HomeMy WebLinkAboutFIN-2021-12 - 2020 State of the Infrastructure Update
REPORT TO: Finance and Corporate Services
DATE OF MEETING: April 19, 2021
SUBMITTED BY: Jason Winter, Director Asset Management & Business Solutions
PREPARED BY: Jason Winter, Director Asset Management & Business Solutions
WARD(S) INVOLVED: All Wards
DATE OF REPORT: March 30, 2021
REPORT NO.: FIN-2021-12
SUBJECT: 2020 State of the Infrastructure Report
RECOMMENDATION:
For Information
REPORT HIGHLIGHTS:
The overall
Grade B. As compared to other
municipalities, the City remains in the middle in the pack in terms of overall condition
of our core assets.
Asset valuations have changed due to improved asset data made available.
those assets.
Long term investments in funding strategies for infrastructure replacement programs
like the Water Infrastructure Program (WIP) are crucial to keep up with the pace of
our aging infrastructure.
The ability to effectively maintain infrastructure based on growth and
intensification is putting strain on operational capacity.
BACKGROUND:
The City is legislated by the Province of
2015 and Ontario Regulation 588/17: Asset Management Planning for Municipal
Infrastructure to create and maintain thorough asset management plans (AMPs) for all core
asset categories within our municipality. The most consistent and cost-effective asset
management strategies include a data-driven, risk-based approach that combines long-
range financial planning and effective maintenance activities. The goal is to sustain an
organized approach that optimi
and in the most cost-effective way.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
REPORT:
The 2020 update for the State of the Infrastructure report provides detail as to both the
overall condition of all 13 asset categories as well as the financial 10-year gap across the
board.
Although there are several assumptions that are required to illustrate the current state of our
infrastructure, over time and with the introduction of additional data-driven asset
management plans, comprehensive assessments will be more readily be possible.
Some changes from the first report from 2019 include:
The valuation has increased from $7.5B to $9.2B based on additional inventory
information as well as updated valuations of much more of our core infrastructure.
Facility valuation increased by $314M (28.3%) based on work underway on the
Building Condition Assessment (BCA) program
Stormwater asset valuations increased by $479M (66.6%) based on current inventory
and updated asset management plans.
Roads & sidewalks valuation increased by $800M (88.6%) due to including sidewalk
and multi-use pathways inventories and valuation.
Based on the 2020 capital budget update, the gap has changed from $341.7M to
$442M
The overall grade of asset categories remains relatively the same at a Grade B.
While some attention is needed for some asset categories, the City is more advanced
in other categories thus making us on average, the same as most other similar
municipalities.
For several\\asset categories, a calculation of useful life was used to identify those assets
that are near or at the end of their lifecycle. A replacement value is used to calculate the
required investment for each of those assets. This required investment is then compared
to a current rolling 10-yr capital budget for that category. The only variation from this
approach was for categories for which a formal replacement strategy is in place. An
example of this is the Water Infrastructure Program, where in addition to useful life, factors
such as condition and risk are also included to determine the replacement need (and costs)
over the useful life of those assets.
Continued adoption of the asset management framework supports the ability to minimize
categories. The
collaborative approach between operational teams and the Asset Management Division will
increase resiliency against changes in our environment.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
There is no direct cost impact, however asset management plans influence long-term
financial forecasting for assets under City management.
COMMUNITY ENGAGEMENT:
INFORM
the council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
FCS-19-078 - 2019 State of the Infrastructure Report
INS-18-017 Corporate Asset Management Policy
Ontario Regulation 588/17: Asset Management Planning for Municipal
Infrastructure
APPROVED BY: Jonathan Lautenbach, CFO & General Manager Financial Services
ATTACHMENTS:
Attachment A 2020 State of the Infrastructure Report
CITY OF KITCHENER
2020 STATE OF THE
INFRASTRUCTURE REPORT
30 March 2021
This page left intentionally blank
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | ii
Table of Contents
Introduction .......................................................................................................................................... 1
............................................................................................. 4
Asset Components .............................................................................................................................. 5
........................................................................................................ 6
Summary of Key Findings .................................................................................................................... 8
Asset Category Report Cards ............................................................................................................ 9
Water Utility ..................................................................................................................................... 10
Sanitary Utility .................................................................................................................................. 11
Stormwater Utility ............................................................................................................................ 12
Gas Utility ......................................................................................................................................... 13
Roads & Bridges ............................................................................................................................. 14
Facilities ........................................................................................................................................... 15
Other Asset Categories ................................................................................................................. 16
Future Outlook ........................................................................................ 17
Appendix A Explaining the Scorecard ......................................................................................... 19
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | iii
Introduction
It is undeniable that the City of Kitchener (similar to all other municipalities) experienced an
unprecedented year in 2020. Along with the changes the world felt as an impact of the
COVID-19 pandemic, the Calso was affected in ways not forecasted in
previous models. Whether it was less traffic on city streets, or increased use of the active
seen an overall impact affecting its
condition and lifecycle.
