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MUNICIPAL COUNCIL
AGENDA
Thursday,February 22, 2018
Chester Municipal Council Chambers
151 King Street, Chester, NS
1.MEETING CALLED TO ORDER.
2.APPROVAL OF AGENDA/ORDER OF BUSINESS.
3.PUBLIC INPUT SESSION (8:45 a.m. to 9:00 a.m.)
4.MINUTES OF PREVIOUS MEETING:
4.1 Council –February 8,2018
4.2 Public Hearing –February 8, 2018
5.COMMITTEE REPORTS:
5.1 Committee of the Whole –February 15, 2018 –Warden Webber
(approval of motions only)
5.2 Committee of the Whole –February 1, 2018 –Warden Webber
(receive minutes only)
5.3 Any other Committees.
6.MATTERS ARISING.
6.1 Request for Decision dated February 12, 2018 from Community Development
titled “Deed to Public Open Space Lands”–Subdivision File #CM06045 (2017-
619).
6.2 Request for Decision dated February 13, 2018 from Economic Development
Officer regarding Restructured Business Awards Program.
7.CORRESPONDENCE:
7.1 Invitation dated February 2, 2017 from Municipality of the District of Yarmouth
inviting Councils to a meeting on February 27th regarding Doppler Radar
coverage.
7.2 Copy of correspondence dated February 13, 2018 from the Municipality of Digby
to UNSM regarding the proposed name change for UNSM.
7.3 Copy of Volunteer Week Proclamation for approval.
Page 2 of 2
8.NEW BUSINESS:
8.1 Request for Decision -Asset Management –Phase 1
8.2 Request for Decision dated February 1, 2018 regarding Plastics Ban in Nova
Scotia.
8.3 Request for Decision –contracting out planning work -planning services for
2018 regarding Laserfiche Software Assurance Plan.
9.IN CAMERA:
9.1 MGA Section 2(2)(e)-Contract Negotiations –Broadband.
10.ADJOURNMENT.
APPOINTMENT
9:00 a.m.Employee Recognition for the 2017 Year
Shatford by the Sea Development Agreement.
8.4 2017/18 Third Quarter Forecast – Director of Finance
8.5 Report for Information from Director of Information Services dated January 25,
MOTIONS FOR APPROVAL FROM COMMITTEE OF THE WHOLE –FEBRUARY 15, 2018
2018-072 APPROVAL OF AGENDA/ORDER OF BUSINESS
2018-073 APPROVAL OF PREVIOUS MINUTES
2018-074 MAJOR PROJECTS –PRE-BUDGET APPROVAL
MOVED by Councillor Hector, SECONDED by Deputy Warden Shatford that the Committee of
the Whole recommend to Council to give 2018-19 pre-budget approval for the following Major
Project Grants, subject to projects going ahead and any conditions included in the applications
are met:
Group Amount
New Ross Preschool Society $ 24,876.95
New Ross Regional Development Society $ 11,765.00
Church Memorial Park $ 20,000.00
Our Health Centre $ 14,078.24
The Village Hall, East River $ 13,300.00; and
That Council give 2018-19 pre-budget approval to the Major Project Grant Application from the
Together we can Community Society in the amount of $15,000, subject to:
The applicant obtaining its non-profit status with the Registry of Joint Stock Companies
The applicant obtaining approval from Council in the form of an agreement for the use
of the property as intended; and
The project proceeding.;and
Further that Council give 2018-19 pre-budget approval to the Major Project Grant Application
from the Aspotogan Heritage Trust in the amount of $100,000 and 2019-20 pre-budget
approval to the same in the amount of $100,000.
CARRIED.
2018-075 OPTIONS FOR MAJOR PROJECT CRITERIA REQUIREMENTS
MOVED by Councillor Church, SECONDED by Councillor Assaff that the Committee of the Whole
recommend to Council to direct staff to prepare and provide a report to the Committee on
options for Major Project Criteria Requirements. CARRIED.
2018-076 OPEN SPACE PLANNING
MOVED by Councillor Barkhouse, SECONDED by Councillor Church that the Committee of the
Whole recommend to Council to confirm the February 8, 2018 Request for Decision with regard
to Open Space Planning, i.e. Phase 1 to be completed in 2018 and Phase 2 to be completed in
2019 and as detailed in the Request for Decision included with the Agenda. CARRIED.
2018-077 10 YEAR CAPITAL PLAN –ZOE VALLE LIBRARY
MOVED by Deputy Warden Shatford, SECONDED by Councillor Barkhouse that the Committee
of the Whole recommend to Council that funds be included in the 2018-19 Budget in the
amount of $12,000 for the maintenance items recommended by staff, which include chimney
repairs, basement window replacement, oil tank replacement, vegetation management, lot
survey, and investigation of root issues,improvements in energy efficiency and water treatment
CARRIED.
2018-078 PRE-BUDGET APPROVAL
MOVED by Councillor Assaff, SECONDED by Deputy Warden Shatford that the Committee of the
Whole recommend to Council to give 2018-19 pre-budget approval for the following Capital
Budget projects:
Project Amount of
Pre-Budget Approval
Mill Cove Wastewater Treatment Plant Upgrades
Completion of 2017/18 Project
$100,000
Western Shore Wastewater Treatment Plant Upgrades
Completion of 2017/19 Project
$100,000
Landfill Second Tower Site
Completion of 2017/18 Project
$170,000
Chester Basin Wharf
Proposal Call –construction done before season starts
$65,125
Municipal Building Improvement
Will enable work to be started using internal resources
(pre-busy season for public works staff)
$100,000
CARRIED.
2018-079 IN CAMERA
2018-080 ADJOURNMENT
-51-
MUNICIPALITY OF THE DISTRICT OF CHESTER
Minutes of Meeting of
COMMITTEE OF THE WHOLE
Held in Council Chambers at 151 King Street, Chester, NS
On Thursday, February 1, 2018
The meeting was called to order at 8:51 a.m.
ROLL CALL
Council Warden Webber Councillor Connors
Deputy Warden Shatford Councillor Hector
Councillor Church Councillor Barkhouse
Councillor Assaff
Staff Tammy Wilson, CAO Cindy Hannaford,Executive Secretary
Pamela Myra, Municipal Clerk Sam Lamey, Municipal Solicitor
Jennifer Webber, Communications Officer
Public There were two members of the public in attendance.
Press There were no members of the press in attendance.
APPROVAL OF AGENDA/ORDER OF BUSINESS
2018-041 MOVED by Councillor Church, SECONDED by Deputy Warden Shatford the
Agenda/Order of Business be approved as circulated. CARRIED.
PUBLIC INPUT SESSION
There were no members of the public present who wished to speak.
MINUTES OF PREVIOUS MEETING
4.1 Committee of the Whole –January 18, 2018
Committee of the Whole (continued)February 1, 2018 52
2018-042 MOVED by Deputy Warden Shatford, SECONDED by Councillor Church the minutes
of the January 18, 2018 meeting of Committee of the Whole be approved as
circulated. CARRIED.
MATTERS ARISING
There were no matters arising for discussion.
CORRESPONDENCE
6.1 Memorandum from Nova Scotia Protocol Office dated January 19, 2018 regarding
Nominations for the Order of Nova Scotia. Closing date for nominations is Friday,March
16, 2018.
Warden Webber indicated that we have had a request for a letter of support for the nomination
of John Risley.
2018-043 MOVED by Councillor Assaff, SECONDED by Councillor Barkhouse that the
Committee of The Whole recommend to Council to provide a letter of support for
the nomination of John Risley to the Order of Nova Scotia. CARRIED.
NEW BUSINESS
7.1 Request for Decision prepared by Administration Department dated January 15,2018
regarding Waste Water Management Strategy.
The CAO reviewed the Request for Decision dated January 15, 2018 outlining the current
situation, background, discussion to date.Also discussed were options to increase capacity for
New Ross, Chester Basin, Commons (Chester Village), and consideration of Waste Management
Districts for the Business/Industrial Park, new Subdivisions, and developments permitted by
Development Agreement.
Councillor Connors indicated that she has brought this i tem to the table several times in relation
to the affordable housing project taking place in New Ross; the option to increase capacity
could perfectly fall into place.
Committee of the Whole (continued)February 1, 2018 53
Councillor Assaff was also interested in the project, particularly regarding the potential for Gold
River; residents are more aware of the impact of malfunctioning sewers in light of the LaHave
River project.
2018-044 MOVED by Deputy Warden Shatford, SECONDED by Councillor Assaff that the
Committee of the Whole recommend to Council to accept the approach to develop
the Wastewater Management Strategy approach as discussed and outlined in the
Request for Decision dated January 15, 2018.CARRIED.
7.2 Request for Decision prepared by Administration Department dated January 23,2018
regarding Strategic Priorities 2018-19.
a)Appendix A –2018-19 Strategic Priorities Chart
b)Appendix B –2018-19 Work Program
c)Appendix C –Strategic Issues/Topics identified at January 17, 2018 workshop.
The CAO reviewed the 2018/19 Strategic Priorities Chart and outlined how the chart was
developed and how the strategies become embedded in Business Plan,work plans and make
their way to departments and staff performance requirements to align with what Council wants.
The review is done annually to confirm or update the priorities of Council.
The CAO reviewed the NOW and NEXT priorities outlined in the chart, commenting on the
outcome and actions that will result. She also indicated that some priorities are legislated.
She also outlined items that were previously Priorities but, following the most recent review,did
not make the list, such as:
Service Capacity Review –it was agreed that this is still an important project and staff
will continue to work on it; however, it will be completed at a later date. It is important
to have a service catalogue.
Village Parking Options –this was removed; however, staff will be providing an option
next month for parking and to alleviate stress on businesses that may help the problem.
Road Upgrade Policy –Council agreed to remove this as a priority do this on an ad -hoc
basis.
Organizational Review –this was removed.
Tammy wants confirmation from COW/Council that this does meet Council’s expectations.
Understanding that brown items are added by staff based on direction given by Council.
Committee of the Whole (continued)February 1, 2018 54
2018-045 MOVED by Councillor Assaff, SECONDED by Deputy Warden Shatford that the
Committee of the Whole recommend to Council to approve the revised Strategic
Priorities Chart by moving “Chester Water” from the Next Priorities Listing to the
Now Priorities Listing and moving “Plan Review” from the Now Priorities Listing to
the Next Priorities Listing.
Discussion:
Deputy Warden Shatford suggested moving the Chester Water project to the Now
Priorities as the perception may be that it is being put aside; the CAO indicated that
the report is expected to be before Council in April.
There was discussion regarding the next steps once the report is received and the
CAO indicated that there are still things to consider before an answer can be
determined on the project,i.e. impact of backwash on the sewage treatment plant.
Councillor Hector and Councillor Connors both indicated that the residents in their
Districts are concerned that they will be paying for water for other areas.
Councillor Barkhouse suggested global thinking regarding a water supply; depending
on where the supply is located, it may be beneficial for other areas as well. The
Municipality is a collective group of districts and need to take on issues together.
Allen and that is why prepared to sue gas tax funds.
It was agreed to move Chester Water to the Now Priorities Listing.
CARRIED.
Councillor Connors asked for a copy of the South Shore REN Operations Overview and Work
Plan.
The CAO a joint Council meeting will be held at the end of February to review the Shared
Services, i.e.Building, Fire, and Dangerous and Unsightly services.
7.3 Request for Direction prepared by Administration Department dated January 24, 2018
regarding Policy Review.
The CAO reviewed the Request for Direction dated January 24, 2018 regarding Policy Review
outlining the current situation, background, policy, and recommendations. Policies give the
public a clear understanding and expectation of Council’s requirements and clear direction to
staff of how to implement those policies.There are some policies that require repealing,
amendment, or adoption due to regulations, practices, legislation, and relevance.
Committee of the Whole (continued)February 1, 2018 55
Councillor Assaff commented that a streetlight policy may have been beneficial as he was
unsure of what the process was. There was some discussion on the various methods used in
each district.It was preferred to have flexibility rather than a streetlight policy.
Deputy Warden Shatford was concerned about having a policy for ev erything as there would
eventually be no need for Council to make decisions. He felt there was a need for flexibility.
The CAO reviewed the policies outlined in the document and indicated that there are some
policies that will require a budgetary amount for completion, i.e. the Personnel Policy will require
a labour lawyer’s input. Other policies can be reviewed in-house.
Councillor Connors requested that Policy P-58 Flag Flying Policy be added to the list for review.
It was agreed to add Policy Development/Review to the Regular Committee of the Whole
agendas.
7.4 Marijuana Sales Locations –Councillor Barkhouse
Councillor Barkhouse asked for a letter to request consideration to have a location within the
Municipality as a sales location for Marijuana.
