asset management plan 2014 appendices - london, ontario · 2014-09-04 · london corporate asset...

London Corporate

Asset Management Plan 2014

Appendices

Table of Contents

Appendix 1 – Corporate Asset Management Policy .............................................................................. 1

Appendix 2 – Preliminary Levels of Service ......................................................................................... 2

Appendix 3 – Preliminary Levels of Service Trends ........................................................................... 10

Appendix 4 – Sample Business Case ................................................................................................. 27

Appendix 5 – Capital Project Plan ...................................................................................................... 33

Appendix 6 – Social Housing Letter .................................................................................................... 50

APPENDIX 1 CORPORATE ASSET MANAGEMENT POLICY

1

Appendix 1 – Corporate Asset Management Policy

APPENDIX 2 PRELIMINARY LEVELS OF SERVICE

2

Appendix 2 – Preliminary Levels of Service Where cells are shaded with red, the performance indicators show that the desired level of service is not currently being met and investment may be needed. X denotes where data is not currently available and processes may need to be built in order to provide it.

Service Area Corporate LOS Description Customer LOS

Description Customer LOS

Target

Customer LOS Performance

(2012 KPI)

Technical LOS Description

Technical LOS Target

Technical LOS Performance

(2012 KPI)

Drinking Water Supply Water,

Wastewater Services

To provide clean, safe and reliable drinking water in a cost

effective manner

# of boil water advisories

0 0 # of Lead Service Replacements per

year 500 440

# of water quality complaints

< 250 119 Number of

Watermain Breaks / 100 km

< 9 6.6

Water at the customers tap

99.5% 99.80% Water Loss Factor

(ILI) < 2 2

Watermain break repair in less than

6 hours 95% 96%

Water sampling meeting Regulatory

requirements 100% 100%

Wastewater – Sanitary Water,

Wastewater Services

To protect the health of our citizens and protect the

environment while maintaining competitive utility rates

# of days per year of full service

365 days 365 days # of blocked sewers /

100km length per year

1 0.23

Total collection, treatment &

disposal costs of wastewater

$ 410 / megalitre $408 / megalitre # of inspections per maintenance hole in

a two year period 1 1.87

Wastewater – WWTOPS

Water, Wastewater

Services

To protect the health of our citizens and protect the

environment while maintaining competitive utility rates

# of days per year of full service

365 days 365 days

Plant & PS Condition Assessment

1 CA per Plant and PS within 10

yrs.

New Initiative 2014

Condition Assessment Response

Within 5 years New Initiative

2014

# days discharging safe treated

effluent 365 days 365 days

% BOD Removal 98% 99%

# MOE Effluent Violations/Year

< 2 violations 0 violations

# of Odour Complaints

X X # of Ozone Odour Control Systems

Operational 8 6

% capture of wet weather flows (Apr

– Nov) 95% X %

% removal of suspended solids and BOD in wet weather flows

(primary treatment)

Suspended Solids 40% BOD 50%

Suspended Solids X% BOD X%

Wastewater – Stormwater

Water, Wastewater

Services

Provide sustainable water resources and stormwater

management in a safe, effective, and dependable way that ensures the protection of

the environment while preserving and enhancing the quality of life and economic prosperity of the people of

Complaint response within 24

hours 100% 98%

# of inspections & maintenance per

oil/grit separator per year

1 1

Operating costs per km for the urban storm

drainage system

<$ 6,900 $6,800

# of routine inspections &

maintenance of each stormwater

management facility

1

1


3



Target


(2012 KPI)




(2012 KPI)

London. per year

# of equivalent lots per year for which

stormwater servicing capacity made available in order to implement the City’s Growth

Management Implementation

Strategy.

6000 (2012 target

changes annually in accordance with strategy)

6000

Average # of days for review of development applications

14 days 14 days

Average # of days to process surface

flooding complaints

7 days 7 days

Roads & Structures

Transportation Services

To maintain safe roadways and roadsides enabling safe and

efficient travel in a cost effective way

% of all Roads in Good to Very

Good Condition

67% 61.5%

(OMBI Data)

Maintain Expressway/Freeway

PQI (Network Average)

PQI > 70 PQI = 79

Maintain Arterials & Primary Collectors

PQI (Network Average)

PQI > 65 PQI = 62

Maintain Secondary Collectors PQI

(Network Average) PQI > 60 PQI = 65

Maintain Local Road PQI

(Network Average) PQI > 55 PQI = 60

% of Arterials cleared when snow > 2.5cm

100% 100%

% of Winter event responses that are

met or exceed Ontario Regulation

239/02 Min. Maintenance

Standards

> 95% 100%

To maintain safe sidewalks enabling safe and efficient travel

in a cost effective way

% of Sidewalks cleared when snow > 8cm

100% 100%

% of Winter event responses that are

met or exceed Ontario Regulation

239/02 Min. Maintenance

Standards

> 95% 100%

To maintain safe and efficient Transportation Structures

enabling safe travel in a cost effective way.

% of structures in Good to Very

Good Condition 75%

64.3% (OMBI Data)

Maintain Structure BMS Condition

Rating (Network Average)

>7.5

7.1


4



Target


(2012 KPI)




(2012 KPI)

(2011 data)

Traffic Transportation

Services

To provide pedestrian/vehicular traffic control, appropriate

lighting, signage and pavement markings for the safe and

effective mobility needs of the public in a cost effective

manner.

Signage Visibility Clear obstructed signage as soon as practicable

100% Sign Reflectivity Testing - % Pass

> 98% Pass Reflectivity Test,

one that don’t are replaced as

soon as practicable

99%

% of street light repairs that meet

or exceed municipal road maintenance

timeline standards

100% 100% Average number of

days for repairs

% of traffic signal repairs that meet

or exceed municipal road maintenance

timeline standards

100% 100% Average number of

days for repairs

Cost per capita for traffic operations – signs, pavement

markings and detours

<$6.00 $5.28

Parking Transportation

Services

Provide accessible parking for business, customers,

employees, visitors and residents as well as maintain

traffic and public safety through parking enforcement.

# of on-street parking stalls per

100,000 population

>400 428.5 # of on-street parking

stalls >1500 1585

# of off-street parking stalls per

100,000 population

>380 386.8 # of off-street parking

stalls >1400 1430

Operating Cost per Paid Parking

stall <$500 $432.38

Total operating costs / # of parking stalls

on and off-street >3000 3015

Total Paid Parking Stalls Revenue over

Total Operating Costs

>3000 3015

Revenue to Cost ratio on-street and off-street per Paid

Parking Stall

<2 2.73

Solid Waste Garbage

Collection and Disposal

Environmental Services

Contribute to the health of the environment and the citizens of

London through appropriate removal and management of garbage in a cost effective

manner.

Pickup household garbage on

scheduled day > 97% 100%

Collection Worker Injuries (# of lost

working days) tbd tbd

Operating Costs for Garbage collection/

< $50 $48 MOE Compliance (# of orders/year)

0 0


5



Target


(2012 KPI)




(2012 KPI)

Disposal per household – Residential

Landfill open for business on

scheduled days 100% 100%

Tonnes managed at W12A Landfill

225,000 229,000

Solid Waste - Diversion

Environmental Services

Contribute to the health of the environment and the citizens of London by; creating products of

value from compostable /recyclable/reusable materials

discarded by the citizens of London, promoting waste

reduction and reuse opportunities and raising

awareness of the benefits of recycling/composting to the

environment in a cost effective manner.

Pickup household recycling on

scheduled day > 97% 100%

Residential Diversion Rate

45% 44 %

Operating Costs for Diversion per

household – Residential

< $25 $24 Number of

EnviroDepots and HSW Depots

4 3

Parks Parks,

Recreation & Neighbourhood

Services

Provide safe, clean parks and open space systems through

proactive property management in a cost effective way.

% Park area in municipality

>5% 5.8% # days between

mowing to maintain grass < 3 in.

10 10

Hectares of maintained parks and natural areas in municipality per

100,000 population

> 680 Ha 700 Ha # garbage pickups

per week 2 2

# inspections per playground per

month 1 1

# inspections per baseball field per

week 3 3

Golf Parks,


Services

Provide opportunities for individuals and families to

engage in sport and the health and social benefits derived from

participation in golf in an affordable way.

Golf Affordability- Cost per round

< $ 25 $ 22.45 Operating

expenditure per round

< $35 $ 19.20

Golf Availability- Number of

Operational Golf Courses (with

Municipal Influence) per

100,000 population

>1.0 1.2

Number of Golf Rounds Played per

Year > 122,000 128,205

% of Prime Time Tee Times used

> 85% 55 to 70 %

depending on course

Community Centers Parks,


Services

Increase public benefits of visits to Community Centres by:

Increasing usage of community centres (e.g.# of annual visits)

Percentage of visitors rating

overall experience as good or excellent

>95% 97% # of annual visits to Community Centres

>1,800,000

1,895,645 (Note: count

does not currently include all Community

Centres)


6



Target


(2012 KPI)




(2012 KPI)

Maximizing the individual benefits to visitors

Increasing accessibility/inclusiveness

Maintain/improve the quality of experience for visitors

Percentage of visitors agreeing

or strongly agreeing that

Community Centre helps increase the quality of life in the

community

>95% 98%

# of neighbourhood Community Centre

per 20,000 population

Note: counts both ‘large’ (> 10,000 sq. ft.)

and ‘small’ (< 10,000 sq. ft.) Community Centres

as defined by OMBI

>1 0.95

Aquatics Parks,


Services

Provide safe, enjoyable aquatic opportunities and water safety

education to the public in a cost effective way

Customer Satisfaction

> 95% approval on survey

97 % # of individuals

educated on aquatic safety per year

> 25,000 32,055

Safe facilities

> 40% of survey respondents

noting that a safe facility with

quality supervision is

primary reason for attendance at

a City pool

50% of survey respondents noted this as

primary reason for attendance at

a City pool

# of days closed due to mechanical issues

or pool fouling <5 20+

Arenas Parks,


Services

Provide accessible, enjoyable community facilities that

contribute to the wellbeing of individuals and families while

promoting livable and inclusive neighbourhoods in a cost

effective manner.

