HomeMy WebLinkAboutFIN 10-25Report to Council
Report Number: FIN 10-25
Date: May 26, 2025
From: Stan Karwowski
Director, Finance & Treasurer
Subject: 2025 Asset Management Plan
- File: F-1200-001
Recommendation:
1. That the 2025 Asset Management Plan, set out in Attachment 1 to this report, be
received;
2. That Council endorse the use of the 2025 Asset Management Plan for financial planning
purposes as it relates to the development of the Ten Year financial plan; and
3. That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The City is required to have an updated Asset Management Plan
(AMP) as per Ontario Regulation 588/17. Asset management is defined as the coordinated
activity of an organization to realize value from assets. It considers all asset types, and
includes all activities involved in the asset’s life cycle from planning and acquisition/creation; to
operational and maintenance activities, rehabilitation, and renewal; to replacement or disposal
and any remaining liabilities. Asset management is comprehensive and normally involves
balancing costs, risks, opportunities and performance benefits to achieve the total lowest
lifecycle cost for each asset.
After months of preparation, staff have updated the City’s 2025 Asset Management Plan. With
Council endorsing the 2025 AMP, the City has met the obligations for July 1, 2025, under this
Regulation and the document will be posted on the City’s website.
Relationship to the Pickering Strategic Plan: The recommendations in this report respond
to the Pickering Strategic Plan Corporate Key:Good Governance/Customer Service
Excellence.
Financial Implications: The attached 2025 AMP provides a comprehensive summary of the
City’s key assets, their current condition and investments required to maintain these assets in
working condition. The AMP identifies the need for the City to increase its annual funding for
the AMP categories by an additional levy increase of 2.8% per year.
Discussion: Asset management builds on the Public Sector Account Board standard PS
3150, which required municipal government to account and report on their Tangible Capital
FIN 10-25 May 26, 2025
Subject: 2025 Asset Management Plan Page 2
Assets (TCA), effective with fiscal years starting January 1, 2009. The City, through its annual
financial statements, reports on its TCA through Note 11.
Following the development of FIN 050 Accounting for Tangible Assets Policy, the City
developed FIN 080 Strategic Asset Management Policy, the first requirement of the Ontario
Regulation 588/17. The next requirement of the Regulation was our 2020 AMP which met the
requirements for July 1, 2022, and July 1, 2024. The attached 2025 AMP is the next
requirement of the regulation in the progression of asset management. With Council endorsing
the 2025 AMP, the City has met the obligations for July 1, 2025, under this Regulation and the
document will be posted on the City’s website.
The City of Pickering's 2025 AMP satisfies Ontario Regulation 588/17 requirements by
addressing proposed levels of service, assessing asset conditions, analyzing lifecycle
strategies, and developing a long-term financial plan. It enables Pickering to make informed
decisions, optimize infrastructure investments, and ensure service reliability in the face of
growth and climate change.
AMP Key Points
Pickering owns and manages a diverse asset portfolio valued at $2.1 billion, as shown in the
chart below.
Chart One
Replacement Cost by Major Category
(Millions)
$0.0 $200.0 $400.0 $600.0 $800.0 $1,000.0 $1,200.0
Road Corridor
Stormwater System
Buildings & Facilities
Parks
Bridges & Culverts
Other Infrastructure
Cost
FIN 10-25 May 26, 2025
Subject: 2025 Asset Management Plan Page 3
The above chart shows the replacement cost of each major asset category. As expected, and
based on the City’s geographical area, the road corridor would be the largest asset class.
Chart two summarizes asset condition at the portfolio level. Chart two data is based on
assessed conditions and aged based analysis. Approximately 60% of the City’s assets,
excluding facilities and parks are in a “fair to very good” condition and the infrastructure
backlog is estimated to be $85.9 million, reflecting overdue capital reinvestment needs.
Chart Two
Asset Portfolio Condition
Assets that are in the “poor or very poor” condition, may require replacement or major
rehabilitation in the near future. The above graph excludes Buildings & Facilities and Park
assets, which are assessed using the Facilities Condition Index (FCI) and Parks Condition
Index. The current City Facilities Condition Index is 25.68%. (A lower score is better.) This FCI
indicates that, on average, 25.68% of the total replacement cost of facility assets is required to
address current renewal and rehabilitation needs. This condition level is presented in the
attached report as “Needs Improvement.”
The Parks Condition Index is 12.08%. This reflects the ratio of identified parks repairs and
renewal costs (over five years) to the total replacement cost of park assets. A score of 12.08%
falls within the “Excellent” range suggesting that the majority of the parks portfolio is in good
condition.
The AMP document outlines an average annual capital need of $61.7M across asset classes:
Asset Category Annual Need Available Funding Annual Gap
Road Corridor $33.3M $10.4M $22.9M
Stormwater System $6.6M $0.9M $5.7M
Very Poor,
$442,961,404
(27%)
Poor,
$217,021,815
(13%)
Fair,
$155,728,618
(10%)
Good,
$244,531,648
(15%)
Very Good,
$561,698,672
(35%)
Overall Portfolio Condition
FIN 10-25 May 26, 2025
Subject: 2025 Asset Management Plan Page 4
Asset Category Annual Need Available Funding Annual Gap
Other Assets $21.8M $17.5M $4.3M
Total $61.7M $28.85M $32.8M
There is currently an annual funding shortfall of $32.8 million.
Addressing the $32.8 million annual infrastructure funding shortfall is an issue that needs to be
addressed as part of the AMP. The AMP presents multiple tax levy phase-in strategies,
recognizing the need to balance fiscal sustainability with affordability for residents. A structured
and predictable funding approach is essential to avoid further erosion of critical infrastructure.
The “For consideration scenario” is a 10-year phased tax levy increase of 2.8% annually that
offers to some degree a strategic middle ground. It allows the City to address the funding gap
within a reasonable period. In contrast, the 5-year option, while more aggressive, would be
difficult to implement in these challenging economic times. The 15-year option, though more
gradual, may expose the City to higher risks and escalating long-term costs due to deferred
maintenance and rising asset failure rates.
The scenarios outlined in the AMP document, were developed through rigorous modeling and
reflect the funding required to maintain current levels of service, support sustainable growth,
and respond to climate pressures. Importantly, these figures are exclusive of inflation, which
will further increase future needs if not proactively addressed.
Scenario Period Annual Increase
5-Year 2025–2029 5.7%
10-Year (For
Consideration)
2025–2034 2.8%
15-Year 2027–2042 1.9%
The AMP analysis, indicates that the current annual property tax funded capital investment
falls short of the required sustainable levels, creating risks to infrastructure condition and
service reliability over time. Implementing annual property tax levy increases over ten or
fifteen years results in closing the infrastructure deficit while addressing to some degree, the
affordability issue.
Attachments:
1.2025 Asset Management Plan
2.Infrastructure for Jobs and Prosperity Act, 2015, Ontario Regulation 588/17
FIN 10-25 May 26, 2025
Subject: 2025 Asset Management Plan Page 5
Prepared By: Approved/Endorsed By:
Julie S. Robertson, CPA Stan Karwowski
Senior Financial Analyst – Asset Director, Finance & Treasurer
Management Coordinator
SK:jsr
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By:Original Signed By:
Original Signed By:
Asset
Management
Plan 2025
City of Pickering
Asset Inventory Data is current as of January 31st, 2025
Annual Capital Funding includes the 2024 Capital Budget
Attachment 1 to Report FIN 10-25
City of Pickering
Asset Management Plan 2025
i
This Asset Management Plan was prepared by:
Empowering your organization through advanced asset
management, budgeting & GIS solutions
City of Pickering
Asset Management Plan 2025
ii
Key Statistics
$2.1b 2025 Replacement Cost of Asset
Portfolio
$61k Replacement Cost of Infrastructure Per
Household
60%Percentage of Assets in Fair or Better
Condition
71%Percentage of Assets with Assessed
Condition Data
$32.8m Annual Capital Infrastructure Deficit
10
Years
Recommended Timeframe for
Eliminating Annual Infrastructure Deficit
3.03%Target Reinvestment Rate
1.56%Actual Reinvestment Rate
City of Pickering
Asset Management Plan 2025
iii
Table of Contents
1. Executive Summary ............................................................................ 1
2. Introduction & Context ........................................................................ 4
3. Portfolio Overview – State of the Infrastructure ..................................... 30
Core Assets .......................................................................................... 41
4. Road Corridor .................................................................................. 42
5. Bridges and Culverts ......................................................................... 69
6. Stormwater System .......................................................................... 85
Non-Core Assets ................................................................................. 106
7. Buildings & Facilities ........................................................................ 107
8. Parks ............................................................................................. 134
9. Other Infrastructure ......................................................................... 153
Strategies ........................................................................................... 179
10. Growth .......................................................................................... 180
11. Financial Strategy ............................................................................ 194
12. Recommendations & Key Considerations ............................................. 206
Appendices ......................................................................................... 208
Appendix A – 10-Year Capital Requirements ............................................... 209
Appendix B – Level of Service Maps & Photos ............................................. 212
Appendix C – Risk Rating Criteria ............................................................. 225
Appendix D – Additional Asset Portfolio Breakdown by Sub-segments ............. 227
Appendix E – Facility Condition Indices ...................................................... 235
City of Pickering
Asset Management Plan 2025
1
1. Executive Summary
Municipal infrastructure delivers critical services that are foundational to the
economic, social, and environmental health and growth of a community. The goal of
asset management is to enable infrastructure to deliver an adequate level of service
in the most cost-effective manner. This involves the ongoing review and update of
infrastructure information and data alongside the development and implementation
of asset management strategies and long-term financial planning.
1.1 Scope
This Asset Management Plan (AMP) identifies the current practices and strategies
that are in place to manage public infrastructure and makes recommendations
where they can be further refined. Through the implementation of sound asset
management strategies, the City can ensure that public infrastructure is managed
to support the sustainable delivery of municipal services.
This AMP includes the following asset categories:
Figure 1 Core and Non-Core Asset Categories
•Road Corridor
•Bridges & Structural Culverts
•Stormwater System
Core Assets
•Buildings & Facilities
•Parks
•Other Infrastructure
Non-Core Assets
City of Pickering
Asset Management Plan 2025
2
1.2 O. Reg. 588/17 Compliance
With the development of this AMP the Municipality has achieved compliance with
July 1, 2025, requirements under O. Reg. 588/17. This includes requirements for
proposed levels of service and inventory reporting for all asset categories. More
details on compliance can be found in section 2.5.1 O. Reg. 588/17 Compliance
Review.
1.3 Findings
The overall replacement cost of the asset categories included in this AMP totals $2.1
billion. 60% of the assets analyzed in this AMP, based on replacement cost, are in
fair or better condition. Additionally, condition data was available for 71% of the
assets assessed. For the remaining 29% of assets, assessed condition data was
unavailable, and asset age was used to approximate condition – a data gap that
persists in most municipalities. Condition data is ideal for asset assessment, but
when unavailable, asset age is used. Although asset age is less precise, it still
provides valuable data.
The development of a long-term, sustainable financial plan requires an analysis of
whole lifecycle costs. This AMP uses a combination of proactive lifecycle strategies
(paved roads, bridges and culverts, and stormwater ponds) and replacement
strategies (all other assets) to determine the lowest cost option to maintain the
current level of service.
To meet capital replacement and rehabilitation needs for existing infrastructure,
prevent infrastructure backlogs, and achieve long-term sustainability, the City’s
average annual capital requirement totals $61.7 million. Based on a historical
analysis of sustainable capital funding sources, the City is committing
approximately $31.8 million towards capital projects or reserves per year. As a
result, there is currently an annual funding gap of $32.8 million.
It is important to note that this AMP represents a snapshot in time and is based on
the best available processes, data, and information at the City of Pickering.
Strategic asset management planning is an ongoing and dynamic process that
requires continuous improvement and dedicated resources.
City of Pickering
Asset Management Plan 2025
3
1.4 Recommendations
A financial strategy was developed to address the City’s annual capital funding gap.
The following graphics illustrate the annual tax increase required to eliminate the
City’s infrastructure deficit over a 10-year period.
Closing the infrastructure gap within 10 years is essential to avoid the risks
associated with continued asset deterioration and escalating costs. Extending the
timeline beyond a decade would result in greater lifecycle costs due to deferred
maintenance, reduced levels of service, and increased risk of service disruptions or
emergency repairs. A 10-year horizon strikes a balance between fiscal responsibility
and long-term sustainability, enabling the City to proactively manage its assets,
stabilize future funding needs, and maintain safe, reliable services for the
community:
Figure 2 Proposed Tax Changes
Tax-Funded
ASSETS
Average
Annual Tax
Change
2.8%
City of Pickering
Asset Management Plan 2025
4
2. Introduction & Context
2.1 Community Profile
Figure 3: A Google Maps snapshot of the City of Pickering
Pickering, located in Southern Ontario just east of Toronto, is a thriving City in
Durham Region with a rich history and diverse community. As the gateway to the
eastern Greater Toronto Area (GTA), Pickering is strategically positioned where
Toronto, York, and Durham Regions converge. Recognized by The Globe and Mail as
one of the most livable cities in Canada for two consecutive years, Pickering
continues to grow both economically and residentially. Its award-winning
municipality offers an exceptional quality of life for those who live, work, and play
here.
City of Pickering
Asset Management Plan 2025
5
The dynamic City Centre has been designated by the Province of Ontario as both an
Urban Growth Centre and Mobility Hub, positioning it as a key area for innovation
and connectivity. Pickering is fast becoming a vibrant destination for creative
learning, memorable events, and unique experiences, all set within a connected and
engaged community.
Table 1 provides census data for the City of Pickering and the Province of Ontario,
obtained from the 2021 Statistics Canada (StatsCan).
Census Characteristic City of Pickering Ontario
Population 2021 99,186 14,223,942
Population Change 2016-2021 8.1% 5.8%
Total Private Dwellings 34,327 5,929,250
Population Density 429.2/km2 15.9/km2
Land Area 231.1 km2 892,411.76 km2
Table 1 Census data: City of Pickering & the province of Ontario
Pickering's history spans several distinct phases: it was a Township from 1811 to
1973, a Town from 1974 to 2000, and has been a City since 2000. Over the 19th
century, small communities along key trade routes like Kingston Road contributed
to Pickering’s growth, particularly in industries such as milling and agriculture. In
the 20th century, the city experienced rapid urbanization, with suburban growth
spreading southward. The establishment of the Pickering Nuclear Generating
Station in the 1970s became a major catalyst for economic development, solidifying
Pickering’s role as an industrial and energy hub. Significant milestones in the city’s
evolution include the creation of Durham Region in 1974 and its designation as a
City in 2000.
The population has continued to grow, driven by residential expansion and new
developments such as the Seaton community in the 21st century. Modern projects,
including high-rise condominiums and the Durham Live entertainment complex,
have further shaped the city's identity as both a residential and entertainment
destination. Durham Live is a key tourism hub, bringing in visitors from near and
far with its vibrant mix of entertainment, dining, and leisure activities.
Today, Pickering remains a blend of suburban and rural landscapes. While the
southern part of the City is home to residential neighbourhoods and industrial
sectors, the northern areas preserve their rural charm, with historic hamlets such
as Claremont, Greenwood, and Whitevale. Pickering hosts a variety of businesses
ranging from manufacturing to technology, contributing to its diverse and growing
economy. The Pickering Nuclear Generating Station remains a major employer and
a key player in the local economy.
The City is well-connected through its transit infrastructure, including the Pickering
GO Station and major highways such as 401 and 407, linking it to Toronto and the
surrounding region. These transportation networks are essential to their role as a
significant regional center.
City of Pickering
Asset Management Plan 2025
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As Pickering continues to grow, plans for intensified development in the downtown
core and the creation of new communities like Seaton are expected to fuel further
expansion. Notable projects include new facilities at Durham Live, the development
of residential and commercial spaces around key transit hubs, and improvements in
transit, such as the planned Bus Rapid Transit (BRT) system. With its rich history,
modern developments, and robust infrastructure, Pickering is well-positioned to
thrive in the years to come.
2.2 Climate Change
Climate change has significant impacts on both human and natural systems
globally, leading to rising temperatures, increased precipitation, droughts, and
extreme weather events. Canada’s Changing Climate Report (CCCR 2019)
highlights that from 1948 to 2016, Canada’s average temperature rose by 1.7°C,
with Northern Canada warming 2.3°C—twice the global average. If emissions are
not reduced, temperatures could rise by up to 6.3°C by 2100. Precipitation in
Canada has increased by 20% since 1948 and could rise another 24% by the late
21st century. Some regions, especially in Southern Canada, may face more
frequent summer droughts. Extreme weather-related events such as poor air
quality from wildfires, extreme precipitation, and extreme temperature shifts are
becoming more common.
These changes present significant risks to Canada's economy, society, environment,
and infrastructure. Climate-related extremes like droughts, floods, freeze-thaw
cycles, wildfires, and heatwaves threaten infrastructure, increasing damage and
wear. Municipalities are tasked with safeguarding local economies, citizens, and
physical assets from these climate challenges.
2.2.1 Pickering Climate Profile
The City of Pickering is located in proximity to Lake Ontario. The area is expected to
experience notable effects of climate change which include higher average annual
temperatures, an increase in total annual precipitation, and an increase in the
frequency and severity of extreme weather-related events.
In 2020, the Ontario Climate Consortium, in partnership with Durham Region, area
municipalities and the five local conservation authorities, published a guidance
document titled, Guide to Conducing a Climate Change Analysis at the Local Scale:
Lessons Learned from Durham Region (2020) to present downscaled climate
projections across Durham Region using an ensemble modelling approach.
According to this document the City of Pickering may experience the following
trends:
Higher Average Annual Temperature:
• Between the years 1971 and 2000 the annual average temperature was
7.0ºC
• Under a high emissions scenario, the annual average temperatures are
projected to increase to 8.5ºC by the year 2040 and about 12.2ºC by
2100.
City of Pickering
Asset Management Plan 2025
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Increase in Total Annual Precipitation:
• Under a high emissions scenario, Pickering is projected to experience a
12% increase in precipitation by the year 2040 and a 27% increase by
2100.
2.2.2 Impacts of Climate Change on Asset Management
The City of Pickering, like many municipalities across Canada, is facing the
increasing impacts of climate change on its infrastructure. Rising temperatures,
shifting precipitation patterns, and more frequent extreme weather events pose
significant risks to roads, stormwater systems, buildings, natural assets, and
municipal services. These changes threaten not only infrastructure longevity but
also the City's ability to provide consistent levels of service to residents.
2.2.2.1. Climate Risks to Pickering’s Infrastructure
Climate change is expected to intensify existing vulnerabilities across various
municipal asset classes. The risks associated with changing climate conditions
include:
Transportation & Road Infrastructure
• Increased freeze-thaw cycles may accelerate pavement deterioration, pothole
formation, and structural degradation of bridges and culverts.
• More frequent and intense rainfall events can cause localized flooding,
erosion, and washouts, particularly in areas with insufficient stormwater
drainage capacity.
• Increased temperature fluctuations can cause road surfaces to break down
faster, increasing the frequency of resurfacing and maintenance
requirements.
Stormwater Management Systems
• Extreme precipitation could overwhelm drainage networks, leading to
increased flood risks, basement flooding, and erosion of public and private
properties.
• A higher frequency of high-intensity storms places additional stress on
culverts, outfalls, and stormwater management systems, necessitating
upgrades in capacity.
• Warmer temperatures can lead to higher evaporation rates, reducing water
availability in natural stormwater management areas.
Municipal Buildings & Facilities
• Increased cooling demands due to higher summer temperatures may strain
HVAC systems, increasing energy costs and the risk of equipment failure.
• Extreme weather events such as storms, heavy snowfall, and ice
accumulation could damage municipal structures, increasing repair and
maintenance costs.
• Older facilities with insufficient insulation and inefficient heating/cooling
systems may require extensive retrofits to meet evolving climate conditions.
City of Pickering
Asset Management Plan 2025
8
Parks, Natural Assets, and Green Spaces
• Urban heat islands may become more pronounced, requiring expanded tree
canopy coverage and green infrastructure to mitigate rising temperatures.
• Changes in precipitation patterns can lead to soil degradation, reduced water
retention, and increased maintenance needs for recreational spaces.
• Biodiversity loss and ecosystem imbalances may affect tree health,
pollination, and overall landscape resilience.
Fleet, Equipment, and Municipal Operations
• Rising fuel costs and new regulations on emissions reduction necessitate a
greater shift toward electric and hybrid municipal vehicles, along with the use
of alternate fuels such as renewable diesel, which can further reduce the
carbon footprint and provide a transitional solution for fleets that may not yet
be ready to fully electrify.
• More frequent extreme weather events could disrupt municipal operations,
requiring additional emergency response resources.
• Increased mechanical wear due to extreme temperatures and humidity could
shorten equipment lifespan and increase maintenance costs.
2.2.2.2. Approach: Integrating Climate Adaptation into Asset
Management
To proactively address these climate risks, Pickering is integrating climate resilience
considerations into its asset management framework and decision-making, ensuring
infrastructure investments align with both sustainability goals and regulatory
requirements, including Ontario Regulation 588/17. This approach supports long-
term financial sustainability, risk reduction, and enhanced service reliability. This
integration will be structured around the following activities:
Climate Risk Assessment & Data Integration
• Utilize historical weather data and future climate projections to assess
vulnerabilities in asset classes.
• Conduct climate impact assessments in coordination with provincial and
federal agencies. This includes agencies such as:
o Impact Assessment Agency of Canada – Responsible for federal
environmental impact assessments.
o Environment & Climate Change Canada – Provides climate-related
policies, programs, and data.
o Ontario Provincial Climate Change Impact Assessment – Supports
regional climate risk analysis and adaptation planning.
o The Climate Risk Institute (formerly OCCIA) – Specializes in climate
risk and adaptation research.
• Align with risk-based asset management principles to prioritize high-risk
infrastructure.
City of Pickering
Asset Management Plan 2025
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Lifecycle Costing and Climate-Resilient Design
• Evaluate the long-term cost implications of climate-related deterioration.
• Promote the use of climate-adaptive materials (e.g., permeable pavements,
high-albedo surfaces such as cool roofs, flood-resistant building materials).
• Enhance the resilience of assets through modifications, upgrades, and
alternative design standards. Alternative design standards are emerging to
address climate resilience in infrastructure. While some standards have been
well-documented and integrated into national and provincial guidelines,
others are still undergoing research and validation. Below are key areas
where alternative design standards are being explored:
o High-Albedo Surfaces & Reflective Materials
▪ Proven: The use of cool roofs, reflective pavements, and light-
colored building materials has been widely studied, with
research indicating their effectiveness in reducing the urban
heat island effect. Studies by the National Research Council
Canada and CMHC provide data on the cooling benefits and
energy savings of such materials.
▪ Reference: Government of Canada research on cool roofs and
reflective pavements (e.g., NRCan studies on urban climate
adaptation).
o Flood-Resistant Infrastructure & Permeable Pavements
▪ Proven: Permeable concrete, bio-retention systems, and
stormwater management solutions have been implemented in
multiple Canadian municipalities to enhance flood resilience.
▪ Reference: The Ontario Provincial Climate Change Impact
Assessment highlights best practices for integrating permeable
infrastructure into urban planning.
o Alternative Building Materials & Design Life Adjustments
▪ Proven: Research has been conducted on mass timber
construction, insulated concrete forms (ICFs), and climate-
resilient coatings to improve energy efficiency and withstand
extreme weather events.
▪ Reference: Government of Canada’s National Research Council
study on climate-based design life adjustments.
o Wind and Storm Resilience
▪ Under Research: Enhanced building codes for hurricane-rated
structures, impact-resistant windows, and aerodynamic roof
designs are being tested in response to more frequent extreme
weather patterns.
▪ Reference: The Canadian Standards Association (CSA) S478 on
climate durability of buildings.
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Asset Management Plan 2025
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Service Level Adjustments and Performance Monitoring
• Define climate-adjusted levels of service (LOS) to guide investment and
operational planning.
• Establish performance indicators that reflect climate resilience, including
flood management efficiency, road deterioration rates, and energy
performance in buildings.
• Implement a climate resilience monitoring framework to track adaptation
efforts.
Funding and Partnerships
• Seek funding opportunities through federal and provincial programs, such as
the Federation of Canadian Municipalities (FCM) Green Municipal Fund.
• Engage in regional collaboration with neighbouring municipalities to share
best practices and cost-effective adaptation strategies.
• Explore public-private partnerships to support innovative climate adaptation
projects.
