Asset Management Investment Plan

Transcription

1 Asset Management Plan Prepared for the City of Kimberley Ellis Street Kelowna, BC, V1Y 1Z9 T: F: June 2016 File:

2 A s s e t M a n a g e m e n t I n v e s t m e n t P l a n i TABLE OF CONTENTS 1.0 INTRODUCTION ASSET MANAGEMENT INVESTMENT PLAN (AMIP) METHODOLOGY Asset Categories How to Use the Plan Model AMIP RESULTS Asset Replacement Value INfrastructure Deficit Average Annual STATE OF KIMBERLEY S INFRASTRUCTURE Water System Wastewater System Stormwater System Roadway System Fleet Buildings Parks Other systems OTHER ASSET MANAGEMENT CONSIDERATIONS Decision-making through an understanding of service, risk, and cost information management COMMUNICATION AND engagement Policy Natural Assets RECOMMENDED NEXT STEPS...22 APPENDICES Appendix A AMIP Level 1 Appendix B Inputs

3 A s s e t M a n a g e m e n t I n v e s t m e n t P l a n ii TERMS AND DEFINITIONS The following commonly used terms and definitions have been described as they relate to the City of Kimberley s Asset Management Program: ANNUAL AVERAGE LIFE CYCLE INVESTMENT : Annual budget based on annual average of the total replacement value of an asset over its expected service life determined by the asset management plan. ASSET: A physical component of a system that has value, enables services to be provided, and has an economic life of greater than 12 months. ASSET CONDITION: The state of an asset, particularly regarding its appearance, quality, or working order. ASSET MANAGEMENT: The process of making decisions about the use and care of infrastructure to deliver services in a way that considers current and future needs, manages risks and opportunities, and makes the best use of resources. ASSET MANAGEMENT PLAN: A long term plan to identify asset management needs, establish longer term financing means, and regularly schedule maintenance, rehabilitation and replacement works for the long-term sustainability of the asset. ASSET MANAGEMENT POLICY: Principles and mandated requirements derived from, and consistent with, the organizational strategic plan, providing a framework for the development and implementation of the asset management strategy and the setting of the asset management objectives. ASSET MANAGEMENT STRATEGY: Long-term optimized approach to management of the assets, derived from, and consistent with, the organizational strategic plan and the asset management policy. ASSET RENEWAL: Work on an asset (or component) that brings the asset back to new condition or the complete replacement of the asset (in situ) with a new asset providing the original (intended) level of service. COST: In asset management, the financial and human resources required throughout the lifecycle of the asset. INFRASTRUCTURE RENEWAL DEFICIT: A measure of the amount of infrastructure that has passed its theoretical service life but is still providing service to the community. LEVEL OF SERVICE: A measure of the quality, quantity, and/or reliability of a service from the perspective of residents, businesses, and customers in the community. LIFE CYCLE COSTS: The total costs estimated to be incurred in the design, construction, operation, maintenance, and final disposition of a physical asset or system over its anticipated useful life span. LIFE CYCLE MANAGEMENT: Retaining an asset as near as practicable to its original condition, from the point when a need for it is first established, through its design, construction, acquisition, operation and any maintenance or renewal, to its disposal. REVENUE: The income received by the City from taxes, user fees, government transfers and other sources. Own sources revenues is income received from taxation, user fees, and any interest income.

4 A s s e t M a n a g e m e n t I n v e s t m e n t P l a n iii RISK(S) : Events or occurrences that will have an undesired impact on services (Risk = Impact x Likelihood) Asset Risk An event where an asset failing to perform as you need it to. Examples of asset risks are a broken sewer pipe or potholed road surface. Strategic Risk Events or occurrences that impact your ability to achieve objectives. REGULATORY REQUIREMENT: Capital works to meet existing or new provincially or federally legislated standards. SERVICE: A system that fulfills a public need such as transportation and sewage collection. SERVICE LIFE The estimated lifespan of a depreciable fixed asset, during which it can be expected to contribute to a municipality s operations/service delivery. TANGIBLE CAPITAL ASSET (TCA) : An Asset that has a physical form for use in the operations and delivery of services. Tangible assets include fixed assets, such as water, sewer, roadways and buildings (fixed assets are sometimes referred to as plant ). Tangible capital assets must be accounted for and reported as assets on the Statement of Financial Position as part of PS TRIPLE BOTTOM LINE APPROACH: Utilizing economic, social and environmental metrics (i.e. quantifiable impacts to costs, mobility, and watercourses/habitats) in assessing and/or prioritizing investments. USEFUL LIFE: The minimum life expectancy commonly used for asset life. This is typically used for TCA reporting (as opposed to for asset management purposes).

5 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n INTRODUCTION Communities, like Kimberley, are turning toward asset management as a process for making informed infrastructure decisions, build financial capacity to renew, operate and maintain existing infrastructure so that the City can continue to provide services, effectively manage risks, and provide tax payers with the best value for money. In early 2015, the City determined, in alignment with the BC Asset Management Framework (see Figure 1), to improve their asset management capacity by undertaking an asset assessment of its current practices. The assessment of practices provided a baseline of the City s current asset management capacity (information, finances, assets and people) as well as provided a recommended strategy for next steps. One of the key next steps was to complete a detailed asset assessment (cost forecast) of the community s future infrastructure renewal investment requirements. This assessment will provide staff with improved information (cost and timing) and a set of key indicators to inform infrastructure investment decision-making. To accomplish this, the City engaged Urban Systems to complete a long term (integrated) Asset Management Plan (AMIP). The AMIP is based on the BC Framework and was developed to identify and assess the expected replacement costs and needs for each of Kimberley s assets. The AMIP consolidates all of the long term costs and timing for a community s major infrastructure categories. This enables the City to see all of their infrastructure s life cycle cost pressures in one place, at a glance. The AMIP is also an ideal tool to engage rate payers by showing how infrastructure performance and age is linked to annual investments. The AMIP includes details and summaries of: What is Asset Management? The process of bringing together the skills and activities of people; with information about the community s physical infrastructure assets and financial resources to ensure long term sustainable service delivery. Sound asset management practices support sustainable service delivery by considering community priorities, informed by an understanding of the trade-offs between the available resources, risk and the desired services. Sustainable service delivery ensures that current community services are delivered in a social, economic, and environmentally responsible manner that does not compromise the ability of future generations to meet their own needs. Current replacement value Infrastructure deficit Looming future costs Average Annual required for the ongoing renewal of public infrastructure Figure 1 Asset Management for Sustainable Service Delivery, A BC Framework

