc. 39 kms of Watermain

Sanitary Sewers Sanitary including manholes and appurtenances etc.

25 kms of Sanitary

Storm Sewers Storm sewers, manholes catchbasins 12 kms of Storm Sewer

Roads Roads and Laneways including traffic signs etc. 218 kms of roads

Curb/Sidewalk Curb, Sidewalk 20 kms of sidewalk and 24 kms of Curb/Gutter

Pooled Assets Airport Lights, small culverts, street lights etc. -

Bridges Municipal Structural Road component including large culverts.

7

Vehicles/Rolling Stock Cars, trucks or other vehicles used by the various departments.

39



2.2 Asset Value

The values of the assets that are included in the scope of this AMP are summarized in

Figure 1. These asset valuations were developed using the following approaches depending

on the particular asset type. These approaches are:

Using cost indices to bring historical acquisition costs to current replacement

valuations; or,

Estimating unit replacement costs for linear assets or complete replacement costs for

discrete assets based on the available information, such as size and materials.

The total replacement value for the Town’s infrastructure under the scope of this AMP at

$206 million. The summary also highlights that the majority of this infrastructure resides in

Water/Wastewater services and roads.

2.3 Asset Condition

Understanding the condition of the Town’s assets is an essential component to an AMP.

Ideally the condition information is based on assessment activities that provide first-hand

knowledge of the condition of the infrastructure. However, for most of the assets in the

Town, condition information based on visual observations or first-hand knowledge is



generally available but not excessively detailed. This is very common in municipalities in

Ontario and across Canada. Therefore, in most cases the condition of the assets had to be

estimated based on life-expectancy.

The best practice to estimate the condition of an asset where assessment activities have not

been completed is to evaluate the amount of its useful life that has been consumed. For

example, an asset that has a useful life of 10 years would be considered to be in excellent

condition if it is 1 year old and poor condition if it is 9 years old. Although this approach does

not always provide an accurate condition of the asset, particularly in cases of buried linear

infrastructure (i.e. watermains and sewers), it is a reasonable starting point where actual

condition information is not easily accessible. The Town’s TCA register contains information

on the asset age and the useful life that has been estimated based on industry standards,

and therefore it is possible to estimate the condition of the assets using this approach.

For the purposes of this report, the condition of the assets where condition information was

not available was estimated based on Table 2. It should be noted that there was actual

condition information readily available for the following asset types:

Bridges and large culverts; and,

Select buildings.

Table 2 – Estimated Condition based on Useful Life Remaining

Percent of Useful Life Remaining Estimated Condition

80% or above Excellent

60-79% Good

30-59% Fair

1-29% Poor

0% Critical

Table 3 and Figure 2 summarize the condition of the Town’s infrastructure. Approximately

$47.5 million worth of assets have a condition that is considered critical. It should be noted

that the approach of using the combination of the asset age and useful life can produce

condition results that appear worse than what would be observed with actual condition

assessment because of the theoretical assumption that any asset which has reached the

end of its useful life is in critical condition. For example a watermain that has a useful life of

50 years in the TCA register can continue to provide a reasonable level of service for 80 or

more years.



Table 3 – Value of Assets by Condition Score

Condition Score Replacement Cost % of Total

Excellent $28,025,256 13.6%

Good $19,407,172 9.4%

Fair $72,524,781 35.3%

Poor $38,104,342 18.5%

Critical $47,533,444 23.2%

Total $205,594,995 100%

2.4 Priority Assets – Risk Refinement

The state of the Town’s infrastructure is not only limited to the physical condition. To

achieve a better understanding of the needs of the infrastructure a risk score was calculated

for each asset. For example, an asset with a low consequence of failure can be managed

such that it is replaced only after it fails (i.e. condition falls below poor or critical). However,

assets that have a high consequence of failure should be managed in a proactive manner

that does not permit the condition to fall below fair.

FIGURE 2 – Condition Distribution – AMP 2013



For the purposes of the risk assessment completed in this report, risk is defined as the

product of the probability of failure and the consequence of failure. Appendix A contains a

full description of the probability and consequence of failure scores that were generally

assigned to each asset class.

2.4.1 Probability of Failure

A probability of failure score is given to each asset based on the condition information.

Although the probability of an asset failing is not necessary indicative of its age (i.e. some

newer watermains can fail more frequently than older watermains due to their production

methods), the Town does not maintain records that track the failure history of assets or any

other information that could be used to better estimate the probability of failure. Table 4

summarizes the probability of failure score that was assigned to each asset based on the

estimate of its physical condition.