2018-046 MOVED by Councillor Barkhouse, SECONDED by Deputy Warden Shatford that the
Committee of the Whole recommend to Council to forward a letter to the Province
asking consideration to have a location within the Municipality of the District of
Chester to sell marijuana. MOTION DEFEATED.
Deputy Warden Shatford indicated that he would be in favour of a seller located here to sell
medical marijuana; however, it was thought that medical marijuana would not be available for
sale in the NSLC outlets.
2018-047 MOVED by Councillor Barkhouse, SECONDED by Deputy Warden Shatford that the
Committee of the Whole recommend to Council to add Policy Development/
Review as a regular item for the Committee of the Whole Agendas and to proceed
with the development and review of Policies as recommended by staff, excluding a
Policy Development Policy and Street Light Policy.CARRIED.
IN CAMERA
Committee of the Whole (continued)February 1, 2018 56
There were no “In Camera” matters to review.
ADJOURNMENT
2018-048 MOVED by Councillor Church, SECONDED by Councillor Barkhouse the meeting
adjourn. CARRIED. (9:55 a.m.)
__________________________________________________________
Allen Webber Pamela Myra
Warden Municipal Clerk
REQUEST FOR DECISION
Prepared By: Heather Archibald Date February 12, 2018
Reviewed By: Date
Authorized By: Tammy Wilson, CAO Date February 12, 2018
CURRENT SITUATION
Council is asked to make a decision on whether to accept the deeds for the proposed Public Open Space
lots for a subdivision off Highway 14, Sherwood.
RECOMMENDATION
That Council accepts the deeds for Lot P-1 and Lot 30 to satisfy the required Public Open Space
requirement for the subdivision.
BACKGROUND
November 16, 2017 a report was submitted to Council regarding the proposed Public Open Space lands
for a subdivision located off Highway 14, Sherwood. Council passed a motion (2017-619) to accept the
two proposed parcels as public open space.
The Municipal Solicitor has had a chance to review the deed packages for both proposed lots (P -1 and Lot
30). The original deed transfer tax affidavit forms needed minor corrections which have been completed
and the deed package is considered acceptable by the Municipal Solicitor.
DISCUSSION
For discussion
OPTIONS
1. That Council accept the deeds for Lot P-1 and Lot 30 to satisfy the required Public Open
Space requirement for the subdivision.
2. That Council does not accept the deeds for Lot P-1 and Lot 30 to satisfy the required Public
Open Space requirement for the subdivision.
REPORT TO: Municipal Council
SUBMITTED BY: Community Development
DATE: February 12, 2018
SUBJECT: Deed to Public Open Space Lands
ORIGIN: Subdivision File# CM06045;Motion #2017-
619
REQUEST FOR DECISION
Prepared By:Erin Lowe Date February 13, 2018
Reviewed By:Tara Maguire Date February 14, 2018
Authorized By:Tammy Wilson Date February 15, 2018
CUR RENT SITUATION
During the development of the 2017/2018 Economic Development plan, council identified a
need to restructure the current ‘Best of’Chester Municipality business awards program.
BACKGROUND / DISCUSSION
The current structure of the business awards program includes:
Promotion:
Social media
MODC website
Municipal Insights Newsletter
Printed flyers to every home
Two ¼ page ads in the South Shore Breaker
Voting Criteria:
Voting completed online with no restrictions.
Categories:
1.Best Artisanal Retailer
2.Best Building Services
3.Best Building Supplies Store
4.Best Community Space
5.Best Farm / Forestry Business
6.Best Garden Services
7.Best Gas Station
8.Best Grocery / Convenience
Store
9.Best Health / Beauty Services
10.Best Health Care Provider
11.Best Manufacturing Business
12.Best Marine Services Business
13.Best Mechanic / Auto Shop
14.Best Non-Profit Group
15.Best Pet Services
16.Best Place to Have Breakfast
17.Best Place to Have Coffee
18.Best Place to Have Supper
19.Best Place to Stay
REPORT TO:Municipal Council
SUBMITTED BY:Erin Lowe, Economic Development Officer
DATE:February 13, 2018
SUBJECT:Restructured Business Awards Program
ORIGIN:Economic Development Strategy; Council,
February 8, 2018
2
request for
20.Best Professional Services
21.Best Real Estate Company
22.Best Restaurant / Pub
23.Best Spa / Fitness Facility
24.Best Specialist (Food) Retailer
25.Best Take-Out
26.Best Vendor at a Farmers'
Market
Awards Ceremony:
Held at Atlantica Oak Island Resort & Conference Centre from 6:00pm –8:00pm on a
Thursday evening.
All nominees in each category invited to awards ceremony with unlimited number of
guests and open to the general public.
Awards given to winners and runners up within each category.Receive framed
certificates.
Had a special council presentation and councilors delivered certificates to the winners
who couldn't attend the awards ceremony.
RECOMMENDATION
Staff propose the following changes to the awards program:
Promotion:
Last year we spent $2,420 on direct-to-home flyers and purchasing ads in the South Shore
Breaker to promote voting. Staff propose to instead focus promotion on free avenues such as:
Social media
Chester.ca website
Last Year
BUDGET $3000 2017
Atlantica - Room Rental 300.00$
Atlantica - Food (catered for 45 people)780.00$
Atlantica (Cash Bar) Fee* if cash sales of $400 not met)
Atlantica Service Charge 110.00$
Web Survey (External Provider)15.00$
Certificate Costs 455.00$
Flyer promoting to Vote 870.00$
Mailout of Flyer (Canada Post)800.00$
2 x Ads 1/4 Page Colour (Breaker) promoting to vote 750.00$
Table Centrepieces 25.00$
TOTAL 4,105.00$
3
request for
Taking a ½ to full page ad out in Municipal Insight .
Print ad for businesses to put up so they can encourage patrons to vote .
Voting:
Use Laserfiche software instead of an outside provider for voting.
Restrict voting to one time per IP address.
Add a nomination period: put it out to vote, tally the votes, shortlist each category to
the top three who received the most votes. Have public vote again with drop-down
options.
Awards Ceremony Options:
1.Do not have ceremony:
Instead have the Councilor for the winner’s district and economic development officer deliver
the award personally to each place of business.Use the money saved to purchase a full-page,
black and white ad in the Halifax Citizen, Valley Harvester,and the South Shore Breaker
newspapers celebrating our award-winning businesses.This would give our winning businesses
coverage from Halifax down through the South Shore and Valley.
2.Have ceremony with following changes:
The first year we had 10 people come to the awards ceremony, 2016 we had 24 attendees, last
year there were 46 and that was with less than a week’s notice. In order to keep ceremony
costs within budget, staff propose to:
Limit ceremony invitations to top three nominees within each category and their guests.
Each nominee allowed to bring up to two guests.
Use money saved from purchasing ads and flyers to hire a professional photographer to
capture winners at their place of business (similar to what the Coast’s Best of Halifax
does:https://www.thecoast.ca/halifax/your-best-of-halifax-2017-readers-choice-
awards-winners/BestOf?oid=10518858 ).
Web Survey (Laserfiche Forms)-$
Certificate Costs 470.00$
Promote voting using free resources -$
Halifax Citizen, Valley Harvester, South Shore Ad Promoting Winners 3,000.00$
TOTAL 3,470.00$
4
request for
To be used for promotion on our economic development website and given to winners for
their own promotional purposes.
Category Reduction:
Council has asked that staff look at ways to reduce the number of categories that are promoted
in the program.The table below is a summary of the 2017 voting results and staff’s
recommendation on category reduction.
Atlantica - Room Hire 300.00$
Atlantica - Food (catered for 45 people)780.00$
Atlantica (Cash Bar) Fee* if cash sales of $400 not met)
Atlantica Service Charge 110.00$
Table Centrepieces 30.00$
Web Survey (Laserfiche Forms)-$
Certificate Costs 470.00$
Promote voting using free resources -$
Professional Photos promoting winners for ED website & business use 1,500.00$
TOTAL 3,190.00$
5
request for
IMPLICATIONS
Policy
N/A
Financial/Budgetary
Currently we have $3,000 allotted for the business awards program.The recommendations
require an increase in the budget as identified above. Keeping the program ‘as is’ also requires
a budget increase.
Environmental
N/A
Strategic Plan (Goal)
Promote conditions conducive to fostering economic prosperity
Category # of Businesses
Nominated # of Votes Notes Recommendation
Best Artisanal Retailer 13 255
Best Building Services 22 103 Intended to be contractors, engineers, architects,
interior design, trades
Best Building Supply Store 5 213 Hardware Stores
Best Community Space 20 45
Best Farm/Forestry Business 13 83
Best Garden Services 9 60
Best Gas Station 5 182
Best Grocery / Convenience Store 8 69
Best Health / Beauty Services 17 116
Best Spa / Fitness Facility 8 124
Best Health Care Provider 21 188
Best Manufacturing Business 5 14
Best Marine Services Business 8 36
Best Mechanic / Auto Shop 18 198
Best Non-Profit Group 20 619
Best Pet Services 9 98
Best Place to Have Breakfast 14 241
Vittles, Kiwi, Stretch, Golf Course, Chester Legion,
Subway, Tims, Chester Basin Fire Hall, Trellis, 4
Way, Atlantica, Chester Basin Legion, Mo's
Best Place to Have Supper 15 247
Peasants Pantry, Vittles, Kiwi, Stretch, Golf Course,
4 Way, Atlantica, Big Red's, King Bo, The Deck, Rope
Loft, The Fo'c'sle
Best Restaurant / Pub 14 133
The Fo'c'sle, Kiwi, 4 Way, Stretch, Peasants Pantry,
Rope Loft, Golf Course, Seaside Shanty, Atlantica,
Trellis, Big Reds, Subway
Best Take-Out 11 223
Peasant's Pantry, 4 Way, Something Fishy Food
Truck, Atlantica, King Bo, Jamal's Pizza, Subway,
Kiwi Café, Big Reds, Stretch, Golf Course
Best Specialist Retailer (bakery, veg., meat etc)5 171 Peasant's Pantry, Julien's Bakery, Riverview Meat
Market, Kiwi Café, C Squared Bakery
Best Place to Have Coffee 9 241 Peasants Pantry, Vittles, Kiwi, Tims, Atlantica, Golf
course, VIC, Compass Rose
Best Place to Stay 5 57
Best Professional Services 8 175 Banks, law firms, accountants, IT etc.
Best Real Estate Company 6 34
Best Vendor at a Farmers' Market 15 54
Best Restaurant
6
request for
Work Program Implications
N/A
OPTIONS
1.Choose Option 1 presented under “awards ceremony” and approve remaining
recommended changes to business awards program as listed above.
2.Choose Option 2 presented under “awards ceremony” and approve remaining
recommended changes to business awards program as listed above.
3.Approve select recommendations.
4.Do not make any changes to the current business awards program.
ATTACHMENTS
None
REQUEST FOR DECISION
Prepared By:Tammy Wilson, MURP, MCIP Date February 16, 2018
Reviewed By:Date
Authorized By:Date
CURRENT SITUATION
On July 3, 2014 the Federal Government announced a new Federal Gas Tax Fund and
Agreement. This is a 10-year Agreement investing an estimated $508M for Nova Scotia
Municipalities. The Agreement provides funding to build and revitalize local infrastructure while
meeting national objectives of “productivity and economic growth, a clean environment and
strong cities and communities” (Nova Scotia. Department of Municipal Affairs.) To be eligible to
receive gas tax funds,municipalities need to meet certain requirements such as the
development and adoption of Climate Change Adaption Plans, Capital Investment Plans and
more recently Asset Management Strategies, Policies, and Plans.
Asset Management is a new requirement for municipalities. In 2018 municipalities are expected
to demonstrate that they are working towards the development of assessment management
practices. The Administrative Agreement between Canada and Nova Scotia defines Asset
Management as “documents that support integrated, lifecycle approaches to effective
stewardship of infrastructure assets to maximize benefits, and manage risks.”Asset
Management Plans can include:
An inventory of assets
The condition of infrastructure
Level of service or risk assessment
A cost analysis
Community priority setting
Financial planning
RECOMMENDATION
That the Committee of the Whole recommend to Municipal Council that staff be directed to
submit an Application for Funding to FCM under the Municipal Asset Management Program for
a grant of up to $50,000 to assist the Municipality of the District of Chester (MODC)in
developing asset management practices compliant with Gas Tax Fund requirements. Asset
management practices include the development of:
REPORT TO:Municipal Council
SUBMITTED BY:Administration
DATE:February 22, 2018
SUBJECT:Asset Management Plan
ORIGIN:Motion Number or Other Origin
2 Request For Decision
Asset Management Policy
Asset Management Strategy
Asset Management Plan
Investment in Organizational Capacity and Development for Asset Management
Practices
Inventory and Data Collection of Major Assets; and
Further that the Council approve $62,500 for this project in the 2018-19 fiscal year, with the amount to be
reduced if FCM funding is obtained.