6 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n ASSET MANAGEMENT INVESTMENT PLAN (AMIP) METHODOLOGY The AMIP is predominantly based upon infrastructure service lives, but also considers condition assessment information where available. To develop the AMIP, a 4-Step analytical approach was used (see Figure 2.1 below). Figure 2.1: AMIP Development Steps Kimberley s AMIP for asset renewal was built using the best linear and non-linear asset data available. An estimate was made for missing data where possible. Kimberley s road condition assessment data was used to inform the roadway valuation. The AMIP outlines the following: Current replacement value; Remaining value; Expected life remaining 1 ; Infrastructure deficit (backlog); 20 year renewal costs and timing (including future looming costs); and, Average Annual 2. The AMIP is a spreadsheet which is delivered in three (3) inter-connected levels: Level 1. Level 2. Level 3. Summary for investment planning and decision-makers; Detailed data for ongoing reporting, operations and maintenance; and Highly detailed segment by segment information regarding the linear infrastructure such as pipe and roads. 1 The expected life remaining is a ratio between remaining life and replacement value. This is based on straight line depreciation of the asset over its service life. 2 AALCI is the annual depreciation of the replacement value. The AALCI represents the ideal annual budget allocation. Annual surpluses would go into reserves and be drawn upon for renewal of assets. When the annual budget is less than the AALCI, the sustainability gap grows.

7 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 3 The benefits of the AMIP s Level 1 summary include: Presents a complete and concise summary of all infrastructure assets on 1 page; Provides a comprehensive focus and format for community infrastructure outreach programs; Uses very detailed information from Level 2, which provides invaluable asset details for more credible and defensible decisions on infrastructure re-investment; and Encourages exploration of sustainable infrastructure renewal funding levels ASSET CATEGORIES In order to provide an appropriate level of accuracy for the analysis of linear & non-linear asset categories, each category was divided into subcategories. Sub-categories were based upon similar infrastructure components and limited to major sub-categories that are significant for investment planning and trade-off analysis. The asset categories and sub-categories are shown in Table 2.2. Table 2.2: Kimberley s Asset Categories and Sub-Categories Water System Mains Pressure Reducing Valves (PRV) Reservoirs & Intakes Sanitary System Gravity Mains Force Mains Storm System Road System Buildings Fleet Mains Roads Administration Vehicles Parks Land Improvements Other Solar Culverts Sidewalks Recreation Equipment Natural Assets Fibre Lift Stations Flume Streetlights Protective Services Treatment Manholes & Clean-outs Manholes Bridges Public Works Hydrants & Valves Treatment Catch basins Trails Parking Lots 2.2 HOW TO USE THE INVESTMENT PLAN MODEL The model is driven by input tables; however, when sufficient data is not available for the input tables, or asset-specific changes are made, then estimates are done in the excel worksheets. In addition to its financial information, the investment plan database also uses the following asset attributes:

8 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 4 Location; Material or Make; Size or Model; Dimensions; Quantity; Year Built; Service Life; Condition rating (where available); and Installation cost: Recent Tendered Construction costs; Construction contingency costs; Planning and design costs; Project management costs; and Construction administration costs. The AMIP model is designed to keep calculating year after year. The AMIP can be updated each year by adjusting the model to the current year (Input Table), updating unit costs and other replacement values to reflect inflation, and updating the asset inventory to include annual project renewals, decommissioning, and new acquisitions. The power of the AMIP model is that it uses actual replacement costs, service lives based upon healthy maintenance programs, and summarizes all infrastructure information in Level 1 to assist Kimberley in better understanding their cost pressures to help inform their budgeting and infrastructure decisions.

9 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n AMIP RESULTS The AMIP s Level 1 summary (see Appendix A) presents a one page overview of asset renewal needs, rolled-up for all asset categories and sub-categories in Kimberley. It presents the current renewal investment for Kimberley s major asset categories over a 20 year period and includes indicators for determining a sustainable infrastructure funding level. The renewal schedule in the AMIP also includes the planned costs of $35M (identified in the New Wastewater Treatment Facility Concept Report, 2015, Urban Systems Ltd.) for the replacement of the Waste Water Treatment Plant (WWTP). This AMIP scenario assumes that an adequate annual operations and maintenance (O&M) budget is in place to optimize asset service lives. Reduced or inadequate O&M budget levels would reduce the service lives and increase cost pressures for renewal. More detailed information regarding each individual asset category can be seen in the level 2 summaries (section 4). Table 3.1 summarizes the key results of the AMIP. Asset Category Replacement Value of Existing Assets Table 3.1: AMIP Summary of Existing Assets Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Replacement Total (incl. new WWTP) Average Annual (incl. new WWTP) Water System $103,178,750 40% $27,748,750 $44,291,250 $1,661,250 Wastewater System $68,932,500 43% $5,092,500 $63,099,750* $1,308,450 Stormwater System $49,437,500 44% $15,422,500 $18,938,750 $1,055,000 Roadway System $118,212,849 50% $20,545,043 $40,412,061 $2,029,000 Vehicles & Equipment $6,356,000 18% $3,405,000 $12,694,000 $540,000 Buildings $43,329,000 41% $551,000 $30,877,000 $1,071,000 Parks & Recreation $9,159,000 41% $486,000 $7,481,000 $407,000 Other Systems $4,120,000 96% $0 $95,000 $166,000 Total $402,725,599 45% $73,250,793 $217,888,811 $8,237,700 *includes $35M for the new Wastewater Treatment Plant (WWTP) Average Annual : forecasted annual investment needed to sustain existing infrastructure over its service life (over the next 20 years and beyond). 20 Year Total: total forecasted investment needed to pay for expected infrastructure replacements over the next 20 years (an average of ~$10.9M/year). Infrastructure Deficit: is a measure of the amount of infrastructure that has passed its theoretical service life but is still providing service to the community. This infrastructure should be inspected to determine if replacement is necessary for not.