Winter prime and non-prime time

hours of ice rental > 37,500 hours 37,500 hours

Total Arena hours booked vs. delivered

>99% >99%

Successfully delivered

# of operational indoor ice pads (with municipal influence) per

100,000 population

> 5 Pads 5.95 Pads What percent of

registered program capacity is used?

100% Prime time capacity

50 % Non-prime time capacity

98% Prime time capacity

46 % Non-prime time capacity

Customer Service Satisfaction %

>85% 73%

Forestry Parks,


Services

Maintain and enhance, where possible, a safe, healthy,

diverse and resilient urban forest which trees in

boulevards, parks, woodlands, municipal golf courses, natural

areas and other municipal properties in a cost effective

way

Maintain existing trees through

sound arboricultural and

other best management practices to

ensure health and safety of residents

10% per year

X Unknown due to limitations with

existing computerized

inventory program.

Number of trees that are pruned, watered

and or fertilized 10% per year



inventory program and is a

new measure

<1 year between request for service and

action

Removal of hazard trees or for other

management reasons

<6 month between

identification or request for service and

action



inventory program.

Number of trees removed

100%



inventory program.

Replant removed < 1 year between X Unknown due Number of trees 100% 5,000


7



Target


(2012 KPI)




(2012 KPI)

trees from ROW and Park

perimeters in a timely manner

removal and planting

to limitations with existing

computerized inventory program.

planted or replanted

Enhance the tree/leaf cover

>24.7% cover 23.5% estimate

due to impacts of EAB

% cover 32% New target linked to Urban Forest Strategy

23.5% estimate due to impacts of

EAB

Monitor the condition of the

urban forest through

completion and updating of inventories, analysis of changes in

leaf/tree cover, structure/function

and value

Inventory information <10

years old



inventory program.

% trees by condition class

100% of work activity is entered

into CMMS system within two weeks of completion

100% Inventory

of boulevard,

X CMMS will not be functional until fall 2014

100% Leaf Cover Analysis across

entire City

X Last analysis was completed in

2008

Analysis of high resolution aerial

photography flown in mid-summer

Once every 5 years

X New performance

measure linked to urban forest

strategy

1 Analysis of urban forest

structure, function and value using i-Tree or similar

analysis

X Last analysis completed in

2008

Analysis of urban forest structure,

function and value using i-Tree or similar analysis

Once every 8 – 10 years

X New performance

measure linked to urban forest

strategy

Fire Protective Services

Protect the health and welfare of the City’s citizens through fire prevention, emergency response capabilities and

public education.

Respond to emergency calls for assistance

90% of alarms within 4 minutes

81% 14 firefighters to scene within 8

minutes tbd 76%

Long Term Care Social & Health

Services

Dearness Home: Provide long term care services to Residents

from the London-Middlesex catchment area that require respite, medical, nursing,

personal, therapeutic and social work services in a cost effective

way.

Percentage of Residents who

rate the Home as a good or

excellent place to live.

>90% 91%

Occupancy Rate >97% 98.25%

Provide vulnerable seniors in London with a social setting that

encompasses mental and physical well-being in a cost

effective way.

Percentage of clients who are

satisfied with the program.

>90% 95% Number of person days of service per

year. 6,750 6,257

Homemakers: Provide light housekeeping services to

selected residents from the Hours of Service >6,000 6,473


8



Target


(2012 KPI)




(2012 KPI)

London-Middlesex catchment area in a cost effective way.

Fleet Services Corporate,

Operational & Council Services

Provide cost effective vehicle and equipment management

services that include preventative maintenance, repairs, fuelling and capital replacement as needed to efficiently deliver municipal

services.

Safety-% legislated MTO

safety inspections met

100%

100% of legislated annual MTO inspections

complete.

% of regulated MTO maintenance inspections completed

100% MTO Legislated Inspections

95.5% regulated

MTO inspections completed. Remaining 4.5% were retired in

2012

Affordability - rental rate costs

0% increase to rental rates

Rental rates +1.16% in 2012

% budget spent for maintenance

93-97% 93%

% of fuel budget spent

90% 80%

% of Capital budget spent

90% 91%

Availability Minimize down

time

Minimum # of Units out of service for

inspections.

% of preventative maintenance inspections completed

95% of PM inspections completed

88% of schedule PM inspections

completed. (PM”A”, PM”B”

and PM”C” inspection included)

Reliability

Service Request Rate

(OMBI Measure FLET 415)

Minimum # of unscheduled

service requests

% of repair hours spent on

unscheduled repairs and service not PM

related.

<67% Average of Municipal OMBI

results 37.07%

Information Technology

Services Corporate,


Manage the City of London information technology

ecosystem in an efficient and cost effective way.

Customer % Satisfaction

(Overall Service Experience)

95% * 93.85% % of Network

Connectivity Uptime 99.99% 99.95%

Customer % Satisfaction

(Desktop - Service Desk Services

Timeliness)

95% * 92.31% % of First call

resolution rate at the service desk

40% 36%

Facilities Corporate,


Ensure an efficient and well maintained facility infrastructure

that supports the delivery of programs and services for the

wellbeing of our community in a cost effective way

Delivery of energy efficient facilities

Minimum possible energy consumption per

unit area

0.139 GJ/ft2 Gigajoules per

square foot

Lower GJ/ft2 than industry

average. 0.139 GJ/ft2

Adequately maintained,

innovative and safe facilities

Capital Group Budget per

square foot of facilities

$0.62/sq. ft. Operating dollars

Budget* per square foot

$0.62/sq. ft. $0.62/sq. ft.

Maintenance Group Budget*

per square foot of facilities

$2.44/sq. ft. Operating dollars

Budget* per square foot

$2.44/sq. ft. $2.44/sq. ft.

Staffing Square foot of 157,099 sq. Full time capital 157,099 sq. 157,099 sq.


9



Target


(2012 KPI)




(2012 KPI)

complement supporting facility

sustainability

facilities per number of FTE’s

in the Capital Group

ft./FTE employee per square foot

ft./FTE ft./FTE

Square foot of facilities per

number of FTE’s in the Operation

Group

67,476 sq. ft./FTE

Full time maintenance

employee per square foot

67,476 sq. ft./FTE

67,476 sq. ft./FTE

APPENDIX 3 PRELIMINARY LEVELS OF SERVICE TRENDS

10

Appendix 3 – Preliminary Levels of Service Trends

Service Area Corporate LOS

Description Anticipated Issue

Likelihood of Issue

Occurring in Next 10 Years

Impact on Level of Service

Delivered

Discussion on the issues impact on service delivery

Water Supply & Distribution

Water,

Wastewater Services

To provide safe, clean, reliable, high-quality

water in a cost effective manner, for drinking,

recreational, irrigation, sanitary, fire protection,

and business needs.

Inte

rnal

Asset Reliability (i.e. Current and

Projected Condition) High

Most assets in fair to good condition and aging normally. Extended lifecycle has been realized by rehabilitative practices on some assets. Exceptions being cast iron pipe, ductile iron pipe and new copper water services, which are deteriorating extremely prematurely, causing more frequent service interruptions than desirable.

Budget Constraints Insufficient Resources

High

Unanticipated funding increases may be required due to legislative changes. In addition, premature copper water service deterioration, in new subdivisions, is becoming a major concern of municipalities across Canada. Copper water services in new subdivisions are failing, requiring replacement in as little as 5 years. Cast iron and ductile iron pipe will require replacement before their projected life cycle resulting in a need for additional expenditure.

Operational Changes (E.g. New design

Standards, Knowledge Retention)

High

Replacements with different size, material or function, as well as completing the work via new methods and techniques.

Implementation of DWQMS, including annual audit of Operational Plan.

Efficient Operations High

Implement CMMS and increase workforce mobility, gain efficiencies, and completely transition the Water Operations staff from paper-based to computer-based work orders.

Complete the water meter replacement program, and establish optimized replacement schedule.

Exte

rnal

Legislative Changes High

Legislative changes have been common over the past decade and all indications appear that they will continue to change. Predicting the associated impacts (financial, resources, time) is difficult.

Maintaining City’s drinking water accreditation, including operations consistent with DWQMS Operational Plan.

Technology Changes High

Increasing opportunities to utilize trenchless technologies, new materials/products, energy efficient equipment, and adaptive practices/processes.

Increased expansion on the capabilities within GIS, with enhanced reliance on its use.

Implement DMA practices, to monitor usage, find/repair leaks, and repair piping prior to catastrophic failure.


11



Likelihood of Issue



Delivered


Social Changes (E.g. Demographic,

Demand Shifts) Medium

Potential for continual decrease in overall water consumption and revenue from sale of water.

Environmental Changes

(E.g. Climate Change) Medium

Need to address more stringent water treatment requirements.

Need to address Great Lakes Water Quality issues (e.g. algae blooms).

Need to review climate change impacts on flooding and erosion of piped infrastructure, especially at river crossings.

Wastewater – Sewer

Operations

Water, Wastewater

Services

Provide sustainable water resources and

stormwater management in a safe,

effective, and dependable way that

ensures the protection of the environment while

preserving and enhancing the quality of

life and economic prosperity of the people

of London.

Inte

rnal

Asset Reliability (I.e. Current and


Assets are generally in fair to good condition however infrequent, isolated and costly failures are anticipated at any given time, often resulting in significant service disruptions.


High

A direct relationship between budget and risk is realized. Appropriate funding relates to customer satisfaction, compliance with Council endorsed levels of service and risk mitigation through strategic planning and proactive measures. Conversely, insufficient funding results in reduced design capacity, flooding, property damage and a continuous aging infrastructure. In many respects, a zero based budget results in a negative impact on service delivery.