Table 4 – Probability of Failure Score

Estimated Condition Probability of Failure

Description Probability of Failure

Score

Excellent Improbable 1

Good Unlikely 2

Fair Possible 3

Poor Likely 4

Critical Highly Probable 5

2.4.2 Consequence of Failure

The consequence of failure score for each asset is based on a review of information that

was provided by the Town, such as:

Size/capacity of the asset

The use of the asset

The importance of the asset to the operation of the system/facility

Table 5 summarizes the approach to establishing the consequence of failure score for each

asset.



Table 5 – Consequence of Failure Score

Consequence of Failure Description Consequence of Failure Score

Very low measureable effect of any kind 1

Low/ seldom/marginal change in the function, serviceability, or capacity of the asset and (or) effect on public safety and the environment

2

Moderate/ regular change in the function, serviceability, or capacity of the asset and (or) effect on public safety and the environment

3

Major/ regular change in the function, serviceability, or capacity of the asset and (or) effect on public safety and the environment

4

Catastrophic loss of infrastructure affecting public safety or having severe environmental consequences.

5

2.4.3 Risk Assessment

The final step in the risk assessment is to multiply the consequence of failure score and the

probability of failure scores for each asset. This results in a risk score for each asset of

between 1 and 25. A risk category was then established for each asset based on the risk

score. Figure 3 summarizes the process that was used to categorize the risk scores for each

asset. The risk score of the assets are categorized as follows:

Risk score of between 16 to 25 represent a high level of risk to the Town

Risk score of between 10 and 15 represent a medium-high level of risk to the Town

Risk score of between 8 and 9 represent a medium level of risk to the Town

Risk score of between 4 and 6 represent a medium-low level of risk to the Town

Risk score of 3 or less represent a low level of risk to the Town

Figure 3 – Risk Matrix

1 2 3 4 51 1 2 3 4 52 2 4 6 8 103 3 6 9 12 154 4 8 12 16 20

5 5 10 15 20 25

Probability

Co

nse

qu

ence

Eval Rating



Table 6 and Figure 4 summarize the risk scores of the assets in the Town establishing a

refinement of the lifecycle analysis, outlining approximately $45 million worth of assets are in

a medium-high or high risk level. These assets should be addressed in the short term to

reduce the risk exposure to the Town. In addition, Table 6 outlines assets worth $30 million

that have a risk score of medium. These assets should be addressed over the medium

term. Section 4 of this report describes the Asset Management Strategy for addressing

assets that represent elevated levels of risk to the Town.

Table 6 – Priority Valuation by Risk Score

Risk Replacement Cost

Low $57,869,149

Medium-Low $72,029,666

Medium $30,237,118

Medium-High $30,747,309

High $14,711,753

Total $205,594,995

FIGURE 4 – Priority Distribution – AMP 2013



2.5 Engagement of Town Staff

Town staff members were fully engaged with the project team throughout this report to

provide their understanding of the infrastructure management systems for the project. The

Town recognizes that the general approach and individual risk scores for each asset will be

refined over the coming years as better information becomes available.



3.0 LEVELS OF SERVICE

A “level of service” is a term that is used to describe how much of a service is being

provided or the quality of a service that is being provided. In the context of asset

management plans, levels of service are established as a way to guide the management of

infrastructure in a manner that aims to achieve the level of service goal. This develops a

systematic process for:

1. Deciding the appropriate level at which to provide each service.

2. Tracking the current level of service.

3. Preparing a strategy to achieve the service level goal if the tracking process in step

(2) shows that the goal is not being met.

4. Establishing a clear linkage between the costs of higher service levels.

5. Discussing the willingness to pay for higher service levels.

3.1 Types of Levels of Service

Levels of service vary widely depending on the level of sophistication of an organization.

They can be related to regulations, customer expectations, or corporate vision. In terms of

municipal infrastructure, the services that they provide are generally related to either

condition or capacity. Levels of service can also be based on managing the risk that the

failure of the asset has on the service that it provides. This section of the AMP includes a

summary table that provides the current levels of services that have been defined in the

Town’s existing documentation and suggested infrastructure management practices.

3.2 Condition Levels of Service

The most basic level of service for the Town is established around maintaining infrastructure

in an acceptable state of repair or minimizing the risk exposure of the Town to a specified

level. The levels of service that the Town has been practicing have been largely informal and

undocumented. The levels of service that have been established in the capital works

planning process addresses the infrastructure that is in the worst state of repair and would

result in large consequences if it were to fail. This process has been based on coordination

with the various managers and Council.