10 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 6 Figure 3.1 below illustrates the asset renewal investment profile for the next twenty years. Figure 3.1: Forecasted Asset Renewal Profile (incl. new WWTP in 2018) $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $- Forecasted Renewal Timing Average Annual Current Amortization of Assets 3.1. ASSET REPLACEMENT VALUE The estimated value of Kimberley s existing major infrastructure assets is approximately $402 million (2016) based on current tender prices in the East Kootenay region and best practices for setting service lives. A copy of the inputs (unit costs and service lives) is located in Appendix B. Table 3.1 provides a summary of the replacement value of existing infrastructure only; it does not touch on regulatory requirements, growth/expansion, safety improvements, and economic development (except for the replacement of the WWTP). The AMIP should be integrated into a comprehensive capital plan so that these items can be integrated together. Figure 3.2 illustrates the percent breakdown of Kimberley s infrastructure value by asset category.

11 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 7 Figure 3.2: Infrastructure Value Distribution Vehicles & Equipment, $6,356,000 Buildings, $43,329,000 Parks & Recreation, $9,159,000 Other Systems, $4,120,000 Water System, $103,178,750 Roadway System, $118,212,849 Wastewater System, $68,932,500 Stormwater System, $49,437,500 Over 84% of Kimberley s infrastructure is made of up Road, Drainage, Water, Sanitary assets which mean majority of the total long term expenditures should be on these assets. On average, Kimberley assets are considered to be in fair to poor condition with an average expected remaining life of 45% and there are assets ($73M) that have passed their theoretical service life which should be inspected in the field prior to investing in their replacement. In the twenty year horizon there is approximately $182M forecasted in assets that may need to be renewed plus another $35M for the replacement of the Wastewater Treatment Plant (WWTP) for a total of ~$218M INFRASTRUCTURE DEFICIT Infrastructure deficit ($73M) is a measure of the amount of infrastructure that has passed its theoretical service life but is still providing service to the community. Current Year > Year of Asset Replacement Although the asset is still providing service, it is typically nearing the end of its life and will require field investigation to determine if the asset needs to be replaced or not. Changes in the asset service life can turn future expenditures to a deficit or vice versa. For example: an asset is scheduled for replacement in 2016 which means the asset has passed its theoretical service life and will be recorded as a deficit. If that assets service life is extended, the asset is now scheduled in a future year as an asset replacement and not a deficit.

12 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n AVERAGE ANNUAL LIFE CYCLE INVESTMENT The Average Annual is defined as the summation of each asset s annual depreciation which is based on the assets replacement cost and service life. Replacement Cost Service Life The AALCI ($8,237,700) is the ideal (maximum) funding level for sustaining existing infrastructure over the life cycle of the assets and should be a long term target for the community. When planned for appropriately, the AALCI can be used in ensuring long term revenue stability, preventing unnecessary risk, and enabling a community to apply one-time funding to support new asset/capital needs as opposed to addressing emergency situations. Ideally Kimberley should endeavor to budget for this amount each year, and what is not spent goes into infrastructure reserve accounts for future renewal. Figure 3.3 illustrates the value and percent breakdown of Kimberley s AALCI distribution. Figure 3.3: AALCI Value Distribution Parks & Recreation, $407,000, 5% Other Systems, $166,000, 2% Water System, $1,661,250, 20% Buildings, $1,071,000, 13% Fleet, $540,000, 6% Wastewater System, $1,308,450, 16% Roadway System, $2,029,000, 25% Stormwater System, $1,055,000, 13%

13 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n STATE OF KIMBERLEY S INFRASTRUCTURE This section details the AMIP findings by each of the Kimberley s eight (8) asset categories WATER SYSTEM The water system has a total replacement value of approximately $103 million. It has an expected remaining life of 40%, meaning that the overall condition of the water system is fair to poor. The current backlog is $27M (see Table 4.1). The backlog is the replacement value of infrastructure that is in service but has exceeded its expected service life. Asset Category Replacement Value Table 4.1: Water System Details Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Total Average Annual Pipe $82,516,250 40% $24,235,000 $38,137,500 $1,128,750 Hydrants $4,665,000 30% $390,000 $3,030,000 $93,750 Valves $5,946,250 36% $1,732,500 $1,732,500 $222,500 Pressure Reducing Valves Reservoirs and Intakes $780,000 86% $0 $0 $15,000 $7,746,250 40% $1,391,250 $1,391,250 $150,000 Treatment $1,525,000 83% $0 $0 $51,250 Sub-total $103,178,750 40% $27,748,750 $44,291,250 $1,661,250 The AALCI for the water system is $1,661,250 and the weighted service life of all water system assets is 62 years. The forecasted water system capital renewal schedule for the next 20 years is shown in Figure 4.1. There is a large backlog forecasted since most water pipes are past their design service life. There is also an investment spike planned for 2025 when some of the other piping assets for the may need to be replaced.