BACKGROUND
The Gas Tax Agreement signed in 2014 places a greater emphasis on long -term capital planning
and asset management. The Province of Nova Scotia is developing a province-wide asset
management system for municipal infrastructure. At a minimum this system will include an
inventory of assets and a condition assessment. Municipalities are required to participate in this
program through the development and implementation of an Asset Management Program,
Strategy and Plan. By 2018 Municipalities must demonstrate efforts towards the same.
During recent training by MODC staff in Asset Management, hosted by UNSM, it was reported
that the Province will soon be releasing a draft of a province-wide asset management tracking
and reporting system, which will provide a standardized approach for gathering and reporting
asset information. Municipalities can build off this. The goal is to enable municipalities to make
informed, evidence-based decisions to ensure sustainability in service delivery, manage risk and
meet fiduciary / stewardship responsibilities.
Municipal Governments are stewards of about 60% of public infrastructure.1 Asset Management
is often thought of as the management of the condition and capacity of physical infrastructure.
Infrastructure is necessary for the provision of public services.Municipal Government provides a
range of services that are essential to our community’s quality of life,such as sewer collection
and treatment, roads, waste collection and processing,and recreation. These services rely on
assets such as parks, landfills, roads, sewer pipes, sewage treatment plants, etc.
Asset management helps a municipality focus on a level of service it wishes to deliver through
carefully managed infrastructure. The basic components of Asset Management include:
1 Federation of Canadian Municipalities. Building Sustainable and Resilient Communities with Asset
Management: Green Municipal Fund. (www.fcm.ca) p.1
3 Request For Decision
a)Develop an Asset Inventory through using an Asset Registry. This includes information
on the asset such as type, historical / replacement costs, location,quantity, size,
condition, expected useful life
b)Costing Information for Assets: What are they Worth?This includes life cycle costs, whichareall costs incurred during the ownership of the asset while provid ing the desired
service level. This includes,capital, operating, maintenance, renewal and replacement
costs
c)Condition Assessment of Assets-
This will assist in determining when assets get renewed or replaced.
d)Determine Service Needs and Levels
Identifying desired services and levels will enable MODC to manage assets, identify
surplus assets or underperforming assets (some service levels are being defined as part
of the Service Capacity review)
e)Determine Risk Levels
Likelihood and consequence of asset failure, which will identify those assets at greatest
risk. This will enable municipalities to allocate resources to ensure essential services are
not interrupted.
f)Develop Long Term financial plan to manage assets2
The above information will feed into long range capital and operating plans.
DISCUSSION
The Federation of Canadian Municipalities has provided several resources to assist Municipalities
in the development of their Asset Management Programs.In addition, funding is available
through FCM to develop the program.
Asset Management Program
An Asset Management Program proposed by FCM is a structured approach to asset
management, which will enable Municipalities to strategically invest resources in infrastructure
to meet residents service needs in a financially sustainable manner.
2 Department of Municipal Affairs, NS. The Basics of Municipal Asset Management Planning.www.unsm.ca
(p-2-4)
4 Request For Decision
The Asset Management Program3 involves the development of:
The benefit of Asset Management is that municipalities can make informed decisions about
assets and infrastructure investment that factor in service levels and risk in order to ensure long
term sustainability in service delivery.In addition, Asset Management introduces accountability
for investment decisions that improve public confidence in planning and decision making.
FCM Asset Readiness Scale
FCM has developed an Asset Readiness Scale to assist municipalities in measuring progress
along a common scale. Municipalities intending to apply for FCM funding are required to
complete this Readiness Scale. The MODC Asset Management Team have completed this Scale
which measures:
1.Policy and Governance
2.People and Leadership
3.Data and Information
4.Planning and Decision Making
5.Contribution to Asset Management Practice
Attached as Schedule B is the Asset Management Readiness Scale.The following table
summarizes the results of the MODC self-assessment, as conducted by the Asset Management
Team
Asset Management Policy –Organizations commitment and mandated requirements (ie.life cycle costing)
Asset Management Strategy /Objectives –Approach/Framework and measurable outcomes (ie. service levels)
Asset Management Roadmaps/Actions -Step by Step actions, responsibilities, resources, timelines
Asset Management Plan-Tactical plans guiding the use of the asset management system in maintaining and
renewing, investing in infrastructure to deliver agreed upon level of services
5 Request For Decision
1.Competency: Policy and Governance –LEVEL 1
Working on-Level 1: Meeting with Council re Strategic Priorities; Strategic Management
Team has commitment but needs Council Policy for governance/direction. We have not
drafted objectives or defined expected Asset Management system benefits and outcomes.
There has been management discussion, training, Team is in place.
2.Competency: People and Leadership -LEVEL 1
Working on-No Policy exists to demonstrate Council support; We have a team in place that
is investigating Asset Management requirements ...2018-19 plan development; Mandate
from Council pending; Report to Council on resources and funding requirements pending.
3.Competency: Data and Information -COMPLETED LEVEL 1
Inventory data and financial data meet Public Sector Accounting Board requirements; We
have pooled inventory data, anecdotal approaches to measure asset condition /
performance; age information exist; we meet the PS-3150 reporting requirements
4.Competency: Planning and Decision Making-COMPLETED LEVEL 2
AM responds to known problems; priorities are developed based upon staff input and
Council prioritizing;Departments follow a similar asset investment approach; priorities are
developed together; budgets have a mix of historical values and new priorities
5.Competency: Contribution to Asset Management Practice-COMPLETED LEVEL 1
Training is based on short term need;Some staff have been trained (for core team);we are
mitigating the risk of losing information through a records management system; no t a
member of an Asset Management Organization;
Approach to developing an Asset Management Program in MODC
As is evident from a review of the Asset Management Readiness Scale, the development of an
Asset Management program does not happen overnight . It will take MODC several years to
determine the program desired, develop and implement the same.
It is proposed that in 2018-19 MODC apply for FCM funding to:
1 Policy and Governance:Complete Level 2 -Draft Policy and Strategy,which will involve
training for elected representatives on asset management , such as life cycle costing.
2.People and Leadership:Complete Level 2 -Establish clear mandate; Council has
approved funding for system; Increased organizational capacity and development
through in-house training (elected and staff) and accountability defined through position
descriptions.
3.Data and Information Collection:Complete Level 2 and work on Level 3 –Using the
provincial template as the minimum define the asset data to be collected for major
6 Request For Decision
assets including condition and performance data; provide a gap analysis,provide an
analysis of software and equipment options 4
4.Planning and Decision Making:Complete Level 3 –Draft preliminary Asset Management
Plans, priorities set based on common organizational goals;effective management of
short term risk and service impacts.
5.Contribution to Asset Management Practice: Complete Level 2 -Select staff are trained
on basic Asset Management Concepts
Future years would see the development of an Asset Management System progress still further.
The speed and scale of which will be determined during the 2018-19 Phase.
MODC does not have sufficient resources to develop entire program in house. As a result,
funding will be sought to bring in external resources to assist in the development of the Policy,
Strategy and Plans. This will be part of the FCM funding application.
IMPLICATIONS
Policy
Policy will be developed as part of the 2018-19 Phase 1
Financial/Budgetary
It is anticipated that $62,500 will be required to support the development of organizational
capacity in Policy, Strategy and Action Plans. FCM will fund up to 80% resulting in a net cost of
$12,000 to MODC. The 2018-19 Budget will be drafted so as to fund 100% from Gas Tax. If FCM
funding is received, the amount of Gas Tax required will be reduced.
Environmental
N/A.
Strategic Plan
An Asset Management Program will enable Council to invest strategically in the infrastructure
required to support its Strategic Goals and Service Levels.
Work Program Implications
A core Asset Management Team has been created, consisting of Engineering an d Public Works,
Recreation, Administration, Solid Waste, Information Services and Finance. The project lead is
the Chief Administrative Officer.
4 Major Assets are those assets that provide essential services, such as sewer (pump stations, lines,
treatment plants etc.), water, transportation (roads, bridges, storm sewers etc.). Minor assets would those
assets associated with non-essential services such as recreation (parks, pools, skate parks,benches,
arena’s,etc.)Federation of Canadian Municipalities. Municipal Asset Management Program: Asset
Management Readiness Scale www.fcm.ca. p.5
7 Request For Decision
This project will be included and each department work program and external resources will be
required.
OPTI ONS
1.Council is required to develop an Asset Management Program as per the Gas Tax
Agreement. However, Council may wish to modify the approach (increase or decrease
the level of effort). Presently only Major Assets are proposed in recognition of both risks
and organizational capacity
ATTACHMENTS
The following attachments are offered for additional reading/ resource:
1.Schedule A: UNSM –Elected Officials role in Asset Management
2.Schedule B: FCM-Municipal Asset Management Program
3.Schedule C: The Basics of Municipal Asset Management Planning
COMMUNICATIONS (INTE RNAL/EXTERNAL)
As service levels are developed, Council may wish to consult with the public to determine what
services and are considered important and at what level.
WELCOME
Role of Elected Officials in Asset Management Planning
INTENTION
Truth serum about our infrastructure challenges
What is asset management?
Why does it matter?
What is your role?
We can’t afford to find it boring
CONFESSIONS OF A
RECOVERING POLITICIAN
What does the town do with
all that money anyway?
My household expenses…..
•$90/week on car/house/life insurance
•$58/week on phone and internet
•$55/week on taxes and utilities
•Maintained roads
•Clean drinking water
•Clean streets
•A maintained waste water system
•Community and cultural events
•Garbage and recycling pick up
•Parks and pathways
•Sports facilities
•People to put out that burning
house
•A safe community
•Play places and programs for ALL
•Bylaw enforcement
•Enforcement of building standards
•Flood protection
•Ploughed sidewalks
•People to address your concerns
•Support for seniors
•Assistance in finding your lost dog
•Planning and zoning for the future
And a Town that is working for you!
What if the local government disappeared?
No Water or Sewer
No Road Maintenance
No Waste Management or Recycling
No Planning….No Zoning
No Public Recreation Facilities
No Emergency Services
No Development Permits or Bylaws
Most of it exist under the radar.
Is it MAGIC?
IT’S MAGIC
•What do you own?
•Where is it?
•What is it worth?
•What condition is it in?
•What needs to be done?
•When does it need to be done by?
Asset Management: Managing Assets
What is Asset Management?
A PROCESS of MAKING DECISIONS about the use and care
of infrastructure to deliver services in the way the that
•considers current and future needs
•manages risks and opportunities
•wise use of resources
Asset Management gives you information to plan for
tomorrow
Magic?
170.5 km
water mains
•6,926 connections
•2,231 valves
•1,782 water meter
setters
•730 fire hydrants
•5 booster stations
152.3 km
sanitary sewer
mains
•6,926 connections
estimate, based on water)
•12 Sanitary lift stations
•23 pumps
159.4 km
storm mains
•7,550 connections
•3,965 catch basins
Magic?
161 km
roads
Some with multiple
lanes!
341 total lane km
•156 km
sidewalks 1,258
streetlights
Magic?
29.7 km
walkways
12.1 km paved
17.6 km unpaved
40.8
hectares
mowed grass
areas
21 Park buildings
23 Playgrounds
83 Park benches
78 Park Garbage cans
36 Picnic Tables
19 Footbridges
3,400 street trees
Back to the Future
If we like it this way,
how do we keep it this way?
Back to the Future
Do our current practices
around managing our
infrastructure pose a risk to
our communities in meeting
their current and future
needs?
WHY?
Why does this matter?
•Cost of the infrastructure it
takes to provide these
services
•Service levels that don’t
reflect financial capacity
The Main Risk to Sustainability is:
WHAT HAPPENED?
How do you go bankrupt?
Gradually,
then suddenly.
Ernest Hemingway
•Total value of core Canadian local
government infrastructure assets
is $1.1 Trillion
•Report indicates over 20% of all
assets in poor or very poor
condition
State of Infrastructure in Canada
HOW DID THIS
HAPPEN?
Politicians like cutting ribbons!
•Made decisions that don’t
consider lifecycle infrastructure
costs
•Failed to fully recover costs and
fees
•Did not report infrastructure
deficits
After the ribbon is cut, then what?
Stantec Consulting
The public wants more services
But run it like a business
•Local governments own,
operate and maintain 60-65%
of Canada’s core public
infrastructure.
•Local governments provide
services that are
‘infrastructure intensive’.
•Communities rely on these
services everyday!
Stop pretending there is no cost!
What is the role of the elected official?
Strategic leadership and
responsible stewardship
for the services and the
infrastructure that make
our communities
awesome.
What is all of this worth?
What services are being
provided now?
What services will be
needed in the future?
What level of service does our
community value?
What is the role of the elected official?
What is all of this worth?
What are we spending to maintain our
services and what should we be
spending?
What are we willing to pay for?