Use of the Iron Horse Trail saw on average 126%
more traffic compared to last 3 years.
On-going, long-term investments in infrastructure is essential to maintain the growing
expectations of our community and to ensure we sustain the expected levels of services
provided by As well, the City is developing at a significant rate resulting in
an overall increase in asset inventories needing to be maintained.
In addition to safeguarding
continuing to influence necessary investments to maintain our infrastructure. The
widespread scale and complexity of climate change poses considerable environmental,
economic, and social risks to the City. The effects of climate change are creating more
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 1
extreme variations in local weather patterns and longer-term changes to local climatic
conditions. As seen in the graph below from the National Oceanic and Atmospheric
1
Administration (NOAA), the temperature in February 2020 was the warmest month on
record since tracking began.
Infrastructure fails to perform as it should under these conditions in the following ways:
increased pressure on the energy grid, facility heating and cooling systems which in turn
create higher costs and potential outages; road and walkway damage along with liability
from increased freeze/thaw cycles; invasive species migrate to new habitat and decimate
local urban forests (e.g. Emerald Ash Borer); frequent heat waves putting vulnerable
populations at risk; etc. Climate change is expected to affect a broad range of municipal
assets and government services. Specifically for Waterloo Region, local impacts include
more intense rainfall events resulting in negatively affecting the ability to control and treat
stormwater with our existing infrastructure. Preparing for climate change is a matter of risk
management, good governance, and development of effective asset management
practices. The implementation of the Corporate Climate Action Plan (CORCAP) is a vital
step in having an integrated approach to achieve climate related targets and minimize risk
to our infrastructure investments. This too can significantly improve community resilience and
2
reduce the severity of these effects over time.
The need for continued focus on detailed asset management planning is now more
important than ever given the ; the age and changing
1
NOAA National Centers for Environmental information, Climate at a Glance: Global Time Series, published February
2021, retrieved on February 16, 2021 from https://www.ncdc.noaa.gov/cag/
2
INS-18-017 Corporate Asset Management Policy
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 2
condition of our assets; and the impacts of factors such as climate change in the coming
years. Further effort is needed to analyze the growing amount of data related to our asset
categories so as to understand the cause and effect of the variables related to maximizing
the lifecycle of our most important infrastructure. The robustness of our detailed asset
management plans become so vitally important for the successful management of these
new (and existing) assets.
The 2020 State of the Infrastructure Report provides an updated
infrastructure groups and highlights key aspects of each category. For each core asset
3
category, is given to illustrate the current state of that category. This
grade is an overall assessment of the asset category and is based on a number of factors.
These factors include:
A thorough financial strategy to maintain the expected levels of service
throughout the lifecycle of the asset.
Condition information that leads to understanding the health of the asset
throughout its useful life.
The existence of preventative maintenance and/or rehabilitation programs to
ensure the assets meet their expected lifecycle.
The availability of complete and reliable data for which to create and sustain
asset management plans focusing on optimizing the management of the assets.
As mentioned above, an evaluation of data reliability is provided to illustrate the quality of
information available to inform a detailed lifecycle management plan.
Little or no reliable Reliable data, but Quality data, but High quality and
information available historical information gaps in detail and/or lacking some detail reliable detailed
found currency data
When assessing the overall condition of an asset category, data reliability is only one factor
in a number of components. Although there might be gaps in detail and/or currency of
information, evaluating work activities, maintenance programs, achieving service levels
and other capital projects, the overall condition is formulated.