14 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 10 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- Figure 4.1: Water 20 Year Forecasted Funding Needs Water System Profile Annual Need Average Annual 4.2. WASTEWATER SYSTEM The wastewater system has a total replacement value of approximately $68 million. It has an expected remaining life of 43%, meaning that the overall condition of the wastewater system is fair to poor. The current backlog is $5 million (see Table 4.2). Table 4.2: Wastewater System Details Asset Category Replacement Value of Existing Assets Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Total Average Annual Gravity Pipe $43,206,250 47% $670,000 $19,717,500 $582,500 Forcemains $933,750 76% $0 $0 $11,250 Manholes & Cleanouts $12,918,750 49% $0 $7,650,000 $258,750 Lift Stations $243,750 79% $0 $56,250 $10,000 Existing Treatment $11,630,000 24% $4,422,500 $4,422,500 $315,000 Future Treatment $35,676,000 0% $0 $35,676,000 $445,950 Sub-total $68,932,500 44% $5,092,500 $63,099,750 $1,308,450

15 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 11 The AALCI for the wastewater system is $1,308,450 (incl. future WWTP) and the weighted service life of all wastewater system assets is 58 years. The forecasted wastewater system capital renewal schedule for the next 20 years is shown in Figure 4.2. There is a smaller backlog due to the estimated age of the system, however, there is an investment spike forecasted for 2018 for the new WWTP, and in 2025, 2030 and 2035 when some of the majority of the piping assets for may need to be replaced. Figure 4.2: Forecasted Wastewater 20 Year Funding Needs (incl. WWTP) $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- Annual Need Average Annual 4.3. STORMWATER SYSTEM The stormwater system has a total replacement value of approximately $50 million. It has an expected remaining life of 44%, meaning that the overall condition of the wastewater system is fair to poor. The current backlog is $15 million (see Table 4.3). Asset Category Replacement Value Table 4.2: Stormwater System Details Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Total Average Annual Gravity Mains $34,245,000 35% $15,302,500 $15,656,250 $808,750 Manholes $6,907,500 49% $0 $3,082,500 $138,750 Catch basins $4,593,750 61% $0 $0 $57,500 Culverts $292,500 27% $120,000 $200,000 $7,500 Flume $3,398,750 99% $0 $0 $42,500 Sub-total $49,437,500 44% $15,422,500 $18,938,750 $1,055,000

16 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 12 The AALCI for the stormwater system is $1,055,000 and the weighted service life of all stormwater system assets is 47 years. The forecasted stormwater system capital renewal schedule for the next 20 years is shown in Figure 4.2. There is a large backlog due to the estimated age and service life of the system. Figure 4.3: Forecasted Stormwater 20 Year Funding Needs $20,000,000 Stormwater System Profile $15,000,000 $10,000,000 $5,000,000 $- Annual Need Average Annual 4.4. ROADWAY SYSTEM The roadway system has a total replacement value of approximately $118 million. It has an expected remaining life of 50%, meaning that the overall condition of the roadway system is in the fair range. The current backlog is $20.5 million (see Table 4.4) of roads that are past their design service life and require renewal. Kimberley completed a condition assessment of its roads and this information was used to inform the findings summarized below. The assessment details the specific renewal treatment required for each roadway segment.

17 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 13 Table 4.4: Roadway System Details Asset Category Replacement Value Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Total Average Annual Roads $102,701,599 50% $15,656,293 $31,262,061 $1,574,000 Sidewalk $3,417,500 31% $1,760,000 $2,300,000 $85,000 Bridges $6,407,500 57% $1,700,000 $3,037,500 $136,250 Trails $3,230,000 75% $0 $1,381,250 $128,750 Parking Lots $1,950,000 28% $1,082,500 $1,950,000 $80,000 Streetlights $506,250 32% $346,250 $481,250 $25,000 Sub-total $118,212,849 50% $20,545,043 $40,412,061 $2,029,000 The AALCI for the roadway system is $2,029,000 and the weighted service life of all roadway system assets is 58 years. The forecasted roadway system capital renewal schedule for the next 20 years is shown in Figure 4.4.The $20.5 million backlog is included as part of the 2016 investment renewal needs. Figure 4.4: Forecasted Roadway 20 Year Funding Needs $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- Annual Need Average Annual The following table summarizes some of the key results by roadway classification from the AMIP and the road condition assessment.

18 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 14 Table 4.5: Results by Roadway Classification Roadway Class AALCI (Rounded) Infrastructure Deficit Remaining Life Arterial $265,000 $4,878,572 14% Collector $732,000 $7,652,660 49% Local $571,000 $3,068,865 63% Lane $6,000 $56,194 25% Sub-Total $1,574,000 $15,656,293 50% Figure 4.5 illustrates three curves to represent the relationship between remaining life and condition (deterioration) of the roadway. Figure 4.5: Deterioration Curves by Roadway Classification Based on the infrastructure deficit value of $11M for arterial and collector roads and a combined AALCI of $997,000, we suggest Kimberley focus its roadway capital re-investment and maintenance efforts into its arterials and collector roadways to extend the service life and protect the integrity of these important high capacity assets FLEET Kimberley owns a significant amount of equipment and vehicles. These assets have a total replacement value of approximately $6.3M. These assets typically have a shorter service life than other assets and only have an expected remaining life of 18%, meaning that the overall condition of the fleet is in the poor range. The current backlog is $3.4M (see Table 4.6).

19 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 15 Asset Category Replacement Value Expected Remaining Life Table 4.6: Fleet Details Infrastructure Deficit (Backlog) 20 Year Total Average Annual Vehicles $3,734,000 10% $2,691,000 $7,677,000 $300,000 Equipment $2,622,000 30% $714,000 $5,017,000 $240,000 Sub-total $6,356,000 18% $3,405,000 $12,694,000 $540,000 The AALCI for the fleet is $540,000 and the weighted service life of all fleet assets is 12 years. The forecasted fleet capital renewal schedule for the next 20 years is shown in Figure 4.6. The backlog is included as part of the 2016 investment renewal needs. Figure 4.6: Forecasted Fleet 20 Year Funding Needs Fleet Profile $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- Annual Need Average Annual 4.6. BUILDINGS Kimberley s buildings have a total replacement value of approximately $43 million. It has an expected remaining life of 41%, meaning that the overall condition of the buildings is in the fair to poor range. There is a current backlog (see Table 4.7) based on the age of the buildings.