2.2.2.3. Municipal Climate Resilience Initiatives: Lessons for Pickering
Many Canadian municipalities have successfully integrated climate adaptation into
their infrastructure planning, providing valuable insights for Pickering. Examples
include:
• Toronto’s Green Street Selection Project: Uses GIS mapping to prioritize
streets for climate-resilient infrastructure.
• Vancouver’s Raincity Strategy: Implements permeable pavements and
stormwater retention features to mitigate flooding risks.
• Fredericton’s Flood Risk Management: Converts municipal parking areas into
floodwater detention sites to prevent urban flooding.
• Halton Hills’ Net-Zero Building Initiative: Ensures all new municipal buildings
meet net-zero energy standards to enhance sustainability.
• Aurora's Climate Change Adaptation Plan: Assesses and prioritizes
infrastructure resilience against climate change by identifying risks and
implementing actions like improving flood resilience in stormwater systems,
ensuring sufficient cooling capacity in public buildings, and maintaining
stormwater management ponds during dry summer conditions. An example
for linear engineered assets is evaluating future projected precipitation
impacts on the stormwater system and applying lot-level runoff controls to
manage localized flooding.
• Whitby’s Climate Emergency Response Plan Phase 1: Focuses on adapting to
climate change by addressing key hazards such as flooding and heatwaves.
Actions include shifting new development away from projected floodplains,
using accurate floodplain mapping to guide zoning decisions, and improving
culverts to prevent road flooding. Additionally, building retrofits for at-risk
residents aim to enhance safety during heatwaves and reduce energy
consumption, while developing public cooling strategies to protect vulnerable
groups during extreme heat events.
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Asset Management Plan 2025
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Pickering is currently finalizing the 2025-2035 Community Climate Adaptation Plan.
In addition to that, Pickering can adapt these approaches to its own geographic,
economic, and regulatory environment, ensuring local relevance and feasibility.
2.2.2.4. Challenges and Opportunities for Pickering
Challenges
Despite the benefits of climate adaptation, several barriers must be addressed:
• Budget Constraints: Funding major climate adaptation projects requires
upfront capital investment.
• Data Gaps: Integrating climate risk data with existing asset condition
assessments can be complex.
• Limited Technical Capacity: Many adaptation strategies require specialized
expertise, which may necessitate external consultants or new training
programs.
• Regulatory Compliance: Adapting to climate change must align with O. Reg.
588/17 and evolving federal/provincial sustainability policies.
Opportunities
By embedding climate resilience into asset management, Pickering can unlock
significant long-term benefits:
• Cost Savings: Investing in climate-adaptive infrastructure reduces
maintenance costs and minimizes unexpected repairs.
• Improved Service Delivery: Resilient infrastructure enhances reliability and
reduces service disruptions.
• Economic Growth: Climate-conscious planning can attract green technology
investments and job creation.
• Community Resilience: Public engagement and education can foster stronger
community support for sustainability initiatives.
Conclusion
Integrating climate adaptation into Pickering’s Asset Management Plan will ensure
the City is well-prepared for the impacts of climate change while continuing to
provide high-quality municipal services. A structured, data-driven approach will
help balance risk, service delivery, and financial sustainability. By implementing
best practices, leveraging funding opportunities, and fostering regional
collaboration, Pickering can proactively adapt its infrastructure to future climate
conditions while ensuring long-term sustainability, economic resilience, and
community well-being.
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Asset Management Plan 2025
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2.3 Asset Management Overview
Municipalities are responsible for managing and maintaining a broad portfolio of
infrastructure assets to deliver services to the community. The goal of asset
management is to minimize the lifecycle costs of delivering infrastructure services,
manage the associated risks, while maximizing the value ratepayers receive from
the asset portfolio.
The acquisition of capital assets accounts for only 10-20% of their total cost of
ownership. The remaining 80-90% comes from operations and maintenance. This
AMP focuses its analysis on the capital costs to maintain, rehabilitate and replace
existing municipal infrastructure assets.
Figure 4 Total Cost of Asset Ownership
These costs can span decades, requiring planning and foresight to ensure financial
responsibility is spread equitably across generations. An asset management plan is
critical to this planning, and an essential element of a broader asset management
program.
2.3.1 Foundational Asset Management Documentation
The industry-standard approach and sequence to developing a practical asset
management program begins with a Strategic Plan, followed by an Asset
Management Policy and an Asset Management Strategy, concluding with an Asset
Management Plan.
This industry standard, defined by the Institute of Asset Management (IAM),
emphasizes the alignment between the corporate strategic plan and various asset
management documents. The strategic plan has a direct, and cascading impact on
asset management planning and reporting.
City of Pickering
Asset Management Plan 2025
13
Figure 5 Foundational Asset Management Documents
Corporate Strategic Plan (2024-2028)
Pickering's Corporate Strategic Plan (CSP) serves as a roadmap for the City’s
growth, development, and governance over the next four years. It is designed to
guide decision-making and resource allocation while ensuring alignment with
community priorities. The plan was developed through extensive stakeholder
engagement, including residents, businesses, and advisory committees.
The CSP is structured around six strategic priorities and a Corporate Key:
• Champion Economic Leadership & Innovation – Supporting business growth,
job creation, and infrastructure development.
• Advocate for an Inclusive, Welcoming, Safe & Healthy Community –
Enhancing safety, accessibility, and quality of life.
• Advance Innovation & Responsible Planning to Support a Connected, Well-
Serviced Community – Investing in sustainable urban planning and
infrastructure.
• Lead & Advocate for Environmental Stewardship, Innovation & Resiliency –
Addressing climate resilience and sustainability.
• Strengthen Existing & Build New Partnerships – Collaborating with
governmental, business, and community stakeholders.
• Foster an Engaged & Informed Community – Improving civic engagement
and transparent governance.
• The Corporate Key that underpins all priorities is a commitment to good
governance, fiscal responsibility, and customer service excellence.
Strategic
Plan
Asset
Management
Policy
Asset
Management
Strategy
Asset
Management
Plan
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Connection to Pickering’s 2025 Asset Management Plan
The 2025 AMP will play a critical role in advancing several objectives of the CSP by
ensuring infrastructure and municipal assets are effectively managed, renewed, and
expanded to support Pickering’s growth and sustainability goals. Below are key
linkages:
1. Infrastructure Investment & Renewal (Supports CSP Priorities 3 & 4)
• The AMP will align with the CSP’s goal of responsible planning and
sustainable growth, ensuring roads, bridges, sidewalks, and municipal
facilities meet current and future needs.
• The plan emphasizes climate resilience, ensuring infrastructure investments
considering environmental sustainability.
• Investments in cycling, pedestrian, and transportation networks (as outlined
in the Integrated Transportation Master Plan) will be reflected in AMP funding
priorities.
2. Fiscal Responsibility & Sustainable Asset Funding (Supports CSP
Governance Goals)
• The AMP will provide a long-term financial strategy to ensure Pickering
remains fiscally sustainable while meeting infrastructure demands.
• By linking asset renewal to Pickering’s strategic budget process, the AMP
ensures alignment with the CSP’s commitment to transparent decision-
making and responsible financial stewardship.
3. Environmental Resilience & Sustainability (Supports CSP Priority 4)
• The AMP will incorporate sustainability objectives, supporting Pickering’s
climate action and green infrastructure commitments.
• Strategies such as green building standards, sustainable road design, and
low-impact stormwater management will be integrated into asset
management planning.
4. Community Well-Being & Accessibility (Supports CSP Priority 2)
• The AMP will ensure that infrastructure investments support equitable access
to services, including accessible public spaces and inclusive mobility
networks.
• Investments in parks, recreation, and municipal facilities will align with CSP’s
focus on community health and safety.
5. Performance Measurement & Public Engagement (Supports CSP Priority
6)
• The AMP will incorporate progress tracking and reporting mechanisms that
align with CSP’s annual progress updates.
• The Let’s Talk Pickering platform and other engagement tools will ensure the
public remains informed and involved in infrastructure decision-making.
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Conclusion
The 2025 Asset Management Plan will operationalize the Corporate Strategic Plan’s
vision by ensuring infrastructure investments are data-driven, financially
sustainable, and aligned with Pickering’s economic, environmental, and social
priorities. By integrating asset renewal strategies with the City’s broader strategic
framework, the AMP will help Pickering grow responsibly, optimize service delivery,
and maintain fiscal sustainability.
Asset Management Policy
An asset management policy represents a statement of the principles guiding the
City’s approach to asset management activities. It aligns with the organizational
strategic plan and provides clear direction to municipal staff on their roles and
responsibilities as part of the asset management program.
The City adopted By-law No. 2018-47 “A By-law to Adopt an Asset Management
Strategy Policy” on July 23rd, 2018, in accordance with Ontario Regulation 588/17.
The objectives of the policy include:
• Fiscal Responsibility
• Delivery of Services/Programs
• Public Input/Council Direction
• Risk/Impact Mitigation
Asset Management Strategy
The City of Pickering adopted an Asset Management Action Plan in April 2023,
which serves as its Asset Management Strategy. This plan translates organizational
objectives into asset management objectives and provides a strategic overview of
the activities required to achieve them. It outlines planned initiatives and decision-
making criteria that support asset management objectives, offering greater detail
than the Asset Management Policy. While the policy establishes an overarching
framework, the Action Plan guides the City’s approach to implementing asset
management practices and may be further refined in future updates.
Asset Management Plan
The Asset Management Plan (AMP) presents the outcomes of the City’s asset
management program and identifies the resource requirements needed to achieve a
defined level of service. The AMP typically includes the following content:
• State of Infrastructure
• Asset Management Strategies
• Levels of Service
• Financial Strategies
The AMP is a living document that should be updated regularly as an additional
asset and financial data becomes available. This will allow the City to re-evaluate
the state of infrastructure and identify how the organization’s asset management
and financial strategies are progressing.
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2.3.2 Key Concepts in Asset Management
Effective asset management integrates several key components, including lifecycle
management, risk & criticality, and levels of service. These concepts are applied
throughout this asset management plan and are described below in greater detail.
Lifecycle Management Strategies
The condition or performance of most assets will deteriorate over time. This process
is affected by a range of factors including asset’s characteristics, location,
utilization, maintenance history and environment. Asset deterioration has a
negative effect on the ability of an asset to fulfill its intended function, and may be
characterized by increased cost, risk and even service disruption.
To ensure that municipal assets are performing as expected and meeting the needs
of customers, it is important to establish a lifecycle management strategy to
proactively manage asset deterioration.
There are several field intervention activities that are available to extend the life of
an asset. These activities can be generally placed into one of three categories:
maintenance, rehabilitation, and replacement. The following table provides a
description of each type of activity and the general difference in cost.
Depending on initial lifecycle management strategies, asset performance can be
sustained through a combination of maintenance and rehabilitation, but at some
point, replacement is required. Understanding what effect these activities will have
on the lifecycle of an asset, and their cost, will enable staff to make better
recommendations.
Lifecycle Activity Cost Typical Associated Risks
Maintenance
Activities that
prevent defects or
deteriorations from
occurring
$
• Balancing limited resources between planned
maintenance and reactive, emergency repairs
and interventions.
• Diminishing returns are associated with
excessive maintenance activities, despite added
costs.
• The intervention selected may not be optimal
and may not extend the useful life as expected,
leading to lower payoff and potential premature
asset failure.
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Lifecycle Activity Cost Typical Associated Risks
Rehabilitation/
Renewal
Activities that
rectify defects or
deficiencies that
are already present
and may be
affecting asset
performance
$$$
• Useful life may not be extended as expected.
• May be costlier eventually when assessed
against full reconstruction or replacement.
• Loss or disruption of service, particularly for
underground assets.
Replacement/
Reconstruction
Asset end-of-life
activities that often
involve the
complete
replacement of
assets
$$$$
$
• Incorrect or unsafe disposal of existing assets.
• Costs associated with asset retirement
obligations.
• Substantial exposure to high inflation and cost
overruns.
• Replacements may not meet capacity needs for
a larger population.
• Loss or disruption of service, particularly for
underground assets.
Table 2 Lifecycle Management: Typical Lifecycle Interventions
The City’s approach to lifecycle management is described within each asset
category outlined in this AMP. Staff will continue to evolve and innovate current
practices for developing and implementing proactive lifecycle strategies to
determine which activities to perform on an asset and when they should be
performed to maximize useful life at the lowest total cost of ownership.
Risk & Criticality
Asset risk and criticality are essential building blocks of asset management, integral
in prioritizing projects and distributing funds where they are needed most based on
a variety of factors. Assets in disrepair may fail to perform their intended function,
pose substantial risk to the community, lead to unplanned expenditures, and create
liability for the municipality. In addition, some assets are simply more important to
the community than others, based on their financial significance, their role in
delivering essential services, the impact of their failure on public health and safety,
and the extent to which they support a high quality of life for community
stakeholders. Failure to properly assess and manage these risks may also expose
the municipality to legal liability, particularly if negligence in maintaining critical
infrastructure leads to harm or service disruptions.
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Risk is a product of two variables: the probability that an asset will fail, and the
resulting consequences of that failure event. It can be a qualitative measurement,
(i.e., low, medium, high) or quantitative measurement (i.e., 1-5), that can be used
to rank assets and projects, identify appropriate lifecycle strategies, optimize short-
and long-term budgets, minimize service disruptions, and maintain public health
and safety.
Figure 6 Risk Equations
The approach used in this AMP relies on a quantitative measurement of risk
associated with each asset. The probability and consequence of failure are each
scored from 1 to 5, producing a minimum risk index of 1 for the lowest risk assets,
and a maximum risk index of 25 for the highest risk assets.
Probability of Failure
Several factors can help decision-makers estimate the probability or likelihood of an
asset’s failure, including its condition, age, previous performance history, and
exposure to extreme weather events, such as flooding and ice jams—both a
growing concern for municipalities in Canada.
Consequence of Failure
Estimating criticality also requires identifying the types of consequences that the
organization and community may face from an asset’s failure, and the magnitude of
those consequences. Consequences of asset failure will vary across the
infrastructure portfolio; the failure of some assets may result primarily in high
direct financial cost but may pose limited risk to the community. Other assets may
have a relatively minor financial value, but any downtime may pose significant
health and safety hazards to residents.
Table 3 illustrates the various types of consequences that can be integrated in
developing risk and criticality models for each asset category and segments within.
We note that these consequences are common, but not exhaustive.
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Type of Consequence Description
Direct Financial
Direct financial consequences are typically measured
as the replacement costs of the asset(s) affected by
the failure event, including interdependent
infrastructure.
Economic
Economic impacts of asset failure may include
disruption to local economic activity and commerce,
business closures, service disruptions, etc. Whereas
direct financial impacts can be seen immediately or
estimated within hours or days, economic impacts can
take weeks, months or years to emerge, and may
persist for even longer.
Socio-political
Socio-political impacts are more difficult to quantify
and may include inconvenience to the public and key
community stakeholders, adverse media coverage, and
reputational damage to the community and the
Municipality.
Environmental Environmental consequences can include pollution,
erosion, sedimentation, habitat damage, etc.
Public Health and Safety
Adverse health and safety impacts may include injury
or death, damage to property, or impeded access to
critical services.
Strategic
These include the effects of an asset’s failure on the
community’s long-term strategic objectives, including
economic development, business attraction, etc.
Legal Liability
These include the financial and reputational impact of
lawsuits, fines, and compensation claims resulting
from asset failure, which could strain municipal
resources and hinder the achievement of broader
community objectives.
Table 3 Risk Analysis: Types of Consequences of Failure
This AMP includes a preliminary evaluation of asset risk and criticality. Each asset
has been assigned a probability of failure score and consequence of failure score
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based on available asset data. These risk scores can be used to prioritize
maintenance, rehabilitation, and replacement strategies for critical assets.
These models have been built in Citywide for continued review, updates, and
refinements. Appendix C – Risk Rating Criteria provides a detailed breakdown of the
risk rating criteria, organized by category, used in this AMP.
Levels of Service
A level of service (LOS) is a measure of the services that the City provides to the
community and the nature and quality of those services. Within each asset category
in this AMP, technical metrics and qualitative descriptions that measure both
technical and community levels of service have been established and measured as
data is available.
The City measures the level of service provided at two levels: Community Levels of
Service, and Technical Levels of Service. This AMP includes those LOS that are
required under O. Reg. 588/17 as well as any additional metrics the City wishes to
track.
Community Levels of Service
Community levels of service are a simple, plain language description or measure of
the service that the community receives. For core asset categories as applicable
(Roads, Bridges & Structural Culverts, and Stormwater), the province, through O.
Reg. 588/17, has provided qualitative descriptions that are required to be included
in this AMP.
Technical Levels of Service
Technical levels of service are a measure of key technical attributes of the service
being provided to the community. These include mostly quantitative measures and
tend to reflect the impact of the City’s asset management strategies on the physical
condition of assets or the quality/capacity of the services they provide.
For core asset categories as applicable (Roads, Bridges & Structural Culverts, and
Stormwater) the province, through O. Reg. 588/17, has also provided technical
metrics that are required to be included in this AMP.
Current and Proposed Levels of Service
This AMP focuses on evaluating the current level of service provided to the
community. Existing service levels serve as a benchmark for establishing realistic
and achievable service targets over the next 10 years, in compliance with O.Reg.
588/17.
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The proposed levels of service are designed to balance community expectations,
financial capacity, regulatory requirements, corporate goals, and long-term
sustainability. To support the development of the Levels of Service Framework, a
comprehensive review of strategic documents was conducted. Key documents
provided by the City of Pickering include:
• Recreation & Parks Master Plan (2017)
• Recreation and Parks Ten Year Plan (2024)
• Integrated Transportation Master Plan (2021)
• Asset Management Plan (2021)
• IT Capability Assessment (2024)
• Pickering Public Library Facilities Plan (2023 Update)
• Facilities Renewal Study (2024)
• Corporate Strategic Plan (2024)
Levels of Service Framework
The Levels of Service Framework is a structured approach designed to define,
assess, and prioritize municipal service expectations. It ensures alignment with the
City’s strategic objectives, operational capacity, and community needs.
1. Strategic Alignment
The framework is grounded in key strategic plans that outline infrastructure
priorities, service expectations, and long-term sustainability goals.
2. Defining Levels of Service
A structured methodology identifies service areas requiring improvement and
establishes clear distinctions between:
• Acceptable levels of service (baseline requirements)
• Excellent levels of service (enhanced performance targets)
3. Levels of Service Reporting
To ensure accountability and transparency, a reporting structure is developed that
defines:
• Responsible departments for service tracking
• Reporting methodology for performance measurement
• Reporting frequency to monitor trends over time
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4. Impact-Based Prioritization
Service areas are prioritized based on the risk of failing to meet acceptable
standards. The framework evaluates five key impact areas:
• Environmental (e.g., erosion control, flood prevention)
• Operational (e.g., service reliability, efficiency)
• Health & Safety (e.g., emergency access, road safety)
• Financial (e.g., maintenance costs, capital planning)
• Community Satisfaction (e.g., accessibility, public expectations)
5. Levels of Service Treatment Options
A structured process is applied to evaluate and implement service improvements:
• Baseline Analysis – Assessing current service levels
• Risk Assessment – Identifying critical service gaps
• Scenario Analysis – Projecting potential service outcomes
• Implementation Planning – Developing cost-effective solutions
6. Public Engagement & Community Feedback
The Community Levels of Service Survey (October–November 2024) collects
feedback on service priorities, satisfaction levels, and willingness to support
improvements. This public engagement initiative ensures that municipal decisions
align with community expectations and regulatory requirements, including a
meeting with the Accessibility Advisory Committee to gather input on accessibility-
related service levels.
7. Integration with Asset Management Planning
The framework supports long-term infrastructure investment by balancing cost,
risk, and performance, ensuring sustainable service delivery in compliance with
O.Reg. 588/17.
This structured approach enables the City of Pickering to evaluate, prioritize, and
enhance service levels effectively, promoting transparency, efficiency, and
alignment with community needs.
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2.4 Scope & Methodology
2.4.1 Asset Categories for this AMP
This asset management plan for the City of Pickering is produced in compliance
with O. Reg. 588/17. The July 2025 deadline under the regulation—the third of
three AMPs—requires analysis of core and non-core asset categories.
The AMP summarizes the state of the infrastructure for the City’s asset portfolio,
establishes proposed levels of service and the associated technical and customer-
oriented key metrics, outlines lifecycle strategies for optimal asset management
and performance, and provides financial strategies to reach sustainability for the
asset categories listed below.
Figure 7 Tax Funded Asset Categories
2.4.2 Data Effective Date
It is important to note that this plan is based on data as of January 31, 2025;
therefore, it represents a snapshot in time using the best available processes, data,
and information at the Municipality. Strategic asset management planning is an
ongoing and dynamic process that requires continuous data updates and dedicated
data management resources.
2.4.3 Deriving Replacement Costs
There are a range of methods to determine the replacement cost of an asset, and
some are more accurate and reliable than others. This AMP relies on two
methodologies:
User-Defined Cost and Cost Per Unit
Based on costs provided by municipal staff which could include average costs
from recent contracts; data from engineering reports and assessments; staff
estimates based on knowledge and experience.
•Road Corridor
•Bridges & Structural Culverts
•Stormwater System
•Buildings & Facilities
•Parks
•Other Infrastructure
Tax Funded Assets
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Cost Inflation / CPI Tables
Historical costs of the assets are inflated based on Consumer Price Index or
Non-Residential Building Construction Price Index.
User-defined costs based on reliable sources are a reasonably accurate and reliable
way to determine asset replacement costs. Cost inflation is typically used in the
absence of reliable replacement cost data. It is a reliable method for recently
purchased and/or constructed assets where the total cost is reflective of the actual
costs that the City incurred. As assets age, and new products and technologies
become available, cost inflation becomes a less reliable method.
2.4.4 Estimated Useful Life & Service Life Remaining
The estimated useful life (EUL) of an asset refers to the total period during which
the City expects the asset to be available for use and remain in service before
requiring replacement or disposal. It represents the asset's lifespan based on
industry standards, historical data, and municipal expertise. In contrast, the service
life remaining (SLR) indicates how much of the EUL is left at a given point in time,
calculated primarily based on the asset’s age. However, when additional data is
available, factors such as condition assessments and actual usage patterns can be
incorporated to refine the estimate, providing a more accurate forecast of when the
asset may require replacement. This allows for a proactive approach to asset
management, ensuring timely interventions and optimal resource allocation. The
SLR is calculated as follows:
Figure 8 Service Life Remaining Calculation
2.4.5 Reinvestment Rate
As assets age and deteriorate, they require additional investment to maintain a
state of good repair. The reinvestment of capital funds, through asset renewal or
replacement, is necessary to sustain an adequate level of service. The reinvestment
rate is a measurement of available or required funding relative to the total
replacement cost.
The actual reinvestment rate represents the percentage of the asset portfolio's total
replacement cost that the City is currently investing in renewal or replacement on
an annual basis. The target reinvestment rate reflects the percentage that should
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be invested each year to ensure assets are maintained at an appropriate condition
level, considering lifecycle needs and long-term sustainability.
By comparing the actual vs. target reinvestment rate, the City can determine the
extent of any existing funding gap and assess whether current investment levels
are sufficient to prevent infrastructure deficits. The reinvestment rate is calculated
as follows:
Figure 9 Target Reinvestment Rate Calculation
Figure 10 Actual Reinvestment Rate Calculation
2.4.6 Deriving Asset Condition
An incomplete or limited understanding of asset conditions can mislead long-term
planning and decision-making. Accurate and reliable condition data prevents costly
rehabilitation or replacement, whether premature or delayed, and ensures that
lifecycle activities occur at the right time to maximize asset value and useful life.
A condition assessment rating system provides a standardized descriptive
framework that allows comparative benchmarking across the City’s asset portfolio.
The table below outlines the condition rating system used in this AMP to determine
asset condition. This rating system is aligned with the Canadian Core Public
Infrastructure Survey which is used to develop the Canadian Infrastructure Report
Card. When assessed condition data is not available, service life remaining is used
to approximate asset condition.
The analysis in this AMP is based on assessed condition data only as available. In
the absence of assessed condition data, asset age is used as a proxy to determine
asset condition.