If we can’t afford everything, who makes
the decisions about priorities?
What is the role of the elected official?
What is all of this worth?
When reality is
unpleasant,
realist tend to be
unpopular.
We Need Leadership
Don’t let this be
said of you in ten
years time …
Be the leader you wish others had been
SEVEN DEADLY SINS
for elected officials in asset management
(AND HOW TO AVOID THEM)
SEVEN DEADLY SINS
TRYING TO
MAKE EVERYONE
HAPPY
What is all of this worth?
Real Leadership
SEVEN DEADLY SINS
IGNORE
YOUR REAL
ROLE
Best laid plans
Vibrant and diversified economy
Economic growth and business development
Safe, healthy and livable community
Attract new residents and support population growth
Active living
Rich arts and cultural offerings
Environmental protection
Improve communications and public engagement.
Affordable and accessible housing
(food security, living wage, poverty reduction, refugees)
SEVEN DEADLY SINS
TALK ABOUT
TAXES
INSTEAD OF
SERVICE LEVELS
Why the public thinks they elected you…
Whoa! Time out. The loud guy in the white shirt is
right-that was a ball.
My mistake. Sorry everyone. Thank you sir
SEVEN DEADLY SINS
IGNORE
YOUR STAFF
(expertise vs opinions)
What do you think is the approximate cost of
replacing one block (450-500 m) of sidewalk?
•Over 66% underestimated by 50K
•Over 30% underestimated by 70K
What do you think is the approximate cost of
replacing one block (450-500 m) of road with curb,
gutter, water, and sewer lines?
•77% underestimated by 500K
•60% were out by over 1 Million
SEVEN DEADLY SINS
IGNORE
YOUR STAKEHOLDERS
•What community-owned assets contribute to your
quality of life?
•What community-owned assets contribute to your
neighbour’s quality of life? What if they aren’t the
same?
ASK
The cost to deliver services and maintain
infrastructure to the residents is increasing.
A short fall in funding will put our
communities at risk in the future.
How should we approach this
challenge as a community?
ASK
SEVEN DEADLY SINS
COMPLAIN
CRITICIZE
BLAME
Managing Public Assets: Role of Staff
SEVEN DEADLY SINS
PASS IT ON
OPTIMAL
•BE the steward
•BE the champion
•BE the message
•DO the hard thing
•DO the right thing
•DO it now
Municipal
Asset
Management
Program
Asset Management
Readiness Scale
The Municipal Asset Management Program is a
new five-year, $50-million program designed to
help municipalities make informed decisions about
infrastructure investment. The program is offered by
the Federation of Canadian Municipalities and funded
by the Government of Canada.
Table of Contents
The Asset Management Readiness Scale 1
What is a readiness scale? 1
How can you use the Asset Management
Readiness Scale? 1
How does this readiness scale work? 1
Self-assessment instructions 2
Tips 2
Introduction to asset managementand key terms 3
What is asset management? 3
How are asset management systems governed and implemented? 4
What kind of data and information is used in asset management? 5
How can training, development and knowledge sharing support asset management? 5
Competency: POLICY AND GOVERNANCE 6
Competency: PEOPLE AND LEADERSHIP 7
Competency: DATA AND INFORMATION 8
Competency: PLANNING AND DECISION-MAKING 9
Competency: CONTRIBUTION TO ASSET MANAGEMENT PRACTICE 10
Notes: 11
The Asset Management
Readiness Scale
What is a readiness scale?
Readiness scales are widely accepted for a number of
different uses. This readiness scale measures progress
of local governments as they adopt asset management
practices. Readiness scales provide a common method
for assessing progress, or level of adoption, across diverse
groups. They allow individuals or organizations to assess
their current state against a progressive scale.
How can you use the Asset Management Readiness Scale?
The needs of municipalities vary widely, and the approaches to imple-
menting asset management differ in communities across the country.
The Asset Management Readiness Scale will allow you to measure
your progress along a common scale regardless of the implementation
framework you choose. This document is meant to complement any
asset management approach being implemented in any jurisdiction
across Canada. It is applicable to any municipality or local government
organization.
The scale shows that creating and implementing an asset management
system is a step-by-step process that takes time and resources and
does not happen overnight. It is meant to structure the asset manage-
ment journey and provide an objective means of evaluating progress.
How does this readiness scale work?
This scale describes five asset management “competencies”:
• Policy and governance: Putting in place policies and objectives
related to asset management, bringing those policies to life
through a strategy or framework, and then measuring and
monitoring implementation over time.
• People and leadership: Setting up cross-functional groups
with clear accountability, and ensuring adequate resourcing and
commitment from senior management and elected officials to
advance asset management.
• Data and information: Using asset data, performance data, and
financial data to support effective asset management planning and
decision-making.
• Planning and decision-making: Documenting and standardizing
how the organization sets priorities, conducts capital and
operations and maintenance (O&M) planning, and decides
on budgets.
• Contribution to asset management practice: Training and staff
development, sharing knowledge internally and participating in
external knowledge sharing.
Asset Management Readiness Scale 1
For each asset management competency, there are five levels. The five levels form a
progressive scale, from initial investigation to adoption and, eventually, full integration of
asset management practices into daily routines. The “outcomes” described at each level show,
in practical terms, what it means to be at that level. This information can help you set goals
and objectives, and design initiatives that you may wish to have funded through the Municipal
Asset Management Program.
If you are new to asset management, or need an introduction to key asset management terms,
read the “Introduction to Asset Management” section on the next page before using the
readiness scale to conduct a self-assessment.
Self-assessment instructions
1. Bring a group of cross-functional staff together to conduct the self-assessment —
this should not be done by one person in isolation.
2. For each asset management competency, read through the descriptions and outcomes for
each level.
3. Discuss and evaluate your organization’s current state.
4. Assign your organization the level for which it has completed the corresponding outcomes.
5. On the “notes” page, document why you chose this level. What specific actions has your
municipality taken that correspond with this level?
Tips
• When self-assessing, choose the level that describes your achieved outcome. (The
exception would be Level 1, at which point you may be in the process of getting started.)
If you are still working on a specific level, assign yourself the previous level.
• You need not progress through the five competencies in any particular order. Where you
focus your efforts is entirely up to you and will depend on your local needs and priorities.
2 Asset Management Readiness Scale
Introduction to asset management
and key terms
What is asset management?
Any organization that owns physical assets (such as property, equipment or technology)
engages in some form of asset management when caring and planning for those assets.
Municipalities and local governments must manage publicly owned assets as part of their
mandate to provide services to communities. In some cases, natural assets such as aquifers
also provide critical municipal services and should be considered when managing assets.
… Assessing the health of municipal infrastructure is necessary if Canada
is to ensure that the services, quality of life and economic growth
provided by this infrastructure can be sustained over the long term.
— Canadian Infrastructure Report Card, 2016
Municipalities and local governments with an asset management program have chosen a
structured approach to asset management — a specific way of doing business that continually
balances expenditure with performance and risk. The ultimate aim is to ensure that they invest
resources well, meet customer service levels and achieve the organizational strategic plan
effectively and efficiently.
Asset management also provides a means for elected officials and municipal administrators
to demonstrate the value of infrastructure planning and maintenance while balancing social,
environmental and economic factors.
To support effective asset management planning and decision-making, an organization must
establish an asset management system — a set of interrelated elements including governance,
people, processes, data and technology. Once your asset management system is established,
you will be able to say the following:
Our organization uses a formalized and holistic approach to ensure
that our resources are invested wisely over the long term, continually
balancing operations, risks and costs in a way that provides our
community with the right service at the optimal cost — not just
today but with our community’s future needs in mind.
Asset Management Readiness Scale 3
How are asset management systems governed and implemented?
Municipalities and local governments use specific governance tools to control and direct asset
management. These include a policy, strategy, framework, roadmap and plans, as well as
clear roles and responsibilities.1
ORGANIZATIONAL STRATEGIC PLAN (OSP)
Vision, mission and values, business policies, stakeholder requirements, goals and risk management
ASSET MANAGEMENT POLICY
Published commitment, mandated requirements, link between strategic objectives and priorities,
overall intentions, principles
ASSET MANAGEMENT STRATEGY
Direction, framework and approach for implementing the asset management policy to support strategic
objectives and sustainable and effective service delivery
ASSET MANAGEMENT OBJECTIVES
Specific and measurable outcomes required of assets, asset systems and the asset management system
ASSET MANAGEMENT
ROADMAP
Step-by-step plan guiding the actions,
responsibilites, resources and timescales to
implement the asset management strategy
and deliver asset management objectives
ASSET MANAGEMENT
SYSTEM
Integrated collection of governance, people,
process, data and technology used in effective asset
management, planning and decision-making
ASSET MANAGEMENT PLANS
Tactical plan or plans guiding use of the asset management system in creating, maintaining and renewing
infrastructure and other assets to deliver an agreed level of service and achieve asset management objectives
OR
G
A
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I
Z
A
T
I
O
N
V
A
L
U
E
S
,
P
R
R
I
T
I
Z
A
T
I
O
N
CR
I
T
E
R
I
A
A
N
D
R
I
S
K
P
O
L
I
C
Y
An organization’s asset management policy outlines its commitment and mandated
requirements for asset management. The policy is linked to the organization’s strategic
objectives and is shaped by the organization’s values and priorities.
An asset management strategy outlines the framework and approach for implementing
the asset management policy. This framework is the conceptual structure for the asset
management system. It defines the system’s internal makeup and its interactions with
external practices or functions.
The asset management strategy also identifies objectives (specific, measurable outcomes
required of assets and asset management) and reporting requirements. These include service
objectives (the desired level of service to the community).
1 The figure above is adapted from The Institute of Asset Management’s diagram from BSi, PAS 55-1:2008, Figure 5, Page 10.
www.theIAM.org
4 Asset Management Readiness Scale
The step-by-step plan for implementing the strategy is the asset management roadmap. It
identifies actions, responsibilities, resources and timescales. An organization will also have one
or more asset management plans that outline more specifically how the asset management
system will create, maintain and renew infrastructure and other assets. To create an asset
management plan, an organization first does a needs assessment (looking at the current and
future gaps in asset service and performance). This needs assessment forms the justification
for an asset investment plan, which outlines how and where money will be spent to address
the gaps. The asset investment plan is accompanied by a financial plan that identifies the
source of funds.
For example, the capital plan outlines the scope, cost and schedule of investments in new
infrastructure or infrastructure renewal (financed from a capital budget). The operations
and maintenance (O&M) plan describes the scope, frequency and cost of operation and
maintenance activities (financed from an operating budget).
What kind of data and information is used in asset management?
Assets are generally grouped together based on the service function they provide. Major
asset groups contribute to the delivery of essential municipal services, such as water,
wastewater and transportation. Minor asset groups contribute to non-essential services,
such as recreation. Effective asset management relies on information about specific assets
and asset groups, including the following types of data:
• Basic inventory data includes general asset properties such as size, material, location and
installation date.
• Pooled inventory data is basic inventory data organized by asset group.
• Expanded inventory data includes additional, supplementary information on the asset
(e.g. design criteria, installation method), its location (coordinates, connectivity) or its
role in service delivery (e.g. function, relative importance).
• Financial data includes tangible capital asset inventories and valuations, lifecycle costs,
and budgets related to operation and maintenance and capital expenditures.
• Service adequacy or effectiveness is measured as a level of service. Levels of service are
evaluated from various perspectives: corporate, end-user and asset or operational.
How can training, development and knowledge sharing support
asset management?
Introductory training on asset management includes asset management awareness training,
which may focus on the concepts, organizational context and value of asset management, as
well as its impact on people and processes. Advanced asset management training includes
additional concepts specific to one’s roles and responsibilities. Asset management requires
both hard skills (such as the analysis of financial, demand, geospatial and asset data) and soft
skills (such as stakeholder engagement, communicating horizontally and vertically across
silos, and teamwork).
Asset Management Readiness Scale 5
Part of having an effective asset management program is the ongoing development of
organizational capacity. This includes participation in asset management organizations —
industry groups and communities of practice that promote and support effective asset
management through training, networking and knowledge sharing amongst leaders and
practitioners. Asset management organizations can be global, national or regional.
Examples include Asset Management British Columbia (AMBC), the Canadian Network
of Asset Managers (CNAM) and the Institute of Asset Management (IAM).
ASSET MANAGEMENT READINESS SCALE
Competency: POLICY AND GOVERNANCE
This competency involves putting in place policies and objectives related to asset management (AM), bringing
those policies to life through a strategy and framework, and then measuring and monitoring implementation
over time.
Readiness
Level
1 2 3 4 5
Working on
Level 1
Completed
Level 1
Completed
Level 2
Completed
Level 3
Completed
Level 4
Completed
Level 5
We have set
expectations for our
AM program. We
have the support we
need to begin work
on an AM policy.