20 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 16 Table 4.7: Building Details Asset Category Replacement Value Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Total Average Annual Recreational $34,462,000 44% $502,000 $25,951,000 $915,000 Administrative $3,799,000 7% $0 $3,799,000 $67,000 Protective Services $1,157,000 45% $0 $0 $19,000 Public Works $3,911,000 40% $49,000 $1,127,000 $70,000 Sub-total $43,329,000 41% $551,000 $30,877,000 $1,071,000 The AALCI for the buildings is $1,071,000 and the weighted service life of all buildings is 40 years. The forecasted building capital renewal schedule for the next 20 years is shown in Figure 4.7 with significant investments planned within the 20 year horizon. In order to improve this information, a building condition assessment and energy audit should be completed in the future. Figure 4.7: Forecasted Buildings 20 Year Funding Needs $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- Buildings Profile Annual Need Average Annual 4.7. PARKS Kimberley s parks have a total replacement value of approximately $9 million. It has an expected remaining life of 41%, meaning that the overall condition of the parks is in the fair to poor range. There is a current backlog (see Table 4.8) based on the age of the parks. A placeholder for natural assets has been included in this asset category. Natural assets are discussed further in Section 5.

21 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 17 Asset Category Replacement Value Table 4.8: Parks Details Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Total Average Annual Land Improvements $9,159,000 41% $486,000 $7,481,000 $407,000 Natural Assets $0 0% $0 $0 $0 Sub-total $9,159,000 41% $486,000 $7,481,000 $407,000 The AALCI for parks is $407,000 and the weighted service life of all parks is 22 years. The forecasted parks capital renewal schedule for the next 20 years is shown in Figure 4.8 with some investments planned within the 20 year horizon. Figure 4.8: Forecasted Parks 20 Year Funding Needs $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- Parks Profile Annual Need Average Annual 4.8. OTHER SYSTEMS Kimberley owns some other important assets which provide a valuable services to the community. These include the solar and fibre assets. They have a total replacement value of approximately $4 million. It has an expected remaining life of 96%, meaning that the overall condition is in the excellent range. There is no current backlog (see Table 4.9) based on the age of the assets.

22 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 18 Table 4.9: Solar and Fibre Systems Details Asset Category Replacement Value Expected Remaining Life Infrastructure Deficit (Backlog) 20 Year Total Average Annual Solar $4,025,000 96% $0 $0 $161,000 Fibre $95,000 80% $0 $95,000 $5,000 Sub-total $4,120,000 96% $0 $95,000 $166,000 The AALCI for these assets is $166,000 and the weighted service life of these assets is 25 years. The forecasted capital renewal schedule for the next 20 years is shown in Figure 4.9 with no significant investments planned within the 20 year horizon due to the age of the infrastructure. It is important to note that re-investments into these assets will be required beyond the 20 year horizon and the City should consider planning for this eventual capital re-investment. Figure 4.9: Forecasted 20 Year Funding Needs $200,000 $150,000 $100,000 $50,000 $- Other Systems Profile Annual Need Average Annual

23 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n OTHER ASSET MANAGEMENT CONSIDERATIONS The following sections are included to introduce some additional topics related to asset management implementation to support on-going informed infrastructure decision-making DECISION-MAKING THROUGH AN UNDERSTANDING OF SERVICE, RISK, AND COST Making good decisions requires that the right people have the right information at the right time. Achieving this requires a process of communication and ongoing information management. Asset management is not about having perfect information, but it s about ensuring decisions are informed by the best information available, and then working to improve information where appropriate. The collection and use of information about services, risk, and cost can be integrated into Kimberley s existing budget processes based on the Figure 5.1. Often, the best way of implementing asset management is not through building new and complicated processes it is through making incremental improvements to your current processes. The collection and use of information about services, risk, and cost can be integrated into the existing budget processes. Figure 5.1: Typical Budget Process What to do: Include considerations of level of service, risk, and cost at each stage of the budget process. Service, risk, and cost cannot be fully understood in isolation the three need to be brought together to understand connections and trade-offs. Use best information is available at the time. If there are gaps in important information, include actions to fill those data gaps in your budget.

24 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 20 UNDERSTANDING SERVICE AND RISK Level of service is a measure of the quality, quantity, and/or reliability of a service from the perspective of members, businesses, and customers in the community. Understanding service means having a clear and consistent understanding of: 1. The types of services you provide; 2. The groups of residents, businesses, and institutions that you provide them to; 3. The level of service being delivered currently (your performance); and 4. The level of service you re aiming to provide (your target). Infrastructure is not inherently valuable; it is only as valuable as the service it provides to the community. Rather than jumping straight to pipe breakage rates or pavement quality index, it s important to start with defining the service in terms that residents and businesses would understand like water service outages, or driving comfort. This helps to ensure the priorities for limited resources are aligned with what the community values. Risk(s) are events or occurrences that will have undesired impacts on services (Risk = Impact x Likelihood). Some events that impact delivery of services will have a higher probability or greater impact than others which make them a bigger risk. Often, with the right planning and actions, the likelihood or impact of these events can be reduced. To understand risk, you need to understand: 1. What your risks are and where they are; 2. The impact and likelihood of these risks; 3. What can be done to control or mitigate them and what resources are required; and 4. Whether they are worth mitigating or if they should be tolerated. Risks are assessed by identifying the impact and the likelihood of the event, and then finding the corresponding level of risk. Doing this for each risk helps you to figure out which are your biggest risks 5.2. INFORMATION MANAGEMENT As circumstances change over time, information needs to be updated or improved. Information updates may be done on an ongoing basis, or may be completed as part of an annual process. Updates should reflect new assets, retired assets, refurbished or replaced assets, replacement cost changes, updates to operating costs to repair and maintain and asset condition information. Figure 5.2 Information Management Process Updates may also be made to improve the accuracy of information, such as replacing anecdotal condition information with results from a condition assessment. Collecting more data or more accurate data can be very valuable in decision making, but it can be time consuming and expensive, so it s not worth investing in unless you know it will improve your decision making. When working with vendors or consultants, ask them (at the beginning of the project) to provide you information in a format that makes updating your inventory as easy as possible.