3
A further explanation of grading is outlined in Appendix A Explaining the Scorecard
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 3
4
ASSET VALUATION
Facilities
15%
Roads & Bridges
Total Replacement
21%
Value - $9.2 Billion
Other
4%
Stormwater Utility
13%
Sanitary Utility
11%
Water Utility
Gas Utility
19%
17%
Please note that changes from previous totals are due to newly available and updated data leading
to revised valuations across asset categories.
1,600 (lane-km) | Paved Local Streets 1,095 km | Gas mains 14 | Community centres
1,180 km| Sidewalks 75,246| Gas meters 7 | Fire Stations
95 | Roadway Bridges 823 | Horticulture beds 8 | Community pools
900 km | Water mains 220| Playgrounds 9 | Splash pads
4,566 | Hydrants 257 km | Trails 2 | Golf Courses
5
838 km | Sanitary sewer mains 126 | Sports fields 7 | Arenas
23 | Pumping Stations 69,619 | Trees 24 | Parking structures & paid lots
643 km | Stormwater mains 28,766 | Traffic Signs 67 | Community parking lots
152 | Stormwater facilities 19,443 | Street Lights 6 | Cemeteries
4
Golf, Transportation Services and Fleet.
5
Budd Park Indoor facility is in addition to the 7 arenas identified.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 4
Asset Components
Within each asset category, there are a number of major components that make up the
total valuation and lifecycle management strategy. The table below outlines the major
asset components within each asset category across the City. As asset management plans
are developed and updated, additional asset components may be added in order to
Water Utility Sanitary Utility Stormwater Utility
water main pipes sanitary main pipes stormwater pipes
water service pipes stormwater manholes
forcemains
valves catchbasins
sanitary service pipes
hydrants stormwater management ponds
sanitary manholes
water meters oil & grit separators
pumping stations
stream reaches & creeks
stormwater facilities
Gas Utility Roads & Bridges Facilities
gas mains road pavement critical facilities & structures
gas service pipes curbs community facilities & structures
gas valves sidewalks other facilities & structures
gas meters multi-use pathways
gas regulator pits & stations bridges (greater than 3m span)
rental water heaters culverts
Parks & Open Spaces Forestry Parking
sports fields street trees revenue generating surface lots
hard surface sports facilities wood lots community surface lots
parks & turf parks & open spaces trees underground parking structures
playgrounds parking garages
trails on-street parking
pedestrian bridges & boardwalks parking equipment
horticulture parking sundry/misc. items
Cemeteries Golf Transportation Services
cemetery infrastructure (roads, course features bike racks & bollards
horticulture, water services, etc.)
buildings pedestrian railings and guiderails
cemetery buildings (including
course infrastructure streetlights & poles
mausoleum, crematorium,
utilities road & pedestrian islands
storage structures, etc.)
golf course vehicles & equipment traffic calming features
traffic signs & poles
Fleet
arena equipment
dump/fire trucks
fire equipment
lawn/turf equipment
licensed equipment
miscellaneous small equipment
off road equipment
two-way radios
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 5
Asset Management is an integrated and data-driven approach to effectively manage
existing and new assets. The intent is to maximize benefits, reduce risk and provide
expected levels of service to the community in a sustainable manner. Effective asset
management practices are fundamental to achieving a sustainable and resilient
community.
The City is legislated by the Infrastructure for Jobs and Prosperity Act,
2015 and Ontario Regulation 588/17: Asset Management Planning for Municipal
Infrastructure to create and maintain thorough asset management plans (AMPs) for all asset
categories. The most consistent and cost-effective asset management strategies include a
data-driven, risk-based approach that combines long-range financial planning and
effective maintenance activities. These activities outlined in the AMP would limit reactive
maintenance by emphasizing a move toward planned/routine/proactive maintenance
ensuring the lifecycle of assets and their ability to deliver services can be achieved. The
with minimal risk and in the most cost-effective way. Asset management planning is
cyclical to ensure that growth, new technologies and the introduction of new services are
added to the framework. This process ultimately ensures that sustainable and resilient
infrastructure is provided for through a process of continuous improvement. Through this
lens, the goals would include efficiency gains which by improving proactive/scheduled
maintenance will potentially reduce the number of reactive maintenance activities that are
performed annually.