Although undocumented, the current capital planning process that the Town is practicing

represents a risk-based approach to managing their infrastructure. As described in Section

2, the State of Local Infrastructure Analysis was completed using a risk based approach.

The analysis completed in this AMP provides a more formalized approach to managing the



infrastructure using a comprehensive risk-based methodology that includes all of the assets

in the Town. The Town has committed to further refining the risk analysis established by this

iteration of the Town’s AMP.

3.3 Capacity Levels of Service

Discussions with the Town provided some indication of the current levels of service that are

used to drive decision making with respect to asset renewal or maintenance activities that

are largely based on asset condition. However, similar to most municipalities in Ontario, the

Town does not have a well-documented set of service levels that are used to drive asset

management activities as they relate to the capacity of infrastructure.

3.4 Existing Levels of Service

The two primary resources that contain service levels for infrastructure in the Town are the

Town’s Official Plan and the Town’s Development and Engineering Standards. These two

documents are summarized in the following sections.

3.4.1 Town Official Plan

The Town’s Official Plan provides some direction on the levels of services of the asset

groups in the Town at a strategic level. The Official Plan is a comprehensive document that

discusses the economic, social and environmental considerations for growth in the Town.

Section 2 of the Official Plan lays out some specific service levels related to the capacity of

infrastructure in the Town. It describes how growth should proceed with proper

consideration for water, wastewater, storm water and transportation systems, as well as for

recreation facilities, parks, open spaces and trails. While there are very few specific

provision level goals for the facilities described in the Official Plan (i.e. X parks per 10,000

residents), it does recognize that specific Area Studies are required to investigate provision

levels, including the need for a financial plan to address the cost considerations for the new

infrastructure.

3.4.2 Town of Cochrane Engineering Procedure in Subdivisions and Quality Management Systems

The Town of Cochrane Engineering Procedure in Subdivisions and Quality Management

Systems (QMS) establishes tactical or operational levels of service for the infrastructure that

is constructed in the Town. These standards relate to the capacity of infrastructure or the

availability of an infrastructure service. Similar to the Official Plan, there are no specific

levels of service related to the condition of infrastructure in the Engineering Standards,



however, the QMS documentation for both wastewater and water are detailed from a level of

service perspective outlining minimum requirements for treatment beyond the Ministry of the

Environment’s requirement and outlines a tactical and operational outline that is focused on

long-term commitment.

3.5 Performance Metrics

Performance metrics are used to assess how well the infrastructure is achieving the service

levels. Table 7 provides a series of suggested performance metrics that the Town can use

in future review of its infrastructure. Subsequent AMPs can complete the State of Local

Infrastructure analysis by comparing levels of service to performance metric goals.


Town of Cochrane Asset Management Plan FINAL RVA 122731 December 2013

Table 7 – Existing Service Levels in the Town and Suggested Performance Metrics

Asset Levels of Service Suggested Performance Metric

Watermains &

Water

Facilities

1. Provide services to accommodate growth around adjacent existing built-up areas and shall ensure a compact form; Mixed use and densities that allow for efficient use of land.

2. Water system designed for maximum day + fire flow or maximum hour; Normal operating pressure between 350 to 480 kPa, 280 kPa to 700 kPa is allowable

3. Services at least 19 mm; Watermains at least 150 mm in diameter

4. Meet all regulated drinking water quality goals

1. Number of development applications that are delayed due to insufficient water infrastructure

2. Locations with pressure or flows that do not meet the Town’s goals confirmed through hydraulic modeling or field testing

3. Locations with mains or services that are smaller than the minimum sizes

4. Number of times the regulated drinking water quality goals are not achieved

Sanitary

Sewers &

Wastewater

Facilities


2. Sanitary sewer system designed per guidelines; 200 mm minimum size

3. Discourage the use of force mains and sewage pumping stations

4. Repair critical sections of sewer identified in CCTV assessments

5. Meet all regulated wastewater quality goals

6. Minimize the number of sewer backups that occur due to Town infrastructure failures

7. Minimize the number of emergency sewer bypass events that occur

8. Protect human health and natural environment.

1. Number of development applications that are delayed due to insufficient wastewater infrastructure

2. Locations with sub-standard infrastructure (size, slope) confirmed through review of designs

3. Number of force mains/sewage pumping stations in the Town

4. Number of locations identified as being in critical condition that have not been addressed

5. Number of times the regulated wastewater quality goals are not achieved

6. Number of sewer backups that occur due to Town infrastructure failures

7. Number of emergency sewer bypass events that occur

Storm Sewers/

Storm Water

Management

Facilities


2. Level of protection established based on nature of area drained (risk/loss/damage of life/property): Major system - overland flooding less than 150 mm during 100 year event; Minor system – 5 year storm, 10 year storm in select high value commercial area at the direction of the Town; Culverts, major sewers designed for the 25 to 50 year depending on road classification; 50 year storm for overland flow, some flooding permitted to below depth of 100 mm.