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Condition Description Criteria
Service Life
Remaining
(%)
Very Good
Fit for the
future
Well-maintained, good condition,
new or recently rehabilitated 80-100
Good
Adequate for
now
Acceptable, generally approaching
mid-stage of expected service life 60-80
Fair
Requires
attention
Signs of deterioration, some
elements exhibit significant
deficiencies
40-60
Poor
Increasing
potential of
affecting
service
Approaching end of service life,
condition below standard, large
portion of system exhibits significant
deterioration
20-40
Very Poor
Unfit for
sustained
service
Near or beyond expected service
life, widespread signs of advanced
deterioration, some assets may be
unusable
0-20
Table 4 Standard Condition Rating Scale
Condition vs. Suitability
It is important to note that condition is only one aspect of determining an asset’s
suitability to providing the service intended. Other factors, such as capacity, should
be considered on a category level.
For example, the Town Hall Office Facility may be in good condition with sufficient
service life remaining, but it only has office space for 20 employees. If the
municipality requires office space for 30 employees, solutions should be considered
which may include replacement amongst other alternatives such as secondary office
space, remote work options, etc. As these considerations are nuanced for the
specific asset, suitability factors may not be directly addressed as part of this Asset
Management Plan.
2.5 Ontario Regulation 588/17
As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario
government introduced Regulation 588/17 - Asset Management Planning for
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Municipal Infrastructure (O. Reg 588/17)1. Along with creating better performing
organizations, more livable and sustainable communities, the regulation is a key,
mandated driver of asset management planning and reporting. It places substantial
emphasis on current and proposed levels of service and the lifecycle costs incurred
in delivering them.
Figure 11 below outlines key reporting requirements under O. Reg 588/17 and the
associated timelines.
Figure 11 O. Reg. 588/17 Requirements and Reporting Deadlines
2.5.1 O. Reg. 588/17 Compliance Review
Ontario Regulation 588/17 - Asset Management Planning for Municipal
Infrastructure establishes mandatory requirements for municipalities to develop and
maintain asset management plans that align with regulatory timelines. The
regulation emphasizes the importance of evaluating and documenting both current
1 O. Reg. 588/17: Asset Management Planning for Municipal Infrastructure
https://www.ontario.ca/laws/regulation/170588
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and proposed levels of service while ensuring that municipalities adopt long-term
lifecycle and financial strategies to support infrastructure sustainability.
The City of Pickering’s 2025 Asset Management Plan has been prepared in full
compliance with the July 1, 2025, regulatory deadline, ensuring that all required
components are included. This section provides an overview of compliance against
the key regulatory requirements.
Portfolio Overview – State of the Infrastructure
The state of the infrastructure (SOTI) analysis in this AMP includes:
• A detailed inventory of core and non-core asset categories.
• Condition assessment data and, where unavailable, age-based estimates as a
proxy.
• Replacement cost estimates using the latest available data.
• Asset hierarchy and classification structures to support strategic decision-
making.
This ensures compliance with O. Reg. 588/17’s requirements for asset inventory
documentation.
Current & Proposed Levels of Service
The AMP evaluates current levels of service (LOS) across all asset categories,
measuring both:
• Community Levels of Service (CLOS): Qualitative descriptions of how
infrastructure assets contribute to service delivery.
• Technical Levels of Service (TLOS): Quantitative metrics such as asset
condition, reinvestment rates, and regulatory compliance.
For core assets, including roads, bridges, structural culverts, and stormwater
infrastructure, the AMP provides both regulatory-mandated technical metrics and
additional performance indicators tailored to Pickering’s needs.
The proposed levels of service reflect a balance between:
• Community expectations and feedback from public engagement.
• Financial capacity and sustainable funding strategies.
• Risk assessments and long-term infrastructure planning.
This meets O. Reg. 588/17’s requirement for municipalities to establish target
service levels for the next 10 years and outline a path to achieving them.
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Lifecycle Management Strategies
The AMP outlines asset lifecycle strategies to extend asset service life and optimize
costs. This includes:
• Preventive maintenance strategies for key assets.
• Rehabilitation and renewal schedules based on asset deterioration models.
• Integration of condition assessment data into decision-making.
By documenting these lifecycle strategies, the City ensures compliance with the
requirement to analyze and optimize asset lifecycle costs.
Financial Strategy & Sustainable Funding
The financial strategy evaluates:
• The total annual capital reinvestment required ($61.7M). Table 38 provides a
detailed breakdown of the annual capital reinvestment required for each asset
category.
• The current reinvestment rate (1.56%), which highlights an existing funding
gap.
• Funding strategies to close the gap and ensure long-term sustainability.
Pickering’s AMP includes a structured approach to financial planning, ensuring that
funding needs align with service expectations. This satisfies the requirement to
establish a financial strategy that supports infrastructure sustainability.
Risk & Climate Change Considerations
The AMP integrates risk-based asset management by:
• Conducting a risk assessment that prioritizes critical assets.
• Identifying climate-related risks (e.g., flood resilience, extreme weather
events).
• Recommending adaptation strategies to mitigate infrastructure vulnerabilities.
This aligns with the requirement under O. Reg. 588/17 to consider risk and climate
change impacts in asset planning.
The City of Pickering’s 2025 AMP has been developed in accordance with O. Reg.
588/17 requirements. It provides a comprehensive evaluation of infrastructure
conditions, proposed levels of service, lifecycle strategies, financial planning, and
risk considerations. Through this plan, Pickering ensures compliance while adopting
best practices for asset management and long-term sustainability.
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3. Portfolio Overview – State of the Infrastructure
The state of the infrastructure (SOTI) summarizes the inventory, condition, age
profiles, and other key performance indicators for the City’s infrastructure portfolio.
These details are presented for all core and non-core asset categories.
3.1 Asset Hierarchy & Data Classification
Asset hierarchy explains the relationship between individual assets and their
components, and a wider, more expansive network and system. How assets are
grouped in a hierarchy structure can impact how data is interpreted. Assets were
structured to support meaningful, efficient reporting and analysis. Key category
details are summarized at asset segment level.
Figure 12 Asset Hierarchy and Data Classification
•Roads
•Roadside Appurtenances
•Sidewalks
•Streetlights
•Traffic & Pedestrian
Signals
Road Corridor
•Bridges
•Structural Culverts
Bridges &
Structural
Culverts
•Drainage Channels
•Storm Sewer Mains
•Storm Ponds
Storm System
•Civic Complex
•Community & Cultural
Buildings
•Fire Services
•Operations Centre
•Other
•Recreation, Pools &
Arenas
Buildings &
Facilities
•Active Recreation
Facilities
•Amenities, Furniture &
Utilities
•Vehicular & Pedestrian
Networks
Parks
•Furniture & Fixtures
•Information Technology
•Library Collection
Materials
•Machinery & Equipment
•Vehicles
Other
Infrastructure
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3.2 Portfolio Overview
3.2.1 Total Replacement Cost of Asset Portfolio
The six asset categories analyzed in this Asset Management Plan have a total
current replacement cost of $2.1 billion. This estimate was calculated using user-
defined costing, as well as unit costs derived from the most recent projects. This
estimate reflects replacement of historical assets with like-for-like assets available
for procurement today. Figure 13 illustrates the replacement cost of each asset
category; at 55% of the total portfolio, the road corridor forms the largest share of
the City’s asset portfolio, followed by the stormwater system at 18%.
Figure 13 Current Replacement Cost by Asset Category
3.2.2 Target vs. Actual Reinvestment Rate
The graph below depicts funding gaps by comparing the target to the current
reinvestment rate. To meet the existing long-term capital requirements, the City
requires an annual capital investment of $61.7 million, for a target portfolio
reinvestment rate of 3.03%. Currently, the annual investment from sustainable
revenue sources is $31.8 million, for a current portfolio reinvestment rate of
1.56%. Target and current re-investment rates by asset category are detailed
below.
$65.4m
$79.9m
$95.7m
$316.9m
$357.8m
$1,119.5m
$500m $1,000m $1,500m
Other Infrastructure
Bridges & Culverts
Parks
Buildings & Facilities
Stormwater System
Road Corridor
Replacement Cost by Category
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Figure 14 Current Vs. Target Reinvestment Rate
3.2.3 Condition of Asset Portfolio
Figure 15 Asset Condition: Portfolio Overview2
2 This graph excludes Buildings & Facilities and Parks assets, which are assessed using the
Facilities Condition Index (FCI) and Parks Condition Index (Parks CI), respectively.
1.62%
3.98%
10.13%
4.20%
2.73%1.84%3.62%2.87%
8.52%
4.79%
0.78%0.25%
0%
2%
4%
6%
8%
10%
12%
Target Reinvestment Rate Actual Reinvestment Rate
Very Poor,
$442,961,404
(27%)
Poor,
$217,021,815
(13%)
Fair,
$155,728,618
(10%)
Good,
$244,531,648
(15%)
Very Good,
$561,698,672
(35%)
Overall Portfolio Condition
City of Pickering
Asset Management Plan 2025
33
Figure 16 Asset Condition by Asset Category
Figure 15 and Figure 16 summarize asset condition at the portfolio and category
levels, respectively. Based on both assessed conditions and age-based analysis,
60% of the City’s infrastructure portfolio is in fair or better condition, with the
remaining 40% in poor or very poor condition. Typically, assets in poor or worse
condition may require replacement or major rehabilitation in the immediate or
short-term. Targeted condition assessments may help further refine the list of
assets that may be candidates for immediate intervention, including potential
replacement or reconstruction.
Similarly, assets in fair condition should be monitored for disrepair over the medium
term. Keeping assets in fair or better condition is typically more cost-effective than
addressing assets needs when they enter the latter stages of their lifecycle or
decline to a lower condition rating, e.g., poor, or worse.
Condition data was available for the majority of the asset categories, except other
infrastructure assets. For other infrastructure assets, age was used as an
approximation of condition for most of these assets. Age-based condition
estimations can skew data and lead to potential under- or overstatement of asset
needs.
Source of Condition Data
This AMP relies on assessed condition for 71% of assets, based on and weighted by
replacement cost. For the remaining assets, age is used as an approximation of
condition. Assessed condition data is invaluable in asset management planning as it
$227.8m
$322.4m
$10.0m
$70.8m
$122.5m
$10.8m
$40.4m
$106.3m
$12.8m
$23.7m
$39.6m
$153.4m
$10.7m
$13.6m
$414.9m
$21.1m
0%20%40%60%80%100%
Stormwater
System
Road Corridor
Other
Infrastructure
Bridges &
Culverts
Very Good Good Fair Poor Very Poor
City of Pickering
Asset Management Plan 2025
34
reflects the true condition of the asset and its ability to perform its functions. The
table below identifies the source of condition data used throughout this AMP.
Asset
Category
Asset
Segment
Asset Sub-
segment
% of
Assets
with
Assessed
Condition
Source of
Condition Data
Road Corridor Roads Arterial
62%
Assessed,
38% Age-
based
R.J. Burnside &
Associates
Limited - 2016
Road Corridor Roads Collector
80%
Assessed,
20% Age-
based
R.J. Burnside &
Associates
Limited - 2016
Road Corridor Roads Local
89%
Assessed,
11% Age-
based
R.J. Burnside &
Associates
Limited - 2016
Road Corridor Roadside
Appurtenances Broadband 0%
Assessed
100% Age-
based
Road Corridor Roadside
Appurtenances Guide Rails 0%
Assessed
100% Age-
based
Road Corridor Roadside
Appurtenances
Retaining
Walls
0%
Assessed
100% Age-
based
Road Corridor Sidewalks Sidewalks 0%
Assessed3
100% Age-
based
Road Corridor Street Lights Head
Luminaires
83%
Assessed,
17% Age-
based
Staff
Assessments
Road Corridor Street Lights Poles &
Assemblies
93%
Assessed,
7% Age-
based
Staff
Assessments
3 Staff evaluate the structural integrity of sidewalks—including cracking, spalling, and
broken pieces—as well as safety concerns such as elevation differences; however, no
official condition score is currently assigned.
City of Pickering
Asset Management Plan 2025
35
Asset
Category
Asset
Segment
Asset Sub-
segment
% of
Assets
with
Assessed
Condition
Source of
Condition Data
Road Corridor
Traffic &
Pedestrian
Signals
Controllers
86%
Assessed,
14% Age-
based
Staff
Assessments
Road Corridor
Traffic &
Pedestrian
Signals
Infrastructure
88%
Assessed,
12% Age-
based
Staff
Assessments
Stormwater
System
Drainage
Channels
Drainage
Channels
0%
Assessed
100% Age-
based
Stormwater
System Storm Sewers Catch Basin
and Lead
88%
Assessed,
12% Age-
based
Staff
Assessments
Stormwater
System Storm Sewers Clean Water
Collectors4
0%
Assessed
100% Age-
based
Stormwater
System Storm Sewers Inlet/Outlet
Structures
0%
Assessed
100% Age-
based
Stormwater
System Storm Sewers Oil Grit
Separators
0%
Assessed
100% Age-
based
Stormwater
System Storm Sewers Service
Connections
93%
Assessed,
7% Age-
based
Staff
Assessments
Stormwater
System Storm Sewers Storm Sewer
Mains
0%
Assessed
100% Age-
based
Stormwater
System
Stormwater
Ponds Dry Ponds 0%
Assessed
100% Age-
based
Stormwater
System
Stormwater
Ponds Wet Ponds
64%
Assessed,
36% Age-
based
Staff
Assessments
4 The 2020 Stormwater Management Facilities Asset Management Plan assesses 12 wet ponds and 6
dry ponds. At the time of the assessment, the City owned 14 wet ponds; however, two ponds were
recently assumed and were not included in the evaluation.
City of Pickering
Asset Management Plan 2025
36
Asset
Category
Asset
Segment
Asset Sub-
segment
% of
Assets
with
Assessed
Condition
Source of
Condition Data
Bridges &
Structural
Culverts
Bridges Bridges 100%
Assessed
2024 OSIM
Inspections
Bridges &
Structural
Culverts
Structural
Culverts
Structural
Culverts
99%
Assessed
2024 OSIM
Inspections
Buildings &
Facilities Civic Complex Civic Complex 100%
Assessed
VFA Database &
Facilities
Condition Index
(FCIs)
Buildings &
Facilities
Community &
Cultural
Buildings
Community &
Cultural
Buildings
100%
Assessed
VFA Database &
Facilities
Condition Index
(FCIs)
Buildings &
Facilities Fire Services Fire Services 100%
Assessed
VFA Database &
Facilities
Condition Index
(FCIs)
Buildings &
Facilities
Operations
Centre
Operations
Centre
100%
Assessed
VFA Database &
Facilities
Condition Index
(FCIs)
Buildings &
Facilities
Recreation,
Pools & Arenas
Recreation,
Pools &
Arenas
100%
Assessed
VFA Database &
Facilities
Condition Index
(FCIs)
Parks
Active
Recreation
Facilities
Playground
Equipment
100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Active
Recreation
Facilities
Sport Playing
Surfaces
100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Amenities,
Furniture &
Utilities
Buildings 100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
City of Pickering
Asset Management Plan 2025
37
Asset
Category
Asset
Segment
Asset Sub-
segment
% of
Assets
with
Assessed
Condition
Source of
Condition Data
Parks
Amenities,
Furniture &
Utilities
Electrical
Lighting
100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Amenities,
Furniture &
Utilities
Site Furniture 100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Amenities,
Furniture &
Utilities
Site
Structures
88%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Amenities,
Furniture &
Utilities
Subsurface
Infrastructure
100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Amenities,
Furniture &
Utilities
Waterfront
Infrastructure
100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Vehicular &
Pedestrian
Networks
Parking Lots
& Internal
Roads
100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Parks
Vehicular &
Pedestrian
Networks
Pedestrian
Corridors
100%
Assessed
VFA Database &
Parks Condition
Index (Parks
CIs)
Other
Infrastructure
Furniture &
Fixtures
Furniture &
Fixtures
0%
Assessed
100% Age-
based
Other
Infrastructure
Information
Technology
Information
Technology
0%
Assessed
100% Age-
based
Other
Infrastructure
Library
Collection
Materials
Library
Collection
Materials
0%
Assessed
100% Age-
based
Other
Infrastructure
Machinery &
Equipment Major 0%
Assessed
100% Age-
based
City of Pickering
Asset Management Plan 2025
38
Asset
Category
Asset
Segment
Asset Sub-
segment
% of
Assets
with
Assessed
Condition
Source of
Condition Data
Other
Infrastructure
Machinery &
Equipment Minor 0%
Assessed
100% Age-
based
Other
Infrastructure Vehicles Fire Vehicles 0%
Assessed
100% Age-
based
Other
Infrastructure Vehicles Vehicles 0%
Assessed
100% Age-
based
Table 5: Source of Condition Data
3.2.4 Risk Matrix
Using the risk equation and preliminary risk models, Figure 17 shows how assets
across the different asset categories are stratified within a risk matrix.
Figure 17 Risk Matrix: All Assets
The analysis shows that based on current risk models, approximately 16% of the
City’s assets, with a current replacement cost of approximately $259 million, carry
a risk rating of 15 or higher (red) out of 25. Assets in this group may have a high
probability of failure based on available condition data and age-based estimates and
were considered to be most essential to the city.
As new asset attribute information and condition assessment data are integrated
with the asset register, asset risk ratings will evolve, resulting in a redistribution of
assets within the risk matrix. Staff should also continue to calibrate risk models.
We caution that since risk ratings rely on many factors beyond an asset’s physical
condition or age, assets in a state of disrepair can sometimes be classified as low
risk, despite their poor condition rating. In such cases, although the probability of
failure for these assets may be high, their consequence of failure ratings was
determined to be low based on the attributes used and the data available.
Similarly, assets with very high condition ratings can receive a moderate to high-
risk rating despite a low probability of failure. These assets may be deemed as
highly critical to the City based on their costs, economic importance, social
1 - 4 5 - 7 8 - 9 10 - 14 15 - 25
Very Low Low Moderate High Very High
$499,352,463 $246,076,681 $138,979,061 $478,141,251 $259,924,669
(31%)(15%)(9%)(29%)(16%)
City of Pickering
Asset Management Plan 2025
39
significance, and other factors. Continued calibration of an asset’s criticality and
regular data updates are needed to ensure these models more accurately reflect an
asset’s actual risk profile.
3.2.5 Forecasted Capital Requirements
Aging infrastructure assets require ongoing maintenance, rehabilitation, and
eventual replacement. Figure 18 illustrates the cyclical short-, medium- and long-
term infrastructure replacement requirements across all asset categories analyzed
in this AMP over an 84-year time horizon. On average, approximately $61.7 million
is required annually to remain current with capital replacement needs for the City's
asset portfolio. This benchmark, represented by the red dotted line, serves as a
guide for setting annual capital expenditure targets or allocating funds to reserves
to prevent deferred maintenance and ensure timely asset replacement. While actual
spending may fluctuate significantly due to varying infrastructure renewal cycles,
this figure provides a reference point for sustainable financial planning. The
forecasted capital requirements show periods of heightened investment needs,
particularly in 2025-2029 ($360.5 million), 2055-2059 ($423.6 million), 2060-2064
($417.7 million) and 2095-2099 ($416.9 million). Road corridors and stormwater
systems account for the majority of capital expenditures, with other infrastructure
categories contributing smaller portions. The analysis relies on asset age and
available condition data to project future needs, highlighting the importance of
proactive asset management strategies to smooth funding requirements and
prevent financial strain during peak investment periods.
The chart also highlights a backlog of approximately $85.9 million5, representing
assets that have exceeded their estimated useful life but remain in service. While
not all of these assets necessarily require immediate replacement, their continued
use underscores the importance of targeted and consistent condition assessments.
Expanding these assessments will help differentiate between assets in critical
condition and those that can remain operational with maintenance or rehabilitation.
A proactive approach incorporating risk frameworks, lifecycle strategies, and levels
of service targets will allow for more effective prioritization of projects and
refinement of both backlog and long-term capital needs. Additionally, improved
asset segmentation, particularly in complex asset categories such as buildings and
facilities, will enhance forecasting accuracy and support data-driven investment
decisions.
5 Bridges were not included in the backlog total because many of the structures with limited remaining useful life are
scheduled for future rehabilitation or maintenance under the OSIM program. However, these assets effectively
represent immediate needs and should be closely monitored to ensure planned interventions proceed as scheduled.
City of Pickering
Asset Management Plan 2025
40
Figure 18 Capital Replacement Needs: Portfolio Overview 2025-21096.
6 This data is based solely on the current assets and does not account for future growth, upgrades, or the disposal of assets
without replacement.
$61.7m
$85.9m
$360.5m
$221.7m
$290.4m
$243.8m
$291.6m
$316.9m
$423.6m$417.7m
$326.3m
$273.4m
$258.6m
$212.8m
$302.0m
$281.4m
$416.9m
$252.8m
$253.5m
$0
$50m
$100m
$150m
$200m
$250m
$300m
$350m
$400m
$450m
Fo
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s
Bridges & Culverts Buildings & Facilities Other Infrastructure Parks
Road Corridor Stormwater System Annual Requirement Total
City of Pickering
Asset Management Plan 2025
41
Core Assets
City of Pickering
Asset Management Plan 2025
42
4. Road Corridor
The road corridor assets are critical components of the provision of safe and
efficient transportation services and represent the highest value asset category in
the City’s asset portfolio. It includes all municipally owned and maintained
roadways in addition to supporting roadside infrastructure including sidewalks,
multi-use paths, streetlights, traffic signals, guiderails, and retaining walls.
The Operations Department provides roadway operational maintenance including
patching, grading, sweeping, ditching as well as winter control activities such as
sanding, salting, and plowing.
Engineering Services Department is responsible for the design and construction of
major roadway maintenance and rehabilitation activities such as crack seal, asphalt
resurfacing, curb and sidewalk repair/replacement, and reconstruction. They are
also responsible for the maintenance and repair of streetlights, traffic signals, and
guide rails.
Staff are working towards improving the accuracy and reliability of their road
corridor inventory to assist with long-term asset management planning.
4.1 Inventory & Valuation
Table 6 summarizes the quantity and current replacement cost of the City’s various
road corridor assets as managed in its primary asset management register, citywide.
Segment Sub-Segment Quantity Unit of
Measure
Replacement
Cost
Primary RC
Method
Roads Arterial 12,122 Metres $104,155,837 Cost/ Unit
Roads Collector 37,495 Metres $120,629,199 Cost/ Unit
Roads Gravel 102,645 Metres - Not Planned For
Replacement
Roads Local 267,920 Metres $694,223,564 Cost/ Unit
Roadside
Appurtenances
Broadband 1,028 Metres $200,751 CPI
City of Pickering
Asset Management Plan 2025
43
Segment Sub-Segment Quantity Unit of
Measure
Replacement
Cost
Primary RC
Method
Roadside
Appurtenances
Guide Rails 9507 Metres $1,244,964 CPI
Roadside
Appurtenances
Retaining Walls 7 Each $1,218,127 CPI
Sidewalks Sidewalks 442,512 Square
Meters
$100,424,127 Cost/ Unit
Streetlights LED Lights 8,121 Each $10,383,754 CPI
Streetlights Poles &
Assemblies
11,6608 Each $81,247,104 CPI
Traffic &
Pedestrian
Signals
Controllers 30 Each $972,825 CPI
Traffic &
Pedestrian
Signals
Infrastructure 50 Each $4,758,211 CPI
Total $104,155,837
Table 6: Detailed Asset Inventory: Road Corridor
7 950m and two additional assets that are missing their length information.
8 Includes 35 km of wiring
City of Pickering
Asset Management Plan 2025
44
Figure 19: Road Corridor: Portfolio valuation by Segments
4.2 Asset Condition
Figure 20 summarizes the replacement cost-weighted condition of the City’s road
corridor. Based on a combination of field inspection data and age, 49% of assets
are in fair or better condition; the remaining 51% of assets are in poor to very poor
condition. Based on the total replacement cost of each asset category, condition
assessments were completed for 88% of roads, 90% of streetlights, and 87% of
traffic and pedestrian signals. This condition data was projected from inspection
date to current year to estimate their condition today. No condition data was
available for the remaining asset types.
Figure 21 reveals a contrast in the condition of road corridor assets. While
sidewalks and roadside appurtenances are mostly in good to very good condition, a
significant portion of roads, streetlights, and signals are rated poor or very poor.
Assets in poor or worse condition may be candidates for replacement in the short
term; similarly, assets in fair condition may require rehabilitation or replacement in
the medium term and should be monitored for further degradation in condition.