High

Continuity through strategic, succession planning initiatives and new job requirements to acquire and maintain Provincially issued Operator Licenses strengthens the knowledge base of the work force, in turn resulting in improved service delivery. Strategic changes to the equipment compliment (fleet) are always being considered to provide more effective and cost efficient service delivery.

Exte

rnal

Legislative Changes High More stringent requirements imposed by the Province for the operation of collection systems are anticipated. Associated operating costs are also anticipated.


Implementation of a computerized maintenance management system (CMMS) in 2014 to support the work processes in the Operational work environment and other Corporate initiatives such as Corporate Asset Management.


Demand Shifts) Low

At this time no impact to service delivery as a result of social change.


12



Likelihood of Issue



Delivered



(E.g. Climate Change, Contamination)

High

The need has become apparent to put proactive measures in place, document and work in cooperation with other service partners to counter severe weather events associated with climate change. Additional costs and effort are needed in order to maintain current service delivery. Otherwise existing services will become increasingly inadequate.

Wastewater – Stormwater

Water, Wastewater

Services

Provide sustainable water resources and

stormwater management in a safe,

effective, and dependable way that

ensures the protection of the environment while

preserving and enhancing the quality of

life and economic prosperity of the people

of London.

Inte

rnal


Projected Condition) Medium

Assets in fair to good condition and aging normally.


High

Funding insufficient to maintain and renew assets in an optimal fashion. Increased risk of asset failure leading to service disruptions. Failed conveyance systems result in flooding. Quality control is reduced. Resources unavailable to undertake work. Lack of maintenance attention elevates risk to service delivery over time.



Medium

Senior staff expected to retire in the next 10 years will result in loss knowledge. We don’t expect retroactive design standards. New equipment will be expected to meet a higher standard.

Exte

rnal

Legislative Changes Medium We don’t expect retroactive Legislative changes. New equipment

will be expected to meet a new legislation.

Technology Changes Medium Anticipate a move to source control as opposite to end of pipe

treatment.



Intensifications of development contributes to a greater need to manage storm water and will increase the infrastructure requirement


(E.g. Climate Change) Medium

Need to address more severe weather events. Possibly retrofitting existing infrastructure and address invasive vectors such as mosquito control.

Roads & Sidewalks

Transportation

Services

To maintain safe roadways, roadsides

and sidewalks enabling safe and efficient travel in a cost effective way

Inte

rnal


Projected Condition) Medium Assets in fair to good condition and aging normally.


High

Funding insufficient to maintain and renew assets in an optimal fashion. Increased risk of asset failure leading to service disruptions. This gap will become visible to Londoners through rough roads, potholes, increased vehicle damage claims, reduced road safety, poor pedestrian facilities and increased operating costs.


13



Likelihood of Issue



Delivered




High

Implementation of the recommendations contained within the Transportation Master Plan will result in some road widening’s which will increase the overall Level of Service. Implementation of the Bus Rapid Transit (BRT) will improve overall Level of Service, but is subject to funding uncertainty and may not be realized in the next 10 years.

Exte

rnal


AODA standards – minor changes which will result in limited LOS enhancement MMM standards - unknown

Technology Changes Low



More and more pressure to accommodate alternative transportation choices (cycling, transit)



Low

Climate Change – potential addition to service disruptions due to increased flows from storm events.

Road Structures

Transportation

Services

To maintain safe and efficient Transportation

Structures enabling safe travel in a cost effective

way.

Inte

rnal



Assets in fair to good condition and aging normally.


High

Funding insufficient to maintain and renew assets in an optimal fashion. Increased risk of asset failure leading to service disruptions. 63% of the Transportation Structure inventory was constructed between 1950 and 1979. The current annual budget for structure maintenance is $1.8M-$2.6M. Maintaining the existing structure inventory requires an average annual budget of $5.4M (2011 $). Insufficient resources will decrease the Level of Service, manifesting itself with bridge load restrictions, potential closures and reduced safety. Noise Walls – City has an inventory of aging noise walls that require maintenance with no budget allocation defined to maintain this asset.



High

Implementation of the recommendations contained within the Transportation Master Plan will result in some structure widening which will increase the overall Level of Service


14



Likelihood of Issue



Delivered


Exte

rnal

Legislative Changes Low

The MEA Act requires that “reconstruction or alteration of a structure or grading adjacent to it when the structure is over 40 years old, which after appropriate evaluation is found to have cultural heritage value requires a Schedule ‘B’ or ‘C’ Environmental Assessment.” As the City’s inventory ages, this additional step becomes more common, resulting in a longer and more costly rehabilitation to any one structure.

Technology Changes Medium

Ongoing development and use of materials that are not as corrosive as black steel or epoxy coated steel provides for longer life of asset. Results in less frequent repairs/rehabilitations. Cost increase at initial construction is offset by potential longer life cycle cost efficiencies.


Demand Shifts) Low

Minor potential for increased aesthetics.



Medium

Need to address more severe weather events. Impact to sizing of replacement structures. More potential for service disruptions due to storm events

Traffic


To provide pedestrian/vehicular

traffic control, appropriate lighting,

signage and pavement markings for the safe and effective mobility

needs of the public in a cost effective manner.

Inte

rnal



A large percentage of assets are in Very Poor or Poor condition.


High

Funding is insufficient to proactively replace the aging assets before catastrophic failures. Insufficient staff resources to manage the asset effectively.



Medium AODA standards have impacted the design of new assets. In-

house knowledge base is subject to fluctuation due the limited number of staff.

Exte

rnal

Legislative Changes Medium

Any changes to the Minimum Municipal Maintenance Standards would increase the cost of delivering the service.


New street light technologies are available that can decrease energy consumption; however, they currently have a high capital cost.



A movement to a more walkable community may require new or improved illumination.


15



Likelihood of Issue



Delivered




Low

Parking


Provide accessible parking for business,

customers, employees, visitors and residents as well as maintain traffic

and public safety through parking

enforcement.

Inte

rnal



1. Individual meters aging and most are being replaced with new equipment. 2. Surface parking lots require remedial work in some cases and a draft capital project has been developed to address these needs.


Medium

If funds are reduced and asset maintenance is affected service delivery will decline. Meter revenue and customer service will be affected. Lack of parking lot maintenance elevates risk and affects service delivery over time. Insufficient funds may affect the ability to adopt new and ever changing technologies.



Low

No anticipated impact.

Exte

rnal


Accessibility for Ontarians with Disabilities Act impacts Provincial Offences Act impacts.

Technology Changes Medium Anticipate more demand from the public to access increasing

technology options e.g. mobile apps, online services, delivery options, enforcement techniques.


Demand Shifts) High

City is expanding with increased areas to enforce however funding limits impact the ability to enforce. Public is seeking more enforcement options and innovative technology.



Low No anticipated impact.

Solid Waste - Diversion

Environmental

Services

Contribute to the health of the environment and the citizens of London

by; creating products of value from compostable

/recyclable/reusable materials discarded by the citizens of London,

promoting waste

Inte

rnal


Projected Condition) Low

Majority of assets are in good to excellent condition and aging normally. Largest asset (Manning Drive Regional Material Recovery Facility) is only two years old.


High

Provincial waste diversion goal is 60%. City’s diversion rate is currently 44%. Increasing the diversion rate will require additional funding. Not increasing the diversion rate may reduce the likelihood of getting approval of new long term disposal capacity.


16



Likelihood of Issue



Delivered


reduction and reuse opportunities and

raising awareness of the benefits of

recycling/composting to the environment in a

cost effective manner.



Medium None to

Increased

Possibility that the frequency of recycling collection, type of collection vehicles (e.g., compacting, single stream) or materials collected (organics, new recycling materials, etc.) may change in order to increase diversion and/or provide additional service.

Changes to the technology at the Material Recovery Facility may be required in order to add new materials to the Blue Box recycling program.

Exte

rnal


The Province has recently introduced the Waste Reduction Act which, if approved and implemented, would change funding of waste diversion and move towards Individual Producer Responsibility for management of certain products.


See comments in Operational Changes. In addition, the City may have to consider using new technologies (e.g., anaerobic digester, gasification, other resource recovery technology, etc.) to manage a portion of its waste stream in order to get approval for new disposal capacity.



Concerns for the environment among the general public are expected to grow in the future which may lead to more demands for new diversion services.



Low

Federal and Provincial policies on climate change may bring about increased scrutiny on the municipal role in reducing greenhouse gases within the waste management sector. Voluntary approaches are common in Canada; however they may be coupled with legislative changes.

Solid Waste Garbage

Collection and Disposal

Environmental

Services

Contribute to the health of the environment and the citizens of London through appropriate

removal and management of

garbage in a cost effective manner.

Inte

rnal



The W12A landfill site has 9 to 11 years remaining. Work on finding new disposal capacity must begin in the near future as the approval process for disposal capacity can take several years.


High

Funding insufficient to maintain and renew assets in an optimal fashion. Resources unavailable to undertake work. Likely to be hit with large cost increases in the future as assets (e.g., W12A landfill) need to be renewed.



Medium None to

Increased

Possibility that the frequency of garbage collection, type of collection vehicles (e.g., automated collection, co-collection) or working hours (10 hour instead of 8 hour days) may change in order to lower costs, reduce injuries and/or provide additional service.

Landfill technology continues to evolve with respect to leachate and landfill gas management (e.g., bioreactor landfills). The


17



Likelihood of Issue



Delivered


operation of any expansion of the existing landfill may be different from current operations.

Exte

rnal

Legislative Changes Medium Provincial approvals with respect to approval of waste disposal

facilities are in constant state of flux and are regularly revised/ modified.


See comments in Operational Changes. In addition, the City may have to consider using new technologies (e.g., anaerobic digester, gasification, other resource recovery technology, etc.) to manage a portion of its waste stream in order to get approval for new disposal capacity.