1. Number of development applications that are delayed due to insufficient storm water infrastructure

2. Number of locations where infrastructure does not meet protection for a specified storm return period




Roads &

Bridges


2. Urban arterial roads have bike lanes and transit

3. Sidewalks on two sides of urban arterial and residential collector, one side on all other urban roads.

4. All new roads in the Town are paved

5. Concrete curb & gutter (and storm sewer) on all urban roads

6. Volume to capacity ratios should not exceed 0.85 to 1 at intersections

7. Provide maintenance standards in accordance with O/Reg 239/02

8. All roads should be maintained to a condition of good or better

9. All bridges should be maintained to be safe for use

10. Connections to HWY 11 shall be maintained.

1. Number of development applications that are delayed due to insufficient road infrastructure

2. Number of roads less than level of service D during peak hour

3. Number of roads that meet sidewalk level of service

4. Number of roads that are currently gravel that should be paved

5. Number of roads that do not meet curb/gutter/storm sewer level of service

6. Number of intersections that do not meet capacity level of service

7. Number of times road maintenance is not in accordance with O/Reg 239/02

8. Results of the pavement condition assessment performed in the Road Needs Study

9. Percentage of recommended repairs completed in accordance with timing identified in the biennial bridge (OSIM) inspections

Fire 1. Provide fire services that meet best practices as recommended by regulated authorities, insurance coverage, National Fire Protection Association and Ontario Office of the Fire Marshall

2. Provide fire services to meet the Master Fire Plan Strategic Priorities

3. Maintain fire halls in state of good repair

1. Number of locations that do not meet the recommended best practices by the relevant group/organizations

2. Number of locations that do not meet Master Fire Plan Strategic Priorities

3. Number of fire halls with outstanding repair/rehabilitation activities

All Facilities,

including

recreation

1. All areas of the Town are within 25 km of museums, theatres, cultural/health care/recreation facilities and libraries

2. All infrastructure should comply with the Accessibility for Ontarians with Disabilities Act (AODA)

3. Minimize the number of accidents and legal actions that occur that are directly attributed to improper maintenance of a facility

1. Number of locations that do not have some types of facilities within the 25 km goal radius

2. Number of facilities in the Town that do not comply with the AODA

3. Number of accidents and legal actions directly related to improper maintenance of a facility




Parks 1. Provide a variety of different sized parks to residents (tot-lots, neighbourhood parks, community parks, regional parks)

2. Provide 3 hectares of parks per 1,000 people as a parkland provision rate goal as per the Recreation Master Plan (OP Section 2.7.4)

3. Provide a trail network that includes both local and regional linkages to land and water

4. Provide sufficient parks, trails and open spaces to new subdivisions/service areas (5% of land dedicated to development or equivalent cash-in-lieu)

1. Number of parks of each size/type

2. Percentage of Town with a parkland provision rate that meets the goal

3. Length of trails and number of access points to land/water trails per 1,000 residents

4. Number of new developments where land dedication rate goal is achieved

Solid Waste 1. Provide residential solid waste services including garbage and recycling

2. Minimize the number of complaints from Town residents about the solid waste collection service

3. Maximize the rate of solid waste that is diverted from the landfill

4. Have all solid waste facilities comply with MOE regulations

1. Number of locations where solid waste collection services are not available

2. Number of complaints received

3. Solid waste landfill diversion rate

4. Number of days when an MOE compliance order is in effect for solid waste facilities



4.0 ASSET MANAGEMENT STRATEGY

4.1 Asset Management Strategy Overview

The asset management strategy component of the AMP represents the set of planned

activities to ensure that the state of the infrastructure achieves the level of service goals.

The strategy is generally related to optimizing decisions with respect to:

The replacement or rehabilitation of assets

The optimal level of maintenance investment required to minimize the long term

costs of the assets (i.e. does more maintenance result in a longer useful life)

Disposing of assets that are not required to meet service levels

Addressing Town policies that impact the infrastructure intervention that is used

The items summarized above are the goals for an AMP (and the associated systems that

support the plan) to achieve through an analysis of readily available information. In this first

iteration of the Town’s AMP, achieving a process that optimizes these goals is difficult due to

a lack of readily available information and established processes to support the decisions.