When the Corporate Asset Management Program Policy and Framework (INS-11-082) was
adopted in January 2012, it defined specific asset groups that shape the physical assets
which make up the large and complex estimation of value. Since that time, the number of
groups have expanded to 13 categories to best reflect the distinct types of assets across
the city. The value of these assets are either derived through an Enterprise or Tax base
(Figure 2).
VALUATION SOURCE
Tax
38%
Enterprise
62%
Figure 2 - Valuation Source
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 6
As asset management plans are developed for the 13 asset categories, collaborative
support from cross functional teams and dedicated asset management leads provides new
insights into the balance between optimizing the health of the asset while meeting
expected level of service for which the asset supports.
Through the development of asset management related replacement and rehabilitation
e.g., Water Infrastructure Program (WIP), Facility
Infrastructure Program (FIP), etc.), long term funding strategies continue to be proposed
and adopted year after year. The 2020 capital budget included approximately $98M for
asset rehabilitation and replacement and $978.8M over a ten-year timeframe. Although
additional focus has been put towards increased spending for our infrastructure, the City still
has a significant overall gap between investment and need. This need will be further
underscored nership through increased
development over the past several years.
The infrastructure gap analysis (Figure 3) provides a point-in-time assessment of the current
need across categories for those assets that are at the end or nearing the end of their useful
lifespan. This financial requirement is compared to the available capital budget over a 10-
year period. As asset management plans are completed, this gap analysis will be
combined with level of service and condition data to round out a current state of the asset
category.
Overall Gap
10-Year Infrastructure Gap
$442M
$0
($20,000,000)
($40,000,000)
($60,000,000)
($80,000,000)
($100,000,000)
($120,000,000)
($140,000,000)
($160,000,000)
($180,000,000)
($200,000,000)
FacilitiesOtherRoads &StormwaterGas UtilitySanitaryWater Utility
BridgesUtilityUtility
Gap
($186,841,915($90,696,820)($59,189,734)($44,554,000)($42,501,800)($11,055,641)($7,565,241)
Figure 3 - Infrastructure Gap
(*)
Please note:
1. The Stormwater Utility gap is reflective of the recent Disaster Mitigation & Adaptation Fund
announcement for the City in 2019.
2. The Water and Sanitary gap are reflective of the financial model used for the Water Infrastructure
program over the next 10 years.
3. Additional external funding sources such as the Federal Gas Tax has assisted somewhat in reducing the
overall gap.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 7
Summary of Key Findings
The gap analysis and associated forecasts are for a rolling 10-year period. This is a
relatively short timeline for assets that have a typical lifespan of more than 80 years.
Each year, the financial information will continue to improve and be updated
accordingly.
The overall total of the infrastructure gap for 2020 is $442M. For most asset
categories, a calculation of useful life was used to identify those assets that are near
or at the end of their lifecycle. A replacement value is used to calculate the
required investment for each of those assets. This required investment is then
compared to a current rolling 10-yr capital budget for that category. The only
variation from this approach was for categories for which a formal replacement
strategy is in place. An example of this is the Water Infrastructure Program, where in
addition to useful life, factors such as condition and risk are also included to
determine the replacement need (and costs) over the useful life of those assets.
A comprehensive model has been developed as part of the Water Infrastructure
Program (WIP) which combines multiple factors as mentioned above to assess the
overall need for water, sanitary and stormwater infrastructure replacement. Overall,
WIP is forecasting to close the gap of needed infrastructure replacement funding by
2044 as outlined in the report to Council (INS-17-070). On-going commitment post
2044 will be required as a significant number of assets will be reaching the end of the
lifecycle based on significant growth in the 1960 In addition,
considerations around the ability to support best practices for maintenance activities
have not adequately been undertaken and needs to be an area of attention. This
focus will need to continue to be examined as part of the WIP program to both close
the existing infrastructure gap, and also to ensure that the gap doesn't widen as new
infrastructure comes online and resources need to cover a larger number of assets.
As mentioned under Figure 3, the gap information for the Stormwater Utility category
now reflects the recent funding received through the Disaster Mitigation and
Adaptation Fund in 2019. Additional funding through other sources such as the
Federal Gas Tax also supports the ability to close the gap on an annual basis.