Demand Shifts) High

Today’s societies have less tolerance for landfills. Future landfill operations may have to meet higher levels of public scrutiny.



Low

Federal and Provincial policies on climate change may bring about increased scrutiny on the municipal role in reducing greenhouse gases within the waste management sector. Voluntary approaches are common in Canada; however they may be coupled with legislative changes.

Parks

Parks, Recreation &

Neighbourhood Services

Provide safe, clean parks and open space

systems through proactive property

management in a cost effective way.

Inte

rnal


Projected Condition) low Parks and park assets are continually upgraded / repaired /

replaced through current operational and capital budgets


high

A decrease in budgets would require elimination of some services and/or a change in the current maintenance service levels



low Although there may be some changes in equipment technology

there would be very little impact to the Operation

Exte

rnal

Legislative Changes high

New CSA standards as well as AODA requirements Book 7 regulation changes

Technology Changes high We need better technology to track our risk management

obligations


Demand Shifts) medium

We must be aware of the demographic changes within the population and address it through master plan planning


18



Likelihood of Issue



Delivered




medium As the “shoulder months” (spring and fall) get longer and hotter

there is increased pressure on the existing resources to operate the summer seasonal operation

Aquatics

Parks, Recreation &


Provide safe, enjoyable aquatic opportunities

and water safety education to the public in a cost effective way

Inte

rnal



1. Wading pools and outdoor pools are ageing, and approx. half of the facilities will need to be made redundant or be replaced over the next 10 years.

2. Indoor facilities in fair to good shape, but will require lifecycle upgrades e.g. CGAC 6million dollar investment in 2014 to maintain level of service


Medium

1. Capital investment is being reduced where possible, due to

budget restraints.



High

Technology Changes High 1. Technology changes such as different filtrations systems,

chemical feeders and monitors are more costly but more effective at maintaining clean safe water.

Exte

rnal


1. Legislated changes will impact budgets and use of facilities by patrons. I.e. admission policy requires an adult to participate with children, and many don’t want to swim.

2. TSSA, MOL, VGB Act and Board of Health changes increase cost of operating facilities, and can have policy impacts on services

3. Risk Management and our litigious society make us much more accountable and require a heightened level of vigilance to safety.


1. Computers, video games (25.3B in US annually) are a

contributing factor to lack of participation in activities


Demand Shifts) High

1. Sedentary lifestyles, will affect participation. Canadians are less healthy and heavier, contributes to reduced use of facilities.

2. Changes in demographic including increased seniors and fewer children will affect participation.

3. Families are very busy with working families and have limited time and for activities.

4. Economy affects the amount families can spend on recreation when the cost of essentials continues to rise.

5. Families are less inclined to allow children to walk, bike or go to pools on their own due to perceived safety risks for children.


19



Likelihood of Issue



Delivered




Medium Unknown 1. Changes in climate can affect participation at outdoor pools.

Participation is highly weather dependent.

Arenas

Parks, Recreation &


Provide accessible, enjoyable community

facilities that contribute to the wellbeing of

individuals and families while promoting livable

and inclusive neighbourhoods in a

cost effective manner.

Inte

rnal



Facilities are aging but are being maintained through lifecycle projects


High

Decrease in budgets will require increase in rates or closure of buildings if we are to maintain a zero budget



Low

No large changes

Exte

rnal


AODA, TSSA inspections, MOE may require scrubbers on refrigeration rooms, increased regulations.

Technology Changes High We need to add technology that will help save energy. We don’t have any budget for this and the corporate energy saving budget was cut.


Demand Shifts) Low

Some groups have lower numbers but other groups make up for it.



Medium

Hotter summers will result in higher energy costs when we start up the rinks in August.

Community Centers

Parks,


Services

Increase public benefits of visits to Community Centre’s by:

Increasing usage of Community Centre’s (e.g.# of annual visits)

Maximizing the individual benefits to visitors

Increasing accessibility/inclusiveness

Maintain/improve

Inte

rnal


Projected Condition) Low - medium

Most Community Centre’s currently in good (to excellent) conditions as a consequence of recent builds and/or redevelopments. All Community Centres’ are on a life cycle maintenance plan. Parks and Rec Master plan identifies strategies for repurposing functions of some recreation facilities (e.g. conversion of older arenas in to Community Centre-like spaces.) It is hard to predict the impact of such repurposing with defined plans, scopes and committed resources.


High

Budget constraints impact the timelines for lifecycle maintenance- the more lifecycle maintenance is deferred, the greater the risk of issues that could impact operational functionality of community centers or portions/components of Community Centres.


20



Likelihood of Issue



Delivered


the quality of experience for visitors



Low New design standards with respect to accessibility, building code

etc., typically impact new builds or redevelopments vs. existing buildings (e.g. AODA).

Exte

rnal


Technology Changes Medium None to

increased

Increases in technological services available at Community Centres need to keep pace with customer demands to maintain inviting nature and effectiveness of the buildings. Enhancements will either ensure customer retention or increase visitor usage of buildings.


Demand Shifts) High

Aging populations will continue to increase demand on daytime space at Community Centres requiring additional programming etc. Demand will also continue to increase from multi-cultural communities. Trends towards less structured recreational activities delivered in different formats will require increased flexibility in services provided in and at Community Centres. Trend towards positioning of Community Centres as ‘neighbourhood hubs’ in support of broader strengthening neighbourhood strategies, is likely to place higher demands on Community Centre uses (for potentially new purposes).



Medium Climate changes unlikely to impact levels of service

Golf

Parks, Recreation &


Provide opportunities for individuals and families to engage in sport and the health and social benefits derived from

participation in golf in an affordable way.

Inte

rnal



Assets currently in good condition. There is a possibility that revenue generation will not support maintenance of existing buildings.


Medium

Resources are solely dependent upon revenue generation and expense control



Low Operational efficiencies are being maximized and altered as

business best practices and innovation occur

Exte

rnal

Legislative Changes Low Pesticide management and water rationing are the two biggest issues facing golf turf care


21



Likelihood of Issue



Delivered


Technology Changes Low

Technology that improves revenue generation is cutting edge and we are following the latest trends



Golf participation is declining in North America and we are continuing to maintain participation levels. We continue to look for ways to attract new players through different demographic markets



Low

Erratic climates and severe weather have impact but our budget is based upon 5 year averages and takes into account the varying weather patterns from year to year.

Urban Forestry

Parks, Recreation &


Maintain and enhance, where possible, a safe,

healthy, diverse and resilient urban forest

which trees in boulevards, parks,

woodlands, municipal golf courses, natural

areas and other municipal properties in a

cost effective way

Inte

rnal


Projected Condition) Low

Assets in fair to good condition and aging normally with the exception of the impacts from emerald ash borer. Trees in older parts of the City at high risk due to combination of old age and increase in infrastructure replacement. In older Climate change likely to influence some species adversely.


High

Continued growth in number of subdivisions (more boulevard trees) and new woodlands acquired by City will require additional funding. Current funding insufficient to meet current targets and expected LOS. Excess demands placed on funds due to climate change, pestilence, disease and shift towards invasive species. Staff resources not sufficient to deliver current and future expected LOS. Official Plan may result in higher cost to deliver higher expectations and levels of service.



High

Official Plan policy revisions should result in planning and operational standards and practices that improve the management of the assets. Firesmart® fuel management prescriptions expected to play a role in climate change risk management in woodland/built form interface.

Exte

rnal

Legislative Changes High Medium

Official Plan policy revisions should result in planning and operational standards to improve the management of the assets. Schedules of Species At Risk and Noxious Weeds - add species to the protected lists; existing requirement to notify MNR of all work in proximity to or involving planting of protected species or their habitat. Impact on service area is onerous and Forestry is awaiting further discussions with MNR seeking exemption for municipal works


CMMS, which is estimated to be functional by late 2014, in conjunction with real time updates and wireless technology used in the field are expected to increase efficiency and reliability of information. New technology such as use of SilvaCells will increase survival and health of planted trees.


22



Likelihood of Issue



Delivered



Demand Shifts) Low

Possibly climate change will increase number of visitors to urban parks all year round



Medium

Climate change will influence most of our work (and is mentioned in several places above). Likely to exceed current capacity to deliver effective service level but would be prioritized for risk management, (meaning something else will have reduced service delivery).

Fleet Services

Corporate, Operational &

Council Services

Provide cost effective vehicle and equipment management services

that include preventative

maintenance, repairs, fuelling and capital

replacement as needed to efficiently deliver municipal services.

Inte

rnal



Pressure to extend life cycles, pushing limits of useful life

Reliability weakens as asset ages beyond recommended life

Sustainability reduced as arbitrary cuts made to reserve fund contributions (500K in 2012 and 2013)


High

Staff Reductions to make budget targets

Potential facility reductions

Service cuts include possibly extending Preventative maintenance Cycles



Medium

Potential Fleet Amalgamations/streamlining with other municipal stakeholders Fire, EMS, Transit, Police

Lease agreements Libraries, Tourism, Animal Control

Approx. 5 Fleet management retirements next 10 years

Mechanic Training – Limited recruitment pool of mechanics with both Truck/Coach and Light vehicle technician licenses

Exte

rnal


SPIF – Safe, Productive and Infrastructure Friendly vehicles legislation

MTO (Ministry of Transportation) – Inspections, PM cycles, Circle checks, Reporting defects, Hours of work – Driving time

CVOR – (Commercial Vehicle Operator Registration) Violation rate, Driver Training

TSSA – Technical Standards Safety Association) - Fuel Safety Regulations and Compliance

MOL – (Ministry of Labour) – Industrial regulation changes

MOE – (Ministry of the Environment) – ESA regulatory changes noise, waste disposal, air and soil impacts from fleet activities


23



Likelihood of Issue



Delivered



Electric vehicles

Plug in Hybrid vehicles

Compressed Natural Gas equipment



College Motor Vehicle Mechanic Programs do not produce licensed mechanics in both Truck/Coach and Light Vehicle Apprenticeships. Recruitment pool is limited in both skills

Approx. 9 fleet unionized staff in retirement zone in the next 10 years (1/4 of compliment)



High Reduction of Carbon Based fossil fuels

Emission controls reduction of GHG production

Biodiesel alternative fuels

Long Term Care

Social & Health

Services

Dearness Home: Provide long term care services to Residents

from the London-Middlesex catchment

area that require respite, medical,

nursing, personal, therapeutic and social work services in a cost

effective way.