For example, the decision to rehabilitate or replace watermains using one of several

techniques is dependent on knowing if the water main size should be increased or if the

structural failure frequency exceeds a target threshold. This decision making process is best

supported by a more detailed study of the water distribution system that identifies a specific

renewal strategy for each water main based on capacity and condition service levels.

4.2 Existing Asset Management Strategies in the Town

The Town currently has a well-established asset management strategy for bridge assets.

The strategy for the bridge assets are supported by the regular inspections that are

mandated by the Province. The inspections are performed on all bridges and any culvert

with a span greater than three meters. The inspections are completed by qualified personnel

who develop recommendations with respect to the optimal renewal strategy, including minor

repairs, rehabilitation or replacement of the assets. The Town also maintains a GIS

database in which contains a comprehensive condition assessment of the roads

infrastructure through this AMP process and can be extended to the remaining assets in the

Municipality potentially enabling a spatial and interactive management venue for the entire

asset inventory.



These examples of established asset management strategies are seen as best practices in

the municipal asset management industry and should be continued by the Town. These

strategies are expected to be refined over subsequent iterations to ensure that they align

with the Town’s asset management goals outlined within the results of this AMP. For

example, the road needs are established based on the physical condition surveys and the

goal of the pavement management strategy is to “keep the roads in good condition”, in

which, the Roads Needs Study simply provides a list of the total needs of the Town and

represents an unconstrained list of the needs of the Town making the results mostly

unrealistic or financially impractical. Therefore it is recommended that the Town focus their

renewal activities on the rehabilitation of roads where the useful life of the pavement could

be extended through the suggested improvements.

The asset management strategies for the other assets owned by the Town are less formal

and are often completed on an asset-by-asset basis as opportunities are presented. The

primary strategy is based on coordination between departments to establish priorities or

replacing an asset based on its lifecycle.

4.3 Managing Risk

This AMP establishes the management of risk as the primary method for developing an

asset management strategy. This strategy is to prioritize the renewal of infrastructure that

represents a high risk to the Town – essentially assets that are in poor condition and would

have a significant impact on service level or cause other significant consequences if they

were to fail. This risk management strategy develops a renewal plan that is based on

addressing the highest risk assets first according to the risk categories that were established

in Section 2 of this report and the renewal timing summarized in the following.

Table 8 – Renewal Strategy based on Risk Category

Risk Category Renewal Time Period

High As Soon As Possible

Medium-high Short Term (next 5 years)

Medium Medium Term (next 10 years)

Medium Low and Low

Long Term - regular planned renewal based on age of asset

and expected useful life or when asset reaches a higher risk

level through further iterations of the AMP process (i.e.

probability or consequence of failure increases)



4.4 Short Term Infrastructure Needs – Risk Prioritized

Figure 5 provides the 10 year capital investment needs for the Town’s infrastructure that

have not been prioritized using the risk-based asset management strategy as outlined in

Table 8. The analysis outlines a requirement in which the Town should spend an average of

$9.2 million per year to address the infrastructure needs (in constant 2013 dollars) when the

risk-based asset management strategy is not applied to the infrastructure - lifecycle based

renewal and betterment only.

Figure 6 provides the 10 year capital investment requirement for the Town’s infrastructure

with the needs of all assets based on the risk management strategy summarized in Table 8.

Placing risk-based criteria with the lifecycle requirements focuses the renewal requirement to

the most affected infrastructure in the Town asset portfolio resulting in a revised capital

requirement, in which, the Town should spend an average of $1.62 million per year on the

highest priority projects to address the infrastructure that represents a medium to high level

of risk (in constant 2013 dollars).



4.5 Asset Management Strategies to Reduce the Cost of Infrastructure Needs

The Town is committed to advancing asset management practices in the organization.

However, some of these processes will take several years to develop and refine. The

infrastructure needs depicted in Figures 5 and 6 are based on the assumption that the Town

will replace the existing infrastructure with an identical or reproduction of the asset and

therefore use the replacement costs included in the Town’s TCA register. However, it may

be feasible to replace infrastructure at a lower cost by using alternative procurement

methods or rehabilitating the asset with new technologies. The following is a list of

strategies that the Town should consider to reduce the costs of addressing the immediate

infrastructure needs:

Multi-year contracts to renew infrastructure (i.e. playground replacements, road

resurfacing, etc.). This may reduce the unit costs of the capital construction projects.