We have drafted
an AM policy and
strategy and have
developed a
framework for
our AM system.
We are using our AM
policy to guide our
actions. We have
created a roadmap
and have established
performance
measures.
We have a fully
functional AM
system. We are
using performance
measures to track
progress and
outcomes.
We are continually
improving the AM
system. Our AM
objectives and
roadmap are refined
based on the
evolving needs
of our community.
Outcomes You have achieved a specific readiness level when you can demonstrate the
corresponding outcomes below.
Policy and
Objectives
• Senior
management has
committed to
formalizing
an AM program.
• We have drafted
an AM policy.
• Senior
management
and council have
endorsed the AM
policy.
• We are starting
to use AM policy
objectives to guide
our actions.
• We are managing
assets and services
in accordance with
AM policy and
organizational
objectives.
• We are validating
and refining
corporate, service
and AM objectives
based on the
evolving needs of
our community.
Strategy and
Framework
• We have drafted
a basic set of
objectives that
will guide the
development of
our AM system.
• We have completed
the strategy and
framework for our
AM system.
• We have
established a
roadmap to
guide the
detailed actions
surrounding
our AM strategy
deployment.
• We are achieving
our AM policy
objectives through
a fully functional
AM system. Ne-
cessary workflows,
documents and
reporting tools
are in place. We
are updating our
roadmap to
address evolving
needs.
• We are following
our roadmap
in continually
improving the
AM system and in
documenting the
improvements.
Measurement
and
Monitoring
• We have defined
the expected AM
system benefits
and outcomes.
• We have
documented our
AM system plans
and our objectives
for the coming
year.
• We have
established
performance
measures to
monitor AM
system progress
and its outcomes
and benefits to our
community.
• We are using
performance
measures to
monitor progress
and AM system
outcomes and
benefits.
• We are monitoring
performance and
using the feedback
to prioritize and
make ongoing
refinements and
improvements.
6 Asset Management Readiness Scale
ASSET MANAGEMENT READINESS SCALE
Competency: PEOPLE AND LEADERSHIP
This competency involves setting up cross-functional groups with clear accountability, and ensuring adequate
resourcing and commitment from senior management and elected officials to advance asset management (AM).
Readiness
Level
1 2 3 4 5
Working on
Level 1
Completed
Level 1
Completed
Level 2
Completed
Level 3
Completed
Level 4
Completed
Level 5
We have council
support to establish a
cross-functional AM
team to explore AM
needs and develop
a plan for improving
our AM system.
We have a clear
mandate for our AM
team, and council
has approved
funding for priority
improvements to our
AM system.
Our AM team has
clear responsibility
for improving our
AM system. Council
champions AM as
a core business
function.
Our AM team is
responsible for
guiding and
supporting AM on
an ongoing basis.
AM system roles and
responsibilities are
operationalized.
Our council’s
commitment
drives continuous
improvement of the
AM system. Roles
and responsibilities
evolve to meet
ongoing needs.
Outcomes You have achieved a specific readiness level when you can demonstrate the
corresponding outcomes below.
Cross-
Functional
Groups
• We have
appointed
resources to
investigate our
community’s AM
requirements
and to define
and introduce an
appropriate AM
system.
• We have formed
a cross-functional
AM team* to guide
and oversee AM
system planning
and deployment.
• The AM team*
works within our
organization to
lead, communicate
and support AM
improvement
and change
management.
• Our AM team*
has been made
permanent and
tasked with
guiding and
supporting the
AM function across
the organization
on an ongoing
basis.
• The AM team*
guides and
supports the
ongoing
improvement
of the AM system
within the
organization.
Accountability
• Appointed
resources have
been mandated
to investigate and
assess our AM
needs planning,
documented by
a draft terms of
reference.
• Our AM team*
has been made
accountable
for guiding AM
development, with
a documented
mandate and terms
of reference.
• Our AM team*
has been made
accountable for AM
implementation
and we have
added AM
system roles and
responsibilities
to staff job
descriptions.
• We have
operationalized
AM system
roles and
responsibilities
across our
organization.
• We are
documenting
changes to AM
system roles and
responsibilities as
needed to support
our evolving
requirements.
Resourcing
and
Commitment
• Council is aware of
the resourcing and
funding dedicated
to exploring
AM system
requirements
and to proposing
an AM roadmap.
• Council
demonstrates
buy-in and support
for AM and has
approved funding
for priority
improvements.
• Council champions
AM as a core
business function
and has approved
funding to continue
AM roadmap
activities.
• Council has
approved funding
for ongoing AM
system monitoring
and enhancement.
• The AM team
measures and
monitors progress.
Council is
committed
to ongoing
improvement of
the AM system.
* Note: Larger organizations may have both an AM team responsible for implementation and an AM steering
committee to provide direction and oversee the work. Smaller organizations may group these functions together.
This outcome may be better suited to an AM team or an AM steering committee, depending on the organization.
Asset Management Readiness Scale 7
ASSET MANAGEMENT READINESS SCALE
Competency: DATA AND INFORMATION
This competency involves using asset data, performance data and financial data to support effective asset
management (AM) planning and decision-making.
Readiness
Level
1 2 3 4 5
Working on
Level 1
Completed
Level 1
Completed
Level 2
Completed
Level 3
Completed
Level 4
Completed
Level 5
We have inventory
data and financial
data, aligned with
minimum reporting
requirements for
tangible capital
assets.
We have basic
inventory data
for major assets,
including some
condition and
performance data.
We have detailed
financial data for
some of our assets.
We have basic
inventory data
for all our assets,
with some level of
service information
and standardized
condition ratings. We
have linked AM and
financial information
for our major assets.
We have expanded
inventory data
on major assets,
including condition
and performance
information. We have
basic forecasts and
risk assessments
for some assets. We
have a long-term
community financial
plan in place.
We have expanded
inventory data
on all assets. We
have performance
forecasts and risk
assessments in place
for most assets.
Outcomes You have achieved a specific readiness level when you can demonstrate the
corresponding outcomes below.
Asset Data
• We have
pooled inventory
data, including
approximate
quantities of
assets within
most asset groups.
• We have basic
inventory data
for most major
assets, including
information on
general asset
properties such
as size, material,
location and
installation date.
• We have basic
inventory data
for all assets. We
have defined life
cycle investment
requirements for
some assets.
• We have expanded
inventory data,
and have evaluated
the relative risks
and life cycle
investment
requirements
associated with
major assets.
• We have expanded
inventory data and
have evaluated
the relative risks
and life cycle
investment
requirements
associated with
most assets.
Performance
Data
• We have
informal or
anecdotal
approaches for
measuring asset
condition or
performance.
Some age
information
exists.
• We have some
information on
asset condition
and performance
for major assets,
collected from a
variety of sources.
• We use
standardized
condition rating
systems for most
asset groups.
Some level of
service measures
have been defined
and data has been
captured.
• We have defined
and measured
levels of service
for most assets.
We have introduced
basic needs
forecasting and
risk management
strategies for most
assets.
• We have
completed needs
forecasts and
risk management
strategies for most
assets.
Financial Data
• We have financial
data on our
assets, supporting
minimum PS-3150
reporting
requirements.2
• We have
captured capital
and operating
expenditure data
for some assets.
We have developed
a strategy to link
AM and financial
information.
• We have captured
capital and
operating
expenditure data
for most assets.
We have linked
AM and financial
information for all
major assets.
• We have calculated
the cost of service
delivery for all
major assets. We
have developed
a long-term (at
least 10-year)
financial plan.
• We understand the
trade-offs between
investment and
the quality of the
front-line services
we deliver and we
use this to refine
our financial plans.
2 PS-3150 is the Public Sector Accounting Board’s standard guiding the treatment of tangible capital assets.
8 Asset Management Readiness Scale
ASSET MANAGEMENT READINESS SCALE
Competency: PLANNING AND DECISION-MAKING
This competency involves documenting and standardizing how the organization sets asset management (AM)
priorities, conducts capital and operations and maintenance (O&M) planning, and decides on budgets.
Readiness
Level
1 2 3 4 5
Working on
Level 1
Completed
Level 1
Completed
Level 2
Completed
Level 3
Completed
Level 4
Completed
Level 5
Our asset investment
plans address basic
needs and respond
to known problems.
We evaluate priorities
based on experience,
council and
management
input and available
information.
Our asset investment
plans address
observed short-
term issues. We
evaluate each need
individually, and
teams set priorities
independently of
each other, based
on objectives and
criteria representing
the needs of their
departments.
Our asset investment
plans manage short-
term risks and
service impacts.
We set priorities
based on common
organizational goals
and objectives.
We have drafted
preliminary AM
plans.
Our asset investment
plans balance
short-term service
objectives (our
desired level of
service) with longer-
term goals and risks.
Planning is carried
out using our AM
system and kept up
to date via normal
business.
Our asset investment
plans are integrated
to address risks to
both service and
business goals. We
have detailed AM
plans for all services.
We are continually
improving our
approach.
Outcomes You have achieved a specific readiness level when you can demonstrate the
corresponding outcomes below.
Documentation
and
Standardization
• Our approach to
asset investment
planning varies
across the
organization.
• Our departments
follow a similar
but informal asset
investment
planning approach.
• We evaluate
investment needs
and priorities
based on a mix
of structured and
ad-hoc practices
and criteria.
• We have developed
a structured
asset investment
planning approach
but application is
inconsistent.
• We set priorities
using similar
criteria based on
organizational
goals and
objectives.
• We employ
our structured
asset investment
planning approach
across our core
services.
• We set priorities
using criteria
which are fully
aligned with our
organizational
goals and
objectives.
• We employ our
structured asset
investment
planning approach
across all services.
• We adapt our
planning approach
and criteria to
align with evolving
organizational
goals and
objectives.
Asset
Investment
Plans
• Our asset
investment plans
are typically
reactive and focus
on addressing
basic needs
(e.g. growth,
regulations and
known problems).
• Our asset
investment
plans are largely
based on short-
term asset,
organizational
and environmental
issues. We do not
have an AM plan.
• Our asset
investment plans
are based on
short-term issues
and priorities.
We have drafted
preliminary AM
plans for priority
services.
• Our asset
investment plans
are based on
both short- and
long-term issues
and priorities. We
have developed
detailed AM plans
for core services
• We have
integrated and
optimized asset
investment plans.
We have developed
detailed AM plans
for all services.
Budgets
• We prepare
annual capital
and operating
budgets which are
based on historical
values. We deal
with new needs
reactively, as they
occur.
• We prepare
annual capital and
operating budgets
which are based
on a mix of
historical values
and new priorities.
• We prepare an
annual capital
budget which is
based on a fresh
reassessment of
current needs.
Our operating
budget is based
on a mix of
historical values
and new priorities.
• We prepare
annual needs-
based capital and
operating budgets
which are based
on a fresh
reassessment
of risks and
current needs.
• We prepare
multi-year needs-
based capital and
operating budgets
which are based
on our short-
and mid-term
needs. We take
a structured
approach to
addressing in-
cycle changes.
Asset Management Readiness Scale 9
ASSET MANAGEMENT READINESS SCALE
Competency: CONTRIBUTION TO ASSET MANAGEMENT PRACTICE
This competency involves asset management (AM) training and developing staff, sharing knowledge internally
and participating in external knowledge sharing.
Readiness
Level
1 2 3 4 5
Working on
Level 1
Completed
Level 1
Completed
Level 2
Completed
Level 3
Completed
Level 4
Completed
Level 5
AM development
is informal and
largely driven by the
personal initiative of
team members.
Our organization
has membership
in one or more AM
organizations and
selected staff are
trained on basic
AM concepts.
Our organization is
an active participant
in industry events.
All staff receive
basic AM awareness
training.
Our organization
contributes to
industry events and
shares experience
with peers. An AM
training plan is in
place for all positions
Our organization is
viewed as a thought
leader and coach.
Select staff are
trained as internal
AM experts.
Outcomes You have achieved a specific readiness level when you can demonstrate the
corresponding outcomes below.
Training and
Development
• Our AM training
and development
approach is
informal and
largely driven
by the personal
initiative of staff.
• Some staff
conduct targeted
research, seeking
out basic
information
on AM concepts
and techniques.
• Our AM training
and development
requirements
are defined by
management
based on short-
term needs.
• Selected staff are
trained on basic
AM concepts.
• We provide all our
staff with basic AM
awareness training.
• Some staff
undergo training
on advanced AM
concepts specific
to their roles and
responsibilities.
• We have
defined AM
knowledge and
skill requirements,
and a training plan
is in place for all
positions.
• Management
and staff receive
role-appropriate
AM training to
establish needed
capacity across
the organization.
• We train select
staff members as
internal experts
to support the
ongoing
development of
organizational
capacity.
• Proactive,
role-based training
serves as a
support for career
development
and succession
planning.