Inte

rnal


Projected Condition) Medium The building is new and in good condition. Some furniture and

equipment may be near the end of its useful life.


Low There is a life cycle renewal program in place and access to funds

in existing capital projects.

Provide vulnerable seniors in London with

a social setting that encompasses mental

and physical well-being in a cost effective way.



Low The building was built in 2005 to current design standards.

Exte

rnal


Homemakers: Provide light housekeeping services to selected residents from the London-Middlesex

catchment area in a cost effective way.


1. Implementation of the electronic health care record and infrastructure to share the record with other health care providers. 2. Ongoing implementation of technology systems to enhance care and streamline operations.



1. Increased demand and expectations as baby boomers require access to long term care. 2. Increased behaviours and clients with mental health challenges may lead to changes around security of building and grounds.


24



Likelihood of Issue



Delivered




Medium Weather changes may require additional fixed structures for outdoor use.

Facilities


Council Services

Ensure an efficient and well maintained facility

infrastructure that supports the delivery of programs and services for the wellbeing of our

community in a cost effective way

Inte

rnal



Assets specific to the Corporate Facilities group are in poor to fair condition. Building assets that Facilities is responsible for but are recorded by CAM under other Service Areas are in fair to good condition. Creation of a “product reliability” database will provide an objective means of determining the most appropriate products to be specified or purchased based on a set of measurable criteria including, but not limited to, capital, operating, maintenance and disposal costs.


High

Increased responsibilities with the addition of buildings/facilities not previously part of Facilities mandate, decreased budget, inflation, utility cost increases, more building square footage to manage through growth programs, increased facility usage and intensification of staff roles/responsibilities are major stressors on the current budget. Left unaddressed, these constraints lead to a deterioration in service level from asset improvement/renewal mode to asset “status-quo” maintenance mode and finally to a highly reactive maintenance backlog mode where only issues representing the greatest risk are addressed.



High

Integration of LEED (Leadership in Energy and Environmental Design) standards in LCR works projects and the construction of new facilities – trends indicate a decrease in overall building operating and LCR costs when LEED standards are incorporated in these works. Gold seal certification – new standard required for contractors. Increasingly sophisticated building automation systems will permit the automatic and remote retrieval of more reliable analytical data that will permit faster and increasingly dependable assessments of building system components. Creation of Capital Planning group – Increased emphasis on project definition and scope development will result in reliable project expectations and results.


25



Likelihood of Issue



Delivered


Exte

rnal


ESA - (Electrical Safety Authority) Arc Flash and Log – new initiative TSSA - (Technical Standards & Safety Authority) – Fuel Burning Appliance Program - new initiative. AODA new initiative – Customer Service counters. AODA – Phased in requirements. OBC – Ontario Building Code – updates and incorporation of the AODA Built Environment standards. OH&S Act – recognition of additional designated substances with new and updated handling/disposal procedures. Typically, each revised and/or new regulatory or legislative requirement represents an increased operational and/or capital cost.


Increased use of Building Automation controls allows for real-time diagnostics and adjustments of parameters and set-points. These systems can serve as a measurement and verification tool for energy savings measures. Increased use of LED technology for lighting offers fixture longevity, decreased maintenance costs, electrical demand and consumption.

Lower quality mechanical equipment - Equipment Life Cycle trends indicate some major units are not lasting as long as previous generations of equipment. It may be more economical in an increasing number of incidents for pieces of equipment to be replaced upon failure rather than repaired.



New factors have to be considered when designing a facility, such as multicultural usage, which will increase cost of projects. Age Friendly London Network – World Health Organization recommendations



High

Climate Change – increase in utility costs and new stressor created on equipment and existing systems. Brownfield site development – number of sites where contamination issues need to be addressed will increase.

ITS


Council Services

Manage the City of London information

technology ecosystem in an efficient and cost

effective way.

Inte

rnal



1. There are always ongoing plans to continually replace

assets every 4 years which mitigates potential issues.


High

1. Without appropriate funding there would be a great impact

on asset reliability and dealing with all the asset issues.


Standards, Knowledge Retention, New

High

1. IT changes quickly Potential for shortage of talent. 2. Knowledge retention and certifications is a concern. 3. Processes, procedures and organizational changes will

occur.


26



Likelihood of Issue



Delivered


equipment, new software )

Exte

rnal


1. Health & safety concerns with locations of certain assets Government regulations trigger training needs. Privacy law changes potentially trigger changes in assets.


1. It is a given that technology will change, and change rapidly

which will aid in business efficiencies


Demand Shifts) High

1. New generation of workers with communications culture shift

to electronics versus verbal etc. Work location and schedule shift drawing the line between work and home shifts. Work from home practices. Web communications.

Security High 2. Tactics, plans and programs are in place to mitigate but

needs continual renewal to keep up.



Low

APPENDIX 4 SAMPLE BUSINESS CASE

27

Appendix 4 – Sample Business Case


28


29


30


31


32

APPENDIX 5 CAPITAL PROJECT PLAN

33

Appendix 5 – Capital Project Plan

Project ID Expenditure By Service Program ($000's)

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

CORPORATE, OPERATIONAL & COUNCIL SERVICES 12,599 7,580 10,170 8,476 10,254 9,984 9,592 10,522 9,651 9,464 11,655

CORPORATE SERVICES GG1049 Technology Services 1,435 1,440 1,170 1,270 1,270 1,120 1,120 1,120 1,120 1,120 1,120

GG1050 Corporate Systems Update 1,500 1,500 800 800 800 800 800 800 800 1,000 1,000

GG1055 One Voice Communications

100 100 100 100 100 100 100 100 100 100

GG1555-13 City Hall Major Upgrades 391 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000

GG1640 Building Accessibility Upgrades 150 150 150 150 150 150 150 150 150 150 150

GG1650-13 Facilities Maintenance Contingency 1,459 500 500 300 1,000 1,000 1,000 1,000 1,000 1,000 1,000

GG1683 Facilities Condition 100 60 100 60 100 60 100 60 100 60 100

ME1206 Fuel System Management 57 50 50 50 50 50 50 50 50 50 50

ME1407 Fleet and Equipment Maintenance 20 70

20

75

20 ME2013 Vehicle & Equipment Replacement 6,137 1,465 5,620 3,636 4,874 4,824 4,087 5,172 4,181 3,839 6,005

RC2070 Customer Service Systems 50 50

50 50

75 TS6200-13 Operation Facilities 740 945 120 540 300 380 550 570 570 570 570

TS6217-13 Facility Energy Management 500 250 500 500 500 500 500 500 500 500 500

PUBLIC SUPPORT SERVICES GG1320 Courts Administration Building Upgrades 60

60

60

60

60

60

CULTURE 797 797 797 797 797 797 797 797 797 797 797

ARTS TS6186-13 Centennial Hall Bldg Code Requirements 250 250 250 250 250 250 250 250 250 250 250

HERITAGE PD2154 Heritage Conservation 75 75 75 75 75 75 75 75 75 75 75

PD2324-13 Municipally Owned Heritage Structure 472 472 472 472 472 472 472 472 472 472 472

ENVIRONMENTAL SERVICES 2,705 4,885 2,655 1,575 4,535 1,835 1,855 4,395 2,185 4,425 3,455

GARBAGE RECYCLING & COMPOSTING


34


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

SW6014-13 W12A Ancillary Infrastructure

200 200 200 200 200 200 200 200 200 200

SW6021-13 W12A New Cell Construction

2,800

100 2,800

100 2,650 100 2,650 SW6023 Community Enviro Depots 250 250

SW6025-13 Waste Diversion - Ancillary

60 60

60

60

60

60

SW6030 Landfill Site Property Acquisition 1,900 1,500 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200

SW6040 Landfill Gas Management 480 SW6040-13 Landfill Gas Collection

500

200 300

270 320 250 250

SW6051 Municipal Waste Study

400 SW6052 Additional Sanitary Operations Collection

Truck

220

220

220

SW6080 Long Term Disposal Capacity

1,000

SW6087-13 Closed Landfill Management 75 75 75 75 75 75 75 75 75 75 75

SW6530 Material Recovery Facility

60

230 50 450

PARKS, RECREATION & NEIGHBOURHOOD SERVICES 19,156 19,398 27,246 23,414 23,375 19,294 26,256 13,995 13,308 12,098 12,198

NEIGHBOURHOOD & RECREATION SERVICES PD2173 Maintain Sportspark Infrastructure 150 150 150

150 150 150 150 150 150 150

PD2181-13 New Sportspark

60 440 500 500 500 500 500 500 500

RC2011 Update Master Plan P&R 50 150

50

50

150 150 RC2201-13 Recreation Facilities 3,832 3,513 2,135 2,564 4,532 2,857 2,686 2,703 2,703 2,703 2,703

RC2445 Senior Centres Lifecycle Renewal 50 50 50 550 250 50 50 50 150 150 50

RC2602 Farquharson Arena Decommissioning and Renovating to Community Space

125 2,000

RC2608 Glen Cairn Arena Decommission & Renovate to Community Space

125 2,000

RC2612 Silverwoods Arena Decommission & Renovate to Community Space

125 2,000

RC2620 Update Security Systems - Rec Facilities

100

100

100

100

100 RC2643-13 Storybook Gardens Upgrade 196 198 612 188 229 174 115 42 1,010 100 100

RC2755 Multi-purpose Rec Centre South West 8,115 9,052 18,381 RC2756 Multi-purpose Rec Centre East/South East

