Integrating Asset Management and Growth Planning Ontario West Municipal Conference London, Ontario November 20, 2015

Transcription

1 Integrating Asset Management and Growth Planning 2015 Ontario West Municipal Conference London, Ontario November 20, 2015

2 Presentation Outline 1. The City of Brantford 2. Asset Management Planning at the City 3. Growth Planning 4. Master Servicing Plan 5. Transportation Master Plan 6. Growth Planning Integration 7. Integrating AM Planning & Growth Planning 8. Benefits of a Harmonized Program 2

3 The City of Brantford Established in square kilometers situated on the Grand River Located on Hwy 403 corridor between Hamilton & London Surrounded by Brant County Population approx. 94,000 (2011 census) Significant student population (Wilfrid Laurier University, Nipissing University, & Conestoga College) Single-Tier Government responsible for all aspects of municipal services & management Extensive infrastructure base 3

4 4 Setting the Asset Management Stage Centralized asset management planning & activities Centralized asset repositories Quality & Regulatory Compliance Greater alignment & accountability System-wide infrastructure data analysis Optimized resource allocation Enabled focused asset management vision Long-term planning & forecasting

5 Team Focus & Responsibilities 5

6 6 Asset Management at the City of Brantford Mission Statement Brantford will efficiently manage its assets to meet the service needs of the present without compromising the sustainability of its infrastructure for the demands of the future by knowing the assets for which the City is responsible, the condition of these assets, how to maintain the assets to maximize useful life and budgeting appropriately so assets can be replaced once they have expired or are not able to consistently provide planned levels of service. Core Values Asset Management is an organizational commitment; Services and assets must be sustainable; Operate in a transparent and accountable manner; Continuous improvement of processes, data and technology; and Minimize risk to levels of service and public health and safety.

7 7 Strategic Asset Management Initiatives Capital Planning, Budgeting & Forecasting Asset Management Plan State of Local Infrastructure Report Card Financial Reserve Fund Analysis Condition Assessment Programs Financial Tracking Policies Activity Tracking & Data Analytics Hydraulic Modeling & System Analysis Planning for Growth (TMP/MSP) Prioritization Framework(s)

8 8 State of the Infrastructure Report Inventory Valuation Service Life Condition Rehabilitation Planning Financial Forecasting

9 9 Scoring the Assets Very Good Good Fair Poor Very Poor Fit for the Future 76%-100% RSL Adequate for Now 51%-75% RSL Requires Attention 26%-50% RSL At Risk 0%-25% RSL Unfit for Sustained Service Less than 0% RSL RSL Estimated Remaining Service Life. Calculated as a weighted combination of known condition (where available) and theoretical remaining service life.

10 Financial Forecasting Lifecycle Analysis 10

11 Financial Forecasting Gaps Analysis 11

12 12 Condition Assessment Activities Staff uses data, studies and analyses to ensure that financial resources are directed to the highest priority assets, ensuring the most efficient use of available funding Studies are incorporated into capital budget forecasts to gain a clearer understanding of future needs and impacts Condition Assessment Activities Detailed Roadway Drivability Assessment Traffic Sign Reflectivity and Inventory Verification OSIM Bridge and Culvert Inspections (approx. 75 structures) Facility Building Condition Audits (approx. 60 buildings Structural Condition Assessments - Lorne Bridge, and Market Parkade CCTV Inspection of Sanitary and Storm mains Sanitary Pumping Station Condition Assessment and Inventory Verification Sidewalk Condition Assessments Stormpond Condition Assessment Landfill Master Plan and Condition Assessment Water Facility Condition Assessments

13 Project Prioritization & Data-Based Decisions Corporate Facilities 13 Required to Meet Legislated Standards Does the project satisfy Prov. or Fed. mandates? Is the project required for regulatory reasons? Health and Safety Does the project eliminate a risk or hazard to public health? Does the project reduce hazards or risks to users of the facility? Consequence of Failure What is the consequence of failure of the asset (high, medium, low) Levels of Service O&M Impact Improved Efficiency Expansion and Growth Coordinated Project Does the project maintain level of service standards? Does the project affect all customers in a neighborhood or facility? Does the project affect all customers within the City? After completion, will the project increase O&M cost and time? Will the project decrease O&M budgets? Does the project require the hiring of new staff? Will the project increase the efficiency of existing processes? Does the project preserve or extend the life of an existing asset? Does the project use innovative solutions? Does the project increase capacity to meet existing deficiencies? Does the project increase capacity to meet future growth needs? Will the project attract new economies? Will failure to complete the project delay or impact other programs? Is the project required to be coordinated with other projects?