Knowledge
Sharing —
Internal
• We are mitigating
the risk of losing
information held in
the minds of long-
term staff, through
improved record
keeping.
• We have mitigated
the risk of losing
information held in
the minds of long-
term staff, through
improved record
keeping.
• A culture of
knowledge
sharing is taking
root internally,
supported by
official initiatives.
Our organization
maintains AM
knowledge
resources
(e.g. manuals,
training, software).
• We communicate
the benefits of AM
internally.
• There is a
culture of
knowledge
sharing supported
by official and
informal initiatives.
We maintain
and disseminate
AM knowledge
resources (e.g.
manuals, training,
software).
• Knowledge is
captured and flows
freely throughout
the organization.
Staff are leveraging
internal and
industry knowledge
and leading
practice resources.
Knowledge
Sharing —
External
• We are in the
process of
investigating
industry groups
and resources.
• Staff or elected
officials have
attended AM-
related events.
• We are members
of one or more AM
organizations and
actively participate
in industry events.
• We are actively
involved in AM
organizations and
present at industry
events. We have
shared information
with our peers on
our experience,
innovations and
lessons learned.
• We are a thought
leader within the
industry. We are
active in coaching
others to improve
the overall body of
knowledge.
• We communicate
the benefits of our
AM program to the
public.
10 Asset Management Readiness Scale
ASSET MANAGEMENT READINESS SCALE
NOTES:
Provide rationale for assigning each readiness level. What specifically have you done that puts you at
the readiness level you have selected?
Competency
Readiness
Level Notes
Policy and governance
Putting in place policies and
objectives related to asset
management, bringing those
policies to life through a strategy
and framework, and then
measuring and monitoring
implementation over time.
People and leadership
Setting up cross-functional groups
with clear accountability, and
ensuring adequate resourcing and
commitment from elected officials
to advance asset management.
Data and information
Using asset data, performance
data and financial data to support
effective asset management
planning and decision-making.
Planning and decision-making
Documenting and standardizing
how the organization sets
priorities, conducts capital and
operations and maintenance
planning, and decides on budgets.
Contribution to asset
management practice
Training and developing staff,
sharing knowledge internally
and participating in external
knowledge sharing.
Asset Management Readiness Scale 11
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1 | P a g e
The Basics of Municipal Asset Management Planning
What is Asset Management?
Asset management is an integrated process for managing municipal infrastructure to ensure it supports the
delivery of quality and fiscally-responsible services. Focusing on each asset’s life cycle, asset
management considers the maintenance, rehabilitation and replacement of all municipal infrastr ucture to
provide sustainable service delivery while managing risks and minimizing costs. A robust asset
management plan helps municipalities make informed, proactive infrastructure and budget decisions
according to priorities and needs.
Much of Nova Scotia’s infrastructure is in need of renewal and/or replacement, which will add considerable
costs to municipal budgets over the coming years. Therefore, it is important for municipalities to develop
asset management plans so they can make effective and informed decisions, and plan financially for the
renewal and replacement of their infrastructure.
In general terms, asset management is the process of determining:
what assets municipalities own and their condition
if assets meet the current and future service needs of the municipality
how assets are prioritized (what assets need to be fixed or replaced first)
if there is affordable and sufficient financing available to operate, maintain, renew and replace
existing assets
Asset management involves a number of coordinated activities to help municipalities realize the value of
their infrastructure. Any asset management initiative needs to be systematic and apply a method that is
consistent and repeatable across all asset classes. It is an integrated process and involves council and
staff from various departments, including finance, engineering and operations.
Why is Asset Management Important?
Asset management plays an important role in effectively planning, maintaining and operating municipal
infrastructure by:
supporting informed decision-making
enhancing data management
providing sound information on the condition of infrastructure
balancing service level expectations and focusing on system sustainability
supporting the ability to meet regulatory requirements
extending the life of infrastructure through an informed and long-term maintenance,
rehabilitation and replacement schedule
maximizing the benefits of assets and improving the overall return on investments
providing predictable tax rates from sound operational and financial planning
reducing risks and improving safety of infrastructure
improving communications and education about infrastructure requirements and costs
Asset management is essential for effectively maintaining, operating and renewing municipal infrastructure
both on a short-term and long-term basis. It is a good business practice and requires an overarching
2 | P a g e
framework for action that becomes a central part of everyday decision -making at all levels of municipal
operations.
What Are Municipal Infrastructure Assets (or Classes)?
In Nova Scotia, municipalities own a variety of infrastructure assets. They are operated and are maintained
to deliver important services and ensure a standard of living within communities that supports economic
prosperity, well-being and safety. Municipal assets include:
buildings
water treatment facilities
wastewater systems
water distribution networks
roads, sidewalks and paths
bridges
landfills
culverts
equipment
streetlights
The Basic Components of Asset Management Planning
Engage Council and Staff
It is imperative that elected officials and staff understand the importance and benefits of infrastructure
planning, and both are engaged in and supportive of their municipality’s asset management initiative.
Initially, councils could support a resolution that directs staff to begin the process of developing an asset
management plan. Although one staff member should be designated to lead the process, it needs to be
integrated across all departments.
Develop an Asset Inventory
An asset inventory includes basic information about all municipal infrastructure which can be maintained in
a simple spreadsheet such as Excel, or in a more complex database system. Asset inventories or
registries typically include the following categories or classes:
asset type (building, culvert, road, etc.)
historical/replacement cost
location
quantity and size
material
construction/installation date and age
condition
expected useful life (lifespan range for assets from installation date to expected replacement date)
remaining life (calculated by subtracting asset’s current age from its useful life)
3 | P a g e
The information maintained in the asset inventory helps municipalities make informed, strategic decisions
about their infrastructure. By gathering and maintaining this information, municipalities position
themselves to more readily take action on any risks or costs associated with the renewal and replacement
of infrastructure. As such, the registry is an essential building block and an important first step to
developing an asset management plan.
Assess the Condition of Assets
Condition assessments provide a valuable metric for determining when assets will need to be renewed or
replaced by assessing their physical condition. These assessments help municipalities:
identify assets that are failing or underperforming
estimate when potential asset failures may occur
identify the type of remedial steps required and a timeframe for implementing these steps as a
means to prolong the life of assets, save costs and reduce risks
Asset conditions should be objective and repeatable, and are typically expressed as ratings. For example,
condition ratings can range from 1 (the asset is in very good condition) to 5 (the asset is unserviceable).
Determine Costing Information for Assets: What are they worth?
When preparing annual budgets, setting tax rates and developing long-term financial forecasts, it is critical
to understand the true cost of operating and sustaining municipal assets. Life cycle costs refer to all costs
that will be incurred during the ownership of an asset while providing the desired level of service . These
include capital, operating, maintenance, renewal and replacement costs.
There are a number of valuation methods for establishing what an asset is worth, but a good start is to
determine:
the replacement value: a unit that represents the true cost to replace an asset, taking inflation and
advancements in technology into consideration
the depreciated value: the asset’s current value (based on historic costs), taking into
consideration its current age and expected lifespan
These forecasts are used when preparing annual budgets and for long-term financial planning to help
ensure municipalities have sufficient funding to maintain assets at required and expected levels of service.
Determine Service Needs & Levels
It is important for municipalities to examine the services they provide. Once they determine if a service is
required, they will then need to identify the most appropriate and affordable level of service to provide .
Making these decisions usually requires balancing community needs, regulatory or legal obligations and
the cost of service delivery. A clear understanding of the desired and required levels of service will allow
municipalities to make informed decisions to manage assets and risks. This will not only support
sustainable service delivery and save costs by planning proactively, but will also identify any surplus or
under-performing assets.
Municipalities can begin this process by documenting the level of service they currently provide, as well as
the annual cost of delivering that service. Then target levels of service will need to be balanced with
4 | P a g e
reasonable costs of delivery, as typically, providing higher levels of service require higher costs. Once
municipalities have determined a baseline for acceptable and affordable levels of service, they can plan
and budget accordingly to meet expectations and/or requirements .
Consulting with community members on service priorities and expectations will help direct where
municipalities should focus their asset management efforts. However, it is important that municipalities
provide taxpayers with a clear understanding of the true cost of delivering their desired level of service and
the different risks associated with these various levels.
Determine Risk Levels: What needs to be done first to manage risk and meet service delivery
needs?
A risk-based approach to asset management involves assessing the level of risk posed by the potential
failure of an asset. Determining risk levels involves identifying the likelihood and consequence of asset
failure. By determining those assets at the greatest risk of failure, municipalities can allocate resources to
ensure essential services are not interrupted. Like condition assessment ratings, risk levels are typically
expressed as ratings from 1 (low likelihood and consequence of failure) to 5 (extreme likelihood and
consequence of failure).
Once municipalities have determined risk management levels, the next critical step to managing public
infrastructure is to prioritize assets. Since assets present different risk levels, it is important to identify
critical or core assets and those at the greatest risk of failure. By focusing efforts initially on collecting
baseline information for these assets, municipalities can take proactive steps to mitigate risks. This builds
resilience in infrastructure, minimizes risks and limits disruptions in service delivery.
Develop Long-term Financial Plans to Manage Assets
All of the asset information gathered to date will guide municipalities in determining how to allocate their
resources, starting with core assets and those at the greatest risk of failure. With the aim to maximize the
life of an asset at the lowest possible cost to taxpayers, asset management plans provide a long-range
forecast for prioritizing required maintenance and renewal work with the funds available.
Long-term financial plans should determine the replacement value of assets and identify revenue sources
to cover these costs. It also needs to include options for financing both short and long-term maintenance
and renewal needs, based on service level requirements.
Provide Communication & Education
Municipal decision-makers need to understand the value of undertaking an asset management initiative
and the role it can play in generating cost savings, managing risks, and contributing to the overall
sustainability of their communities. A good understanding of the importance of asset management planning
will encourage municipalities to build internal capacity and will provide the justification for committing the
necessary resources to develop a plan.
As asset management often involves large investments in highly visible capital assets, it is very important
for municipalities to engage and educate the public on the basics:
what is asset management and why is it important?
what important programs and services are supported by municipal infrastructure?
5 | P a g e
why is it important to plan for the maintenance and replacement of assets?
how is it used to provide desired service levels in a financially responsible manner?
By educating community members on the true cost of providing reliable, essential services, they gain a
greater appreciation of the value of asset management and a better understanding of how municipalities
prioritize their infrastructure investments.
Monitor & Revise the Asset Management Plan
Municipalities should regularly monitor and revise their asset management plans to ensure they remain
current and continue to support effective and accurate decision-making. As a means to support
continuous improvement, they will need to monitor the performance of their assets, track outcomes and
make necessary changes to their plans as required. This monitoring, tracking and revising process will
ensure that plans remain focussed on increasing the effectiveness and efficiency of municipal assets.
A Note on Sustainability & Asset Management
Asset management planning provides municipalities with opportunities to conserve energy, improve their
environmental performance and incorporate potential climate change impacts into their risk assessments
when planning to renew or rebuild assets. By planning proactively, municipalities can apply sound
environmental and sustainable management practices to reduce their energy use and make their assets
more resilient to projected changes in climate. This will help municipalities balance their investments with
performance goals, while mitigating risks and improving service delivery.
In Conclusion . . .
Asset management planning is an important way for municipalities to provide sustainable service delivery,
manage risks and meet fiduciary responsibilities. Essentially, it provides a systematic way to prioritize and
deliver on municipal service needs, in an economical and proactive manner. By providing better
information to improve decision-making, it ensures that assets are maintained and timely investments are
undertaken to minimize renewal and replacement costs. Taking a proactive and focused position on
managing public infrastructure can provide a powerful process for addressing asset requirements to ensure
service, asset and financial sustainability.