Aquatics Anchored

4,279 3,538 2,780 5,950


35


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

RC2758 Multi-purpose Rec Centre South East Arena Anchored

6,138 5,076 3,988 8,535

RC2771 New Splash Pad Initiative (2014- Meadowgate Park)

400

400

RC2871 Splash Pad Conversion

400

400

RC2881-13 Club House Major Maintenance 100 125 200 225 250 275 275 275 275 275 275

TS3135 Exterior Lighting Sports Fields 50 50 50 50 50 50 50 50 50 50 50

PARKS & URBAN FORESTRY GG1312-01 Market Lane Upgrade - Skate 150

GG1312-02 Street Furniture - Skate 10 GG1312-03 Fountain Area Plaza Forks of the

Thames - Skate Canada 425 GG1312-04 Tree Purchase & Installation 225 PD1023-13 District Park Infrastructure 425 580 350 250 250 500 500 500 500 500 500

PD1033-13 New District Parks 380

520 500 500 500 500 500 500 500 500

PD1070 Victoria Park Redevelopment 50 100

100

100

100

100 PD1129-13 Downtown Street Tree Planting (225) 225 225 225 225 225 225 225 225 225 225

PD1132 Tree Replacement due to Emerald Ash and Gypsy Moth Tree Borer 200 200

PD1142 Enhanced Veterans Memorial Parkway 100 100 75 50 50 PD1173-13 Springbank Park Upgrades 150 100 300 150 400 400 400 400 400 400 400

PD1235-13 Street Tree Planting Program 260 260 260 260 260 260 260 260 260 260 260

PD1282-13 Maintain Neighbourhood Park Infrastructure 450 410 450 220 230 600 550 550 550 550 550

PD1382-13 New Neighbourhood Parks 438 410 320 80 270 320 320 320 320 320 320

PD2043-13 New Major Open Space 620 400 350 1,300 910 705 705 705 700 700 700

PD2044 Management of Emerald Ash 400 400 400 400 400 400 400 400 400 400 400

PD2063-13 Major Open Space Network 70 150 220 220 220 220 220 220 220 220 220

PD2124-13 New Thames Valley Parkway 50 650 150 750 750 850 600 600 600 600 600

PD2135-13 Maintain Thames Valley Parkway 900 350 50 400 50 450 450 450 450 450 450

PD2243-13 Environmentally Significant Areas 185 200 200 200 200 200 200 200 200 200 200


36


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

PD2253-13 New Environmentally Significant Areas 290 300

200 200 200 200 200 200 200 200

PD2754-13 Woodland Management 150 200 150 150 100 100 100 100 100 100 100

PD3019-13 New Urban Parks 130 100 200 150 300 250 250 300 300 300 300

PD3020-13 Maintain Urban Parks

200 200 200 250 250 500 500 500 500 500

PP2013 Floodplain Acquisition 225 200 200 200 200 200 200 200 200 200 200

PP2735-12 Sugar Creek Urban Park 80 RC2464-13 Multi Use Park Pathways 250 250 250 300 300 350 350 350 400 400 400

RC2749 Park Facilities Major Upgrades 50 50 50 50 385 440 440 445 445 445 445

TS3093-13 Parks Major Upgrades 175 175 163 350 350 400 450 450 450 500 500

PROTECTIVE SERVICES 2,158 2,620 2,185 5,405 3,075 3,105 5,001 1,395 5,865 2,435 2,665

EMERGENCY & SECURITY MANAGEMENT GG1589 Facility Mtce Security Measures 100 100 100 100 150 150 150 150 150 150 150

FIRE SERVICES PP1025 Interface & Mobile Data

1,000 1,000 PP1042-13 Non-Emergency Fire Vehicle

Replacement 102 150 135 175 105 110 80 345 150 135 175

PP1043 Add Aerial Company

1,805 PP1045 Replace Portable Radios

720

PP1087 New Fire Station No 15 - South East London

500

1,065 1,563 PP1088 Relocate Fire Station No 11 - Lambeth 200 1,375

PP1090 Relocate Existing Resources to New Fire Station No 16

700 1,485

PP1091 Replacement and Relocation of Fire Training Tower 200 500

1,250 250

PP1123-13 Replace Firefighter Equipment 256 335 660 625 1,890 480 50 250 100 1,150 970

PP1152-13 Emergency Fire Vehicle Replacement 1,245 110

2,455 530

1,073

1,760 100 PP1176-13 Fire Stations - Major Upgrades 55 50 290 550 400 600 600 650 650 650 650

SOCIAL & HEALTH SERVICES 656 250 400 400 400 400 500 500 400 350 450

LONG TERM CARE GG1620-13 Dearness Major Upgrade 656 250 400 400 400 400 500 500 400 350 450


37


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

TRANSPORTATION SERVICES 30,719 44,834 47,406 59,073 65,944 54,147 46,888 52,475 59,781 48,475 54,606

PARKING TS4207 Downtown On-Street Pay & Display 300 300 300 300

TS4209 Improved Parking Technology

300 ROADWAYS

GG1312-05 Dundas Street Paving - Skate Canada 500 TS1030 Traffic Impact Studies

75

75

25

25

25

TS1033 Long Term Corridor Protection

1,500 TS1165-13 Warranted Sidewalks 230 230 230 230 230 230 230 230 230 230 230

TS1212 Clare Bridge over Victoria Rd 330 TS1213 Meadowlilly Footbridge 3,150 TS1214 - Gore Road Bridge 150 100 1,100

TS1254-13 Local Roadworks 135 535 535 535 535 535 535 535 535 535 535

TS1264-13 Rural Intersection

330 330 330 330 330 330 330 330 330 330

TS1302 Commissioners Rd Improvement

5,250 TS1345 Byron Baseline Rd Upgrades - Westdel

Bourne to Griffith - Project deferred to 2024 due to land issue (192)

150

TS1347 Richmond Street Widening between North Centre Road and Western Road 900

TS1349-2 Sarnia Rd Widening - Phase 2 - Hyde Park to Wonderland Road 500 1,950

3,900

TS1350-1 Boler/Sanatorium Rd Widening Phase 1 - Oxford to Riverside

150

155

TS1353-2 Adelaide St Widening Phase 2 - Grenfell Dr to Sunningdale Rd

400

TS1355 Wharncliffe Road Widening - Becher Street to Springbank Drive

250 400 1,065 162 8,604

TS1357 Bostwick Road Pack to Southdale Arterial Road Rehabilitation

292 304 2,028

TS1371 Road Class Oversizing City Share 100

100 100 100 100 100 100 100 100 100


38


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

TS1405 Hamilton-Gore to Old Victoria

665 1,336

TS1407-1 Southdale Road Upgrade - Phase 1 - Fill Requirement - Wickerson to Bramblewood

500 705 2,625

TS1407-2 Southdale Road Upgrade - Phase 2 - Wickerson to Bramblewood

4,345

TS1408 Wickerson - Ironwood to Southdale

265

TS1409 Webster Street Upgrades - Jenson to Kilally

180 378 2,702

TS1446-13 Road Rehabilitation (Main) 9,750 6,000 9,000 10,180 15,000 11,854 11,854 11,854 11,854 11,854 11,854

TS1470 Commissioners Rd Widening from Wonderland Road to Viscount Road

800 10,050

TS1475-2 Fanshawe Rd East Widening - Phase 2 Adelaide to Highbury (2013 - Land Acquisition) 500 870 1,150 1,200 10,900

TS1477-1 Hyde Park Widening - Phase 1 Oxford to CP Rail Crossing (2013 - Utility Relocation) 500 700 13,800

350 1,700

TS1477-2 Hyde Park Widening - Phase 2 CP Rail Crossing to Fanshawe (2013 - Utility Relocation)

1,400 500 10,355

TS1478 Huron Street Widening-Adelaide to Vesta

300 346 3,870 940 7,340 TS1479-1 Bradley Ave Widening - Phase 1 Dearness

Drive to Pond Mills (2013 - Environmental Assessment)

350 1,491 600 1,823 16,121 TS1481-1 Wellington Rd Widening - Phase 1

Commissioners to Southdale (2013 - Land Acquisition)

900 400 5,900 TS1481-2 Wellington Rd Widening - Phase 2

Southdale to Bradley (2013 - Detailed Design)

850

300 4,400 TS1481-3 Wellington Rd Widening - Phase 3 Bradley

to Exeter

550 300

200 3,050 TS1484 Sarnia Road Widening - Wonderland Road

to Sleightholme

450

530 7,300

TS1486 Southdale Road Widening - Wonderland to Wharncliffe (2013-Construction) 500 9,700

TS1487 Southdale Widening - Wellington to Pond Mills Road

300 827 1,000 2,525 1,861 14,600

TS1489 Western Road Widening - Platts Lane to Oxford

300 563 1,000 2,372 513 11,455


39


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

TS1493 Oxford St Widening - Sanatorium to Hyde Park (2013-Construction)

7,950

TS1496-2 Sunningdale Rd Widening - Phase 2 Intersection Upgrades (2013 - Utility Relocation)

600 3,400

TS1523-1 Bradley Ave Extension - Phase 1 Wharncliffe Rd to Wonderland Rd

230 3,150

TS1621-1 Veterans Memorial Parkway - Phase 1 Extension 2 through lanes between Huron St and Clarke Rd

350 400 3,000

TS1626 Sunningdale Road Widening from Highbury to Adelaide

200 300 2,200

TS1627 Highbury Road Widening from Fanshawe to Sunningdale

250 400 600

TS1633 Veterans Memorial Parkway Land Acquisition 60 740

800

600

1,960

TS1650-13 Minor Roadworks on Arterials 1,500 900 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200