25 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n COMMUNICATION AND ENGAGEMENT Communication is considered to be a set of ongoing activities that are applied within each stage of the asset management process. The purpose of communicating is to ensure that people and departments within an organization are aligned, working towards the same goals, and efficiently implementing asset management by applying the information and outputs in decision-making and programming. Communication and engagement is also important in obtaining support for asset management from City Council, staff, members, and other ratepayers. Common topics for asset management communication and engagement include: The importance of infrastructure in service delivery State of assets State of finances and funding challenges Levels of service Service delivery costs and trade-offs The organization s approach to asset management Staff and community members roles The work being done to ensure long-term sustainable service delivery It is often advisable to develop internal alignment and an understanding of assets, services, and related costs and risks prior to external communication and engagement POLICY Asset management and financial policies guide annual decisions which give the community direction on how investments should be made to achieve Kimberley s annual and long term infrastructure needs and how much of the AALCI should be budgeted. In particular, policies can guide infrastructure investments and revenue generation with regards to reserves, debt, grants, asset renewal, growth and capital priorities. This will help Kimberley work towards their stretch target of funding the AALCI NATURAL ASSETS There is a growing recognition of the pivotal role that all natural areas play in providing services to communities. Natural Capital Assets are defined as the natural assets which provide a value and service to the community over time and are essential to the delivery of services. Examples would include the Mark Creek and Matthew Creek watersheds which provides the supply of source water for Kimberley s drinking water system. It will be important for Kimberley to identify and quantify the economic benefits of protecting its natural assets and understand the costs associated with replicating these natural functions in response to the loss or destruction of any components of these eco-assets. Natural capital assets do not have a market value so assessing their importance and assigning an economic value will aid in raising awareness of their importance to the community. The substitutes for natural capital can be much more expensive to duplicate and operate than those provided by nature. Also, there are many services only nature can provide. We suggest that Kimberley identify all of its significant natural capital assets and the value of they provide. This value could be considered in future infrastructure decision-making, planning and budgeting for the protection of these assets.

26 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n RECOMMENDED NEXT STEPS Based on the results of the AMIP, the previously completed assessment of current practices, and the process outlined in the Asset Management for Sustainable Service Delivery, A BC Framework, the following section outlines a matrix with a list of possible next steps (tools) and priorities for consideration to achieve an advanced level of practicing asset management. The steps outlined below are organized deliberately in order to promote successful implementation and improve understanding in the three pillars that inform decisions Cost, Risk and Service. Table 6.1 Key Next Steps Number Priority Name BC Asset Management Framework Process Description 1 Cross-Functional Team People Create a collaborative cross functional team made up of core departmental representatives to support and mentor on infrastructure decision-making and budgeting within the Kimberley and their respective departments. 2 Centralized GIS database Information Create a centralized GIS database for all assets that includes all existing spatial and attribute data from each department. Initially focus on the linear assets- water, wastewater, drainage and roads. Integrate web services when ready. 3 Asset Management/Fin ancial Policy(s) Plan Develop an asset management policy that encompasses procedures for data handling/tracking/updating and sharing, project prioritization, risk, and infrastructure investment decisions. The policy could also include principles and policy statements on how infrastructure investment will be funded whether it s through building reserves, debt or taxes, levies, user fees. etc. 4 Setting Annual Infrastructure Levels Plan Consider the results of the AMIP and policy discussions to determine the affordable annual contribution to infrastructure investment (likely somewhere between the current amortization and the AALCI amounts ~$3.6M - $8.2M). 5 Building Assessments Information In order to improve your understanding of the costs and risks associated with buildings, undertake an energy audit and condition assessments for community owned buildings.

27 C i t y o f K i m b e r l e y A s s e t M a n a g e m e n t I n v e s t m e n t P l a n 23 Number Priority Name BC Asset Management Framework Process Description 6 Risk and Level of Service based Asset Management Plans Plan Based on the AMIP, the creation of a risk-based decision support tool that incorporates technical level of service to create a prioritized capital plan that embraces a triple bottom line approach to set levels of service, performance and addresses all legislation/regulations, aging infrastructure (condition and capacity priorities), consider climate change and future growth. Align with OCP/ICSP goals. 7 Maintenance Management Plans Implement Asset Management Practices The importance of maintenance in extending service lives of assets and deferring their inevitable replacement (reducing the annual capital investment) is paramount to provide acceptable levels of service with fewer financial resources. Develop plans (including work orders, standard operating procedures, etc) for the O&M of assets to optimize/extend asset service lives. 8 Communications /Engagement Core Element Develop asset management/infrastructure communications with staff and Council and the public (e.g. benefits, requirements, products, progress). Community buy-in will be essential for setting levels of service and achieving financial sustainability/full cost recovery for service delivery. 9 Performance Measures Measure and Report Develop performance metrics to measure and report out on the service delivery/asset management status to both Council and the community. These would include a set of both leading and lagging indicators that evaluate the sustainability of services (E.g. number of m of pipe replaced, number of m 2 of pavement replaced or avoided etc). 10 Refine Asset Inventory Information Continually update and refine your infrastructure data over time with new spatial and attribute data to improve accuracy as it becomes available through field activities. Consider completing an inventory and valuation of your natural Assets.