$2.7m
$5.7m
$91.6m
$100.4m
$919.0m
$400m $800m
Roadside Appurtenances
Traffic & Pedestrian Signals
Streetlights
Sidewalks
Roads
Replacement Cost by Segment
City of Pickering
Asset Management Plan 2025
45
Figure 20 Asset Condition: Road Corridor Overall
Figure 21 Asset Condition: Road Corridor by Segment
Very Poor,
$414,882,824
(37%)
Poor,
$153,420,311
(14%)
Fair,
$106,282,643
(9%)
Good,
$122,521,794
(11%)
Very Good,
$322,350,891
(29%)
$722k
$8.6m
$70.8m
$574k
$241.7m
$34k
$8.8m
$26.1m
$2.1m
$85.4m
$1.3m
$20.1m
$2.4m
$82.4m
$3.1m
$9.5m
$140.8m
$496k
$44.7m
$1.1m
$368.7m
0%20%40%60%80%100%
Traffic &
Pedestrian
Signals
Streetlights
Sidewalks
Roadside
Appurtenances
Roads
Value and Percentage of Asset Segments by Replacement Cost
Very Good Good Fair Poor Very Poor
City of Pickering
Asset Management Plan 2025
46
4.3 Age Profile
An asset’s age profile comprises two key values: estimated useful life (EUL), or
design life; and the percentage of EUL consumed. The EUL is the serviceable
lifespan of an asset during which it can continue to fulfil its intended purpose and
provide value to users, safely and efficiently. As assets age, their performance
diminishes, often more rapidly as they approach the end of their design life.
In conjunction with condition data, an asset’s age profile provides a more complete
summary of the state of infrastructure. It can help identify assets that may be
candidates for further review through condition assessment programs; inform the
selection of optimal lifecycle strategies; and improve planning for potential long-
term replacement spikes.
Figure 22 illustrates the average current age of each asset type and its estimated
useful life. Both values are weighted by the replacement cost of individual assets.
Figure 22 Estimated Useful Life vs. Asset Age: Road Corridor
Age analysis provides a general overview of all paved roads exceeding their
expected useful lives. Figure 69 from Appendix D provides an additional breakdown
of age analysis, where arterial and collector roads are within their expected useful
lives. However, local roads have already exceeded their expected useful lives. Most
of the city’s streetlights were replaced 10 years ago and are well within their
expected lives. However, Streetlights poles & assemblies are quickly approaching
their proposed end of life. Remaining assets are currently within their expected
useful lives.
32
11.8
35.6 33.8
20
29.4
39.2
73
35.9
23
0
10
20
30
40
50
60
70
80
Roads Roadside
Appurtenances
Sidewalks Streetlights Traffic &
Pedestrian
Signals
Nu
m
b
e
r
o
f
Y
e
a
r
s
Weighted Average Age Weighted Average EUL
City of Pickering
Asset Management Plan 2025
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With the current and proposed lifecycle management strategies, the useful lives of
paved roads can be extended well beyond their expected useful lives because of
rehabilitation events.
Although asset age is an important measurement for long-term planning, condition
assessments provide a more accurate indication of actual asset needs.
4.4 Current and Proposed Approach to Lifecycle
Management
The condition or performance of most assets will deteriorate over time. This process
is affected by a range of factors including asset’s characteristics, location,
utilization, maintenance history and environment.
4.4.1 Current Lifecycle Management Activities
The following table expands on maintenance and inspection activities for road
corridor assets.
Activity Type Description of Current Strategy
Maintenance
The City employs preventative maintenance programs to
minimize the destructive impact of climate and traffic through
the timely application of remedial treatments to the pavement.
Maintenance
Asphalt Roads – The crack sealing program, which is budgeted
for annually, includes crack sealing/filling and spot base repairs
(small area patching)
Surface Treatment Roads – small area patching and drainage
improvements
Rehabilitation/
Replacement
The most cost-effective expenditures for road rehabilitation can
be achieved through the application of the right rehabilitation at
the right time. This decision-making process relies primarily on
the condition of the road surface.
Rehabilitation/
Replacement
The City’s current road rehabilitation methods include:
• Grind and Overlay
• Full depth surface replacement
• Full reconstruction
City of Pickering
Asset Management Plan 2025
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Activity Type Description of Current Strategy
Rehabilitation/
Replacement
Full road reconstruction may be required when substantial base
repairs are necessary or when sub-surface infrastructure also
requires replacement.
Rehabilitation/
Replacement
The City develops a 10-year capital forecast which includes a
mix of named reconstruction projects and general budget
allocations for road resurfacing projects.
Table 7: Lifecycle Management Strategy: Road Corridor
4.4.2 Proposed Lifecycle Management Strategies
The following lifecycle strategies have been developed as a proactive approach to
managing the lifecycle of hard surfaced (asphalted) rural and urban roads as well as
surface treated rural roads. Instead of allowing the roads to deteriorate until
replacement is required, strategic rehabilitation is expected to extend the service life
of roads at a lower total cost. Lifecycle management strategies were not developed
for other road types9 within the City.
9 The City only owns and operates 500m of concrete roads (old gravel pit). Once this road
reaches its end of service life, it will be replaced with asphalt.
Gravel roads have low AADT and are inspected regularly. Grading is an important part of rural
road maintenance and involves reshaping the roads. Public Works replaces gravel that has
been either pushed off the road during winter operations and/or swept away during the spring
thaw.
City of Pickering
Asset Management Plan 2025
49
Asphalt Roads (Urban & High Class)
Event Name Event Class Event Trigger
Crack Seal -1st event Preventative Maintenance 10 Years
New Surface – Single Lift - 2nd event Rehabilitation 20-25 Years
Crack Seal – 3rd event Preventative Maintenance 30 Years
New Surface – Double Lift – 4th event Rehabilitation 38 Years
Partial Base and Surface - Double Lift – 5th event Rehabilitation 50 Years
Asset Replacement Replacement 40-45 PCI
City of Pickering
Asset Management Plan 2025
50
Asphalt Roads (Urban & High Class)
Table 8: Lifecycle Management Strategy: Asphalt Roads (Urban & High Class)
City of Pickering
Asset Management Plan 2025
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Asphalt Roads (Rural & Low Class)
Event Name Event Class Event Trigger
Crack Seal -1st event Preventative Maintenance 10 Years
New Surface – Single Lift - 2nd event Rehabilitation 28 Years
Crack Seal – 3rd event Preventative Maintenance 33 Years
New Surface – Double Lift – 4th event Rehabilitation 42 Years
Partial Base and Surface - Double Lift – 5th event Rehabilitation 55 Years
Asset Replacement Replacement 40 PCI
City of Pickering
Asset Management Plan 2025
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Asphalt Roads (Rural & Low Class)
Table 9: Lifecycle Management Strategy: Asphalt Roads (Rural & Low Class)
City of Pickering
Asset Management Plan 2025
53
Surface Treated Roads (Rural)
Event Name Event Class Event Trigger
Spot Repair -1st event Maintenance 7.5 Years
Surface Treatment – Double Lift – 1st event Rehabilitation 15 Years
Spot Repair -2nd event Maintenance 22.5 Years
Partial Base Repairs and Double Lift Rehabilitation 30 Years
Spot Repair -3rd event Maintenance 37.5 Years
Surface Treatment – Double Lift – 2nd event Rehabilitation 45 Years
Asset Replacement Replacement 20 Condition
City of Pickering
Asset Management Plan 2025
54
Surface Treated Roads (Rural)
Table 10: Lifecycle Management Strategy: Surface Treated Roads (Rural)
City of Pickering
Asset Management Plan 2025
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4.5 Forecasted Long-Term Replacement Needs
Figure 23 illustrates the cyclical short-, medium- and long-term infrastructure
rehabilitation and replacement requirements for the City’s road corridor. This
analysis was run until 2099 to capture at least one iteration of replacement for the
longest-lived asset in Citywide Assets, the City’s primary asset management system
and asset register. The City’s average annual requirements (red dotted line) total
$30.5 million for all assets in the road corridor. Although actual spending may
fluctuate substantially from year to year, this figure is a useful benchmark value for
annual capital expenditure targets (or allocations to reserves) to ensure projects
are not deferred and replacement needs are met as they arise.
The chart illustrates substantial capital needs throughout the forecast period. It also
shows a backlog of $56 million, dominated by roads. These projections are based
on asset replacement costs, age analysis, and condition data when available, as
well as lifecycle modeling (roads only). They are designed to provide a long-term,
portfolio-level overview of capital needs and should be used to support improved
financial planning over several decades.
Figure 23 Forecasted Capital Replacement Needs: Road Corridor 2025-2099
$30.5m
$56.1m
$175.1m
$132.9m
$140.3m
$85.6m
$129.7m
$148.1m
$231.1m
$207.2m
$181.3m
$128.6m
$81.7m
$90.9m
$163.1m
$149.1m
$270.0m
$0
$50m
$100m
$150m
$200m
$250m
$300m
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t
s
Roads Roadside Appurtenances Sidewalks
Streetlights Traffic & Pedestrian Signals Annual Requirement
Total
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Often, the magnitude of replacement needs is substantially higher than most
municipalities can afford to fund. In addition, most assets may not need to be
replaced. However, quantifying and monitoring these spikes is essential for long-
term financial planning, including establishing dedicated reserves. Regular
pavement condition assessments and a robust risk framework will ensure that high-
criticality assets receive proper and timely lifecycle intervention, including
replacements.
A detailed 10-year capital replacement forecast can be found in Appendix A – 10-
Year Capital Requirements.
4.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition,
surface material, design class, traffic data, and roadside environment. The risk
ratings for assets without useful attribute data were calculated using only condition,
service life remaining, and their replacement costs.
The matrix stratifies assets based on their individual probability and consequence of
failure, each scored from 1 to 5. Their product generates a risk index ranging from
1-25. Assets with the highest criticality and likelihood of failure receive a risk rating
of 25; those with lowest probability of failure and lowest criticality carry a risk
rating of 1. As new data and information is gathered, the City may consider
integrating relevant information that improves confidence in the criteria used to
assess asset risk and criticality.
These risk models have been built into the City’s Asset Management Database
(Citywide Assets). See Risk & Criticality section for further details on approach used
to determine asset risk ratings and classifications.
Figure 24 Risk Matrix: Road Corridor
4.6.1 Risk to Current Asset Management Strategies
Asset Data & Information
The maturity level of the available inventory data for the road corridor in this Asset
Management Plan remains at a basic level. However, staff have made progress in
addressing some data gaps since the 2021 plan. Efforts are ongoing to refine and
consolidate asset data to enhance accuracy and reliability. These improvements will
support the development of more data-driven strategies to address infrastructure
1 - 4 5 - 7 8 - 9 10 - 14 15 - 25
Very Low Low Moderate High Very High
$339,736,781 $99,400,799 $88,598,351 $397,757,819 $193,964,714
(30%)(9%)(8%)(36%)(17%)
City of Pickering
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needs. While advancements have been made, further improvements are still
required to strengthen confidence in decision-making and long-term planning.
Climate Change & Extreme Weather Events
Due to climate change, the frequency of extreme weather events is expected to
increase, leading to higher precipitation levels in Pickering. This increased rainfall
can weaken the road base, exposing it over time, especially if the stormwater
system is not designed to handle the greater volume of water. As a result, the focus
is shifting to designing more resilient stormwater systems to prevent damage,
rather than just the roadway design itself.
Lifecycle Management Strategies
The current lifecycle management strategy for roads is largely reactive rather than
proactive. The City aims to defer costly and disruptive road reconstruction by
implementing more strategic interventions. The proposed models in this Asset
Management Plan were based on the 2016 Road Needs Study and staff notes.
However, there is a need to develop updated lifecycle management strategies
informed by the findings of the Road Needs Study, which is currently underway.
This will help refine decision-making and improve the long-term sustainability of the
road network.
4.7 Levels of Service
The City of Pickering is committed to maintaining a high standard of road corridor
service that is accessible, dependable, sustainable, and cost-effective for all
residents. These corridors are designed to support the community’s traffic needs,
ensuring safe and efficient transportation year-round, even under varying weather
conditions. While the City effectively manages its roads, challenges arise with
regional and provincial roads, which are outside the City’s direct control,
complicating efforts to maintain consistent local standards. This highlights the need
for public education to manage expectations regarding road maintenance and
service quality.
To keep roadways in a state of good repair, the City conducts regular inspections
and maintenance, aiming to minimize unplanned disruptions and respond promptly
to issues. Sustainability is also a priority, with initiatives supporting sustainable
transportation options like cycling and walking to reduce the environmental impact
of the road corridor. With an average Pavement Condition Index (PCI) of 51,
Pickering’s roads fall between "Needs Improvement" and "Acceptable." While
maintenance efforts are ongoing, the City faces challenges in improving road
conditions, particularly when compared to neighbouring municipalities. Setting
realistic targets and benchmarks for road conditions and working with the public
and neighbouring municipalities will be essential in achieving infrastructure goals
and securing adequate funding. The following tables summarize the City’s current
levels of service, including KPIs under Ontario Regulation 588/17 and additional
performance measures selected for this AMP.
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4.7.1 Community Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility
Description, which may include maps of
the transportation system in the City and
its level of connectivity. Including roads,
sidewalks, as well as all supporting
infrastructure such as bike lanes, bus
stops, pathways etc.10
Acceptable
The transportation system offers an
acceptable level of service with well-
maintained roads, and some
sidewalks, at convenient locations.
While there are some bike lanes,
connections are limited, and not all
modes of transportation are fully
supported. Improvements are made
as resources allow.
Accessibility Traffic Flow and Congestion Management Needs
Improvement
Needs Improvement – The road
corridor experiences congestion and
delays due to limitations in network
capacity and connectivity.11
10 Please refer to Appendix B – Level of Service Maps & Photos for maps of road corridors & sidewalk network classification
maps, and road corridor adequacy maps within the city.
11 Some of the public feedback related to congestion may reflect confusion between City-maintained roads and Regional Roads,
which are under the jurisdiction of the Region. This distinction will be clarified in future engagement efforts to ensure mor e
accurate input regarding the City’s transportation network.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Description or images that illustrate the
different levels of road class pavement
condition
Excellent
Staff have a strong understanding of
road classifications and pavement
conditions, as well as the factors that
impact road quality, such as traffic
volume, climate, and soil type. This
expertise allows them to make
informed decisions about
maintenance and repairs to ensure
safe road conditions.
Reliability &
Performance
Description of the compliance with the
minimum maintenance standards for
roads
Excellent
The City provides an excellent level
of service, meeting or exceeding the
minimum maintenance standards.
Table 11: O. Reg. 588/17 Community Levels of Service: Road Corridor
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4.7.2 Technical Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility Bike lanes and multi-use paths KM per
capita Acceptable
The municipality is meeting best
practices, providing 116 km of bike
lanes and 12.5 km of multi-use
paths per 100,000 population,
similar to the quantity found in
neighbouring communities.
Accessibility
The adequacy of accessible parking
determined by evaluating whether the
available spaces provide convenient
and sufficient access for individuals
with mobility challenges.
Acceptable
Accessible parking spaces are
sufficiently available and
conveniently located near
entrances, meeting basic regulatory
standards. Individuals with mobility
challenges can generally access
facilities with ease, though there
may be room for improvement in
the overall user experience or
efficiency.
Accessibility Lane-km of arterial roads (MMS classes
1 and 2) per land area (km/km2) Acceptable 0.24
Accessibility
Lane-km of collector roads (MMS
classes 3 and 4) per land area
(km/km2)
Acceptable 0.66
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility Lane-km of local roads (MMS classes 5
and 6) per land area (km/km2) Acceptable 3.35
Reliability &
Performance
Average pavement condition index for
paved roads in the Municipality
(Arterial)
Acceptable
The PCI is 71, based on condition
scores provided by R.J. Burnside &
Associates in 2016, staff updates,
and age-based data.
Reliability &
Performance
Average pavement condition index for
paved roads in the Municipality
(Collector)
Needs
Improvement
The PCI is 54, based on condition
scores provided by R.J. Burnside &
Associates in 2016, staff updates,
and age-based data.
Reliability &
Performance
Average pavement condition index for
paved roads in the Municipality (Local)
Needs
Improvement
The PCI is 48, based on condition
scores provided by R.J. Burnside &
Associates in 2016, staff updates,
and age-based data.
Reliability &
Performance
Average surface condition for unpaved
roads in the Municipality (e.g.,
excellent, good, fair, poor)
Acceptable
Based on staff input, the average
surface condition of unpaved roads
ranges from satisfactory to good.
Reliability &
Performance
Percentage of roads in poor or worse
condition (Arterial)
Needs
Improvement
30% of Arterial Roads are in poor or
worse condition.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Percentage of roads in poor or worse
condition (Collector)
Needs
Improvement
52% of Collector Roads are in poor
or worse condition.
Reliability &
Performance
Percentage of roads in poor or worse
condition (Local)
Needs
Improvement
60% of Local Roads are in poor or
worse condition.
Affordability
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Needs
Improvement
The actual reinvestment rate is just
over 10% of the target rate,
highlighting a potential risk of
infrastructure deterioration if
reinvestment levels remain low.
Sustainability Percentage of streetlights converted to
LED Excellent
Approximately 95%-98% of
streetlights have been converted to
LEDs, significantly improving energy
efficiency and reducing maintenance
costs.
Table 12: O. Reg. 588/17 Technical Levels of Service: Road Corridor
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4.7.3 Proposed Levels of Service
This section provides recommendations for maintaining and improving the road
corridor based on the current Levels of Service (LOS) assessment, public
engagement results, and risk analysis. The recommendations focus on addressing
service deficiencies, sustaining acceptable performance levels, and evaluating risks
associated with not meeting target service levels.
4.7.3.1. Pavement Condition and Road Rehabilitation
Current LOS
• Arterial Roads: Acceptable (PCI = 71)
• Collector Roads: Needs Improvement (PCI = 54)
• Local Roads: Needs Improvement (PCI = 48)
• Unpaved Roads: Acceptable
• Percentage of Roads in Poor or Worse Condition:
o Arterial: 30%
o Collector: 52%
o Local: 60%
Public Engagement Results
• Road maintenance was the highest-ranked priority (67% of respondents).
• 44.8% of respondents were satisfied with pavement conditions, while 21.7%
expressed dissatisfaction.
• 37% of respondents were willing to pay more for enhanced road
maintenance and rehabilitation.
Recommendations
• Increase capital reinvestment in road rehabilitation, prioritizing collector, and
local roads, where conditions are below acceptable levels.
• Implement a proactive pavement management program to optimize asset
life-cycle performance and minimize long-term costs.
• Develop a communications strategy to improve public awareness of road
rehabilitation efforts and planned investments.
Risk of Not Providing Acceptable LOS
• Heightened safety risks for road users due to poor surface conditions.
• Decreased public trust and satisfaction with municipal service delivery.
• Potential economic impact due to reduced accessibility for businesses and
residents.
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The graph illustrates the projected condition of the City’s road corridor assets under
three funding scenarios from 2025 to 2040: current, recommended, and optimal
budgets. Under the current budget (green line), asset condition steadily declines
from good to fair and approaches poor by 2040, highlighting the consequences of
underinvestment. The recommended budget (purple line), aligned with a 10-year
financial strategy, stabilizes condition levels around the mid-60% range, avoiding
further deterioration. The optimal budget (blue line) maintains assets in the high
"good" range, offering the best long-term performance. This underscores the
importance of closing the infrastructure gap within 10 years to prevent costly
service disruptions, rising rehabilitation expenses, and declining public satisfaction.
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Figure 25 A Comparison of Road Corridor Conditions Under Optimal vs. Current vs Recommended Budget Scenarios
in Pickering
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4.7.3.2. Traffic Flow and Congestion Management
Current LOS
• Needs Improvement – The road corridor experiences congestion and delays
due to limitations in network capacity and connectivity.
Public Engagement Results
• Traffic flow and congestion had the highest dissatisfaction rate (40.3%),
highlighting a key concern.
• Only 27.5% of respondents reported being satisfied, while 32.2% were
neutral, indicating uncertainty or a lack of awareness of current efforts to
reduce congestions.
• 37.1% of respondents expressed willingness to pay for traffic management
improvements.
Recommendations
• Implement congestion mitigation strategies, including traffic signal
optimization and adaptive control systems.
• Enhance network connectivity by addressing critical bottlenecks and
improving intersection efficiency.
• Conduct a corridor capacity study to evaluate long-term needs for roadway
expansion or alternate transportation solutions.
• Engage the public through targeted outreach to align congestion
management strategies with community expectations.
Risk of Not Providing Acceptable LOS
• Longer travel times, increased commuter frustration, and reduced quality of
life.
• Higher emissions and environmental impacts due to increased idling and
congestion.
• Economic consequences, including reduced business activity and logistical
inefficiencies.
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4.7.3.3. Pedestrian and Cyclist Infrastructure
Current LOS
• Bike lanes and multi-use paths per capita are within best practices but offer
limited connectivity.
• Accessible parking meets minimum standards but could be enhanced.
Public Engagement Results
• 78.1% of respondents rated pedestrian infrastructure as important, though
neutrality (16%) suggests a lack of strong opinions.
• 33.4% of respondents were unwilling to pay for additional pedestrian and
cyclist infrastructure, the highest level of opposition across service
categories.
• Safety concerns were raised regarding pedestrian crossings and cyclist
accessibility in certain areas.
Recommendations
• Focus investments on pedestrian and cyclist infrastructure on high-use areas,
such as transit hubs, schools, and commercial corridors.
• Improve pedestrian safety through enhanced crosswalk visibility and signal
timing adjustments.
• Pursue grant funding for active transportation projects to minimize direct
financial impact on municipal budgets.
Risk of Not Providing Acceptable LOS
• Increased risk of pedestrian and cyclist accidents due to inadequate
infrastructure.
• Reduced accessibility for individuals with mobility challenges.
• Potential non-compliance with evolving accessibility and sustainability
regulations.
4.7.3.4. Sustainable Reinvestment in the Road Corridor
Current LOS
• Needs Improvement – Annual reinvestment is only 10% of the required
sustainable funding level.
Public Engagement Results
• Public concern over infrastructure funding gaps is increasing.
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• Willingness to pay for road maintenance and rehabilitation is higher than for
other transportation investments.
• Neutral responses suggest a need for better communication on funding needs
and long-term benefits.
Recommendations
• Secure sustainable funding through a combination of dedicated infrastructure
levies, grants, and alternative revenue sources.
• Develop a financial strategy that links road rehabilitation funding to long-
term asset preservation benefits.
• Increase transparency in budget allocations to reinforce public confidence in
infrastructure investment planning.
Risk of Not Providing Acceptable LOS
• Accelerated infrastructure deterioration leading to costly emergency repairs.
• Increased budget strain due to deferred maintenance and higher capital
costs.
• Reduced public trust in municipal decision-making regarding infrastructure
investments.
4.7.3.5. Maintaining Strong Performance Areas
Current LOS
• Compliance with minimum maintenance standards: Excellent.
• LED streetlight conversion: Excellent (95-98% of streetlights upgraded).
Public Engagement Results
• No major dissatisfaction was reported regarding road safety and lighting.
• LED conversion is viewed as a positive infrastructure improvement.
Recommendations
• Maintain existing high-performing service areas through proactive monitoring
and maintenance.
• Complete LED lighting upgrades where feasible to further reduce long-term
operational costs.
• Ensure road safety compliance through ongoing performance assessments.
Risk of Not Maintaining Current LOS
• Potential decline in service quality over time due to reduced monitoring.
• Loss of public confidence if previously well-performing services begin to
deteriorate.
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5. Bridges and Culverts
Bridges and structural culverts represent a critical portion of the transportation
services provided to the community. Engineering Services is responsible (through
the Capital Budget process) for any structure replacements or rehabilitation. The
Operations Department is responsible for the maintenance of all bridges and
culverts located across municipal roads with the goal of keeping structures in an
adequate state of repair and minimizing service disruptions. This AMP is for bridges
and culverts with a span of three meters or more. The City has many culverts with
a span that is less than three meters, including driveway culverts, which are not
included in this section.
5.1 Inventory & Valuation
Table 13 summarizes the quantity and current replacement cost of bridges and
culverts. The City owns and manages 27 bridges and 35 structural culverts.
Segment Quantity Unit of
Measure
Replacement
Cost
Primary RC
Method
Bridges 2712 Quantity $54,921,000 User-Defined
Structural
Culverts
3513 Quantity $24,930,422 User-Defined
Total 62 $79,851,422
Table 13: Detailed Asset Inventory: Bridges & Structural Culverts
12 The bridge quantity represents the total number of bridges with a span of 3 m and more,
including 9 pedestrian bridges.