With the development of asset management plans for the 13 categories, emphasis
will continue to be placed on developing inspection programs that introduce
condition information. This is a vital component to an overall comprehensive
assessment of those assets. A recent example of this kind of program is the
development of a comprehensive Building Condition Assessment (BCA) program for
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 8
Asset Category Report Cards
Overall, in 2020 B, a slight increase from
the previous report card.
This grade is an overall average of the individual category evaluations and as such will
continue to be re-evaluated as new information becomes available. Changes year-by-
year can be attributed to adding or updating detailed asset management plans along with
increasing the reliability of information used to analyze the overall condition of the asset
category.
In the following pages, a summarized
component will summarize the relevant information leading up to the 2020 State of The
Infrastructure.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 9
Data Reliability
Water Utility
The role of the water utility is to deliver water safely and efficiently to Kitchener residents. As
part of that, the utility is responsible to maintain the infrastructure of pipes and valves that
ucture Program (WIP), an approved
rate model was established to address the overall gap related to its underground
infrastructure by 2044.
Overall, the water utility assets category is graded at an B.
This past year in 2020, saw fewer watermain breaks than the previous 5-year average.
Implementation of a mobile valve inspection program allowed for more efficient real-time
follow-up work to be scheduled. Focus on the Water Infrastructure Program and associated
funding continues to be a crucial component to improve the grade of this asset category
and close the gap of infrastructure replacement by 2044.
CAST IRON
Total Length (Kms) by Material
Average Expected Life
50YRS
Average Average
68 0
ST - STEEL 0.2
Age Remaining Life
YRS YRS
DUCTILE IRON
PVC - POLYVINYL CHLORIDE 335.7
Average Expected Life
Average
80 YRS
Age
DI - DUCTILE IRON 327.4
Average
41 39
Remaining Life
YRS YRS
CPP - CONCRETE PRESSURE PIPE 42.7
PVC
Average Expected Life
Average
COP - COPPER 0.6
100 YRS
Age
Average
14 86
CI - CAST IRON 183.0
Remaining Life
YRS YRS
OTHER
AC - ASBESTOS CEMENT 7.7
Average Expected Life
Average
80 YRS
Age
- 50 100 150 200 250 300 350
Average
47 33
Remaining Life
YRS YRS
% Asset Consumed
140%
(4)
120%
10-Year Forecast
100%
Required Current Gap
80%
Investment Investment
60%
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40%
20%
(4)
Current and Required investment based on WIP
0%
AC -CI - CASTCOP -CPP -DI - DUCTILEPVC -ST - STEEL
projections to 2029
ASBESTOSIRONCOPPERCONCRETEIRONPOLYVINYL
CEMENTPRESSURECHLORIDE
PIPE
% Consumed
63%135%68%44%51%14%61%
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 10
Data Reliability
SanitaryUtility
The Sanitary Utility is responsible for the installation and disposal of the variety of sanitary
network assets, which include the likes of wastewater pipes, manholes, syphons, forcemains,
and pumping stations. Similar to the Water Utility, through the Water Infrastructure Program
(WIP), an approved rate model was established to address the overall gap related to its
underground infrastructure by 2044.
Overall, the sanitary utility assets category is graded at a B.
While the Sanitary Utility has a relatively good grade, the overall category can be improved
with greater emphasis on preventative maintenance measures, which are currently limited
in the Utility. As well, effort is underway to complete a detailed capital evaluation for
pumping stations for which data is currently needing to be updated.
Sanitary Main Material Type -Average Age
OtherAsbestos
14%Cement
19%
Plastic
Ductile Iron
8%
17%
Cement
16%
Vitrified Clay
26%
(5)
10-Year Forecast
% Consumed Compared to Expected Life
Required Current Gap
97.7%2.3%
Investment Investment
18.5%
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160
140
14.7%
14.5%
(5)
Current and Required investment based on WIP
14.0%
)
m12.6%
120
k
projections to 2029. Required investments for
11.6%
(
s
10.2%
100
n
i
pumping stations currently under review.
a
80
M
y
r
60
a
t
PLEASE NOTE
i
n
40
a
S
1.7%
1.3%
0.8%
More than 25% of sanitary infrastructure is more than
20
0.2%
50 years old. 40% of is beyond half the average life
-
expectancy. This speaks to the need for a strong
routine/preventative maintenance program to
Age
ensure no additional premature aging.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 11
Data Reliability
Stormwater Utility
-of-the-
across the city. The Stormwater Utility provides critical infrastructure to prevent flooding and
protect the natural environment by removing pollutants from runoff. Stormwater
management infrastructure and approaches are rapidly evolving, and the City is
incorporating green infrastructure and low impact development stormwater design to
minimize the impact of urban land use to the natural environment.