14 Project Prioritization & Data-Based Decisions Linear Infrastructure 14

15 15 Predictive Analysis Used to project future condition of assets Based on known condition and standardized life cycle curves Provides long-term visioning, based on current data Powerful education tool Illustrates theoretical future condition based on changing reinvestment levels Example: Road Condition Typical Road Lifecycle Curve

16 16 Current Road Condition (2014) 3.9% OF ROADS WITH A FAIR TO POOR PAVEMENT CONDITION Time Period Backlog % (% Of Total Road Network) % % %

17 17 Projected Future Road Condition (2020) 11.4% OF ROADS WITH A FAIR TO POOR PAVEMENT CONDITION Time Period Backlog % (% Of Total Road Network) % % %

18 18 Projected Future Road Condition (2025) 34.9% OF ROADS WITH A FAIR TO POOR PAVEMENT CONDITION Time Period Backlog % (% Of Total Road Network) % % %

19 19 Growth Planning Population projections based on Amendment #2 (2013) Growth Plan for the Greater Golden Horseshoe, Schedule 2031A Growth Projections allocated by traffic zones and land use Acknowledgement of intensification targets Includes municipal comprehensive review of commercial & employment lands City s Official Plan is currently under review (

20 20 Master Servicing Planning Identifies preferred water, sanitary, and stormwater servicing strategic visions to support existing needs and projected growth The MSP provides the business case for the need, timing and cost of servicing and infrastructure in support of the DC By-Law Results in the identification of preferred servicing strategies, net costs of required capital and growth-related capital projects Public consultation & community outreach components

21 21 Transportation Master Planning Identifies preferred roadway, transit, and active transportation servicing strategic visions to support existing needs and projected growth Identification of preferred servicing strategies, net costs of required growthrelated capital projects Review & update of transportation policies

22 22 Growth Planning Integration Growth Targets Land Use Goals Land Use Policies 25 Year Growth Plan Water Servicing Wastewater Servicing Stormwater Servicing Based on land use, population projections, & system design standards 5 YEAR RETURN FREQUENCY Initiatives planned for individually but scheduled sequentially Official Plan Master Servicing Plan Development-related net capital costs Costs apportioned to type of development Based on approved growth forecasts Development Charges By- Law Transportation Master Plan Transportation demand management Truck route management Transit improvements Active transportation Parking

23 23 Integrating AM Planning & Growth Planning State of Good Repair Growth Needs Harmonized Capital Program

24 Harmonizing Needs Facilitates the optimization of individual asset intervention and the timing of intervention between the underground utilities and roadway SANITARY WATER STORM 24

25 Spatial Asset & Corridor Rating Tool Developed within a GIS environment Based on database SQL and spatial-sql queries Individual ratings based on defined criteria / KPI s Final risk score for each individual linear section All criteria weighted to allow for real world adjustment / calibration Individual networks aggregated to form singular corridor rating 25

26 Data Analytics at Work Data analytics is used to consolidate infrastructure needs and determine priorities Analysis & prioritization frameworks are applied consistently across program areas Consistent frameworks & communication build trust in project recommendations Reduces extensive deliberation at the Council table around the value of projects PRIORITIZATION FRAMEWORKS CONSISTENT APPLICATION DATA DEFENDABLE, DATA-DRIVEN CAPITAL PROGRAM 26

27 Harmonized Program 10 Yr. Capital Forecast 27

28 28 Benefits of Harmonization Greater return on investment Harmonize State of Good Repair & Growth infrastructure Minimize public disruption Maximize the lifecycle of the assets while minimizing network lifecycle cost Coordinated Planning for optimal infrastructure use Optimize funding mechanisms Maintain Levels Of Service

29 Summary Asset management at the City is always improving, as we strive towards efficiently managing assets to meet the needs of the present without compromising long-term sustainability Implementing procedures to better understand: The assets and their condition How to maintain them to maximize useful life How to budget appropriately so assets can be replaced when needed The development and implementation of asset management procedures supports: Our progression towards being recognized as a well-managed city The provision of efficient and effective government services while remaining fiscally responsible. CONTINUOUS IMPROVEMENT Modelling & Planning Implementation Reviewing & Monitoring Analysis 29

30 QUESTIONS? Contact Information Geoff Linschoten, Director of Facilities & Asset Management Tara Gudgeon, Manager of Capital Planning & GIS Services 30