28 APPENDIX A AMIP LEVEL 1

29 City of Kimberley Asset Management Plan Level 1 - Summary Asset Category Replacement Value Physical Details Loss in Value Remaining Value Expected Remaining Life Infrastructure Deficit (Backlog) Forecasted Funding Needs and Timing Water System Pipe $ 82,516,250 $ 49,430,000 $ 33,086,250 40% $ 24,235,000 $ 24,235,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 9,675,000 $ - $ 496,250 $ 766,250 $ 1,901,250 $ 1,063,750 $ - $ - $ - $ - $ - $ 38,137,500 $ 1,128,750 Hydrants $ 4,665,000 $ 3,246,250 $ 1,418,750 30% $ 390,000 $ 390,000 $ - $ - $ - $ 1,020,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,620,000 $ - $ - $ - $ - $ - $ 3,030,000 $ 93,750 Valves $ 5,946,250 $ 3,798,750 $ 2,147,500 36% $ 1,732,500 $ 1,732,500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,732,500 $ 222,500 Pressure Reducing Valves $ 780,000 $ 108,750 $ 671,250 86% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 15,000 Reservoirs and Intakes $ 7,746,250 $ 4,671,250 $ 3,075,000 40% $ 1,391,250 $ 1,391,250 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,391,250 $ 150,000 Treatment $ 1,525,000 $ 262,500 $ 1,262,500 83% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 51,250 Sub-total $ 103,178,750 $ 61,517,500 $ 41,661,250 40% $ 27,748,750 $ 27,748,750 $ - $ - $ - $ 1,020,000 $ - $ - $ - $ - $ 9,675,000 $ - $ 496,250 $ 766,250 $ 1,901,250 $ 2,683,750 $ - $ - $ - $ - $ - $ 44,291,250 $ 1,661,250 Wastewater System Gravity Pipe $ 43,206,250 $ 22,893,750 $ 20,312,500 47% $ 670,000 $ 670,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 5,110,000 $ - $ 467,500 $ 2,165,000 $ 1,276,250 $ 597,500 $ 538,750 $ 662,500 $ 450,000 $ 1,000,000 $ 6,778,750 $ 19,717,500 $ 582,500 Forcemains $ 933,750 $ 226,250 $ 707,500 76% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 11,250 Manholes & Cleanouts $ 12,918,750 $ 6,642,500 $ 6,276,250 49% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,026,250 $ - $ - $ - $ - $ 4,623,750 $ 7,650,000 $ 258,750 Lift Stations $ 243,750 $ 51,250 $ 192,500 79% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 56,250 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 56,250 $ 10,000 Existing Treatment $ 11,630,000 $ 8,861,250 $ 2,768,750 24% $ 4,422,500 $ 4,422,500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Planned Future Treatment $ 35,676,000 $ - $ - 0% $ - $ - $ - $ 35,676,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 35,676,000 $ 445,950 Sub-total $ 68,932,500 $ 38,675,000 $ 30,257,500 44% $ 5,092,500 $ 5,092,500 $ - $ 35,676,000 $ - $ - $ - $ - $ - $ - $ 5,166,250 $ - $ 467,500 $ 2,165,000 $ 1,276,250 $ 3,623,750 $ 538,750 $ 662,500 $ 450,000 $ 1,000,000 $ 11,402,500 $ 63,099,750 $ 1,308,450 Stormwater System Gravity Mains $ 34,245,000 $ 22,285,000 $ 11,960,000 35% $ 15,302,500 $ 15,302,500 $ - $ - $ - $ - $ - $ - $ - $ - $ 16,250 $ - $ 152,500 $ 36,250 $ 21,250 $ - $ 3,750 $ 17,500 $ - $ - $ 106,250 $ 15,656,250 $ 808,750 Manholes $ 6,907,500 $ 3,538,750 $ 3,368,750 49% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 753,750 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,328,750 $ 3,082,500 $ 138,750 Catchbasins $ 4,593,750 $ 1,791,250 $ 2,802,500 61% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 57,500 Culverts $ 292,500 $ 212,500 $ 80,000 27% $ 120,000 $ 120,000 $ - $ 38,750 $ - $ - $ - $ - $ - $ - $ 41,250 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 7,500 Flume $ 3,398,750 $ 42,500 $ 3,356,250 99% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 42,500 Sub-total $ 49,437,500 $ 27,870,000 $ 21,567,500 44% $ 15,422,500 $ 15,422,500 $ - $ 38,750 $ - $ - $ - $ - $ - $ - $ 811,250 $ - $ 152,500 $ 36,250 $ 21,250 $ - $ 3,750 $ 17,500 $ - $ - $ 2,435,000 $ 18,938,750 $ 1,055,000 Roadway System Roads $ 102,701,599 $ 50,858,324 $ 51,843,275 50% $ 15,656,293 $ 15,656,293 $ 538,114 $ 117,091 $ 714,971 $ 644,389 $ 690,479 $ 1,462,122 $ 1,531,235 $ 699,506 $ 1,484,534 $ 859,387 $ 1,981,110 $ 221,102 $ 1,618,637 $ 487,179 $ 342,700 $ 463,781 $ 428,364 $ 692,738 $ 740,071 $ 31,262,061 $ 1,574,000 Sidewalk $ 3,417,500 $ 2,358,750 $ 1,058,750 31% $ 1,760,000 $ 1,760,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 367,500 $ - $ - $ - $ - $ - $ - $ - $ 