13 The culvert quantity represents the total number of culverts with a span of 3 m and more,
including 1 pedestrian culvert.
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Figure 26 Portfolio Valuation: Bridges & Structural Culverts
5.2 Asset Condition
Figure 27 summarizes the replacement cost-weighted condition of the City’s bridges
and structural culverts. Based on the City’s recent Ontario Structures Inspection
Manual (OSIM) assessments, 82% of bridges and structural culverts are in fair or
better condition. Some elements or components of these structures may be
candidates for replacement or rehabilitation in the medium term and should be
monitored for further degradation in condition. At 17% of the total bridges and
culverts portfolio, assets in poor or worse condition may require replacement in the
immediate or short term.
As bridges and structures reach a poor or worse rating (i.e., a bridge condition
index of less than 40), they are not necessarily unsafe for regular use, individual
circumstances must be considered. The OSIM ratings are designed to identify
repairs needed to elevate condition ratings to fair or higher.
$24.9m
$54.9m
$20m $40m $60m
Structural Culverts
Bridges
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Figure 27 Asset Condition: Bridges & Structural Culverts Overall
Figure 28 Asset Condition: Bridges & Structural Culverts by Segment
Very Poor,
$600,201
(<1%)
Poor,
$13,563,000
(17%)
Fair,
$23,688,526
(30%)
Good,
$40,399,238
(51%)
Very Good,
$1,600,457
(2%)
$7.3m
$33.1m
$12.2m
$11.5m
$4.2m
$9.3m
$600k
0%20%40%60%80%100%
Structural
Culverts
Bridges
Value and Percentage of Asset Segments by Replacement Cost
Very Good Good Fair Poor Very Poor
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5.3 Age Profile
An asset’s age profile comprises two key values: estimated useful life (EUL), or
design life; and the percentage of EUL consumed. The EUL is the serviceable
lifespan of an asset during which it can continue to fulfil its intended purpose and
provide value to users, safely and efficiently. As assets age, their performance
diminishes, often more rapidly as they approach the end of their design life.
In conjunction with condition data, an asset’s age profile provides a more complete
summary of the state of infrastructure. It can help identify assets that may be
candidates for further review through condition assessment programs; inform the
selection of optimal lifecycle strategies; and improve planning for potential
replacement spikes.
Figure 29 illustrates the average current age of each asset type and its EUL. Both
values are weighted by the replacement cost of individual assets.
Figure 29: Estimated Useful Life vs. Asset Age: Bridges and Structural Culverts
Age analysis reveals that bridges & structural culverts are well under their
respective Estimated Useful Lives. OSIM assessments should continue to be used in
conjunction with age and asset criticality to prioritize capital and maintenance
expenditures.
5.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To ensure
that municipal assets are performing as expected and meeting the needs of
52.8 47.4
65.8 65.3
0
10
20
30
40
50
60
70
Bridges Structural Culverts
Nu
m
b
e
r
o
f
Y
e
a
r
s
Weighted Average Age Weighted Average EUL
City of Pickering
Asset Management Plan 2025
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customers, it is important to establish a lifecycle management strategy to
proactively manage asset deterioration.
The following table outlines the City’s current lifecycle management strategy.
Activity Type Description of Current Strategy
Rehabilitation /
Replacement
Biennial OSIM inspection reports including a Capital Needs List
identifying recommended rehabilitation and replacement
activities with estimated costs.
Rehabilitation /
Replacement
The report also includes a 2-year priority report to assist the
City with determining the timing and urgency of capital needs
when developing budgets and capital plans.
Maintenance
Biennial OSIM inspections including a list of recommended
maintenance activities that the City considers and completes
according to cost and urgency.
Maintenance
Typical maintenance activities include:
• Obstruction removal
• Cleaning/sweeping
• Erosion control
• Brush/tree removal
• Signage and roadside safety repair
Table 14: Lifecycle Management Strategy: Bridges & Structural Culverts
5.5 Forecasted Long-Term Replacement Needs
Figure 30 illustrates the cyclical short-, medium- and long-term infrastructure
rehabilitation and replacement requirements for the City’s bridges and culverts.
This analysis was run until 2099 to capture at least one iteration of replacement for
the longest-lived asset in Citywide Assets, the City’s primary asset management
system and asset register. The City’s average annual requirements (red dotted line)
for bridges and culverts total $1.3 million. Although actual spending may fluctuate
substantially from year to year, this figure is a useful benchmark value for annual
capital expenditure targets (or allocations to reserves) to ensure projects are not
deferred and replacement needs are met as they arise.
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Capital needs will rise between 2025-2029 at $18.4 million14, and peak at $25.3
million between 2045 and 2049 as assets reach the end of their useful life. These
projections and estimates are based on asset replacement costs, age analysis, and
condition data. They are designed to provide a long-term, portfolio-level overview
of capital needs and should be used to support improved financial planning over
several decades.
Figure 30: Forecasted Capital Replacement Needs: Bridges & Structural Culverts
2025-2099
Often, the magnitude of replacement needs is substantially higher than most
municipalities can afford to fund. In addition, most assets may not need to be
14 Many of the structures with limited remaining useful life are scheduled for future
rehabilitation or maintenance under the OSIM program. However, these assets
effectively represent immediate needs and should be closely monitored to ensure
planned interventions proceed as scheduled.
$1.3m$0
$18.4m
$0 $1.1m
$6.2m
$25.3m
$1.4m
$3.0m
$10.0m
$2.6m
$2.9m
$22.1m
$882k
$1.3m
$2.1m
$2.9m
$0
$5.0m
$10.0m
$15.0m
$20.0m
$25.0m
$30.0m
Fo
r
e
c
a
s
t
e
d
C
a
p
i
t
a
l
R
e
q
u
i
r
e
m
e
n
t
s
Bridges Structural Culverts Annual Requirement Total
City of Pickering
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replaced. However, quantifying and monitoring these spikes is essential for long-
term financial planning, including establishing dedicated reserves. OSIM condition
assessments and a robust risk framework will ensure that high-criticality assets
receive proper and timely lifecycle intervention, including replacements.
A detailed 10-year capital replacement forecast can be found in Appendix A – 10-
Year Capital Requirements.
5.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition
and replacement costs.
The matrix stratifies assets based on their individual probability and consequence of
failure, each scored from 1 to 5. Their product generates a risk index ranging from
1-25. Assets with the highest criticality and likelihood of failure receive a risk rating
of 25; those with lowest probability of failure and lowest criticality carry a risk
rating of 1. As new data and information is gathered, the City may consider
integrating relevant information that improves confidence in the criteria used to
assess asset risk and criticality.
These risk models have been built into the City’s Asset Management Database
(Citywide Assets). See Risk & Criticality section for further details on approach used
to determine asset risk ratings and classifications.
Figure 30 Risk Matrix: Bridges & Structural Culverts
5.6.1 Risk to Current Asset Management Strategies
Climate Change & Extreme Weather Events
Changes to intensity, duration, and frequency of rainfall may impact the condition
of bridges and culverts, increasing the risk of flooding. Although design standards
have evolved over time to meet changing climate, older structures were designed
to a different standard, and therefore not as resilient as newer structures.
1 - 4 5 - 7 8 - 9 10 - 14 15 - 25
Very Low Low Moderate High Very High
$8,029,737 $10,044,303 $22,860,853 $22,115,076 $16,801,453
(10%)(13%)(29%)(28%)(21%)
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5.7 Levels of Service
The City of Pickering is committed to maintaining high standards for its bridges and
culverts, ensuring they are accessible and can efficiently accommodate local traffic
needs. These essential infrastructure elements are designed to remain reliable
under all weather conditions, providing a dependable transportation network for
residents and visitors. Maintenance is conducted to minimize unplanned
interruptions or closures, with a focus on safety and public well-being.
The City balances the economic challenges of maintaining and repairing bridges and
culverts with the need to manage costs responsibly, ensuring that expenditures are
sustainable without placing an undue financial burden on the community. Pickering
also adheres to internal traffic bylaws and provincial regulations, meeting both local
and provincial standards. Although the City’s budget aligns with OSIM inspection
recommendations, the current Bridge Condition Index (BCI) of 68.81% indicates
room for improvement. In comparison, neighbouring municipalities such as Ajax,
Oshawa, Whitby, and Durham maintain BCIs between 69% and 77%. Ongoing
monitoring and robust asset management are critical to ensuring the safety and
reliability of these structures. The following tables summarize the City’s current
levels of service, including KPIs under Ontario Regulation 588/17 and additional
performance measures selected for this AMP.
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5.7.1 Community Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility
Description of the traffic that is
supported by Municipal bridges
(e.g., heavy transport vehicles,
motor vehicles, emergency
vehicles, pedestrians, cyclists)
Acceptable
Municipal bridges serve various
traffic types, including heavy
vehicles, pedestrians, and cyclists.
The analysis mainly covers rural
bridges, like those in North
Pickering, with ten underload limits
and detour routes of 5 km or more.
Bridges on gravel roads that can't
support pedestrians or cyclists are
excluded from some assessments.
Urban bridges are rated excellent,
while rural ones are generally
ranked lower.
Reliability &
Performance
Description or images of the
condition of bridges & structural
culverts and how this would affect
use of the bridges & structural
culverts
Acceptable15
The City has a strong
understanding of the condition and
lifecycle needs of bridges and
culverts. OSIM inspections are
conducted following established
guidelines, with recommendations
from these inspections actively
applied.
15 Please refer to Appendix B – Level of Service Maps & Photos for examples of Bridge & Culvert conditions.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Description of the compliance with
the minimum maintenance
standards for roads
Excellent
The City provides an excellent level
of service, meeting and exceeding
the minimum maintenance
standards.
Table 15: O. Reg. 588/17 Community Levels of Service: Bridges & Structural Culverts
5.7.2 Technical Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Percentage of bridges in the City with
loading or dimensional restrictions Excellent
In the City of Pickering, excluding
rural bridges, 0% of bridges have
loading or dimensional
restrictions. Rural roads, as
outlined in Schedule A of the
Traffic & Parking Bylaw, are not
designed to support heavy traffic
loads.
Reliability &
Performance
Average bridge condition index value
for bridges in the City Acceptable
70% - Adjusted results based on
the scores from the 2024 OSIM
inspections.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Average bridge condition index value
for structural culverts in the City Acceptable
66% - Adjusted results based on
the scores from the 2024 OSIM
inspections.
Reliability &
Performance
Percentage of bridges in poor or
worse condition Acceptable
17% - Adjusted results based on
the scores from the 2024 OSIM
inspections.
Reliability &
Performance
Percentage of culverts in poor or
worse condition Acceptable
19% - Adjusted results based on
the scores from the 2024 OSIM
inspections.
Affordability
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Acceptable
The funding received in recent
years is intended to address the
backlog of bridges with 0-4 years
of EUL remaining.
Table 16: O. Reg. 588/17 Technical Levels of Service: Bridges & Structural Culverts
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5.7.3 Proposed Levels of Service
This section provides recommendations for maintaining and optimizing the bridges
and culverts within the road corridor based on the current Levels of Service (LOS)
assessment, public engagement results, and risk analysis. The recommendations
focus on sustaining infrastructure condition, ensuring accessibility, and addressing
service risks, while recognizing that current funding levels are sufficient to meet
ongoing needs.
5.7.3.1. Structural Condition of Bridges and Culverts
Current LOS
• Average Bridge Condition Index (BCI): Acceptable (70%)
• Average Structural Culvert Condition Index: Acceptable (66%)
• Percentage of Bridges in Poor or Worse Condition: 17%
• Percentage of Culverts in Poor or Worse Condition: 19%
Public Engagement Results
• Structural safety of bridges was the highest priority (89.3% of respondents).
• Regular inspections and maintenance were also highly rated (81.7% public
support).
• Flood prevention through culvert maintenance was considered very important
by 81.6% of respondents.
• Satisfaction with bridge structural integrity was relatively high (57.9%).
Recommendations
• Continue utilizing required funding levels to implement planned rehabilitation
and replacement projects, ensuring gradual improvements in condition over
time.
• Focus bridge and culvert investments on structures currently rated as poor,
prioritizing those with the highest traffic volumes or strategic importance. In
parallel, establish a preventative maintenance program to extend the service
life of assets in fair or good condition, minimizing long-term costs and reducing
the likelihood of sudden failures.
• Monitor condition trends through ongoing OSIM inspections to validate the
effectiveness of existing rehabilitation strategies.
• Enhance public awareness of rehabilitation efforts to reinforce confidence in
the municipality’s infrastructure management.
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Risk of Not Maintaining Current LOS
• Delays in rehabilitation could slow overall condition improvements, leading to
longer timelines for achieving an optimal state of good repair.
• Public perception of deteriorating infrastructure, despite adequate funding, if
improvements are not effectively communicated.
• Increased maintenance costs if issues are not proactively addressed within
planned timelines.
5.7.3.2. Accessibility and Network Availability
Current LOS
• Acceptable – Municipal bridges support various traffic types, including heavy
vehicles, emergency vehicles, pedestrians, and cyclists.
• Urban bridges are in excellent condition, but rural bridges are generally ranked
lower, with ten bridges under load restrictions requiring detours of 5 km or
more.
Public Engagement Results
• 72.7% of respondents considered accessibility important, though 21.3% were
neutral, indicating it is less of a concern compared to structural safety.
• Accessibility had the highest share of lower-priority responses (6.0%),
reflecting mixed public sentiment.
• 50.5% of respondents were satisfied with accessibility, while 9.4% were
dissatisfied.
Recommendations
• Maintain existing bridge and culvert accessibility levels while monitoring rural
bridge usage to assess future needs.
• Continue prioritizing investments in critical structures that impact emergency
response times and essential goods movement routes.
• Communicate the municipality’s strategy for balancing accessibility
improvements with other infrastructure priorities.
Risk of Not Maintaining Current LOS
• Potential disruptions for rural road users if bridge accessibility issues are not
addressed over time.
• Reduced efficiency for emergency services and goods movement on load-
restricted routes.
• Public perception that accessibility issues are being overlooked, despite
funding sufficiency.
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5.7.3.3. Culvert Functionality and Flood Prevention
Current LOS
• Needs Improvement – around 19% of culverts are in poor or worse
condition.
Public Engagement Results
• Flood prevention effectiveness of culverts was ranked very important by 81.6%
of respondents.
• 43.3% of respondents were neutral regarding flood prevention, suggesting a
need for better public communication.
• Satisfaction with culvert maintenance effectiveness was 48.4%, but 8.2% of
respondents were dissatisfied.
Recommendations
• Continue leveraging existing funding to systematically rehabilitate culverts
with the highest flood risk exposure.
• Monitor high-risk culverts and drainage structures to ensure adequate capacity
for extreme weather events.
• Enhance public awareness of culvert maintenance efforts and how they
mitigate flooding risks.
Risk of Not Maintaining Current LOS
• Increased potential for localized flooding, impacting transportation and
adjacent properties.
• Higher maintenance costs if culvert deterioration is not proactively addressed
within planned rehabilitation cycles.
• Public perception that flood risk is not being adequately managed if
maintenance efforts are not visible.
5.7.3.4. Inspection Frequency and Preventative Maintenance
Current LOS
• Acceptable – The municipality exceeds minimum maintenance standards and
follows OSIM guidelines.
• Regular inspections are conducted, but high neutral public response suggests
a lack of visibility of these efforts.
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Public Engagement Results
• Regular inspections and maintenance were ranked as important by 81.7% of
respondents.
• Satisfaction with inspection frequency was 55.9%, but 52.2% of respondents
were neutral, suggesting limited public awareness.
• 30.3% of respondents were unwilling to pay for increased inspection
frequency, the highest resistance of any feature.
Recommendations
• Maintain current inspection cycles while exploring opportunities to enhance
efficiency through technology (e.g., remote monitoring, predictive analytics).
• Improve public communication about ongoing inspections to address neutral
responses and reinforce trust in maintenance efforts.
• Continue integrating OSIM inspection findings into long-term capital planning
to ensure funding remains aligned with infrastructure needs.
• Increase efforts and allocate additional funding toward preventative and
routine operational maintenance for bridges and culverts to preserve asset
condition, reduce lifecycle costs, and delay the need for costly rehabilitation or
replacement.
Risk of Not Maintaining Current LOS
• Public misperception that inspections are not being conducted thoroughly,
despite strong existing maintenance practices.
• Reduced public trust in infrastructure management if inspection transparency
is not improved.
• Delayed detection of potential structural issues, increasing long-term
rehabilitation costs.
5.7.3.5. Sustainable Infrastructure Investment
Current LOS
• Excellent – Capital reinvestment has exceeded average annual requirements
in recent years.
Public Engagement Results
• 33.1% of respondents were willing to pay for structural upgrades to improve
bridge safety.
• However, 27.9% remained neutral, indicating an opportunity for public
education on infrastructure investment benefits.
• Willingness to pay for increased inspections was lower (21.3%), with 30.3%
of respondents unwilling.
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Recommendations
• Continue sustaining current funding levels to ensure long-term infrastructure
resilience.
• Increase transparency in budget allocations and infrastructure spending to
reinforce public trust in the financial strategy.
• Leverage grant funding opportunities where applicable to optimize capital
reinvestment efficiency.
Risk of Not Maintaining Current LOS
• Potential misalignment between funding perceptions and actual infrastructure
needs if spending is not clearly communicated.
• Reduced public willingness to support long-term funding if infrastructure
investments are not visible.
• Risk of funding reductions in future budget cycles due to a lack of
demonstrated need.
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6. Stormwater System
The City owns and maintains a stormwater system consisting of storm sewer mains
and other supporting infrastructure. Staff are working towards improving the
accuracy and reliability of their Stormwater System inventory to assist with long-
term asset management planning.
6.1 Inventory & Valuation
Table 17 includes the quantity, replacement cost method and total replacement
cost of each asset segment in the City’s Stormwater System inventory.16
Segment Sub-
Segment Quantity Unit of
Measure
Replacement
Cost4
Primary
RC
Method
Drainage
Channels
Drainage
Channels
839 Meters $4,925,552 CPI
Storm Sewers Catch Basin
and Lead
5,519 Each $22,793,470 Cost per
Unit
Storm Sewers Clean Water
Collectors
6,265 Meters $1,532,910 CPI
Storm Sewers Inlet/Outlet
Structures
73 Each $2,351,091 CPI
Storm Sewers Maintenance
Holes
3,344 Each $32,296,930 Cost per
Unit
Storm Sewers Oil Grit
Separators
37 Each $4,786,018 User-
Defined
16 The level of maturity of the asset quantity data is still at a basic level. Staff plan to prioritize
data refinement and consolidation efforts to increase confidence in the accuracy and reliability
of asset data and information.
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Segment Sub-
Segment Quantity Unit of
Measure
Replacement
Cost4
Primary
RC
Method
Storm Sewers Service
Connection
16,895 Each $10,566,133 Cost per
Unit
Storm Sewers Storm Sewer
Mains
213,470 Meters $250,428,399 Cost per
Unit
Storm Sewers Stormwater
Wall
36 Meters $207,370 CPI
Stormwater
Ponds
Access Roads 249 Square
Meters
$44,552 CPI
Stormwater
Ponds
Dry Ponds 30,838 Cubic
Meters
$1,592,305 CPI
Stormwater
Ponds
Fencing 424 Meters $88,230 CPI
Stormwater
Ponds
Wet Ponds 187,150 Cubic
Meters
$26,194,976 User-
Defined
Total $357,807,936
Table 17: Detailed Asset Inventory: Stormwater System
Figure 31 provides the portfolio valuation of the stormwater system by Segments.
Moreover, these segments have been classified into further sub-segments.
Replacement costs by subsegments are provided in the Appendix D – Additional Asset
Portfolio Breakdown by Sub-segments.
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Figure 31: Portfolio Valuation: Stormwater System
6.2 Asset Condition
Figure 32 summarizes the replacement cost-weighted condition of the City’s
stormwater system assets. Based on age data only, approximately 13% of assets
are in poor to very poor condition. These assets may be candidates for replacement
in the short term; similarly, assets in fair condition may require rehabilitation or
replacement in the medium term and should be monitored for further degradation
in condition.
Figure 32: Asset Condition: Stormwater System Overall
$4.9m
$27.9m
$325.0m
$100m $200m $300m $400m
Drainage Channels
Stormwater Ponds
Storm Sewers
Replacement Cost by Segment
Very Poor,
$6,375,794
(2%)
Poor,
$39,646,761
(11%)Fair,
$13,219,145
(4%)
Good,
$70,785,086
(20%)
Very Good,
$227,781,150
(64%)
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Figure 33 summarizes the age-based condition of stormwater assets17. The analysis
illustrates that the majority of stormwater mains are in fair or better condition.
Figure 33: Asset Condition: Stormwater System by Segment
6.3 Age Profile
An asset’s age profile comprises two key values: estimated useful life (EUL), or
design life; and the percentage of EUL consumed. The EUL is the serviceable
lifespan of an asset during which it can continue to fulfil its intended purpose and
provide value to users, safely and efficiently. As assets age, their performance
diminishes, often more rapidly as they approach the end of their design life.
In conjunction with condition data, an asset’s age profile provides a more complete
summary of the state of infrastructure. It can help identify assets that may be
candidates for further review through condition assessment programs; inform the
selection of optimal lifecycle strategies; and improve planning for potential
replacement spikes.
Figure 34 illustrates the average current age of each asset type and its estimated
useful life. Both values are weighted by the replacement cost of individual assets.
17 A desktop assessment was completed by City staff. The results of the assessment were
used along with Age-based ratings to calculate the average condition of assets. Desktop
assessment ratings were given a weight of 50% compared to 50% for the age -based rating
when performing the final condition calculation for Catch Basin and Leads. For Service
Connections, the desktop assessments were given a weight of 55% compared t o 45% for
the age-based rating when performing the final condition calculation. Age-based conditions
were solely used when desktop assessments were not performed.
$9.7m
$213.1m
$4.9m
$69.5m
$10.7m
$28.9m
$5.9m
0%20%40%60%80%100%
Stormwater
Ponds
Storm Sewers
Drainage
Channels
Value and Percentage of Asset Segments by Replacement Cost
Very Good Good Fair Poor Very Poor
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Figure 34: Estimated Useful Life vs. Asset Age: Stormwater System
Age analysis reveals that drainage channels & stormwater ponds are far from
reaching their end of useful life. Moreover, storm sewers are midway through their
expected useful life.
6.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. This process
is affected by a range of factors including asset’s characteristics, location, utilization,
maintenance history and environment.
The following lifecycle strategies have been developed as a proactive approach to
managing the lifecycle of wet stormwater ponds. Instead of allowing stormwater
ponds to deteriorate until replacement is required, strategic rehabilitation is expected
to extend the service life of stormwater ponds at a lower total cost.
9.3
37.8
16.5
68.2 72
52.8
0
10
20
30
40
50
60
70
80
Drainage Channels Storm Sewers Stormwater Ponds
Nu
m
b
e
r
o
f
Y
e
a
r
s
Weighted Average Age Weighted Average EUL
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Stormwater Ponds (Wet)
Event Name Event Class Event Trigger
Pond Cleanout 1st cycle Maintenance Year: 20
Pond Cleanout 2nd Cycle Maintenance Year: 40
Asset Replacement Replacement Condition: 0
Table 18: Lifecycle Management Strategy: Stormwater Ponds
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The following table outlines the City’s current lifecycle management strategy for
Stormwater Management Facilities.
Activity Type Description of Current Strategy
Maintenance
Regular inspections are completed across all facilities. When
more detailed inspections were completed in 2020 this included:
• Inspection of maintenance hole covers, control structures
and access barriers
• Bathymetric surveys and sediment depth measurements
at wet ponds
• Sediment quality sampling to determine proper disposal
requirements
Maintenance
Staff are in the process of evaluating and implementing a
proactive maintenance program which may include:
• Debris cleanup
• Repairs to outlets, grates, and fences
Rehabilitation/
Replacement
Sediment removal and disposal needs to occur on a regular basis
(~ every 20 years).
Rehabilitation/
Replacement
The excavation and removal of sediment from ponds will require
a sampling and analysis plan outlining frequency and testing
parameters.
Rehabilitation/
Replacement
Due to the relatively young age of the City’s stormwater
management facilities, there has not been a previous urgency or
requirement to plan for reconstruction/retrofit needs.
Table 19: Lifecycle Management Strategy: Stormwater Management Facilities
The following table outlines the City’s current lifecycle management strategy for
Storm Sewers.