TS1739-13 Bike Lane Program

110 110 110 110 110 110 110 110 110 110

TS1763-13 Bridges Major Upgrades 1,800 1,800 1,800 1,800 2,600 2,600 2,600 2,600 2,600 2,600 2,600

TS2170 Bradley Ave Improvements from Old Victoria to city limits

TS2171 Old Victoria Upgrades from Hamilton to Hwy 401

297 620 7,431

TS2172 - Hamilton Rd East from Old Victoria to Veterans Memorial Parkway

318

TS3014-13 Road Rehab Local & Rural 5,100 4,000 4,000 5,800 6,000 6,000 6,000 6,000 6,000 6,000 6,000

TS3037-13 Replace & Repair Sidewalks 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200

TS3228 Downtown Streetscape 40 50 50 50 50 50 50 50 50 50 50

TS3310-13 Road Surface Treatment 700 700 700 700 700 700 700 700 700 700 700

TS4040 Miscellaneous Traffic Signals

100 100 100 100 100 100 100 100 100 100

TS4058-13 Traffic Calming Program

125 125 125 125 125 125 125 125 125 125

TS4067-13 Traffic Signals Maintenance 1,342 666 1,394 1,893 2,192 2,279 2,370 2,465 2,565 2,665 2,775

TS4160 Traffic Signals - Growth 225 225 225 225 225 225 225 225 225 225 225


40


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

TS5012 Audible Pedestrian Signals 50 50 50 50 50 50 50 50 50 50 50

TS5123-13 Street Light Maintenance 1,500 678 1,714 2,898 3,240 3,012 3,506 3,506 3,506 3,506 3,506

TS5320 Street Light Growth

155 170 190 200 200 210 210 210 210

TS6181-13 Salt & Sand Dome

50

50 50 50 50 50 300 50 250

TS7082-13 2013 Works Undertaken by Developers (151) 300 300 300 300 300 300 300 300 300 300

Water & Wastewater Services 68,267 81,138 79,758 77,356 83,464 94,186 82,088 69,707 87,262 94,072 118,19

1

Wastewater Contingency

860

1,221

3,650

ES1721 - Economic Development 2,400 ES1807 - Major Storm Sewers 600 0 0 0 0 0 0 0 0 0 0

ES1825-13 - Video Inspection 400 400 400 400 400 400 400 400 400 400 400

ES2071 - A.J. Tyler Works Yard Reconfiguration

100 ES2092-13 - Sump Pump Grant Program 100 100 100 100 100 100 500 100 100 100 100

ES2108 - Thames River Clear Water Revival 30 30 30 30 30 ES2414-13 - Sewer (sanitary portion) Replacement

Program 4,160 3,861 4,561 4,961 5,911 7,941 5,839 6,189 7,139 7,639 8,639

ES2414-13 - Sewer (storm portion) Replacement Program 5,085 6,461 5,961 6,461 7,661 11,791 7,139 8,189 9,139 10,139 11,139

ES2428-13 - Erosion Remediation in Open Watercourses Management and Reclamation 320 420 420 440 320 320 320 320 320 320 320

ES2435 - PDC's installed with Claimable Urban Works - Rate Supported 50 50 50 50 50 50 50 50 50 50 50

ES2442-13 - Extension of Services Annual Program - share of Local Improvements 210 100 400 400 1,200 840 800 800 800 800 800

ES2450 - Stormwater Management Master Plan 300 ES2452 - Water Quality and Storm Flow Conveyance

Monitoring Program 280 280 280 280 ES2464-13 - Separation and CSO Program 2,100 4,000 5,590 1,480 6,390 6,350 6,000 6,250 6,400 6,200 5,850

ES2466 - Hyde Park Pumping Station Upgrades

50

105 ES2470 - Climate Change Projects 460


41


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

ES2472 - LI - Fanshawe Park Road East Sanitary Sewer 50

ES2473 - Gordon Trunk Sewer Rehabilitation 1,000 1,000 ES2474 - UTRCA Remediating Flood Control Works

within City Limits 940 2,150 2,000 1,200 940 940 2,400 1,940 940 940 940

ES2475 - Total Stormwater Management Master Plan

165 660 2,343 2,343

ES2476 - Elliot-Laidlaw Remediation Works

200 1,700 ES2477 - Stoney Creek Remediation and Slope

Stability ES2478 - LCR of Existing Ditches & Open

Watercourses

850

ES2485 - Old Oak Servicing

3,740 ES2487 - Stanton Drain Remediation Work

ES2493 - Hyde Park Trunk Sanitary Sewer

4,850 650 ES2497 - Flood Control and Protection 115

ES2523-13 - Sewer Construction, Extensions and Repairs 800 1,100 1,100 800 800 800 1,100 1,100 1,100 800 800

ES2532-13 - SWMF Remediation Program 200 200 200 200 200 200 200 200 200 200 200

ES2680 - Sherwood Forest Flooding Remediation 1,200 ES2681 - Mud Creek Erosion & Flooding

Remediation Works

2,237 3,877 ES2682 - Dingman Erosion Control & Wetland

Remediation Works 2,330 ES2685 - Greenway Expansion and Upgrade 860 5,905

ES2688 - Mud Creek Remediation South

640 ES2693-13 - Specialized Sewer Repairs 4,500 4,700 4,700 3,700 3,700 4,400 4,700 2,700 2,700 2,700 2,700

ES3013 - Carling Creek Trunk Storm Sewer Phase IV

100 1,350 ES3015 - Murray Marr Stormwater Management

Facility #2 1,200 ES3016 - Murray Marr Stormwater Management

Facility #3

50 1,100


42


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

ES3020-FH1 - SWM Facility - Fox Hollow No. 1 4,167 ES3020-FH3 - SWM Facility - Fox Hollow No. 3

ES3020-FHE2 - SWM Facility - Fox Hollow E2 ES3020-HD - SWM Facility - Heard Drain ES3020-HP1B1 - SWM Facility - Hyde Park 1B1 ES3020-HP4 - SWM Facility - Hyde Park No. 4 ES3020-HP6 - SWM Facility - Hyde Park No. 6

1,278 ES3020-MUDOL - SWM Facility - Mud Creek Online 1,240

ES3020-OV2 - SWM Facility - Old Victoria No. 2 721

1,446 ES3020-PD2 - SWM Facility - Pincombe Drain No. 2

ES3020-RVBTC - SWM Facility - River Bend Trib C 3,000 ES3020-SDL4 - SWM Facility - Sunningdale No. 4

ES3020-UPNB2 - SWM Facility - Uplands North B2 ES3020-WKR - SWM Facility - Wickerson Road ES3020-WO1 - SWM Facility - White Oaks No. 1 3,137

ES3040-13 - Minor Surface Flooding and Erosion 210 210 210 210 210 210 210 210 210 210 210

ES3054 - Burbrook Trunk Storm Sewer Phase IV

2,300 1,550 4,800 ES3058 - Burbrook Laterals Phase IV - Trafalgar

200 2,300

ES3058 - Burbrook Laterals Phase IX - Florence

200

ES3058 - Burbrook Laterals Phase V - Myla/Elm

80 750 ES3058 - Burbrook Laterals Phase VI - Pine/Ash

90 860

ES3058 - Burbrook Laterals Phase VII - Frances/ Margaret/Ethel

100 1,400

ES3058 - Burbrook Laterals Phase VIII - Hume/St. Julien

100 1,350

ES3058 - Burbrook Laterals Phase X - York/King/Eleanor

ES3058 - Burbrook Laterals Phase XI - Brydges ES3059 - Dayus Creek Trunk Storm Sewer

Replacement

1,400

1,000


43


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

ES3067 - Trunk Sewer Condition Assessment

150

150

150

150

150 ES3069 - White Oak Area Basement Flooding

ES3074 - Trunk Sewer Upgrades (formerly Downtown Trunk Sewer)

300 500 500 500 500 500 500

ES3080 - Greenway Incinerator Refurbishment

621 2,875

1,208

5,003 ES3106 - Commissioners Road Sewer Replacement

100 800

ES3111 - LI - White Oak Industrial Subdivision Sewer (2,125

)

75 1,800 5,100

ES3201 - Dingman On-line SWM Flood Control Facility #1

195 760 5,435

ES3202 - Dingman On-line SWM Flood Control Facility #2

150 560 4,030

ES4402 - Extension of the Stoney Creek Sanitary Sewer (Trossacks to Highbury Avenue) ST4 600 212

ES4410 - Funding of Exemptions for Sanitary and Storm 125 125 125 125 125 125 125 125 125 125 125

ES4424 - Fanshawe Park Road Sewer Replacement

350 ES4825-13 - Municipal Drain Reconstruction 330 330 330 420 420 420 420 420 420 420 420

ES4834-13 - Municipal Drain Maintenance (external funding) 70 70 70 70 70 70 70 70 70 70 70

ES5014 - Oxford WWTP Expansion and Upgrade Phase II

810 1,620 13,770

ES5084-13 - Replacement Equipment WWTP's 2,700 2,600 1,300 1,300 1,550 1,300 1,300 1,300 1,700 2,000 1,700

ES5132 - East Park Pumping Station Expansion

200

1,453 ES5142 - Pottersburg WWTP Expansion and

Upgrade (Section 4)

1,550 3,100 12,400 13,950 ES5150-13 - Pumping Station Improvements 420

420 420 420 420 840 840 420 420

ES5165-13 - New Equipment WWTP 750

50

50

50 ES5233 - Vauxhall WWTP Expansion & Upgrade -

(0.5 MGD)

2,500 ES5234 - Adelaide WWTP CSO 2,300 1,300 ES5247 - Wonderland Road South Trunk Sewer

260 2,651


44


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

(SS14A)

ES5248 - Wharncliffe Road South Trunk Sewer (SS13B)

300 2,981

ES5252 - Kilally South Trunk Sanitary Sewer

200 1,729 ES5254 - Kilally Road - Extension of Kilally South

Trunk Sanitary Sewer

110 1,038

ES5255 - Bostwick West Trunk Sanitary Sewer ES5256 - Exeter Road Trunk Sanitary Sewer