Undertake partnerships with neighbouring municipalities to achieve greater

economies of scale with respect to infrastructure replacement contracts. This may

reduce the unit costs of the capital construction projects.

Rehabilitate assets instead of replacing them. Rehabilitation can result in lower long

term costs of owning and operating some assets. In particular, rehabilitation of

facilities (arenas, pools, etc.) can both reduce the capital cost to renew the assets, as

well as lower the annual operating and maintenance costs.

Eliminate assets that affect the overall capital contribution and are currently not

achieving the required or needed capacity.



5.0 FINANCING STRATEGY

The financing strategy is the final component of the AMP. It provides a plan to move forward

with the overall asset management strategy.

5.1 Review of Town Capital Expenditures

This analysis has indicated that that on average the Town’s existing infrastructure needs

approximately $1.6 million per year to be sustained through risk-based prioritization (refer to

Figure 6). The review of infrastructure needs in Section 4 also recognized that over the

coming years the Town will continually refine that AMP processes and infrastructure

analysis.

Table 9 summarizes the Town’s 2012 expenditures, in which, the Town contribution to

capital through water and wastewater rates was approximately $500k in 2012.

5.2 Comparison of Expenditures and Revenues

The following summary outlines the average expenditures, the long term needs and the

2012 revenues. The analysis outlines a shortfall of approximately $1.1 million and does not

assume that the Town will be receiving capital grants as contributions towards the 10 year

capital requirement. Table 9 also outlines the Town’s 2012 revenues from the

water/wastewater rates and the general tax levy.

Table 9 – 2012 Town Financing Summary and Capital Contribution

Average

Average Capital Expenditures(2009‐2012) $5,747,064

Revenue ‐ Water Wastewater Fees (2013)* $2,671,582

W/WW ‐ Contribution to Capital* $501,500

Capital Grants (2009‐2012) $2,359,865

10‐Year Capital Requirements

Life‐Cycle Only Requirement $9,241,000

Risk‐Based with Life‐Cycle Requirement $1,620,000

Capital Requirement (no Grants) $1,118,500

2013 Tax/Rate Levy $5,300,000

Increase Requirement (no Grants) 21%

* Water/Wastewater Rate Fee increases include life‐cycle renewal (initiated in 2010)



5.3 Addressing the Financing Shortfall over the Short Term

The following is a list of alternatives that should be considered to address the financing

shortfall:

1. Increase tax/rate revenues: The following table identifies the year at which the

revenues will equal the expenditures needs for a range of taxation/rate increases.

Year Capital Levy Equals Expenditures

Annual Taxation/ Rate Levy % Inc.

Tax Supported Water Rate

1% 2034 2016

2% 2023 2016

3% 2020 2016

4% 2018 2016

5% 2017 2016

2. Pursue Provincial and Federal grants whenever possible: The Capital Budget

assumes only Gas Tax funding from the Provincial and Federal Governments. This is

a conservative approach that is recommended in the Provincial Government’s Asset

Management guide. Both senior levels of government have acknowledged that they

should share in addressing the infrastructure deficit. It is reasonable to assume that

funds will become available in the future from both senior levels of government The

Town of Cochrane should develop a methodology to secure a share of these funds.

3. Refine the asset management processes described in this AMP for all of the assets

in the Town: This would include developing a list of needs based on more

sophisticated service levels and an improved asset management strategy based on

additional information including further risk refinement. The Town will be developing

an Implementation Strategy to improve this AMP over the next few years. This AMP

should be viewed as the first step in a long range plan to improve the management of

the Town’s infrastructure. This AMP should be reviewed and revised on a periodic

basis as more information is available to establish updated annual investment needs.



5.4 Addressing the Financing Shortfall over the Long Term

The best approach to address the long-term financing shortfall is to develop the improved

asset management strategies that will be suggested in the Town’s Implementation Strategy.

This will allow the Town to prepare a more refined estimate of the infrastructure needs that is

not simply based on replacing infrastructure when it is at the end of its useful life. These

strategies will include the following:

1. Establish levels of service and the associated performance metrics to track how well

the infrastructure is meeting the service and capacity levels. This may result in some

higher priority assets being renewed at a later time then what was established in the

analysis performed in this AMP. However, this may also result in some lower priority

assets becoming a higher priority for renewal at an earlier time than what was

established in this AMP. For example, some storm water infrastructure that is

identified as a low priority asset may need to be replaced because it is not meeting a

level of service regarding flood protection.