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Activity
Type Description of Current Strategy
Maintenance
The City’s annual maintenance program for storm sewer mains
includes:
• Storm sewer flushing and video inspection
• Calcite blockage removal (reaming)
• Catch basin cleaning
Rehabilitation
The City is in the process of refining its inventory data and
collecting better condition data on linear storm sewer
infrastructure. Once this process is completed staff will consider
the benefits of trenchless sewer re-lining.
Replacement
Storm sewer replacement is aligned with road reconstruction
programs. When a road is planned for reconstruction, CCTV
inspections are completed to determine if the storm sewer
needs repair or replacement. This project coordination
ultimately leads to lower total project costs and reduces the
impact of more frequent road reconstruction.
Replacement The City develops a 9-year capital forecast which includes
specific named projects
Table 20: Lifecycle Management Strategy: Storm Sewers
6.5 Forecasted Long-Term Replacement Needs
Figure 35 illustrates the cyclical short-, medium- and long-term infrastructure
replacement requirements for the City’s stormwater system assets. This analysis
was run until 2109 to capture at least one iteration of replacement for the longest-
lived asset in Citywide Assets, the City’s primary asset management system and
asset register. The City’s average annual requirements (red dotted line) total $6.6
million for all assets in the stormwater system. Although actual spending may
fluctuate substantially from year to year, this figure is a useful benchmark value for
annual capital expenditure targets (or allocations to reserves) to ensure projects
are not deferred and replacement needs are met as they arise.
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Figure 35: Forecasted Long-Term Replacement Needs: Storm Sewers
The largest replacement spike is forecasted to be $85.3 million in 2060-2064
followed by $68.5 million in 2055 - 2059 as assets reach the end of their expected
design life. These projections and estimates are based on asset replacement costs
and age analysis. They are designed to provide a long-term, portfolio-level
overview of capital needs and should be used to support improved financial
planning over several decades.
Often, the magnitude of replacement needs is substantially higher than most
municipalities can afford to fund. In addition, most assets may not need to be
replaced. However, quantifying and monitoring these spikes is essential for long-
term financial planning, including establishing dedicated reserves. In addition, a
$6.6m
$471k
$29.1m
$21.8m
$35.5m
$36.4m
$15.8m
$57.7m
$68.5m
$85.3m
$27.5m
$21.5m
$39.6m
$10.8m
$15.1m
$13.9m
$34.2m
$4.4m
$5.2m
$0
$10m
$20m
$30m
$40m
$50m
$60m
$70m
$80m
$90m
Fo
r
e
c
a
s
t
e
d
C
a
p
i
t
a
l
R
e
q
u
i
r
e
m
e
n
t
s
Stormwater Ponds
Storm Sewers
Drainage Channels
Annual Requirement
Total
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robust risk framework will ensure that high-criticality assets receive proper and
timely lifecycle intervention, including replacements.
A detailed 10-year capital replacement forecast can be found in Appendix A – 10-
Year Capital Requirements.
6.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition,
service life remaining, pipe material, and replacement costs. As no additional
attribute data was available for storm assets, the risk ratings for assets were
calculated using only these asset fields.
The matrix stratifies assets based on their individual probability and consequence of
failure, each scored from 1 to 5. Their product generates a risk index ranging from
1-25. Assets with the highest criticality and likelihood of failure receive a risk rating
of 25; those with lowest probability of failure and lowest criticality carry a risk
rating of 1. As new data and information is gathered, the City may consider
integrating relevant information that improves confidence in the criteria used to
assess asset risk and criticality.
These risk models have been built into the City’s Asset Management Database
(Citywide Assets). See Risk & Criticality section for further details on approach used
to determine asset risk ratings and classifications.
Figure 36: Risk Matrix: Stormwater System
6.6.1 Risk to Current Asset Management Strategies
Climate Change & Extreme Weather Events
Changes to intensity, duration, and frequency of rainfall may impact the condition
and performance of the Stormwater System. Design criteria can become outdated
as Intensity, Duration, and Frequency (IDF) curves are updated. The City’s IDF
curves were last updated in 2013 and were further analyzed in the Climate Change
IDF Study, prepared for Durham Region in 2024. The study indicates a slight
increase in intensity for short-duration events, with no significant change observed
for long-duration events. The results suggest that the current design practices
remain as adequate as they ever were, though continued monitoring is
recommended. While this risk is industry-driven, the City’s current IDF curves are
1 - 4 5 - 7 8 - 9 10 - 14 15 - 25
Very Low Low Moderate High Very High
$144,290,633 $126,383,874 $23,398,915 $48,027,393 $15,707,122
(40%)(35%)(7%)(13%)(4%)
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still considered relevant for design purposes, with future updates and monitoring
suggested for ongoing accuracy.
The forthcoming Community Climate Adaptation Plan—scheduled for Council
consideration in May 2025—may introduce additional recommendations or direction
for addressing long-term climate resilience. As the Plan is currently in draft form,
future asset management updates may be required to align with its finalized
objectives and actions once formally adopted.
Installation
Design guidelines have been updated to reflect new requirements around storm
sewer sizing for new developments. Although newer subdivisions are being
designed to meet overland flow requirements, this is not necessarily the case for all
of the older developments.
Currently, design standards for linear infrastructure are built to capture and convey
the 1 in 5-year storm event.
Infrastructure Re-investment
Plans to maintain and rehabilitate ponds are entirely dependent on budget
approvals. When adequate budgets are not available, these plans may be deferred
or canceled.
Lifecycle Management Strategies
For storm sewers, inspections are not completed on a strategic level. Inspections
are done on a geographic zone basis, not necessarily targeted towards areas of
elevated need.
The storm sewer age is relatively young north of Highway 401 (the majority) and
getting older south of the Highway. It is rare that the City has to plan for full
reconstruction/replacement. However, The City is looking to expand inspection
programs to become more strategic as the average age of storm infrastructure
increases.
Furthermore, ponds within the City are relatively new and not at the end of their
lifecycle. The City will be developing a robust lifecycle management strategy based
on a recently completed asset management plan.
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6.7 Levels of Service
The City of Pickering is committed to maintaining a high standard of service for its
stormwater management system, ensuring it effectively meets the needs of the
community while safeguarding the environment and public well-being. The system
is designed with redundancies to manage high flow conditions and prevent
overflows, ensuring reliability and minimizing service interruptions. This robust
infrastructure plays a vital role in managing stormwater, reducing flood risks, and
mitigating environmental impacts.
The City strives to balance affordability with the necessary investments in
stormwater infrastructure maintenance, and upgrades. While Pickering's
stormwater system is relatively new, it requires financial reserves for future
upkeep. Currently, 95% of properties are resilient to a 5-year storm, and 60% to a
100-year storm. However, neighbouring municipalities like Ajax, Whitby, and
Durham report higher resiliency rates, highlighting the need for improved data
collection and financial planning in Pickering. The following tables summarize the
City’s current levels of service, including KPIs under Ontario Regulation 588/17 and
additional performance measures selected for this AMP.
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6.7.1 Community Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility
Description, which may include
maps, of the user groups or areas of
the City that are protected from
flooding, including the extent of the
protection provided by the Municipal
stormwater management system
Acceptable18
The zoning, dating back to the
1960s, lacks sufficient flood
management infrastructure,
particularly in the face of extreme
weather events. While floodplain
mapping is available online to
highlight vulnerable areas, a detailed
analysis of the storm sewer system is
still missing. As a result,
maintenance has been reactive and
localized rather than proactive and
planned. However, the City benefits
from not having combined sewers,
which can alleviate some stormwater
management challenges. Engineering
Services are working to address
these issues through a more
comprehensive approach, as outlined
in their Level of Service Framework,
effective as of March 14, 2024.
Table 21: O. Reg. 588/17 Community Levels of Service: Stormwater System
18 Please refer to Appendix B – Level of Service Maps & Photos for stormwater system classification maps.
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6.7.2 Technical Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Percentage of inspected catch
basins yearly Acceptable 27.8%
Reliability &
Performance
Percentage of properties in
Municipality resilient to a 100-year
storm
Needs
Improvement
60%19 - The City assumes that the
minor system in urban and estate
development areas is designed to
handle a 5-year event, while the
major system is expected to manage
a 100-year event without affecting
buildings. However, further studies
are needed to accurately assess the
system's ability to handle these
events without impacting
infrastructure. Staff have started
measuring asset performance against
these metrics, with ongoing work that
will provide a more accurate
representation of the City’s Level of
Service (LOS) in a future Asset
Management Plan (AMP).
19 High level assumption.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Percentage of the Municipal
stormwater management system
resilient to a 5-year storm
Acceptable
95% - The City assumes that the
minor system in urban and estate
areas is designed to handle a 5-year
event, and the major system is built
to manage a 100-year event without
affecting buildings. Further studies are
needed to accurately assess how well
both systems perform. Staff are
currently measuring asset
performance against these standards,
with a more precise Level of Service
(LOS) assessment to be included in a
future Asset Management Plan (AMP).
Reliability &
Performance
Yearly Percentage of inspected and
flushed pipes (urban areas) N/A20
The City conducts manual clean and
flush programs annually, but the
current quantity per year is
insufficient to inspect the entire sewer
system within five years. As a result,
only a small percentage of pipes are
inspected each year due to budget
limitations. There is no specific policy
guiding this process; instead,
planning is determined by the
available budget allocation.
20 For the current LOS that are marked as N/A (Not Available), the city will gather additional data to establish accurate values .
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Yearly Percentage of inspected and
flushed pipes (non-urban areas) N/A
The City conducts manual clean and
flush programs annually, but this
quantity per year is insufficient to
inspect the entire sewer system within
five years. As a result, only a small
percentage of pipes are inspected
each year due to budget constraints.
There is no dedicated policy for this
process; instead, planning is based on
the available budget allocation.
Reliability &
Performance
Average condition of stormwater
system assets Acceptable 70% – Based on the calculations from
Citywide
Reliability &
Performance
Percentage of storm network assets
in poor or worse condition Acceptable 29% - Based on the calculations from
Citywide
Affordability
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Needs
Improvement
The actual reinvestment rate is just
over 11% of the target rate,
highlighting a potential risk of
infrastructure deterioration if
reinvestment levels remain low.
Table 22: O. Reg. 588/17 Technical Levels of Service: Stormwater System
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6.7.3 Proposed Levels of Service
This section provides recommendations for maintaining and improving the
stormwater system within the road corridor based on the current Levels of Service
(LOS) assessment, public engagement results, and risk analysis. The
recommendations focus on addressing deficiencies in storm resiliency and funding
sustainability, ensuring proactive maintenance, and improving public engagement.
6.7.3.1. Storm Resiliency and Flood Prevention
Current LOS
• Percentage of properties resilient to a 100-year storm: Needs Improvement
(60%)
• Percentage of the stormwater system resilient to a 5-year storm: Acceptable
(95%)
• Floodplain mapping is available, but a detailed storm sewer and overland flow
system analysis for older neighbourhoods is lacking.
• Maintenance has been reactive and localized rather than proactive and
planned.
Public Engagement Results
• Flood prevention was rated as the highest priority (81.0% of respondents).
• Satisfaction with flood prevention was the highest among stormwater features
(45.8%).
• Neutral responses about flood prevention were moderate (43.9%), indicating
a lack of strong public awareness.
Recommendations
• Enhance flood resilience by investing in system-wide upgrades in flood-prone
areas to improve capacity for extreme weather events.
• Develop a detailed storm sewer system analysis to accurately assess
vulnerabilities and prioritize upgrades.
• Improve stormwater retention and drainage capacity in flood-prone areas.
• Increase public education on floodplain mapping and household-level flood
mitigation strategies.
Risk of Not Improving Storm Resiliency
• Increased flooding risk, leading to property damage and infrastructure failures.
• Higher long-term costs due to emergency response and reactive repairs.
• Reduced public trust in the municipality’s ability to manage extreme weather
impacts.
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6.7.3.2. Stormwater System Maintenance and Inspection Frequency
Current LOS
• Yearly percentage of inspected catch basins: Acceptable (27.8%)
• Yearly percentage of inspected and flushed pipes (urban areas): N/A (Budget-
limited program, unable to complete all inspections within five years).
• Yearly percentage of inspected and flushed pipes (non-urban areas): N/A
(Budget-limited program, unable to complete all inspections within five years).
• Average condition of stormwater system assets: Acceptable (70).
• Percentage of storm network assets in poor or worse condition: Acceptable
(29%).
Public Engagement Results
• Regular maintenance of stormwater components was highly rated (80.3% of
respondents).
• Satisfaction with maintenance was moderate (44.2%), but 46.1% of
respondents were neutral, suggesting a lack of public awareness.
• Willingness to pay for more frequent maintenance was lower (24.7%), with
significant opposition (30.5%).
Recommendations
• Optimize maintenance scheduling to ensure system components are cleaned
and inspected within a five-year cycle.
• Implement a risk-based inspection strategy, prioritizing high-risk areas and
aging infrastructure.
• Increase public communication about ongoing maintenance efforts to address
neutral perceptions.
• Leverage technology, such as remote monitoring, to improve maintenance
efficiency and reduce costs.
Risk of Not Improving Maintenance and Inspection Frequency
• Increased risk of blockages, backups, and localized flooding.
• Deterioration of stormwater assets leading to premature replacement costs.
• Public perception of poor infrastructure management, reducing willingness to
support future funding.
6.7.3.3. Sustainable Capital Reinvestment and Funding
Current LOS
• Annual sustainable capital reinvestment rate: Needs Improvement (11% of the
required funding).
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• Stormwater projects are currently constrained by budget limitations, leading
to deferred maintenance and delayed system upgrades.
Public Engagement Results
• Willingness to pay for enhanced flood prevention was moderate (29.2%), with
29.0% of respondents neutral.
• Willingness to pay for more frequent maintenance was lower (24.7%), with
30.5% unwilling.
• Public prioritization favors flood prevention and maintenance over
transparency and communication.
Recommendations
• Secure long-term, dedicated funding for stormwater infrastructure upgrades
and rehabilitation.
• Leverage available grants and alternative funding sources to supplement
municipal investments.
• Develop a financial strategy linking reinvestment levels to long-term cost
savings and risk reduction.
• Communicate the benefits of proactive reinvestment to increase public support
for funding allocation.
Risk of Not Securing Sustainable Funding
• This graph illustrates the projected condition of the City’s stormwater system
under three funding scenarios from 2025 to 2040: current, recommended,
and optimal budgets. Under the current budget (green line), asset condition
gradually declines, falling below 80% and trending downward, signaling a
slow but steady deterioration. This decline increases the risk of system
failures, local flooding, costly emergency repairs, and reduced resilience to
climate-related events such as intense rainfall. In contrast, the recommended
budget (purple line) helps stabilize condition above 80%, while the optimal
budget (blue line) significantly improves condition, reaching the mid-90%
range by 2040. Without increased investment, the City risks higher future
costs, service disruptions, and greater vulnerability to extreme weather,
making it essential to address the funding gap within the next decade.
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Figure 37: Projected Stormwater System Conditions in Pickering Under Optimal vs. Current vs Recommended
Budget Scenarios"
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6.7.3.4. Communication and Transparency in Stormwater Management
Current LOS
• Public awareness of stormwater management practices is limited, with high
neutral responses in engagement surveys.
Public Engagement Results
• Transparency and communication about stormwater management were the
lowest-rated priority (67.7%).
• Satisfaction with stormwater communication was the lowest of all categories
(31.0%).
• Dissatisfaction with communication was relatively high (27.0%), indicating a
need for improvement.
Recommendations
• Develop an outreach strategy to educate residents on stormwater system
functionality and its impact on community safety.
• Improve accessibility of stormwater data, including maps and maintenance
schedules, through an online portal.
• Increase engagement through public meetings and stormwater management
workshops.
Risk of Not Improving Communication
• Public misperceptions about the municipality’s stormwater management
efforts.
• Reduced willingness to support funding increases due to a lack of
understanding of system needs.
• Increased public frustration during storm events due to limited information
availability.
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Non-Core Assets
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7. Buildings & Facilities
The City owns and maintains a variety of facilities and recreation centers that
provide essential services to the community. These buildings are categorized as
follows:
• Civic Complex
• Community & Cultural Buildings
• Fire Services
• Operations Centre
• Recreation, Pools & Arenas
To effectively manage the operational data of these facilities, the City utilizes
VFA, ensuring informed decision-making and strategic asset management.
7.1 Inventory & Valuation
Table 23 includes the quantity, replacement cost method and total replacement
cost of each asset segment in the City’s Buildings & Facilities asset inventory.
Segment Quantity Unit of
Measure
Replacement
Cost
Primary RC
Method
Civic Complex 1 Buildings $39,442,725 User-Defined
Community &
Cultural
Buildings
18 Buildings $55,798,059 User-Defined
Fire Services 5 Buildings $27,242,565 User-Defined
Operations
Centre
5 Buildings $36,053,371 User-Defined
Recreation,
Pools & Arenas
11 Buildings $158,293,225 User-Defined
Other 1 Buildings $63,858 CPI
TOTAL $316,893,803
Table 23: Detailed Asset Inventory: Buildings & Facilities
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Figure 38: Portfolio Valuation: Buildings & Facilities
7.2 Asset Condition
The City maintains a detailed breakdown of all facilities in its VFA/Facilities
database, which compiles and summarizes information for the AMP, offering a more
robust budgeting tool. This database is further refined through staff observations
and supported by third-party consultant reviews. Appendix E – Facility Condition
Indices presents the FCI scores of facilities, as outlined in the Facilities Renewal
Study.
A Facility Condition Index (FCI) score is a ratio of the total cost of identified building
repairs and renewals (i.e., component replacement) over a defined period (the City
uses 5 years) divided by the assets’ total estimated replacement cost. It is
calculated using the formula:
FCI = Requirement and Renewal Costs / Current Replacement Value
An FCI of 0 percent indicates a facility in perfect condition with no outstanding
capital investment backlog or deferred maintenance within the next five years. Low
FCI values, typically below 20 percent, indicate good condition with minimal
maintenance needs. Higher FCI values, above 40 percent, suggest significant
maintenance backlogs and a potential need for major rehabilitation, replacement,
or disposal. These thresholds were identified in the City's 2024 Facilities Renewal
Study.
$64k
$27.2m
$36.1m
$39.4m
$55.8m
$158.3m
$50m $100m $150m $200m
Other
Fire Services
Operations Centre
Civic Complex
Community & Cultural Buildings
Recreation, Pools & Arenas
Replacement Cost by Segment
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The City maintains separate asset management software for its buildings, VFA
Facilities, which reports an FCI of 25.68 percent for the entire facility portfolio. This
suggests that the facility is at risk of accelerated deterioration, increased
maintenance costs, and potential service disruptions. Immediate attention and
strategic reinvestment are required to prevent further decline and ensure continued
functionality.
To ensure that the City’s Building & Facilities continue to provide an acceptable
level of service, the City monitors the condition of all individual systems and assets
in each of its facilities. As their condition declines, staff re-evaluate their lifecycle
management and funding strategy to determine what combination of maintenance,
rehabilitation and replacement activities is required to improve the overall condition
of Buildings & Facilities.
7.3 Age Profile
An asset’s age profile comprises two key values: estimated useful life (EUL), or
design life; and service life remaining (SLR). EUL is the initial estimated serviceable
lifespan of an asset during which it can continue to fulfil its intended purpose and
provide value to users safely and efficiently. As assets age, their performance
diminishes, often more rapidly as they approach the end of their design life. With
proper care and maintenance, SLR can be extended beyond the initial EUL.
In conjunction with condition data, an asset’s age profile provides a more complete
summary of the state of infrastructure. It can help identify assets that may be
candidates for further review through condition assessment programs; inform the
selection of optimal lifecycle strategies; and improve planning for potential
replacement spikes.
Figure 39: Estimated Useful Life vs. Asset Age: Buildings & Facilities
31.2
35.3
23.6
6 3
30.230.3
29.5
26.2 26.4 25
28.9
0
10
20
30
40
Civic
Complex
Community
& Cultural
Buildings
Fire
Services
Operations
Centre
Other Recreation,
Pools &
Arenas
Nu
m
b
e
r
o
f
Y
e
a
r
s
Weighted Average Age Weighted Average EUL
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Figure 39 illustrates the average current age of each asset type and its estimated
useful life. Both values are weighted by the replacement cost of individual assets.
Age analysis reveals that civic complex, community & cultural buildings, and
recreation pools & arenas have exceeded their expected useful lives. On the
contrary, operations centre, and other buildings are in the early stages of their
expected useful lives. Moreover, fire services facilities are quickly approaching their
useful lives.
Age-based analysis would require intensive review of the over 10,000 assets
represented in the VFA database, as each of these will have its own established
EUL. Detailed analysis will be undertaken in regular updates to the City’s Facilities
Renewal Study and as part of ongoing facilities management efforts. Data and
analysis provided in the City’s broader asset management plan is limited to high
level summaries of this information to demonstrate overall trends and conditions.
7.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To ensure
that municipal assets are performing as expected and meeting the needs of
stakeholders, it is important to establish a lifecycle management strategy to
proactively manage asset deterioration.
A number of City facilities are approaching the end of their serviceable lives and will
compete with growth-related and other priorities for limited available capital funds.
The City’s Facilities Renewal Study provides guidelines to help develop the required
strategies, and feed into the City’s broader asset management objectives.
Table 24 outlines the City’s current lifecycle management strategy.
Activity Type Description of Current Strategy
Maintenance
City Facilities Maintenance staff develop preventative
maintenance plans that are tailored for each facility. These
plans include a variety of activities that are completed by both
internal staff and external contractors including:
• Routine health & safety inspections and general facility
maintenance
• Elevator & life safety systems testing
• Utilities inspection & maintenance (e.g., generators,
plumbing, HVAC)
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Activity Type Description of Current Strategy
Rehabilitation
Facility rehabilitation relies on determining the optimal time to
replace systems to control costs and manage risks without
jeopardizing facility safety and operational standards. Staff
prioritize rehabilitation needs into three broad categories:
• Primary: health & safety, roofs, HVAC
• Secondary: Back of house areas, non-critical systems
• Tertiary: cosmetics, lighting, cladding, flooring
Rehabilitation
In general terms, the City’s approach is reviewing facilities in
terms of generational life cycles, with each cycle lasting roughly
25-30 years. A major renovation is typically required at that
point to address the end of life of a broad number of building
systems and consolidated into a single project for order of
magnitude cost savings while minimizing overall down time.
Most facilities have 2-3 generational cycles in them, leaning
towards the lower number if each generation is stretched to
30+ years. Beyond this point, critical infrastructure like
foundations require expensive repairs and operating costs can
become prohibitive, as well as the increasing risks of unplanned
closures.
Replacement
Determining facility replacement requirements involves
analyzing several key sources of information, including:
• Facility condition index & staff inspections
• Maintenance and work order records.
• Master Plans
• Stakeholder input
Replacement
Staff aim to start evaluating and planning for facility
replacements at least 10 years in advance of required capital
works. The City’s Facilities Renewal Study is the current guiding
document for these efforts, aligning objectives with the Parks
and Recreation 10-Year Plan, Corporate Energy Management
Plan, and other related policies and documents, all falling under
the auspices of the City’s overall Strategic Plan.
Table 24: Lifecycle Management Strategy: Buildings & Facilities
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7.5 Forecasted Long-Term Replacement Needs
Funding needs for facilities assets can vary significantly from year to year. In 2025,
there is a backlog of $13.8 million, which grows to $15.6 million in 2026. The
highest funding requirement is shown in the latest capital budget forecast in 2027
at $33.5 million, likely due to major planned projects or deferred maintenance.
Projected costs within the next five years often include deferred maintenance from
previous years that have not yet been funded or approved.
Beyond these specific expenditures, the City's capital budget estimates an average
annual requirement of $12.6 million after 2034 to maintain facilities in good
condition. These fluctuations underscore the importance of consistent and strategic
funding. Without sufficient investment in high-need years, maintenance could be
delayed, leading to higher long-term costs and a greater risk of asset failures. By
leveraging data-driven planning, the City can allocate resources effectively,
ensuring funding is available when needed, preventing costly emergency repairs,
and keeping facilities safe and functional for the community.
A detailed 10-year capital replacement forecast can be found in Appendix A – 10-
Year Capital Requirements.
7.6 Risk Analysis
This table, sourced from the City’s 2024 Facilities Renewal Study, highlights facility
risk rankings based on both condition (FCI) and service criticality. It identifies
priority buildings requiring attention, including several fire stations and community
centres, and supports a risk-based approach to capital planning and reinvestment.