With the recent Federal funding (DMAF), the Utility has had the opportunity to advance
several key aspects of its master plan.
Overall, the stormwater utility asset category is graded at a B. The ability to further improve
the grade level for this asset category might be a function of applying more preventative
maintenance programs, which are currently limited.
Installations of Storm Ponds STEEL
Average Expected Life
30
80YRS
Average
Average
44 36
Remaining Life
Age
25
YRS YRS
CONCRETE
Average Expected Life
20
80 YRS
Average
38 42
15 Remaining Life
Average
YRS YRS
Age
PVC
Average Expected Life
10
100 YRS
Average
Average
13 87
5
Remaining Life
Age
YRS YRS
0
Era
STREAM REACHES IN KMS
REHABILITATED
CHANNELIZED
6.74
10.65
CONCRETE
10-Year Forecast
4.44
Required Current Gap
Investment Investment
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NATURAL/MIXED
44.67
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 12
Data Reliability
Gas Utility
Kitchener Utilities provides a safe natural gas delivery service for over 74,000 customers
across Kitchener. Through a heavily regulated set of processes, Kitchener Utilities provides a
heat source to homes and businesses through the installation and maintenance of key
infrastructure such as gas mains, valves, meter sets, regulator stations, water heaters, etc.
Overall, the gas utility category is graded at an B.
With the completion of a detailed asset management plan, the condition of the asset
category is based on the assets age compared to expected useful life. Approximately 60%
of gas utility assets are currently in very good or good condition. The current annual spend
is approximately $10M for gas pipeline & capacity projects however, spending will need to
increase to reduce the future infrastructure gap.
DISTRIBUTION OF PIPE BY MATERIAL
PLASTIC
Average Expected Life
(KMs)
60YRS
Average
19 Average 41
Remaining Life
Age
YRS YRS
39%
STEEL
Average Expected Life
60 YRS
61%
Average
46 Average 14
Remaining Life
Age
YRS YRS
PLASTICSTEEL
GAS METERS BY INSTALL YEAR
(6)
10-Year Forecast
34,735
Required Current Gap
35,000
Investment Investment
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30,000
(6)
Note: The required investment is only for asset
25,000
replacement at the end of useful life. This constitutes
20,000
only 11% of the overall requirement as outlined in the
key findings.
15,000
9,223
8,587
10,000
PLEASE NOTE
5,428
4,969
4,259
4,210
2,749
5,000
Gas meters on average have an expected useful life
-
of between 10-15 years. A significant number of
20132014201520162017201820192020
meters will need to be replaced over the next several
years due to the high number installed in 2013 and
earlier.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 13
Data Reliability Data Reliability
(pavement) (bridge/culvert)
Roads & Bridges
Roads and bridges are among the most valuable infrastructure assets and need frequent
maintenance and rehabilitation. Roads and bridges are widely used and highly visible to
residents therefore the planning and execution of rehabilitation and reconstruction projects
need a data-driven approach to ensure the expected level of support at a reasonable
cost. Specific to pavement, City Council set a level of service Pavement Quality Index
(PQI) of 70 (based on a scale of 0-100).
Through heavily regulated legislation, city-owned bridges are defined to be more than 3.0m
in span and are inspected on a 2-year cycle.
Pavement assets portion of this category is graded as an A.
Bridge assets are graded as a B.