12,500 $ - $ 161,250 $ 2,300,000 $ 85,000 Bridges $ 6,407,500 $ 2,786,250 $ 3,621,250 57% $ 1,700,000 $ 1,700,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 61,250 $ - $ - $ 1,276,250 $ 3,037,500 $ 136,250 Trails $ 3,230,000 $ 816,250 $ 2,412,500 75% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 621,250 $ 111,250 $ - $ 96,250 $ 552,500 $ 1,381,250 $ 128,750 Parking Lots $ 1,950,000 $ 1,406,250 $ 543,750 28% $ 1,082,500 $ 1,082,500 $ - $ - $ - $ 66,250 $ 82,500 $ - $ - $ - $ 30,000 $ - $ - $ - $ - $ - $ - $ 195,000 $ 63,750 $ - $ 428,750 $ 1,950,000 $ 80,000 Streetlights $ 506,250 $ 346,250 $ 160,000 32% $ 346,250 $ 346,250 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 481,250 $ 25,000 Sub-total $ 118,212,849 $ 58,572,074 $ 59,639,525 50% $ 20,545,043 $ 20,545,043 $ 563,114 $ 142,091 $ 739,971 $ 735,639 $ 797,979 $ 1,487,122 $ 1,556,235 $ 724,506 $ 1,907,034 $ 884,387 $ 2,006,110 $ 246,102 $ 1,643,637 $ 512,179 $ 988,950 $ 856,281 $ 529,614 $ 813,988 $ 3,183,821 $ 40,412,061 $ 2,029,000 Fleet Vehicles $ 3,734,000 $ 3,373,000 $ 361,000 10% $ 2,691,000 $ 2,691,000 $ 393,000 $ - $ 12,000 $ 78,000 $ 313,000 $ 50,000 $ 94,000 $ 530,000 $ - $ 217,000 $ 33,000 $ 219,000 $ 64,000 $ 50,000 $ 1,850,000 $ 877,000 $ 66,000 $ 46,000 $ 94,000 $ 7,677,000 $ 300,000 Equipment $ 2,622,000 $ 1,844,000 $ 778,000 30% $ 714,000 $ 714,000 $ 253,000 $ 71,000 $ 126,000 $ 651,000 $ 201,000 $ 108,000 $ 127,000 $ 247,000 $ 161,000 $ 608,000 $ 138,000 $ 54,000 $ 145,000 $ 457,000 $ 407,000 $ 113,000 $ 60,000 $ 122,000 $ 252,000 $ 5,017,000 $ 240,000 Sub-total $ 6,356,000 $ 5,217,000 $ 1,139,000 18% $ 3,405,000 $ 3,405,000 $ 646,000 $ 71,000 $ 138,000 $ 729,000 $ 514,000 $ 158,000 $ 221,000 $ 777,000 $ 161,000 $ 825,000 $ 171,000 $ 273,000 $ 209,000 $ 507,000 $ 2,257,000 $ 990,000 $ 126,000 $ 168,000 $ 346,000 $ 12,694,000 $ 540,000 Buildings Recreational $ 34,462,000 $ 19,254,000 $ 15,208,000 44% $ 502,000 $ 502,000 $ 1,178,000 $ - $ 7,596,000 $ 146,000 $ - $ - $ 150,000 $ 415,000 $ - $ 2,802,000 $ 605,000 $ 1,868,000 $ 187,000 $ 3,784,000 $ 881,000 $ 28,000 $ 34,000 $ 5,773,000 $ - $ 25,951,000 $ 915,000 Administrative $ 3,799,000 $ 3,520,000 $ 279,000 7% $ - $ - $ - $ - $ 3,680,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 80,000 $ - $ - $ 39,000 $ - $ 3,799,000 $ 67,000 Protective Services $ 1,157,000 $ 638,000 $ 518,000 45% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 19,000 Public Works $ 3,911,000 $ 2,362,000 $ 1,549,000 40% $ 49,000 $ 49,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 958,000 $ - $ 19,000 $ 28,000 $ 45,000 $ - $ 29,000 $ - $ 1,127,000 $ 70,000 Sub-total $ 43,329,000 $ 25,774,000 $ 17,554,000 41% $ 551,000 $ 551,000 $ 1,178,000 $ - $ 11,276,000 $ 146,000 $ - $ - $ 150,000 $ 415,000 $ - $ 2,802,000 $ 605,000 $ 2,826,000 $ 187,000 $ 3,803,000 $ 989,000 $ 73,000 $ 34,000 $ 5,841,000 $ - $ 30,877,000 $ 1,071,000 Parks & Recreation Land Improvements $ 9,159,000 $ 5,365,000 $ 3,794,000 41% $ 486,000 $ 486,000 $ - $ - $ - $ 455,000 $ 1,103,000 $ 3,349,000 $ - $ - $ 440,000 $ 57,000 $ 251,000 $ 47,000 $ - $ 28,000 $ 936,000 $ 329,000 $ - $ - $ - $ 7,481,000 $ 407,000 Natural Assets $ - $ - $ - 0% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Sub-total $ 9,159,000 $ 5,365,000 $ 3,794,000 41% $ 486,000 $ 486,000 $ - $ - $ - $ 455,000 $ 1,103,000 $ 3,349,000 $ - $ - $ 440,000 $ 57,000 $ 251,000 $ 47,000 $ - $ 28,000 $ 936,000 $ 329,000 $ - $ - $ - $ 7,481,000 $ 407,000 Other Systems Solar $ 4,025,000 $ 161,000 $ 3,864,000 96% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 161,000 Fibre $ 95,000 $ 19,000 $ 76,000 80% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 95,000 $ - $ - $ - $ 95,000 $ 5,000 Sub-total $ 4,120,000 $ 180,000 $ 3,940,000 96% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 95,000 $ - $ - $ - $ 95,000 $ 166,000 Total Infrastructure $ 402,725,599 $ 223,170,574 $ 179,552,775 45% $ 73,250,793 $ 73,250,793 $ 2,387,114 $ 35,927,841 $ 12,153,971 $ 3,085,639 $ 2,414,979 $ 4,994,122 $ 1,927,235 $ 1,916,506 $ 18,160,534 $ 4,568,387 $ 4,149,360 $ 6,359,602 $ 5,238,387 $ 11,157,679 $ 5,713,450 $ 3,023,281 $ 1,139,614 $ 7,822,988 $ 17,367,321 $ 217,888,811 $ 8,237, Year Total Budget Requirements Average Annual