Asset Management Resources
Resources developed by municipal associations & municipalities:
The Association of Municipalities Ontario: http://www.amo.on.ca/AMO-Content/Asset-
Management/Asset-Management.aspx
Alberta Urban Municipalities Association: http://www.auma.ca/advocacy-services/programs-
initiatives/asset-management
6 | P a g e
The City of Ottawa’s Asset Management Framework Policy: http://ottawa.ca/en/city-
hall/accountability-and-transparency/corporate-planning-and-performance-management-0
City of Hamilton’s Asset Management Plan: http://www2.hamilton.ca/NR/rdonlyres/812CACE9-
0736-4A0A-8056-BB2E8D25543B/0/COH_AM_Plan.pdf
City of Cambridge’s Asset Management Plan: www.assetmanagementab.ca/wp -
content/uploads/2014/05/City-of-Cambridge-Asset-Management-Plan.pdf
Other asset management associations & resources:
Asset Management British Columbia (AMBC): http://www.assetmanagementbc.ca/
AMBC’s Asset Management Roadmap:
www.assetmanagementbc.ca/documents/?path=AM_Roadmap
Asset Management Primer:
www.canadainfrastructure.ca/downloads/circ_asset_management_primer_EN.pdf
Atlantic Infrastructure Management (AIM) Network: www.aimnetwork.ca
Canadian Network of Asset Management: cnam.ca/about-us/
Canadian Infrastructure Report Card: www.canadainfrastructure.ca/en/
Institute of Public Works Engineering Australasia (IPWEA): ipwea.org
Institute of Asset Management (IAM): theiam.org
Ontario Municipal Knowledge Network: http://www.omkn.ca/OMKN-Content/Asset-Management-
Toolkit/AMO-OMKN-Toolkit-Gtuides
REQUEST FOR D IRECTION
Prepared By:Bruce Forest/Christa Rafuse, P.Eng.Date February 8, 2018
Reviewed By:Tammy Wilson Date February 15,2018
Authorized By:Tammy Wilson Date February 15,2018
CURRENT SITUATION
Low grade plastic often referred to as film plastic is no longer accepted in China due to the plastic waste
import ban. This has created difficulties for North America and specifically problems for Nova Scotia. It is
yet to be determined if the problems are long -term or short-term. This makes it very apparent when you
do not have control over your markets you can be placed in an untenable position. The Minister of the
Environment has asked the Regional Chairs if they would support a province-wide ban on certain plastics.
The ban they are considering does not r epresent all plastic bags just bags under a certain thickness. This
ban would represent a very small portion of the plastics collected. The Region Six chairperson has asked if
our Municipality would support the writing of a letter to the minister supporting the ban.
RECOMMENDATION
The challenge for our Municipality is to have the province recognize the potential solution offered by
Sustane Technologies (Sustane)in the very near future.Rather than a possible legislative change it may
be more beneficial to have region six acknowledge that a more sustainable solution could exist for this
plastic.
Staff are requesting direction from Council on the Municipality’s view on the plastic ban and what our
position is on a potential ban of plastics.
BACKGROUND
The Municipality of Chester has worked very hard with Sustane to implement significant changes in
addressing solid waste issues. It is in both our interests to take every opportunity to rem ind people that
they have invested significant dollars and they are about to open their plant in the very near future.
DISCUSSION
Currently plastic bags are acceptable in the blue bag. The issue for our Municipality is that this plastic bag
is a desirable product for the Sustane organization. This low grade plastic can be turned into diesel fuel
and is part of Sustanes business case. It would require legislative change to take it from blue bag to the
REPORT TO:CAO and Council
SUBMITTED BY:Christa Rafuse, P.Eng/Bruce Forest
DATE:February 1, 2018
SUBJECT:Plastics Ban in Nova Scotia
ORIGIN:
2 Information Report
waste bag but it would be a more appropriate solution for all concerned. There'll be testing done on the
plastics to diesel equipment taking place in March and April. So a potential solution is not far away. One
problem is that this would only be a solution for our partners presently using our landfill. But there have
been conversations with the province about possible options.
IMPLICATIONS
Policy
N/A
Financial/Budgetary
N/A
Environmental
N/A
Strategic Plan
N/A
Work Program Implications
N/A
OPTIONS
Municipal council can provide direction and/or request further information.
ATTACHMENTS
N/A
COMMUNICATIONS (INTE RNAL/EXTERNAL)
N/A
REQUEST FOR DECISION
Prepared By:Tara Maguire,Director of
Community Development
Date 2/19/18
Reviewed By:Date
Authorized By:Tammy Wilson, MURP, MCIP Date 2/21/2018
CURRENT SITUATION
At their January 11, 2018 Council directed staff to initiate an application for an amendment to
the Municipal planning documents along with a concurrent Development Agreement for the
Shatford’s By the Sea development proposed by Viking Homes.
As Council is aware, the Senior Planner has retired and we have just restructured the
department. We have filled one planning position internally and it will take some time to hire a
second planner and recruit for the vacancy created when Garth Sturtevant accepted th e
planner position. We are also in the process of preparing for an extensive public engagement
process for the plan review. As a result, staff does not have capacity to undertake the proposed
amendment in a timely fashion.
RECOMMENDATION
It is recommended that Council approve an unbudgeted expenditure not exceeding $8,658
including HST. Further Council authorize staff to prepare and execute a contract with Brighter
Community Planning and Consulting to provide planning support for processing the application
by Viking Homes.
BACKGROUND
This project can be awarded by low value procurement. Staff has contacted four different
consultants who provide contracted planning services. We received three quotes. The following
is a summary of the proposed quotations:
Application
Processing
Misc. Costs HST Total
Estimate
Shelley Dickey Land Use
Planning
60 hours @
125/hour =
$7,500 (plus
Travel:$1,230 $9,948
REPORT TO:Municipal Council
SUBMITTED BY:Community Development
DATE:February 19,2018
SUBJECT:Planning Support
ORIGIN:
2 Request For Decision /Direction
mapping
support)
7 trips -14 hours
travel@ $50.00 per
hour = $700
Mileage for travel to
Chester from
Dartmouth at 74
kilometres per trip.
14 trips X 74 km X
.50/k= $518
Brighter Community
Planning&Consulting
(Chrystal Fuller)
76 hours @
$90/hour =
$6,840 (plus
mapping
support)
Travel:
6 trips @ municipal rate
= approx. $792
$1,026 $8,658
AtlanPlan
(Maurice Lloyd)
$5,000 (plus
staff support)
Misc. expenses approx.
$750
$863 $6,212
DISCUSSION
While the lowest quote comes from AtlanPlan, it is uncertain the level of staff support that may
be required. In addition, Mr. Llloyd has not indicated an hourly rate, nor an estimated number
of hours.This causes concern for Community Development Staff. It is therefore recommended
that the project be awarded to the second lowest consultant.
IMPLICATIONS
Please provide general overview of implications in this cell.
Policy
Under the procurement policy, this is a low value procurement that requires three quotes.
Since it is unbudgeted, it requires approval from Council. Council is not bound to accept the
lowest quote.
Financial/Budgetary
Unbudgeted expense –There is $2000 remaining for consultants in the Planning budget in
2017/18. A portion of the work would occur this budget year and the remaining portion would
be included as a budgeted expense (addition) to the 2018/19 operating budget.
Environmental
N/A
Strategic Plan
N/A
3 Request For Decision /Direction
Work Program Implications
This cannot be accomplished, in a timely fashion, under the current work program using
existing staff.Therefore,contracted planning support is necessary.
OPTIONS
1.Approve an unbudgeted budgeted expenditure not exceed $8,658 including HST.
Further Council authorize staff to prepare and execute a contract with Brighter
Community Planning and Consulting to provide planning support for processing the
application by Viking Homes.
2.Award to a different consultant.
3.Postpone the plan review consultation process and complete this amendment and DA
using in house resources.
ATTACHMENTS
List attachments here.
COMMUNICATIONS (INTE RNAL/EXTERNAL)
Municipality of Chester
Statement of Operations 2016-17 2016-17 2017-18 2017-18 2017-18 2017-18
Operating Fund (by program)(audited) (budget) (YTD) (forecast) (budget) (variance)% Notes
Description 9
Revenue
Taxes 13,149,196 13,046,659 13,378,006 13,663,695 13,572,381 91,314 1%R1
Fed and prov grants 680,349 1,815,957 309,699 652,386 649,708 2,678 0%
Revenue by Program (Sales of services, own source revenue, transfers, interest, grants
Council 20,637 0 0 0 0 0
Finance 231,668 173,750 176,973 235,964 173,825 62,139 36%R2
Public works 9,477 44,877 9,477 9,477 44,877 (35,400)-79%R3
General government 261,782 218,627 186,450 245,441 218,702 26,739 12%
Animal Control 35,564 37,350 26,983 36,352 35,125 1,227 3%
REMO 7,270 6,976 6,034 6,456 6,976 (520)-7%
Fire Protection 1,732,551 1,773,026 1,871,857 1,869,820 1,784,863 84,957 5%R4
Building inspection 37,249 26,914 28,218 41,413 29,914 11,499 38%R5
Fire inspection 9,854 9,748 4,986 9,918 9,748 (170)-2%
Protective services 1,822,488 1,854,014 1,938,077 1,963,958 1,866,626 96,992 5%
Roads 139,360 139,612 149,934 149,946 153,275 (3,329)-2%
Streetlights 106,892 107,255 107,216 109,253 109,611 (358)0%
Transportation services 246,252 246,867 257,150 259,199 262,886 (3,687)-1%
Sewers 881,414 862,323 960,381 962,545 942,500 20,045 2%
Waste collection 1,643,292 1,641,599 1,644,201 1,728,127 1,758,482 (30,355)-2%
Landfill 3,809,730 3,187,316 2,568,534 3,424,712 3,464,298 (39,586)-1%
Recycling 91 500 107 143 500 (357)-71%
Environmental health services 6,334,527 5,691,738 5,173,222 6,115,525 6,165,780 (50,254)-1%
Planning 71,704 68,808 61,881 91,181 67,229 23,952 36%R6
EcoPark 5,054 5,000 17,878 23,837 5,000 18,837 377%R7
Wind turbine 729,854 719,650 554,159 759,159 719,650 39,509 5%R8
Environmental development services 806,612 793,458 633,918 874,177 791,879 82,298 10%
Recreation 226,293 110,150 129,063 126,436 147,350 (20,914)-14%R9
Recreation and cultural services 226,293 110,150 129,063 126,436 147,350 (20,914)-14%
Extraordinary revenue (6,880)0 0 0 0 0
Transfers from reserves and prior surplus*929,401 2,347,330 0 117,970 410,858 (292,888)-71%R10
Transfer from prior years' surplus *
Total revenues 24,450,021 26,124,800 22,005,584 24,018,786 24,086,170 (67,723)0%
Expenditures (exluding depreciation)
Council 540,373 583,812 319,021 454,414 596,119 141,705 24%E1
CAO 497,940 1,095,977 381,949 552,000 588,698 36,698 6%E2
Finance 1,192,784 1,219,013 1,017,500 1,213,156 1,225,002 11,847 1%
Information services 598,847 618,162 309,190 498,875 487,394 (11,481)-2%
Municipal properties 432,020 590,152 218,151 312,746 385,100 72,354 19%E3
Public works 237,215 424,825 175,323 245,206 256,880 11,674 5%
General government 3,499,178 4,531,941 2,421,134 3,276,397 3,539,193 262,796 7%
Policing & corrections 1,985,770 1,993,421 1,530,827 2,041,821 2,061,320 19,499 1%
Bylaw 18,185 35,751 9,795 17,128 35,156 18,142 52%E4
Animal Control 67,440 76,700 47,230 64,273 76,800 12,527 16%E5
REMO 45,010 41,114 24,709 37,232 39,614 2,382 6%
Fire Protection 1,729,430 1,878,508 1,419,858 1,929,618 1,851,464 (77,548)-4%E6
Building inspection 180,111 230,968 148,419 203,174 249,497 46,323 19%E7
Fire inspection 69,885 78,945 39,413 62,215 81,658 19,443 24%E8
Protective services 4,095,831 4,335,407 3,220,250 4,355,461 4,395,509 40,769 1%
Roads 847,854 896,505 286,697 509,936 631,944 122,008 19%E9
Streetlights 108,995 107,255 79,145 109,253 109,611 358 0%
Transportation services 956,848 1,003,760 365,843 619,189 741,555 122,366 17%
Sewers 661,771 1,939,001 488,596 656,350 685,399 28,929 4%E10
Waste collection 1,303,593 1,355,558 1,012,164 1,388,842 1,374,321 (14,521)-1%
Landfill 2,562,566 3,303,439 2,043,390 3,325,314 3,322,833 (2,481)0%
Recycling 50,991 64,572 39,991 53,259 63,313 10,054 16%E11
Environmental health services 4,578,920 6,662,570 3,584,142 5,423,764 5,445,865 21,981 0%
Public health 29,395 52,000 50,928 106,614 108,711 2,097 2%
Public health services 29,395 52,000 50,928 106,614 108,711 2,097 2%
Economic development 199,737 580,769 146,307 213,989 271,988 57,987 21%E12
Planning 590,514 745,148 381,356 575,137 627,694 52,557 8%
EcoPark 14,987 31,082 10,952 17,376 21,488 4,112 19%E13
Wind turbine 402,394 417,646 388,127 404,413 403,462 (951)0%
Environmental development services 1,207,632 1,774,645 926,742 1,210,916 1,324,633 113,705 9%
Recreation 895,936 1,034,928 581,681 824,641 893,300 68,658 8%E14
Recreation and cultural services 895,936 1,034,928 581,681 824,641 893,300 68,658 8%
School board mandatory contribution 4,670,065 4,671,586 3,535,705 4,714,273 4,716,495 2,222 0%
Extraordinary expense 0 0 0 0 0 0
Transfers to reserves 3,741,555 2,055,532 8,079 2,996,379 2,867,058 (129,321)-5%E15
Total expenditures 23,675,361 26,122,369 14,694,504 23,527,632 24,032,319 505,275 2%
Surplus (deficit)774,660 2,431 7,311,080 491,154 53,851 437,552 813%
Accumulated surplus, beginning of the year 1,933,298 2,707,801 2,721,714
Accumulated surplus, end of the year 2,707,958 10,018,882 3,212,868
Variance
2018-02-19 10:08 AM
Municipality of Chester
Statement of Operations 2016-17 2016-17 2017-18 2017-18 2017-18 2017-18
Operating Fund (by program)(audited) (budget) (YTD) (forecast) (budget) (variance)% Notes
Description 9
Variance
Variance Notes
R1 Taxes - $93,000 over budget due to $130,000 positive variance for deed transfer tax
R2 Public works - Budgeted revenue of $35,400 re: Mill cove is a budget error as this is a loan repayment and not revenue
R3 Finance - overbudget for interest income and interest on overdue taxes
R4 Fire Protection - VoC collection higher than budgeted. Offset by expense, transfer to VoC (E6)
R5 Building Inspection - building permit revenue overbudget
R6 Planning - public open space reveue over budget $30,000. Increases transfers to reserves (see E15)
R7 EcoPark - lease income re: Sustane was not included in the budget
R8 Wind turbine - wind turbine revenue higher than budgted . Increases transfers to reserves (see E15)
R9 Recreation - funding for the after schoool program less than budgeted
R10 Transfer from reserves - school demolition down $93,000 and PACE by-law down $200,000
E1 Council - $200,000 Council grant special projects for PACE bylaw did not occur and if it did it would be a loan vs. an expense. Related funding from reserves
Also down (see R9). Grants to organizations included $50,000 budgeted in recreation (see E14)
E2 CAO - $28,000 under budget in sslaries as new position hired later than budgeted and $7,000 underbudget is ISO certification
E3 Municipal properties - $93,000 underbudget re: school demolition. Relalated funding from reserves also down (R10)
E4 Bylaw - underbudget due to temporary position vacancy
E5 Animal Control - animal control contract underbudget $6,500
E6 Fire protection - VoC transfer higher than budgeted. Offset by higher than budgted collections (R4)
E7 Building inspection - underbudget due to temporary position vacancy
E8 Fire inspection - underbudget due to temporary position vacancy
E9 Roads - underbudget $53,000 in Provincial roads contract, $47,000 (caaried extra budget for VoC service that didn't happen) in municipal roads expenditures,
$10,000 in sidewalk maintenance.