PAVEMENT QUALITY -2020
Unknown
Poor
BRIDGE/CULVERT CONDITION
1%
2%
25
20
s
t
Excellent
e
15
s
39%
s
A
f
10
o
#
5
Good
0
49%
Very GoodGoodFairPoorVery Poor
Vehicle BridgesConcrete CulvertsCorrugated Stee Pipes
Pedestrian BridgesRailway Bridges
Fair
9%
10-Year Forecast Pavement/Sidewalks
PAVEMENT QUALITY DISTRUBTION
Required Current Gap
(By # of Segments)
Investment Investment
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1600
PQI
1400 Note: the required investment for sidewalk replacement
s
t Tartget
n
1200
included in the financial analysis has resulted in larger
-70
e
1000
m
gap in 2020
g
800
e
S
600
f
o
400
10-Year Forecast Bridges & Culverts
#
200
Required Current Gap
0
Investment Investment
υЊЊͲЉЉЉͲЉЉЉ υЎͲЊЏЍͲЉЉЉ ΛυЎͲБЌЏͲЉЉЉΜ
Pavement Quality Index
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 14
Data Reliability
Facilities
The City of Kitchener owns and maintains 255 active facilities varying in function and age.
Facilities and structures are categorized as Critical (39 facilities/structures); Community (160
facilities/structures); and Other (56 facilities/structures). A year since the Strategic Council
Session on the Long-Term Financial Plan, additional funding has been allocated to address
the on-going gap, now at $186M over 10 years. A thorough building condition assessment
program has been started to effectively evaluate the overall condition of the facility as well
as
associated for those investments within the 10-year capital budget process.
Overall, the facility asset category is graded at a C.
FACILITY AGE BY CATEGORY
FACILITY CATEGORY
Critical
70
Other
Facilities
Facilities
15%
25%
60
50
40
30
20
10
0
Greater than 5030-50 years10-30 yearsLess than 10
Yearsyears
Community
Facilities
60%
CriticalCommunityOther
LIFECYCLE COSTS
Upfront Design &
Construction
Major Repairs &
Costs
Maintenance
20%
30%
10-Year Forecast Facilities
Required Current Gap
Investment Investment
υЋВЋͲЊЊЌͲВЊЎ υЊЉЎͲЋАЋͲЉЉЉ ΛυЊБЏͲБЍЊͲВЊЎΜ
Operational
Costs
50%
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 15
Other Asset Categories
Transportation Services and Fleet. Due to limited condition information or detailed lifecycle
management plans, these asset categories are currently in the process of developing asset
management plans (AMPs) which include a data-driven approach to assessing the health
of the asset and measuring the expected levels of service.
As we move ahead on developing AMPs, the remaining asset categories will have full plans
that monitor the current condition of their assets, as well as determine a long-term estimate
and lifecycle management plan. This information will rank resources across the groups and
6
identify how to develop proactive maintenance actions.
PARKS & OPEN SPACESFORESTRY
5ğƷğ wĻƌźğĬźƌźƷǤ5ğƷğ wĻƌźğĬźƌźƷǤ
ЊЉΏĻğƩ CƚƩĻĭğƭƷЊЉΏĻğƩ CƚƩĻĭğƭƷ
wĻƨǒźƩĻķ /ǒƩƩĻƓƷ wĻƨǒźƩĻķ /ǒƩƩĻƓƷ
DğƦDğƦ
LƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷ
υЍЉͲББЌͲЊБАυЊЊͲЉББͲЉЉЉΛυЋВͲАВЎͲЊБАΜυЊЊͲЉБЊͲЊЉЎυЎͲЉЍВͲЉЉЉΛυЏͲЉЌЋͲЊЉЎΜ
PARKING ENTERPRISECEMETERIES
5ğƷğ wĻƌźğĬźƌźƷǤ5ğƷğ wĻƌźğĬźƌźƷǤ
ЊЉΏĻğƩ CƚƩĻĭğƭƷЊЉΏĻğƩ CƚƩĻĭğƭƷ
wĻƨǒźƩĻķ /ǒƩƩĻƓƷ wĻƨǒźƩĻķ /ǒƩƩĻƓƷ
DğƦDğƦ
LƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷ
υЊЋͲЊЌЍͲЍЏЉυЊЋͲЌЎАͲЉЉЉυЋЋЋͲЎЍЉυЊЏͲЉЊЉͲЋЋЉυЌͲЋЋВͲЉЉЉΛυЊЋͲАБЊͲЋЋЉΜ
GOLFTRANSPORTATION SERVICES
5ğƷğ wĻƌźğĬźƌźƷǤ5ğƷğ wĻƌźğĬźƌźƷǤ
ЊЉΏĻğƩ CƚƩĻĭğƭƷЊЉΏĻğƩ CƚƩĻĭğƭƷ
wĻƨǒźƩĻķ /ǒƩƩĻƓƷ wĻƨǒźƩĻķ /ǒƩƩĻƓƷ
DğƦDğƦ
LƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷ
υЊЊͲАЋЎͲЋВЏυЊͲЉАЌͲЉЉЉΛυЊЉͲЏЎЋͲЋВЏΜυЋͲВВЍͲЏЊЌυАͲЋЎЊͲЉЉЉυЍͲЋЎЏͲЌБА
FLEET
5ğƷğ wĻƌźğĬźƌźƷǤ
ЊЉΏĻğƩ CƚƩĻĭğƭƷ
wĻƨǒźƩĻķ /ǒƩƩĻƓƷ
DğƦ
LƓǝĻƭƷƒĻƓƷLƓǝĻƭƷƒĻƓƷ
υВЎͲЉВАͲАЏЎυЏЋͲЌЌЌͲЉЉЉΛυЌЋͲАЏЍͲАЏЎΜ
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 16
Future Outlook Improving the Grade
This State of the Infrastructure -
On an annual
basis, an analysis of new and/or changed information will be completed to update each
. This analysis will better determine the overall health of the asset category
while balancing the need to maintain an expected level of service. Specific examples of
activities and programs that influence the annual grade of an asset category include:
A continued commitment towards formalized replacement & rehabilitation
programs such as the Water Infrastructure Program or Facility Infrastructure Program
will ensure appropriate funding to address the aging infrastructure in such a way to
meet the expectations of stakeholders.
Continued support of the Building Condition Assessment & State of Good Repair
programs across City facilities.
Continue to implement low impact development (LID) options to further enhance
the stormwater mitigation strategies across Kitchener.
Continue to enhance inspection programs across asset categories not currently part
of formalized programs to better assess the on-going condition of those assets.
Although these are but a few specific improvement opportunities, there are some common
elements that can be applied across all asset categories:
Detailed asset management plans (AMPs) provide long term strategies to ensure we
optimize the management of our infrastructure. Creating, updating, and integrating
these AMPs into annual workplans will ensure that long term financial and lifecycle
management strategies are maintained. Several asset categories have yet to
complete asset management plans, while other categories require updating based
on new information or changes in service levels.
Understanding the health of an asset is a crucial component in assessing the overall
condition and useful life of that asset. This information influences preventative
maintenance and rehabilitation programs which identify those priority assets
requiring the most care and maintenance. Several asset categories have yet to
develop inspection programs which if implemented could improve
that category. In other cases, the creation of inspection programs are in the initial
stages which require critical analysis and follow up from the results to determine
effective maintenance levels, prioritization, and actions. This is the only way to start
to develop an appropriate preventative maintenance and rehabilitation plan.
Quality data is the cornerstone of understanding and influencing decisions
surrounding the lifecycle of all assets. A data-driven approach allows decision
makers to understand the cause and effect of maintenance activities to the overall
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 17
health of the asset as well as needed in designing/implementing an effective
maintenance program. The total cost of ownership helps to inform strategies that
s assets while minimizing the risk of failure or
degraded services.
Continued adoption of the asset management framework supports the ability to minimize
collaborative approach between operational teams and the Asset Management Division
and increase resiliency against changes in our environment.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 18
Appendix A Explaining the Scorecard
In order to consis
used in the four factors outlined below (also included the Introduction section on Page 2 of
this report).
A thorough financial strategy to maintain the expected levels of service
throughout the lifecycle of the asset.
Condition information that leads to understanding the health of the asset
throughout its useful life.
The existence of preventative maintenance and/or rehabilitation programs to
ensure the assets meet their expected lifecycle.
The availability of complete and reliable data for which to create and sustain
asset management plans focusing on optimizing the management of the assets.
In essence, if a category had met all four factors, they would be assigned a total of 4 points.
If they had three factors, 3 points would be assigned, etc.
Those points, then would be associated to a grade, as shown below.
Grade Factor Points
A 4
B 3
C 2
D 1
The overall grade for the city is an overall average of each category combined. As we
continue to evolve our asset management program and include more condition related
data, a further quantitative evaluation will be included.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORT PAGE | 19