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Figure 40: Risk Scores vs FCI: Buildings & Facilities from the 2024 Facilities
Renewal Study21
This table, sourced from the City’s 2024 Facilities Renewal Study, highlights facility
risk rankings based on both condition (FCI) and service criticality. It identifies
priority buildings requiring attention, including several fire stations and community
centres, and supports a risk-based approach to capital planning and reinvestment.
7.6.1 Risk to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service
delivery that the City’s facilities are currently facing:
21 Footnote 1: Animal Shelter is a leased facility with no VFA data; however, the city is
responsible for all capital upgrades and significant investment is required. Therefore, it is
assumed that if there was an assessment the FCI score would be 50% or more and score of
5 would apply.
Footnote 2: Historic pavilion structures are not included in the Museum FCI. This value only
includes Redman House, the Conservation Building and Upper Site Storage Building.
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Climate Change & Extreme Weather Events
Increasing temperatures place greater stress on HVAC systems. More frequent and
severe windstorms, heavier snowfall and deluge precipitation can overwhelm the
system design capacities of City facilities, especially older buildings designed to less
stringent codes and requirements. Climate resiliency is already a key consideration
in any discussion of new construction/retrofits - e.g., building roof curbs to allow
additional insulation thickness at a later date.
Infrastructure Design/Installation
Futureproofing is already a key strategy for all City facility capital projects. The City
acknowledges the need to build in as much resilience, durability, and flexibility as
possible. The City wants to be able to keep up with technological advancements,
and aging systems often become more difficult to maintain as parts and required
expertise become sparse. Redundancy is key for critical systems, such as HVAC,
electrical and life safety systems.
The City’s 2024-2029 Corporate Energy Management Plan (CEMP) includes
recommendations to develop a corporate building standard for City facilities that
could address long term needs and resiliency to maintain an inventory of robust
assets, which notably include emergency and post-disaster buildings.
Aging Infrastructure
Aging infrastructure poses a significant risk to the City of Pickering’s facilities,
especially as essential structural systems reach the end of their serviceable lives. As
buildings age, key components such as foundations, load-bearing walls, roofs, and
mechanical systems deteriorate, increasing the likelihood of failures that could
compromise safety, functionality, and service delivery. Structural degradation can
lead to issues such as leaks, cracks, corrosion, and weakened load-bearing
capacities, which, if left unaddressed, can escalate into costly emergency repairs or
even facility closures. Once a facility’s key structural systems reach end of life,
rehabilitation is rarely cost-effective, requiring full replacement or disposal of the
building.
7.7 Levels of Service
The City of Pickering is dedicated to providing exceptional services across all
municipal facilities, with a strong focus on accessibility, sustainability, reliability,
performance, and cost-effectiveness. The City strives to ensure that all residents
and visitors to the community can access and benefit from its facilities, with
accessible entrances, washrooms, and assistive technologies in place, exceeding
minimum code requirements whenever possible. In addition, sustainable practices
are integrated into the City’s procurement practices, building operations and capital
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project planning to minimize environmental impact, reinforced by the objectives of
the City’s Corporate Energy Management Plan 2024-2029, Community Climate
Adaptation Plan 2025-2035 and Corporate Strategic Plan 2024-2028. Regular
inspections and maintenance ensure that these facilities remain safe, secure, and
resilient, while also being reliably responsive to emergencies.
Several City building assets already have Facility Condition Index (FCI ratings
exceeding 40 percent, with low service life remaining. This will require significant
attention over the short term. The renewal study should be further developed and
inform the City's broader strategic objectives to ensure that target levels of service
can be maintained over the long run. The City continuously strives to offer high-
quality service to all visitors and stakeholders by regularly reviewing service
delivery and actively seeking customer feedback to improve its offerings.
Committed to affordability, the City ensures that its facilities remain accessible and
enjoyable for all residents and visitors. The following tables summarize the City’s
current levels of service, including KPIs under Ontario Regulation 588/17 and
additional performance measures selected for this AMP.
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7.7.1 Community Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility
Description of the availability of
recreational and cultural
services supported by municipal
facilities to residents
Acceptable
The City’s Recreational and cultural
services are primarily concentrated in
South Pickering, providing good access.
Central and North Pickering have more
limited availability, requiring
improvement. Issues include an
insufficient number of facilities, several
aging facilities set for decommissioning,
and accessibility challenges like a lack of
elevators in some buildings. Two new
facilities (Pickering Heritage & Community
Centre and Seaton Recreation Complex &
Library) are planned but will not be
completed until after 2025.
Accessibility
Description of the state of
modernization of recreational
facilities
Needs
Improvement
As demographics shift and density
increases, especially near existing
facilities, aging buildings need
modernization to meet evolving
community needs. This should go beyond
health and safety updates to include new
features aligned with current trends, such
as fitness classes and improved
amenities, as outlined in the Recreation
and Parks 10-Year Plan. A proactive
approach will help ensure facilities stay
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
relevant, accessible, and capable of
serving a growing, diverse population.
Accessibility
Description of the state of
modernization of Library
Facilities
Needs
Improvement
As demographics shift and density
increases, aging buildings need
modernization to meet evolving
community needs. This should include
updates beyond health and safety,
incorporating current trends and upgraded
amenities, as outlined in the Public Library
Facilities Plan (2023). A proactive
approach will ensure facilities stay
relevant, accessible, and serve the
diverse, growing population.
Accessibility
Description of any initiatives
and plans to make buildings
and facilities more accessible
Acceptable
Initiatives to improve building accessibility
include documenting barriers in the work
plan prepared by the City’s Accessibility
Advisory Committee, which also reviews
major capital projects through the lens of
accessibility. City staff also conduct bi-
annual accessibility reviews with
recommendations sent to the province,
and submitting compliance audits. An ad
hoc staff accessibility committee oversees
various audits and walkthroughs.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility
Description of any initiatives
and plans to make libraries
more accessible
Acceptable
Library services in Pickering are currently
considered accessible based on the
availability of public transportation and
existing facilities. However, the proximity
analysis should be refined using KPIs such
as ensuring 95% of residents are within 5
km of a library, achieving 15-minute
walkability, and locating facilities along
major bus routes. A new bookmobile
outreach service was also launched in
2024, and two new facilities are planned
to offer library services.
Accessibility
Description of the availability of
the library services supported
by municipal facilities to
residents
Acceptable
Library services are concentrated in South
Pickering, offering acceptable access,
while Central and North Pickering have
more limited availability, which needs
improvement. Key issues include an
insufficient number of facilities for the
population. Two new facilities are planned
for North of Finch (Pickering Heritage &
Community Centre) and Central Pickering
(Seaton Recreation Complex & Library),
both featuring library amenities. However,
these projects are not part of the current
plan, as they will be completed after
2025.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Description of lifecycle
management strategies and
assessment programs applied
to municipal facilities
Acceptable
Lifecycle management for municipal
facilities includes a structured
maintenance program, monthly
inspections of fire alarms and systems,
and energy management through
automation controls. Honeywell Building
Management Systems are implemented in
6 of 24 buildings. The City uses the VFA
database for tracking and planning capital
renewal activities, though there is no
formal lifecycle management policy in
place. The VFA database is regularly
updated by staff inspections and third-
party building condition assessments.
Reliability &
Performance
Description of inspection
programs applied to municipal
facilities
Acceptable
Municipal building assessments include
inspections by third parties and governing
authorities, such as monthly compliance
audits by the Electrical Safety Authority
(ESA) and inspections by the Technical
Standards and Safety Authority (TSSA)
for elevators and valves. Health and
safety inspections are conducted monthly,
and condition reviews are done prior to
budget planning to prioritize replacements
or upgrades, with capital budgets
forecasted for 10 years. Other
assessments include HVAC inspections,
roof and elevator checks, thermographic
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
scans, non-destructive testing, and
structural reviews. Inspection reports with
recommendations are provided to relevant
department stakeholders.
Sustainability
Description of any initiatives
and plans to make municipal
facilities more energy efficient
Acceptable
To improve energy efficiency in municipal
buildings, the City targets performance
improvements when replacing old
equipment, leverages automation and
controls to optimize energy use. Strategic
goals are developed through the
Corporate Energy Management Plan
(CEMP), updated every 5 years. Annual
reports track energy usage, efficiency
gains, and regulatory compliance, while
also leveraging incentive programs and
grants to support energy-efficient
upgrades.
Table 25: Community Levels of Service: Buildings & Facilities
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7.7.2 Technical Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance Average Facility Condition Index Needs
Improvement
25.68 - The Facility Condition Index
(FCI) is calculated and updated
annually by the VFA database
ensuring reference information
remains current. Costs are linked to
the RS, which means pricing
database and adjusted to local
Durham Region Costs by this system.
Affordability
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Needs
Improvement
The City’s actual reinvestment rate is
just over 58% of the target rate,
highlighting a potential risk of
infrastructure deterioration if
reinvestment levels remain low.
Table 26: Technical Levels of Service: Buildings & Facilities
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7.7.3 Proposed Levels of Service
The condition of the City’s facilities plays a critical role in supporting community
wellbeing, safety, and satisfaction. Current data shows that many municipal
buildings, particularly recreational and cultural facilities, are aging and in need of
modernization. With a Facility Condition Index (FCI) of 25.68% and capital
reinvestment levels at just 58% of what is required, the City's ability to maintain
service levels is increasingly challenged. Public engagement indicates strong
support for the modernization and functionality of recreational assets, yet a
relatively low willingness to fund such improvements. To understand the
implications of various investment levels and guide future planning, five capital
investment scenarios were developed and assessed, both with and without new
construction. These scenarios highlight the importance of strategic reinvestment
and reveal how metrics like the FCI can mask critical infrastructure gaps if not
interpreted in context.
7.7.3.1. Facility Condition and Capital Reinvestment
Current LOS
• Facility Condition Index (FCI): Needs Improvement (25.68%)
• Annual capital reinvestment rate: Needs Improvement (58% of required
funding).
• Aging buildings, particularly recreational and cultural facilities, require
modernization to meet evolving community needs.
Public Engagement Results
• Condition and maintenance of municipal buildings was rated important
(65.4%) but had high neutral responses (25.6%).
• Modernity and functionality of recreational facilities were rated highly
(74.3%), showing strong demand for modernization.
• Willingness to pay for modernization was low (18.4%), with 36.0% unwilling
to support funding increases.
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Scenario Analysis
1. Current Year Capital Budget Without New Construction
• Trends: The capital budget is highest during 2027–2029 due to significant
planned renovations. This spike aligns with the previously mentioned projects
such as renovations at George Ashe Library & Community Centre, O’Brien
Arena, and the Civic Complex.
• FCI Decline: In this scenario, the FCI decreases over time, indicating better
facility conditions overall. However, the decrease in FCI is driven by
significant capital investments, which improve overall asset values. This does
not necessarily mean that all facilities are in good condition—some buildings
may still require major rehabilitation, but the average FCI improves due to
targeted investments in specific assets. FCI, as a metric, also does not
capture service life remaining, which may override any benefit to capital
reinvestment.
Figure 41: Capital Budget Forecast and FCI Trends (Excluding New Construction)
2. Maintain FCI Without New Construction
• Capital Budget: This scenario assumes funding levels that keep the Facility
Condition Index (FCI) steady, at the current level, over time. The budget
fluctuates to ensure facilities do not fall below a certain condition level,
mainly by addressing overdue maintenance and preventing further
deterioration. While this approach may seem cost-effective, it is important to
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Current Year Capital Budget Without New Construction
Capital Budget FCI
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understand that a stable FCI doesn’t mean every facility is in good shape, it
simply means the overall metric is not getting worse. Some buildings may
still be aging and in poor condition, but their impact is balanced out by
maintenance efforts elsewhere.
• Stability of FCI: Unlike the current budget scenario, where large
investments lower the FCI significantly, this approach maintains the current
condition levels without major improvements. However, it is crucial to
understand what this stability actually means. If FCI is kept steady at a low
level, it implies facilities see regular and timely reinvestment. But if it
stabilizes at a lower level, it could mean that many buildings are aging
without necessary upgrades. Readers should compare the actual FCI values
in each scenario to see the full picture—without this context, the option with
the lowest cost might seem like the best choice when, in reality, it could lead
to bigger problems in the long run, such as higher repair costs, safety
concerns, or even facility closures.
Figure 42: Capital Budget Plan to Maintain FCI (Excluding New Construction)
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Maintain FCI Without New Construction
Capital Budget FCI
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3. Historical Funding Levels Without New Construction
• Rising FCI: The FCI increases over time in this scenario, as the capital
budget is insufficient to address growing deferred maintenance.
• Budget Impact: This trend demonstrates that without adequate capital
investment, the condition of facilities worsens, leading to compounding
maintenance needs or costly emergency repairs.
Figure 43: Historical Capital Funding and FCI Trends (Excluding New Construction)
4. Capital Budget With New Construction
• Capital Budget Spikes: Similar to the first scenario, there are significant
spikes in the budget during 2027–2029. However, additional funds for new
construction, such as the Seaton Recreation Complex & Library, Animal
Shelter, Northern Operations Depot and Fire Stations, are evident.
• Steeper FCI Decline: The inclusion of newly constructed facilities, which are
in excellent condition, significantly lowers the overall FCI by inflating the
overall value of the portfolio. This reflects skewed averages rather than
consistent improvements across all facilities. Some facilities may still be in
poor condition but will reflect a smaller proportion of the whole.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Historical funding Levels Without New Construction
Capital Budget FCI
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Figure 44: Capital Budget and FCI Trends with New Construction
5. Historical Budget With New Construction
• Capital Budget Trends: The budget remains relatively flat, insufficient to
address both deferred maintenance and new construction demands.
• FCI Plateau: While new facilities slightly improve the average FCI, the
insufficient budget fails to curb the growth of deferred maintenance, causing
the FCI to plateau around 15% over time.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Proposed Budget with New Construction
Capital Budget New Construction Budget FCI
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Figure 45: Historical Capital Budget and FCI Trends with New Construction
Impact of Increasing the Total Portfolio
When new construction is added to the portfolio, the Total Replacement Cost (TRC)
increases accordingly, and significantly for large-scale projects. Since new
construction has little to no deferred maintenance, initially, the deferred
maintenance as a proportion of the total TRC temporarily decreases, artificially
lowering the FCI for the portfolio. This gives the impression that the overall portfolio
is in better condition than it actually is. The actual dollar value of required capital
investment across the portfolio actually remains unchanged. The same cost is
simply being compared against a higher TRC.
Key Reasons for Skewed Results
1. Dilution of Deferred Maintenance:
• The new buildings have no backlog of deferred maintenance, or projected
reinvestment needs within five years, so, their inclusion effectively "dilutes"
the overall ratio.
• For example, adding a new $250 million recreation complex with no deferred
maintenance will significantly lower the FCI of an existing portfolio worth $300
million, even if other older buildings still have substantial repair needs.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Historical Budget with New Construction
Capital Budget New Construction Budget FCI
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2. Averaging Across Diverse Conditions:
• Facilities challenged with serious or severe deterioration leading to end of
respective component lifecycles may remain underfunded while new buildings
in pristine condition lower the FCI. This distorts the reality of the older facilities'
poor conditions.
3. Neglected Deferred Maintenance Backlogs:
• Older facilities often have deferred maintenance costs that exceed their
available capital budgets, as owners hesitate to see the value in ongoing
investment. The focus on constructing new facilities can push these issues
further down the priority list, exacerbating long-term deterioration. There is a
threshold beyond which reinvestment is no longer cost-effective, and where
divesting the City of severely deteriorated assets should be considered.
• Disposing of assets in poor condition, where reinvestment is not possible or
not deemed an effective use of limited available resources, should be
considered a viable option and will likewise reduce the FCI of the overall
portfolio by eliminating assets with high deferred maintenance costs.
4. Misleading Portfolio Trends:
• Stakeholders might interpret a declining FCI as an indicator of overall portfolio
improvement, even though only specific new assets are driving this decline,
not the repair or maintenance of existing ones.
• FCI, while a valuable metric, is also not the only guiding principle or indicator
for facilities asset management, as demonstrated in the Facilities Renewal
Study.
Example from the Data22
In the "Current Budget With New Construction" scenario:
• The inclusion of major new projects such as the Seaton Recreation Complex &
Library ($253 million) and the Pickering Heritage & Community Centre ($60
million) drastically increases the Total Replacement Value.
• As a result, the overall FCI of the portfolio decreases, but older facilities would
still have unresolved maintenance backlogs.
• Severe deterioration of older facilities could go unnoticed in FCI trends due to
the disproportionately large impact of new construction on the overall index.
Separate tracking of asset life consumption is required, in addition to
monitoring FCI, to fully capture the true state of the portfolio.
22 Applicable to other scenarios with new construction.
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Implications for Asset Management
1. Focus on Core Condition Metrics:
• Instead of relying solely on FCI, it is important to examine specific metrics
for aging facilities, such as individual building condition scores or
component-level assessments (e.g., roof, HVAC systems). The City
addresses this by maintaining the VFA database with much higher levels
of detail for individual systems and components within its facilities.
• Certain building systems, such as foundations and other major structural
components, are never fully replaced. As they approach the end of their
serviceable life, or deteriorate beyond a point of cost-effective repair, full
replacement may eventually be required. Long-term strategic planning for
eventual building replacement must be considered.
2. Highlighting the Deferred Maintenance Gap:
• The absolute value of deferred maintenance should be tracked separately
from the FCI to avoid overshadowing critical repairs needed for older
assets.
3. Portfolio Segmentation:
• Separating the analysis of newly constructed facilities from legacy
facilities provides a clearer picture of the challenges within older assets.
The City is maintaining the VFA database with much higher levels of detail
for individual systems and components within its facilities.
4. Strategic Resource Allocation:
• A balanced investment strategy is needed to ensure older facilities receive
adequate funding or are decommissioned, while accommodating new
construction.
• In addition to addressing the funding gap, establishing and maintaining a
suitable reserve fund to address peaks and valleys in deferred maintenance
trends will be essential to avoiding occasional demand spikes where
multiple expensive assets come due for repair or replacement
simultaneously.
Conclusion
While FCI is a useful metric, its reliance on aggregate values like deferred
maintenance and TRV expose its limitations such as when large-scale new
construction is added to the portfolio. To address this, asset management practices
should prioritize transparency in reporting, using multiple metrics, and provide a
nuanced analysis of individual facility conditions, ensuring that the true state of
aging infrastructure is not masked by the addition of new assets or other factors.
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Recommendations
• Optimize Facility Investments with a Rationalization Strategy: Implement a
facility rationalization plan that prioritizes reinvestment in high-use, critical
facilities while identifying aging assets that have surpassed their viable
service life. Establish a "beyond-repair" policy to systematically assess when
reinvestment is no longer cost-effective, allowing strategic disposal,
repurposing, or consolidation of underutilized or deteriorated assets. This
would help to ensure that financial resources are allocated efficiently and that
new investments align with long-term community needs.
• Balance New Construction with Deferred Maintenance: While new projects
improve the overall FCI, and the health of the portfolio, they should not
overshadow urgent capital renewal needs in older buildings. A structured
funding approach should ensure that both existing and new assets receive
timely and adequate resources.
• Leverage Grant Funding and Alternative Financing: Explore external funding
sources, including government grants and public-private partnerships, to
supplement capital reinvestment and reduce reliance on municipal budgets.
• Develop a Long-Term Modernization Strategy: Establish a phased plan for
modernizing recreational and cultural buildings to meet evolving community
expectations and new technologies while maintaining financial sustainability.
• Enhance Public Awareness and Engagement: Improve communication about
the need for lifecycle investments and the long-term impact of deferred
maintenance to build public support for sustainable infrastructure funding.
• Track Deferred Maintenance Separately: Implement reporting mechanisms
that separate deferred maintenance values from overall FCI trends to ensure
transparency in the true condition of aging assets.
• Strategic Asset Disposal and Renewal: Identify severely deteriorated assets
where reinvestment is no longer viable and consider divestment,
replacement, or repurposing to optimize the portfolio.
• Establish a Reserve Fund for Facility Lifecycle Costs: Create a dedicated
reserve to manage fluctuations in deferred maintenance demands,
preventing unexpected spikes in required funding and ensuring long-term
sustainability.
Risks of Not Addressing Facility Condition
• Accelerated Infrastructure Deterioration: Without timely reinvestment,
facilities will continue to degrade, leading to higher repair costs and potential
service disruptions.
• Public Dissatisfaction and Reduced Service Levels: Outdated,
underperforming facilities, especially recreational and cultural spaces, could
result in lower community engagement, declining usage, and increased
pressure to build new assets instead of maintaining existing ones.
• Increased Operational and Energy Costs: Older buildings with inefficient
systems and outdated infrastructure will continue to incur higher
maintenance and utility costs, straining operational budgets.
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• Hidden Risks in FCI Trends: A declining FCI due to new construction may
give the false impression of improvement while older facilities remain in poor
or critical condition, potentially leading to unexpected failures.
• Strained Financial Resources: Insufficient funding for deferred maintenance
could result in emergency repairs, forced closures, or expensive last-minute
interventions, impacting long-term financial planning.
• Equity and Accessibility Challenges: Facilities in poor condition may become
less accessible, unsafe, or non-compliant with modern standards,
disproportionately affecting vulnerable populations.
7.7.3.2. Accessibility and Availability of Services
Current LOS
• Municipal buildings are generally accessible, with ongoing audits and
improvement initiatives.
• Recreational and cultural services23 are concentrated in South Pickering,
leaving Central and North Pickering underserved.
• Two new facilities - Pickering Heritage & Community Centre is expected to be
operational in 2026, and Seaton Recreation Complex and Library is currently
being considered.
Public Engagement Results
• Accessibility of municipal buildings was rated highly (76.8%).
• Physical availability of library
• and recreational spaces was the most important feature (78.8%).
• Moderate support for improving accessibility (24.1% willing to pay), but
30.3% were unwilling.
Recommendations
• Expand accessibility-focused renovations to improve compliance with
evolving standards and user needs.
• Implement interim service delivery solutions (e.g., mobile libraries or pop-up
recreation programs) in underserved areas until new facilities are
operational.
• Improve transportation links and accessibility for residents in areas with
limited facility availability.
23 Cultural services are currently offered at the Pickering Museum Village in Central
Pickering (Greenwood). With the upcoming opening of the Pickering Heritage &
Community Centre, it will become a major hub for cultural services.
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• Combine accessibility improvements with other capital renewals for greater
cost effectiveness and to minimize down time with multiple separate
projects.
Risk of Not Addressing Accessibility and Availability
• Barriers to facility use for residents with mobility challenges.
• Reduced engagement in recreational and cultural activities, particularly in
underserved areas.
• Potential non-compliance with accessibility legislation and best practices.
7.7.3.3. Maintenance and Lifecycle Management
Current LOS
• Facility inspections are conducted regularly by third-party and regulatory
bodies.
• Lifecycle management is structured but lacks a formal policy to guide long-
term planning.
• VFA Facilities database is used for tracking and planning capital renewal
activities.
Public Engagement Results
• Maintenance of municipal buildings was rated important (65.4%), but 25.6%
were neutral, suggesting a lack of awareness.
• Satisfaction with facility condition was moderate (48.5%), with 39.7%
neutral responses.
• Willingness to pay for more frequent maintenance was low (24.7%), with
30.5% unwilling.
Recommendations
• Develop a formal lifecycle management policy to guide proactive asset
maintenance and renewal.
• Improve public communication about maintenance efforts to address neutral
perceptions and build support for preventative investment.
• Optimize inspection cycles and asset tracking to enhance efficiency and
reduce reactive maintenance costs.
• Implement technology solutions to improve preventative maintenance
tracking, scheduling, and reporting.
Risk of Not Improving Lifecycle Management
• Deferred maintenance leading to accelerated deterioration of facilities.
• Higher long-term costs due to increased reliance on reactive repairs.
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• Reduced public confidence in the municipality’s ability to manage
infrastructure assets effectively.
7.7.3.4. Energy Efficiency and Sustainability
Current LOS
• Energy efficiency upgrades are targeted during equipment replacements, but
there is no dedicated energy management policy.
• The Corporate Energy Management Plan (CEMP) monitors and report annual
energy usage and greenhouse gas emissions and is updated every five years.
• Six out of 24 municipal buildings use Honeywell Building Management
Systems for energy control.
Public Engagement Results
• Energy efficiency was rated important (59.7%) but had the highest neutral
response (29.6%).
• Satisfaction with energy efficiency was the lowest-rated category (38.4%),
with 52.4% neutral responses.