2. Complete detailed investigations into the operating and maintenance costs of the

Town’s infrastructure, and complete analyses to determine if they are within industry

standards or if they can be optimized to reduce the long term costs. For example,

this may demonstrate that the construction of a new, energy efficient facility to

replace an old facility will have a long term financial savings to the Town. This will

allow the money being used to operate the facilities to be used to address the

renewal of other infrastructure.

3. Collect and review additional condition/performance information for the Town’s

infrastructure to better assess the probability of failure. For example, tracking and

reviewing water main break records is a much better indicator for the future

probability of failure of the asset. This analysis can then be used to adjust the

infrastructure needs.

4. Consider consolidating or eliminating redundant infrastructure. For example,

removing bridges that are under-utilized and which have alternate bridges that can

be used by the community will reduce the long term infrastructure needs while

maintaining service levels.



6.0 CONCLUSIONS AND RECOMMENDATIONS

6.1 Conclusions

The following points summarize the conclusions from the analysis performed in this report:

1. This AMP is designed to achieve the Town’s vision for its infrastructure as outlined in

the Strategic Plan. The Town’s vision for infrastructure aligns with the general goals

of asset management.

2. The Town owns approximately 1,600 individual assets that have a total replacement

value of approximately $205 million.

3. The linear assets represent 59% of the total asset replacement value.

4. The primary approach that was used to estimate the condition of the Town’s

infrastructure is a combination of the age of each asset and an estimate of its useful

life. This approach can produce condition results that appear worse than what would

be observed with actual condition assessment because of the theoretical assumption

that any asset which has reached the end of its useful life is in critical condition or

beyond capacity. For example a watermain that has a useful life of 50 years in the

TCA register can continue to provide a reasonable level of service for 80 or more

years.

5. Approximately $76 million worth of infrastructure is identified as being a potential risk

exposure to the Town.

6. The risk assessment was completed by estimating a probability and consequence of

failure for each asset. A total of approximately $45 million worth of assets are in a

medium-high or high risk level. These assets should be addressed in the short term.

7. As with most municipalities in Ontario, the Town does not have a well-documented

set of service levels that are used to drive asset management activities.

8. The primary level of service that was used to drive this AMP was to minimize risk.

9. The 10 year capital investment needs indicates that the Town should spend

approximately $1.6 million per year over the next 10 years (in constant 2013 dollars)

to address the highest risk infrastructure.

10. In 2012, the Town spent approximately $501,500 for non-growth related capital

projects. This represents a financing shortfall of approximately $1.1 million per year

when compared to the average 10 year capital investment needs.



6.2 Recommendations

The Town should consider the following to address the short term financing shortfall:

1. Increase the amount of the Capital Financing in the Operating Budget. By continuing

to increase the Capital Financing by $220,000 in each of the next 5 years there will

be sufficient funds in five years to meet the $1.6 million financing shortfall and allow

for some increase to address inflation. This annual increase is in addition to the need

to maintain the $500,000 capital surcharge that was made available in 2013.

2. Pursue Provincial and Federal grants whenever possible. Both senior levels of

government have acknowledged that they should share in addressing the

infrastructure deficit. Based on past contributions, it is reasonable to assume that

funds will become available in the future from both senior levels of government. The

Town of Cochrane should develop a methodology to secure a share of these funds.

In addition, it is recommended that the Town consider the following to develop a refined list

of needs based on more sophisticated service levels and an improved asset management

strategy:

1. Establish levels of service and the associated performance metrics to track how well

the infrastructure is meeting the service levels.

2. Complete detailed investigations into the operating and maintenance costs of the

Town’s infrastructure, and complete analyses to determine if they are within industry

standards or if they can be optimized to reduce the long term costs

3. Collect and review additional condition/performance information for the Town’s

infrastructure to better assess the probability of failure.

4. Finance should consider establishing capital contribution separate from operations

and maintenance related expenditures.

5. Consider leveraging the Town’s in-house GIS for managing capital requirements and

financing.

6. Consider consolidating or eliminating redundant infrastructure.

The Town has developed an Implementation Strategy to improve this AMP over the next few

years. This AMP should be viewed as the first step in a long range plan to improve the

management of the Town’s infrastructure. The Town should review and revise this AMP on

a periodic basis as more information is available to establish updated annual investment

needs.