230 2,660 ES5260 - Lambeth Southland Servicing Solution

100 200 500 6,550 300 900

ES5340 - Southside Expansion Phase II ES5419 - Managing the Sewer System and Assets

320 ES5424 - Roadway Improvements to WWTP's

100

100

ES5431 - Adelaide WWTP Expansion Phase II (Section 4)

800

545 1,090 8,465

ES6066 - Dingman Pumping Station Header Reconfiguration 500

ES6070 - Southdale Road Widening - Sanitary Relocation and Upsizing

500

ES6071 - Southcrest Storm Outlet 1,000 ES6072 - Green Valley Drain/Wilton Grove

Remediation Works 1,000 ES6073 - Oxford WWTP Membrane Replacement

1,500

ES6074 - Pottersburg WWTP CSO and Inlet Works Upgrade 200 800

ES6075 - Greenway Incinerator Rebuild

700 ES6089 - Applegate SWMF Remediation Works 200

ESSWM-DGMJ6 - SWM Facility - Dingman Trib 'J' No. 6

142 568 4,028

ESSWM-HP5 - SWM Facility - Hyde Park No. 5

978 5,540 ESSWM-HURA1 - SWM Facility - Huron No. 1 (T112)

2,837

ESSWM-JKN - SWM Facility - Jackson

200


45


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

ESSWM-KILSE - SWM Facility - Kilally South East

112 450 3,185 ESSWM-KILSW - SWM Facility - Kilally South West

155 630 4,443

ESSWM-PBGS - SWM Facility - Pottersburg South

70 290 2,040

ESSWM-PD4 - SWM Facility - Pincombe Drain No. 4

154 616 4,358 ESSWM-PD5 - SWM Facility - Pincombe Drain No. 5

40 220 1,471

ESSWM-PDR - Pincombe Drain Remediation

500 1,700 2,000 ESSWM-PKR - SWM Facility - Parker

130 525 3,712

ESSWM-SB - SWM Facility - Wickerson No. S-B

484 2,743 ESSWM-SC10 - SWM Facility - Stoney Creek No. 10

60 235 1,666

ESSWM-SC8 - SWM Facility - Stoney Creek No. 8

32 178 841 ESSWM-STMRM - Dingman Creek and Other Stream

Remediation

2,000

2,000 ESSWM-VMP1 - Protected SWMF 1 (Phase I)

Veterans Memorial and Dundas (T108) ESSWM-WO3 - SWM Facility - White Oaks No. 3

85 340 2,412 ESSWM-WO4 - SWM Facility - White Oaks No. 4

186 1,054

ID2058 - Innovation Park - Sewer Oversizing Works

550 1,000 ID2140 - River Road Industrial Land Sewer Extension

400

750

750

ID2152 - Pottersburg Creek Remediation Phase III Water EW1503 - Development Charges Background Study

0 0 0 60 0 0 0 0 60 0

EW1612-12 - 2012 - Meters & Devices 400 EW1612-13 - 2013 - Meters & Devices

400 400 400 400 400 400

EW1627-12 - 2012-Meter Replacement Program 1,800 EW1627-13 - 2013-Meter Replacement Program

1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800

EW2310 - Western Road Watermain Replacement

100 1,200 EW2404 - 2013 New Vehicles & Equipment

130

130

130

EW3105 - Emergency Materials Storage Facility

150 EW3312 - Water Distribution System Master Plan

155

155

EW3409-12 - 2012 - Pumping Stations Major 150


46


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Repairs

EW3409-13 - 2013 - Pumping Stations Major Repairs

150 150 150 150 150 150 150 150 150 150

EW3525 - Cathodic Protection Program

50

50

50 EW3526 - Arva Pumping Station Upgrades 50 50 50 50 50 50 50 50 50 50 50

EW3527 - Asset Maintenance Management System

750 EW3528 - Drinking Water Quality Management

Standard 10 0 10 10 50 10 10 50 10 10 50

EW3532 - Acoustic Fibre Optic Conversion to SCADA

100 EW3533-12 - Lead Mitigation Strategy 106

EW3533-13 - Lead Mitigation Strategy

109 109 109 109 109 109 109 109 109

EW3536 - Metering and Billing Study

100 EW3538 - CPP AFO Monitoring Program

200 200 200 200 200 200 200 200 200 200

EW3540 - EMPS - Capital Maintenance 50 50 50 50 50 50 50 50 50 50 50

EW3541 - EMPS - SCADA Upgrade 300

300 EW3543 - Southdale West Main Replacement 105 1,200

EW3550 - Royal York Watermain Replacement 80 700 EW3551 - Hyde Park - Sarnia Road High Level

Watermain Phase II 52 166 1,959

680

EW3563-12 - 2012 - Main Cleaning & Relining 3,676 EW3563-13 - 2013 - Main Cleaning & Relining

4,301 4,801 5,301 5,801 6,301 6,801 7,301 7,801 8,301 8,801

EW3572 - Commissioners Road Watermain Replacement

50 1,000

EW3580 - Huron Street River Crossing Remedial Work

2,678

100 400

EW3590 - Uplands Pumping Station Upgrade

28 252 EW3591 - Hyde Park Pumping Station Upgrade

55 495

EW3595 - Hyde Park Road Feeder Watermain

227 2,045 EW3606 - Southeast Pressure Zone Feeder

Watermain (A16, B17, A23)

325 2,622 EW3611 - Highbury Avenue South Trunk Watermain

531 4,783


47


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

EW3617 - Springbank Reservoir No. 2 Replacement 503

485

5,000

EW3624 - Burbrook Watermain Upgrade Phase II

1,000 650 500 1,550 600 1,500 1,000 EW3625 - Dingman-Wonderland Feeder Watermain

(A20) EW3625 - Dingman-Wonderland Feeder Watermain

(A21, A22) EW3627 - SCADA - Equipment Replacement 90

105

120

135

EW3628 - Expansion of Southeast Pressure Zone 1,200 EW3652 - Wickerson High Level Watermain

117 1,055

EW3654 - Arva Pumping Station Upgrade

260 2,340 EW3656-2 - Wellington Road Watermain

Replacement Phase II

882 1,100

1,000 EW3657 - Westmount Area High Level System

Distribution Improvements

214 1,931 EW3658 - Westmount Pumping Station to Viscount

Road High Level Water Reinforcement

119 1,070 EW3666 - Wonderland Road North Feeder

Watermain

400

261 2,347 EW3673 - Commissioners Road Watermain

Replacement EW3674 - Wharncliffe Road Watermain

Replacement

563 EW3675 - Uplands North High Level Watermain

EW3685 - Oxford Street West Feeder Watermain 236 2,126 EW3692 - Medway Road - Wonderland Road Trunk

Watermains

100

897 8,975 EW3694 - Clarke Road Feeder Watermain

EW3697 - Wonderland Road South Feeder Watermain

EW3702 - Fanshawe Park Road Watermain Replacement

184 1,658

EW3707 - Southdale Road Watermain Replacement

191 1,718


48


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

EW3708 - Trunk Watermain Valve Chambers 400

400

500 800 EW3709 - Crumlin & River Feeder Watermain Phase

III (A13)

21 192 EW3709 - Crumlin & River Feeder Watermain Phase

III (A14)

246 2,211 EW3710 - Downtown Watermain Replacement

105 1,500

105 1,500

105 1,500

EW3711 - Gainsborough Road Feeder Watermain

463 4,167

EW3712 - White Oak Road Watermain Upsizing

850 1,593 EW3713 - Sarnia Road Watermain Replacement

1,366

EW3717-12 - 2012 - Inspect Trunk Concrete Pressure 720

EW3717-13 - 2013 - Inspect Trunk Concrete Pressure

620 620 620 620 620 620 620 620 620 620

EW3743 - Watermain Extensions

840

840

840

840 EW3754-12 - 2012 - Abandoned Wells

Decommissioning 331 EW3754-13 - 2013 - Abandoned Wells

Decommissioning

331 331 331 331 300 EW3765-12 - 2012 - Main Replacement-Engineering 4,685

EW3765-13 - 2013 - Main Replacement-Engineering

6,319 6,834 6,834 8,536 8,536 8,258 8,258 8,258 8,258 8,258

EW3772-13 - Water Efficiency Program 350 350 350 350 350 350 350 350 350 350 350

EW3787-12 - 2012 - Main Replacements with Major Road Works 1,405

EW3787-13 - 2013 - Main Replacements with Major Road Works

2,323 2,529 2,426 2,632 2,632 2,632 2,632 2,632 2,632 2,632

EW3805 - LI - White Oak Road Industrial Subdivision Water Cost Sharing Phase I (650)

EW3806 - LI - White Oak Road Industrial Subdivision Water Cost Sharing Phase II

255 1,445

EW3817-12 - 2012 - Watermain Oversizing Costs 50 EW3817-13 - 2013 - Watermain Oversizing Costs

50 50 50 50 50 50 50 50 50 50

EW3833-12 - 2012 - Main Replacement 882


49


2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Maintenance

EW3833-13 - 2013 - Main Replacement Maintenance

908 908 908 908 908 908 908 908 908 908

EW3842-12 - 2012 - Replacement Lead Water Service - City Share 722

EW3842-13 - 2013 - Replacement Lead Water Service - City Share

750 750 750 750 750 750 750 750 750 750

EW3851-12 - 2012-New Meters for Development 330 EW3851-13 - 2013-New Meters for Development

330 330 330 330 330 330 330 330 330 330

APPENDIX 6 – SOCIAL HOUSING LETTER

50

Appendix 6 – Social Housing Letter

APPENDIX 6 – SOCIAL HOUSING LETTER

51

asset management plan 2014 appendices - london, ontario · 2014-09-04 · london corporate asset...

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