E10 Sewers - underbudget $15,000 in salaries as less time spent than budgeted and $10,000 underbudget in capital out of revenue
E11 Recycling - public bins/blue bins budget of $5,500 not expended
E12 Economic development - salaries underbudget as position not filled as soon as budgeted
E13 Planning - temporary position vacancies and planning review expense under budget
E14 Recreation - Trail maintenance underbudget $28,000 - Some anticipated work did not get completed. No significant washout repairs required.
Budgeted grants of $50,000 posted to Council (see E1)
E15 Transfers to reserves - overbudget $136,000 - due to the following:
01-90-000-293100 Transfer to Operating ReserveUnspent portion of the election exp budget in Council (15,353)
01-90-000-293120 Transfer to Gas Tax Reserve Revenue higher than budgeted therefore transfer to reserve higher (3,167)
01-90-000-293560 Transfer to Parkland ReserveOpen space revenue in Planning higher than budgeted (17,945)
01-90-000-293570 Transfer to Sewer Reserve Net surplus of sewer operations higher than budgeted (48,600)
01-90-000-293580 Transfer to Wind Energy ReserveNet surplus of wind turbine operations higher than budgeted (36,481)
01-90-000-295000 Transfer to Deferred RevenueTransfer budget is a budget error.33,571
01-90-000-293525 Transfer to Landfill Tip Fee ReserveRevenue higher than budgeted therefore transfer to reserve higher (41,345)
(129,321)
2018-02-19 10:08 AM
Capital Forecast
Municipality of Chester
Capital Forecast
Dec 31/17
Actual
Forecast
to
March/18 Budget Variance
Capital Revenue
Transfer from General Operating 261,921 450,005 468,700 (18,695)
Borrowing 2,618,234 3,584,062 4,254,200 (670,138)
Grants - Other 1,039,486 2,275,868 2,294,200 (18,332)
Sewer reserve 25,473 392,494 433,000 (40,506)
Parkland reserve 53,529 53,294 92,500 (39,206)
Recreation reserve - - 12,500 (12,500)
Wind Revenue reserve - 217,000 550,000 (333,000)
Gas tax reserve 57,089 423,405 379,000 44,405
Operating reserve 280,158 435,444 543,000 (107,556)
4,335,891 7,831,572 9,027,100 (1,195,528)
Capital Expenditures
Wind Project - 17,000 100,000 83,000
GPS Units - 20,000 20,000 0
- 37,000 120,000 83,000
Chester Basin Wharf 10,489 10,489 (10,489)
Municipal Bldg Improvements & Repairs - Annex 48,981 115,000 125,000 10,000
Fire Protection System Mill Cove 154,706 155,000 165,000 10,000
Fire Protection System Distribution & Repairs -MC - - 35,000 35,000
Fire Protect Sys Design -Decommissioning Review-MC - - 20,000 20,000
Collection Sys - Cleaning & Videoing - Blue Area 23,516 16,000 20,400 4,400
Manhole Repairs & Infiltration Reduction 1,289 10,000 40,800 30,800
Pump Replacements - Allowance 6,878 15,000 15,300 300
System Assessment - Chester - 4,200 15,000 10,800
Pump Station Refurbished - Chester PS 4 15,049 15,300 15,300 0
VOC Water System - Design 39,520 77,500 500,000 422,500
Property Improvements - WWTPs 413 500 10,200 9,700
System Assessments - Western Shore - 4,200 15,000 10,800
WWTP Upgrades -UV & Bldg Upgrades 220,510 1,761,000 1,761,200 200
System Assessment - Chester Basin - 4,200 7,500 3,300
WWTP Bldg Replacement & Repairs 10,011 10,000 12,500 2,500
System Assessment - Otter Pt - 4,200 7,500 3,300
Wasterwater Plant Improvements - New Plant 806,574 1,441,000 1,441,800 800
System Assessment - Mill Cove - 4,200 10,000 5,800
Public Works 1,337,935 3,647,789 4,217,500 569,711
Snowplowed Skid Steer - 9,800 9,800 0
Office Roof Shingle - Metal 6,398 6,500 12,000 5,500
Main Leachate Pump 23,961 23,961 20,000 (3,961)
Convert to roll off truck*3 containers - 60,000 60,000 0
Second Tower Site 26,262 30,000 200,000 170,000
Road Upgrade - 50,000 50,000 0
Cell 4A Design & Construction 2,591,972 3,130,000 3,130,000 0
Truck Replacement - 1 tonne w/dump box - 52,000 65,000 13,000
Loader Replacement 201,793 201,793 190,000 (11,793)
Chlorine Contact Chamber - 25,000 25,000 0
Solid Waste 2,850,386 3,589,054 3,761,800 172,746
ED-Industrial Park Development/Acquisition 1,564 200,000 450,000 250,000
Permit Tracking Software - 60,000 60,000 0
Flood Plain Modelling (13,404) 100,000 100,000 0
Backbone - Broadband Design 11,245 20,000 50,000 30,000
Community Development (595) 380,000 660,000 280,000
Grants - Other (16,700) (16,700) 16,700
Trails-Surface Upgrades (AT 6.20)29,551 29,551 15,000 (14,551)
Trails - Bridge Evaluation - - 25,000 25,000
Trails - Swing Gates Project 6,878 6,878 7,800 922
Land Acquisition -Parkland 130,000 110,000 170,000 60,000
East River Trail - 25,000 25,000 0
Spectacle Lake Cottage Demolition - 15,000 15,000 0
Gold River Park Land/Playground - 8,000 10,000 2,000
Recreation 149,729 177,729 267,800 90,071
Total expenditures 4,337,455 7,831,572 9,027,100 1,195,528
Revenue less expenditure (1,564.29) - - 0
Capital Forecast
Municipality of the District of Chester
Commentary on Variances
Statement of Operations and Statement of Capital Projects
For the Nine Months Ended December 31, 2017
Forecast for the Year Ended March 31, 2018
The financial report on the draft operating results shows a surplus forecast for the year ended March 31, 2018 of 491,154$
versus a budgeted surplus of 53,851$ .The report explains most of the line items variances, but a few highlights are as follows:
129,996$ Deed transfer tax
(38,222) Taxes - residential
6,682 Fines revenue - Dept of Justice
10,391 Interest income
47,596 Interest ion unpaid taxes
23,411 CAO staff salaries
(35,400) Public works - area rate revenue re: Mill Cove - not revenue, but a loan repayment
11,499 Building permits revenue
18,837 EcoPark rent
19,498 RCMP expenses
26,428 Building ispection salaries
8,221 Fire inspection salaries
53,418 Roads maintenance provincial contract
47,337 Road maintenance municipal roads
32,128 Economic development salaries
22,533 Planning salaries
24,531 Planning review expense
33,571 Transfer to reserves (deferred revenue), budget error
442,455
437,552 Total variance forecast
4,904$ Other differences
Capital projects forecast shows that expenditures on capital project will be 7,831,572$ versus a budget of $9,027,100.
The major project variances are:
422,500$ VoC water system design
250,000 Industrial park development/acquisition
170,000 Second tower site at landfill
83,000 Wind project
60,000 Parkland
35,000 Fire Protection System Distribution & Repairs -MC
30,800 Manhole Repairs & Infiltration Reduction
30,000 Backbone - Broadband Design
1,081,300
1,195,528 Total variance forecast
(114,228)$ Other differences
Assumptions Made
1. Revenues and expenses in first nine months will continue at same rate in final three months.
2. Adjustments made to #1 for any known one time revenues/expenditures in first nine months.
3. Adjustments made to #1 for any known future changes in rate of accumulation of revenues or expenditures in the final three months.
Malcolm Pitman, CPA, CA
Director of Finance
February 19, 2018
Council should be cautioned that a forecast is an estimate of the most likely results and as a result is subject to change as actual results occur. The assumption
used in the preparation of the forecast are noted below. Adjustments made to the forecast were determined through consultation with each program Director
via a review of line by line revenues and expenditures.
R EPORT FOR INFORMATIO N
Prepared by:Cliff Gall, Director of
Information Services
Date January 25, 2018
Reviewed by:Date
Authorized by:Tammy Wilson, CAO Date
CURRENT SITUATION
Our Laserfiche Enterprise Records Management System provides staff, Council and the public
with access to electronic records at the Municipality of Chester. As part of regular ongoing
budgeted operations, we are required as a customer of Laserfiche to annually purchase the
Laserfiche Software Assurance Plan (LSAP) from a Value-Added Reseller (VAR.) LSAP gives the
customer the following:
New product releases and regular updates
100% credit toward product upgrades
Access to the Laserfiche Support Site and Laserfiche Answers
The 2017/18 Operating Budget includes $25,000 for LSAP renewal. As per Subsection 4.1 of
the Municipality’s Procurement Policy (P-04), an information report is required to be
provided to Council advising of all Low Value Procurement over $10,000. This report is to
advise that MODC has procured the 2017/18 LSAP from ThinkDox for $22,815 plus HST.
BACKGROUND / DISCUSSION
Laserfiche meets ISO records management requirements and directly supports our Quality
Management System.As of January 25, 2018,we have roughly 1.93 million pages in our
document repository.With Laserfiche we are continually improving our business processes
and the quality of records used within the system.
Our ongoing commitment to records management as reflected in the Records Management
Policy requires that we procure a Laserfiche Value Added Reseller with records and
information management consulting expertise.We also require support from a vendor that is
available 8am to 8pm EST. ThinkDox is the only Laserfiche VAR that provides this extended
service offering to our region.
REPORT TO:Warden Webber and Members of
Council
SUBMITTED BY:Cliff Gall, Director of Information
Services
DATE:January 25, 2018
SUBJECT:Laserfiche Software Assurance Plan
ORIGIN:2017/18 Operating Budget
2
IMPLICATIONS
Policy
P-04 Procurement Policy, Alternative Procurement
P-78 Records Management Policy
Financial/Budgetary
$22,815 plus HST from 2017/18 Operating Budget (Sole Sourced)
Environmental
Strategic Plan (Goal)
3.) Continually improve public satisfaction with municipal services
4.) Ensure sufficient infrastructure is available to best serve our residents and
businesses
Work Program Implications
Accommodated within existing work plan
OPTIONS
ATTACHMENTS
COMMUNICATIONS (INTE RNAL/EXTERNAL)