The Corporation of the Town of Cochrane A-1


Appendix A

Probability and Consequence of Failure Scores (Initial Iteration)



Asset Group Probability of Failure Score Consequence of Failure Score

Public Works – Linear Assets - Watermains

Based on Age only – Refer to Tables 4 & 6 in Section 2 of the AMP

150 mm or smaller = 1

200 mm = 2

250 mm = 3

300 mm = 4

>300 mm= 5

Crosses railroad = 3

Crosses other utility = 3

Crosses minor water body = 3

Crosses major water body = 5

Services Water Facility = 5

Consequence becomes maximum of the above (i.e. 150 mm WM crosses railroad, score = 3, 200 mm WM crosses major water body, score = 5)

Assumptions:

Larger diameter mains (300 mm and larger) service water facilities, and are therefore already flagged as high consequence.




Public Works – Linear Assets Sanitary Sewers



250-300 mm = 2

350-450 mm = 3

525-675 mm = 4

>675 mm = 5


Crosses other utility = 3

Crosses minor water body = 3

Crosses major water body = 5

Forcemains, siphon, yard piping = 5

Assumptions:

Larger diameter sewers (525 mm and larger) service wastewater facilities, and are therefore already flagged as high consequence.




Public Works – Linear Assets Storm Sewers



350-450 mm = 2

500-675 mm = 3

700-975 mm = 4

>1,000 mm = 5


Public Works – Linear Assets Bridges and Large Culverts

Based on OSIM inspection summary:

Bridges with no work identified = 1

Bridges in the 6-10 year timing window = 2

Bridges in the 1-5 year timing window and bridges in the now timing window that require minor work= 3

Bridges in the now timing window that require minor work = 4

Bridges in the now timing window that require major work = 5

All bridges and large culverts = 5




Public Works – Linear Assets Roads

Based on Roads Needs Study Condition Survey Information:

Condition > 85 = 1

Condition 71 to 85 = 2

Condition 56 to 70 = 3

Condition 40 – 55 = 4

Condition <40 = 5

Based on age if not in roads needs study

MTO Classification 1 = 5




MTO Classification 5 & 6 = 1

Crosses railroad, major water courses = 5

Crosses other utility or minor water course = 3 (or higher)

If not in road needs study = 2

Ambulance Based on Age only – Refer to Tables 2 & 4 in Section 2 of the AMP

All assets consequence of failure = 5

Fire Based on Age only – Refer to Tables 2 & 4 in Section 2 of the AMP

Buildings & Building Improvements = 3

Land improvements = 2

Machinery, equipment, vehicles = 5

Library Based on Age only – Refer to Tables 2 & 4 in Section 2 of the AMP

Machinery & Equipment = 1

Land improvements = 2

Buildings & Building Improvements = 3

Water treatment and septic system = 5




Public Works Buildings and Building Improvements


Storage buildings/garage & miscellaneous building improvements = 2

All other buildings (PS’s, reservoirs, treatment plants, etc.) = 5

Public Works Land Improvements


Parking lots, fencing, driveways = 1

Stormwater Management Infrastructure = 3

Wet wells, retaining walls, foundations = 5

Vehicles – other than ambulance and fire


Heavy trucks, tractors, etc. used for snow clearing, watermain repairs, etc. = 3

Ice re-surfacer = 2

All other vehicles = 1

Machinery & Equipment Based on Age only – Refer to Tables 2 & 4 in Section 2 of the AMP

Water, Sanitary & roads assets = 5

All others related to fleet, landfill, lighting works, technical services = 2




Buildings – Corporate/Community

Select buildings based on property condition reports or internal Town correspondence, categorized as follows:

Excellent condition, no work identified = 1

Good condition, minor work identified =2

Fair condition, moderate work identified = 3

Poor condition, extensive work identified = 4

Critical condition, extensive work identified = 5


All corporate facilities = 2, except Main Town building on Park Ave (emergency coordination)= 4

All community facilities = 3

Building Improvements – Corporate/Community


Alarm systems, water treatment systems, chair lifts = 5

All others = 2

Land Improvements – Corporate/Community

Select playgrounds based on assessment reports and correspondence provided by the Town

Based on Age for other land improvements – Refer to Tables 2 & 4 in Section 2 of the AMP

Bridges, wells = 5

Playground equipment, stairways, benches, ramps = 4

others = 1

Machinery and Equipment – corporate, community and development


All assets = 1, except:

Fire alarm/suppression equipment, generators = 5

Pumps and refrigeration systems for ice rinks = 2

THE TOWN OF COCHRANE ASSET MANAGEMENT PLAN...Technical Proposal 436 Westmount Avenue Unit 6 Sudbury...

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