• Willingness to pay for energy efficiency improvements was low (20.7%), with
33.3% unwilling.
Recommendations
• Expand the implementation of energy management systems across all
municipal facilities to optimize energy use.
• Improve public awareness of energy-saving initiatives to address high
neutrality and build support for sustainability measures.
• Seek funding opportunities for green building retrofits to reduce the financial
impact of energy efficiency investments.
• Implement the recommendations of the 2024 CEMP to enhance the City’s
ability analyze and better strategically set and achieve energy management
goals.
Risk of Not Addressing Energy Efficiency
• Higher operational costs due to inefficient energy use.
• Increased environmental impact and failure to meet sustainability targets.
• Missed opportunities to access funding incentives for green infrastructure
upgrades.
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8. Parks
The City owns and operates several assets that fall under the Parks assets
category. These assets are essential for the Parks’ service delivery. The asset
segments include24:
• Active Recreation Facilities
• Amenities, Furniture & Utilities
• Vehicular and Pedestrian Networks
8.1 Inventory & Valuation
Table 27 includes the quantity, replacement cost method and total replacement cost
of each asset segment in the City’s Parks asset inventory.
Segment Sub-Segment Quantity Unit of
Measure
Replacement
Cost
Primary RC
Method
Active
Recreation
Facilities
Playground
Equipment
86 Each $6,773,085 User-Defined
Active
Recreation
Facilities
Sport Playing
Surfaces
125 Each $22,844,467 User-Defined
Amenities,
Furniture &
Utilities
Buildings 33 Each $6,299,299 User-Defined
Amenities,
Furniture &
Utilities
Electrical/
Lighting
549 Each $11,324,556 User-Defined
Amenities,
Furniture &
Utilities
Site Furniture 433 Each $1,508,671 User-Defined
Amenities,
Furniture &
Utilities
Site Structures 611 Each $11,138,550 User-Defined
Amenities,
Furniture &
Utilities
Subsurface
Infrastructure
171 Each $2,541,826 Cost per Unit
24 The asset inventory includes only traditional tangible capital assets and does not include
natural assets.
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Segment Sub-Segment Quantity Unit of
Measure
Replacement
Cost
Primary RC
Method
Amenities,
Furniture &
Utilities
Waterfront
Infrastructure
10 Each $13,047,086 User-Defined
Vehicular &
Pedestrian
Networks
Parking Lots &
Internal Roads
51,320 Square
Meters
$4,996,721 User-Defined
Vehicular &
Pedestrian
Networks
Pedestrian
Corridors
94,413 Square
Meters
$15,197,162 User-Defined
TOTAL $95,671,423
Table 27: Detailed Asset Inventory: Parks
Figure 46: Portfolio Valuation: Parks
8.2 Asset Condition
The City maintains a full breakdown of all Parks in its VFA database, which compiles
and feeds summarized information into the AMP, and provides a more robust
budgeting tool. The VFA database is further refined by staff observations, supported
by third party consultant reviews. VFA provides a Parks Condition Index (Parks CI)
value, currently reported at 12.08%
A Parks Condition Index (Parks CI) score is a ratio of the total cost of identified
parks’ repairs and renewals (i.e., component replacement) over a defined period
$20.2m
$29.6m
$45.9m
$20m $40m
Vehicular & Pedestrian Networks
Active Recreation Facilities
Amenities, Furniture & Utilities
Replacement Cost by Segment
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(the City uses 5 years) divided by the assets’ total estimated replacement cost. It is
calculated using the formula:
Parks CI = Requirement and Renewal Costs / Current Replacement Value
A Parks CI of 0% indicates a park in excellent condition, with no outstanding capital
investment backlog or deferred maintenance within the next five years. Parks with
a CI less than 15% are considered to be in excellent condition, while those below
30% are considered good, requiring only minor maintenance. CI values under 45%
reflect fair condition, indicating moderate needs. Parks with a CI below 60% are
considered to be in poor condition, and those above 60% may require full renewal
or disposal due to significant deterioration or deferred investment.
The City maintains separate asset management software, similar to Facilities using
VFA which reports a Parks CI of 12.08%. This suggests that while most park assets
are in relatively good condition, ongoing maintenance and targeted reinvestment
are necessary to prevent long-term deterioration. Without proper funding, aging
park infrastructure—such as playgrounds, trails, and recreational amenities—may
experience accelerated wear, leading to increased repair costs and potential service
disruptions.
To ensure that the City’s parks and recreational spaces continue to meet acceptable
service levels, condition data of all individual systems and assets are actively
monitored, and lifecycle management strategies are regularly updated. As park
infrastructure ages, staff evaluate whether a combination of maintenance,
rehabilitation, or full replacement is required to sustain asset performance and
community access. This proactive approach ensures that parks remain safe,
functional, and aligned with community needs, while optimizing available funding
for long-term sustainability.
8.3 Age Profile
An asset’s age profile comprises two key values: estimated useful life (EUL), or
design life; and the percentage of EUL consumed. The EUL is the serviceable
lifespan of an asset during which it can continue to fulfil its intended purpose and
provide value to users, safely and efficiently. As assets age, their performance
diminishes, often more rapidly as they approach the end of their design life.
In conjunction with condition data, an asset’s age profile provides a more complete
summary of the state of infrastructure. It can help identify assets that may be
candidates for further review through condition assessment programs; inform the
selection of optimal lifecycle strategies; and improve planning for potential
replacement spikes.
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Figure 47: Estimated Useful Life vs. Asset Age: Parks
Figure 47 illustrates the average current age of each parks asset type and its
estimated useful life. Both values are weighted by the replacement cost of
individual assets. Age analysis reveals that Active Recreation Facilities have
exceeded their expected useful lives. On the contrary, Amenities, Furniture &
Utilities are in the early stages of their expected useful lives. Moreover, Vehicles &
Pedestrian Networks are quickly approaching the end of their useful life cycles.
Age-based analysis would require intensive review of thousands of parks assets
represented in the VFA database, as each of these will have its own established
estimated useful life (EUL). Detailed analysis will be undertaken in regular updates
to the City’s Parks and Open Space Asset Renewal Plan and as part of ongoing
facilities and parks management efforts. Data and analysis provided in the City’s
broader asset management plan is limited to high-level summaries to demonstrate
overall trends and conditions.
8.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To ensure
that municipal assets are performing as expected and meeting the needs of
stakeholders, it is important to establish a lifecycle management strategy to
proactively manage asset deterioration.
The following table further expands on the City’s current approach to lifecycle
management:
19.9 20.5 22.717.7
44.6
25.7
0
5
10
15
20
25
30
35
40
45
50
Active Recreation
Facilities
Amenities, Furniture &
Utilities
Vehicular & Pedestrian
Networks
Nu
m
b
e
r
o
f
Y
e
a
r
s
Weighted Average Age Weighted Average EUL
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Activity Type Description of Current Strategy
Maintenance
The City’s parks maintenance program is tailored to each park
and includes activities such as:
• Garbage disposal
• Grass cutting
• Park and playground inspections & repairs
• Park lighting inspections & repairs
• Irrigation system inspections & repairs
Rehabilitation /
Replacement
Determining Parks Capital and maintenance requirements
involve analyzing several key sources of information, including:
• Parks Condition Index (Park CI)
• staff inspections
• Maintenance and work order records
• Master Plans
• Stakeholder input
Rehabilitation /
Replacement
Parks staff also receive feedback from park users that informs
the development of both maintenance and capital plans.
Table 28: Lifecycle Management Strategy: Parks
8.5 Forecasted Long-Term Replacement Needs
Park Rehabilitation relies on determining the optimal time to replace systems to
control costs and manage risks without jeopardizing Parks and operational
standards. According to VFA, funding requirements for parks fluctuate significantly
from year to year. In 2024, including carryovers, the capital budget for parks is
$4.35 million, followed by a decline to $2.7 million in 2025 and $2.4 million in
2027. The funding levels then fluctuate, with the lowest allocation occurring in 2031
at $1.6 million, before increasing to $5 million in 2034.
Beyond these variations, VFA data projects a stable funding requirement of $4.018
million per year from 2035 onwards (based on a 10-year average from 2025) to
sustain park infrastructure. While this provides predictability in future planning, the
earlier fluctuations highlight the need for strategic reinvestment to avoid
accumulating maintenance backlogs. Without consistent funding in high-need years,
aging playgrounds, trails, and recreational facilities may deteriorate, leading to
higher long-term costs, accessibility challenges, and service disruptions.
By leveraging VFA’s data-driven insights, the City can proactively allocate resources
to ensure parks remain safe, functional, and aligned with community needs. A well-
planned funding strategy will help prevent emergency repairs and ensure that park
facilities continue to support recreational and environmental benefits for residents.
A detailed 10-year capital replacement forecast can be found in Appendix A – 10-
Year Capital Requirements.
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8.6 Risk Analysis
8.6.1 Risk to Current Asset Management Strategies
Climate Change & Extreme Weather Events
Flooding can impact programs and activities (e.g., soccer fields). Waterfront is a
major flood risk area (two record high flooding levels have been recorded in the
past 4 years). Erosion has been an ongoing issue, causing damages to waterfront
infrastructure such as the break-wall. Furthermore, the waterfront infrastructure is
deteriorating and suffering from premature wear from flooding, and also the
sandblasting effect caused by the City’s natural sandy beach and wind.
Infrastructure Design/Installation
There are concerns with contractors and installation practices (e.g., grading and
their impact on drainage and safety with grass cutting).
8.7 Levels of Service
The City of Pickering is committed to providing high-quality services through its
municipal parks, focusing on accessibility, reliability, performance, and affordability.
The City believes everyone in the community should have access to well-
maintained, accessible public spaces, including those with disabilities. To achieve
this, the City invests in its parks and public spaces, ensuring they are safe and
welcoming for all. Regular inspections and maintenance are carried out to prevent
hazards and minimize the risk of accidents, ensuring that parks remain safe for
public use.
Performance and affordability are central to the City’s park management strategy.
The City monitors park usage to identify areas for improvement, ensuring that
parks meet the evolving needs of residents. In addition, the City remains dedicated
to offering affordable services while maintaining high standards. The following
tables summarize the City’s current service levels. Although Ontario Regulation
588/17 does not prescribe specific KPIs for non-core assets, the City has selected
performance measures for inclusion in its Asset Management Plan (AMP).
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8.7.1 Community Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility
Description of the availability of the
recreational services supported by
municipal parks and trails to
residents in urban area
Acceptable
Updates to the recreation & parks
master plan have been approved by
council in 2024. The update includes
per capita metrics for amenities such
as tennis courts, playgrounds, trails,
splash pads, and parkland, and
compares amenities with
neighbouring regions like Ajax,
Whitby, and Oshawa. Public
engagement is ongoing, considering
factors like population density and
urban-rural differences. Playgrounds
are being upgraded to meet
accessibility standards as they reach
the end of their lifecycle, though
heavy use near schools reduces their
lifespan. The plan is updated every
five years, with input from various
City departments and technical
metrics.
Safety &
Regulatory
Description of the inspection process
applied to park equipment and
playgrounds
Acceptable The City’s inspection process meets
Ontario’s minimum safety standards.
Table 29: Community Levels of Service: Parks
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8.7.2 Technical Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Accessibility Acres of parkland per 1,000 people Acceptable The current score is 1.76, more than
the target level of 1.5
Accessibility Linear meters of trails per capita Acceptable
The City has over 40 Kms of
recreational trails, contributing to the
current score to 0.39, which is above
target.
Reliability &
Performance Average Parks Condition Index Excellent 12.08, which is below 15
Affordability
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Acceptable
The actual reinvestment rate is just
over 91% of the target rate,
highlighting an adequate financial
contribution to parks.
Table 30: Technical Levels of Service: Parks
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8.7.3 Proposed Levels of Service
The condition of the City’s parks and trails plays a vital role in supporting quality of
life, physical activity, and community enjoyment. Current data shows that while
many assets are in fair condition, portions of the network—particularly active
recreation areas and trail infrastructure—are aging and will require increased
attention over time. With capital reinvestment levels currently at 91% of what is
required, the City is generally able to sustain service levels; however, this leaves
limited capacity to address deferred needs and proactively modernize aging assets.
This section provides recommendations based on the current Levels of Service
(LOS) assessment, public engagement feedback, and risk analysis. Public input
indicates strong support for maintaining safe, accessible, and well-equipped parks,
though funding priorities vary across user groups. The recommendations aim to
balance reinvestment in existing infrastructure with targeted expansion to meet
community growth and evolving recreational needs. This analysis highlights the
importance of long-term planning and strategic investment to prevent service
decline and address condition challenges as they emerge.
8.7.3.1. Park Condition and Capital Reinvestment
Current LOS
• Average Parks Condition Index: Acceptable (12.08)
• Annual capital reinvestment rate: Acceptable (91% of required funding).
Public Engagement Results
• Availability and accessibility of parkland was the highest-rated feature
(83.5%).
• Condition and safety of playgrounds and park equipment was also highly rated
(82.0%).
• Willingness to pay for improved maintenance was moderate (37.5%), but
25.8% were unwilling.
Scenario Analysis
1. Current Budget Without New Park Development
• Trends: The capital budget for parks fluctuates significantly, with the highest
allocations occurring in 2024 and 2034 due to major planned maintenance
and upgrades. Funding remains relatively low between 2030 and 2032, with
the lowest point at $1.6 million in 2031, suggesting a period of limited
investment in park assets.
• Parks CI Impact: The Parks Condition Index (Parks CI) increases over time
in this scenario, indicating a decline in overall park conditions. While the
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capital budget provides funding for some deferred maintenance, it is not
enough to sustain improvements across all parks. Targeted investments in
specific parks may lower their individual Parks CI, but many others may
continue to deteriorate due to limited resources. Without additional
investment, aging park amenities—including trails, playgrounds, and sports
fields—may require emergency repairs, leading to higher long-term costs and
potential service reductions.
Figure 48: Capital Budget and Parks CI Trends Without New Park Development
2. Maintain FCI Without New Park Development
• Capital Budget: This scenario assumes funding levels that keep the FCI
steady over time, meaning that investment is sufficient to prevent further
deterioration but does not significantly improve overall park conditions. The
budget fluctuates between $2.5 million and $4.9 million but is designed to
address only the most critical maintenance needs while maintaining a
consistent service level.
• Stability of Parks CI: Unlike the current budget scenario, where aging
infrastructure continues to degrade, this approach stabilizes park conditions.
However, stability does not mean that all parks are in good condition, it only
prevents further decline. Some parks may still require major rehabilitation,
but their condition is maintained at a functional level through incremental
maintenance efforts. While this scenario appears cost-effective, it does not
address long-term modernization needs, which may become more expensive
in future years if investment is not increased.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
$-
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Current Budget without New Construction
Capital Budget Parks CI
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Asset Management Plan 2025
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Figure 49: Capital Budget Plan to Maintain Parks CI Without New Park Development
3. Historical Funding Levels Without New Park Development
Figure 50: Historical Capital Funding and Parks CI Trends Without New Park
Development
• Rising FCI: In this scenario, Parks CI increases steadily over time because
historical funding levels are insufficient to keep up with growing deferred
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
$-
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Maintain FCI without New Construction
Capital Budget Parks CI
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
$-
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Historical Funding Levels without New Construction
Capital Budget Parks CI
City of Pickering
Asset Management Plan 2025
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maintenance needs. The capital budget remains relatively flat, while parks’
conditions worsen, leading to compounding maintenance backlogs.
• Budget Impact: Without additional investment, this scenario leads to a
continuous decline in parks’ conditions. Playgrounds, trails, and sports fields
may experience damages, safety hazards, and reduced usability, forcing
higher emergency repair costs and, in some cases, closures.
4. Current Budget With New Park Development
Figure 51: Capital Budget and Parks CI Trends With New Park Development
• Capital Funding Volatility: While this scenario follows a similar overall
funding pattern to the "No New Development" scenario, it features major
capital budget spikes in 2026 and 2027 to support the creation of new parks
and recreational amenities. These investments include expansions to green
spaces and the development of new park infrastructure. Outside of these
peak years, capital funding remains relatively flat, limiting the City's ability to
address aging infrastructure in the rest of the network.
• Artificial Improvement in Parks CI: The introduction of newly constructed
parks—initially in excellent condition—temporarily lowers the overall Parks
Condition Index (CI). However, this masks the continued decline of older
parks that face significant deferred maintenance needs. As a result, the
average CI improves on paper, but the condition of existing assets continues
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Capital Budget with New Park Development
Capital Budget New Construction Budget Parks CI
City of Pickering
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to worsen, presenting an uneven service experience and growing long-term
reinvestment needs.
5. Historical Budget With New Park Development
• Capital Budget Trends: This scenario reflects the addition of new parks to
the City’s portfolio, supported by large spikes in new construction funding in
2026 and 2027. Despite these one-time investments, the ongoing capital
budget for maintenance remains consistently low throughout the period. As a
result, while the network expands, there is no corresponding increase in
reinvestment capacity, leading to a growing backlog of maintenance needs
over time.
• Parks CI Increase: Initially, the development of new parks—typically in
excellent condition—lowers the overall Parks Condition Index (Parks CI).
However, this improvement is temporary and does not reflect upgrades to
older infrastructure. As aging parks continue to deteriorate without sufficient
reinvestment, the Parks CI begins to climb steadily from 2027 onward. This
creates a high financial risk scenario, where the City must simultaneously fund
the maintenance of a larger asset base while struggling to address the
condition decline of existing facilities.
Figure 52: Historical Capital Funding and Parks CI Trends With New Park
Development
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2024
and
carry
overs
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Historical Funding Levels with New Park
Development
Capital Budget New Construction Budget Parks CI
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Impact of Expanding the Park Portfolio
Effect on Total Replacement Cost (TRC):
When new parks are added, the Total Replacement Cost (TRC) of park assets
increases significantly. Since new parks have little to no deferred maintenance, the
proportion of deferred maintenance relative to the total portfolio temporarily
decreases, artificially lowering the overall Parks CI.
However, this may create the illusion of improved overall parks’ conditions, when in
fact the condition of older parks, some of which may still be in critical condition,
remains unchanged. The actual dollar value of required capital investment across
the portfolio does not change; rather, the same cost is being compared against a
higher TRC.
Key Reasons for Skewed Parks CI Trends in Parks
1. Dilution of Deferred Maintenance
• Newly developed parks have no immediate maintenance backlogs, or
projected reinvestment needs within 5 years effectively diluting the Parks
CI of the entire portfolio.
• For example, adding a $50 million new park with no maintenance needs
will significantly lower the overall Parks CI, even if existing parks still
require major repairs.
2. Averaging Across Diverse Conditions
• Some parks with severe deterioration may remain underfunded, while
newly built parks in pristine condition lower the overall Parks CI.
• This distorts the true state of aging park assets, as some parks may still
be at potential risk for reduced performance or service.
3. Neglected Deferred Maintenance Backlogs
• Older parks may have deferred maintenance costs exceeding available
budgets, making it difficult to justify reinvestment.
• The focus on developing new parks can cause existing parks to fall behind
in funding priorities.
• Park assets that are beyond repair should be assessed for potential
removal or repurposing to optimize resource allocation and community
usage.
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4. Misleading Portfolio Trends
• Stakeholders might interpret a declining Parks CI as an indicator of overall
portfolio improvement, even though only specific new assets are driving
this decline, not the repair or maintenance of existing ones.
• Separate tracking of older parks is necessary to fully capture their true
condition. To address this, Parks and playgrounds are inspected monthly.
This information is captured in CityReporter and helps provide background
information to VFA in updating overall Park Assets Conditions.
Implications for Park Asset Management
1. Focus on Core Condition Metrics
• Instead of relying solely on Parks CI, the City should examine specific
metrics for older parks, such as playground conditions, trail safety, and
field usability. Currently, Parks have dedicated staff that completes
inspections at parks.
2. Highlighting the Deferred Maintenance Gap
• The total deferred maintenance value should be tracked separately to
avoid overshadowing critical repairs needed for aging parks.
3. Portfolio Segmentation
• Separating the analysis of newly built parks from aging parks will provide
a clearer picture of maintenance challenges. This will help ensure that
newer parks do not skew the total deferred maintenance results for the
overall portfolio.
4. Strategic Resource Allocation
• A balanced investment strategy is necessary to ensure older parks receive
adequate funding while accommodating the growth of new parks.
• Establishing a dedicated reserve fund will help manage fluctuations in
deferred maintenance needs.
Conclusion
While Parks CI is a useful metric, it should not be the only measure used to assess
parks’ conditions. The reliance on aggregate values like deferred maintenance and
TRV expose its limitations, such as when new parks are introduced into the
portfolio.
To address these challenges, the City must prioritize transparency in reporting,
using multiple metrics to provide a comprehensive analysis of parks’ conditions.
Ensuring that aging parks do not fall behind in funding while expanding the park
system strategically will be critical for maintaining long-term service levels.
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Recommendations
• Prioritize Funding for Aging Parks and Trails: Focus reinvestment on parks,
playgrounds, and trails in the worst condition, prioritizing upgrades based on
community usage, safety concerns, and accessibility needs. Parks that have
deteriorated beyond cost-effective rehabilitation should be assessed for
removal, repurposing, or consolidation to optimize resources.
• Ensure Sustainable Capital Funding: Maintain at least 91% of the required
reinvestment rate to prevent deferred maintenance from accumulating. Avoid
funding gaps that could accelerate asset deterioration and increase future
rehabilitation costs.
• Develop a Strategic Lifecycle Management Plan: Establish a proactive
renewal and rehabilitation framework that outlines predictable funding needs
for parks and trails. This plan should consider asset aging trends, major
component replacements (e.g., playgrounds, pathways, and sports fields),
and service level expectations.
• Improve Transparency in Asset Condition Reporting: Separate the analysis of
newly developed parks from older assets to prevent misleading trends in the
Parks Condition Index (Parks CI). Reporting should highlight deferred
maintenance backlogs independently from total park portfolio growth.
• Enhance Public Communication and Engagement: Strengthen outreach
efforts to increase awareness of park maintenance efforts, ensuring residents
understand the need for ongoing investment and lifecycle planning. This can
help build public support for infrastructure funding.
• Optimize Resource Allocation for Expansion and Maintenance: Ensure that
funding for new park developments includes long-term maintenance
considerations. Establish a dedicated reserve fund to manage fluctuations in
deferred maintenance needs, preventing financial strain during high-
investment years.
Risks of Not Addressing Park Condition
• Accelerated Asset Deterioration: Without sufficient reinvestment,
playgrounds, trails, and recreational spaces will degrade, leading to increased
safety hazards, reduced usability, higher repair costs, and potential service
disruptions.
• Escalating Long-Term Rehabilitation Costs: Delaying necessary maintenance
will result in higher costs for emergency repairs and full-scale replacements,
straining future budgets.
• Public Dissatisfaction and Reduced Community Engagement: Aging park
infrastructure may deter public use, leading to lower participation in
recreational activities and decreased overall satisfaction with City-provided
services.
• Misleading Perception of Park Conditions: Without segmented reporting,
stakeholders may misinterpret improvements in FCI as widespread progress,
even if aging parks remain underfunded and in poor condition.
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• Inefficient Use of Limited Funding: Failing to strategically phase out or
repurpose deteriorated parks could lead to inefficient spending, where
underutilized or unmaintainable parks consume a disproportionate share of
available resources.
8.7.3.2. Accessibility and Availability of Parkland
Current LOS
• Acres of parkland per 1,000 people: Acceptable (1.76, above the target of
1.5).
• Linear meters of trails per capita: Acceptable (0.39, above target).
• Recreational services are primarily concentrated in urban areas, with some
gaps in accessibility for suburban and rural areas.
Public Engagement Results
• Availability of parkland was the highest-rated feature (83.5%).
• Availability of multi-use paths and trails was also strongly rated (77.7%).
• Willingness to pay for expanded parkland was the highest among all
categories (43.8%).
Recommendations
• Prioritize expansion of parkland in areas with limited access, particularly in
developing neighbourhoods.
• Enhance trail connectivity by linking existing networks to improve access to
recreational spaces.
• Implement accessibility-focused upgrades to ensure compliance with evolving
standards.
• Combine accessibility improvements with other capital renewals for greater
cost effectiveness and to minimize down time with multiple separate
projects.
Risk of Not Addressing Accessibility and Availability
• Unequal access to recreational spaces, particularly for residents in
underserved areas.
• Increased demand pressures on existing parkland, leading to overuse and
accelerated deterioration.
• Missed opportunities to enhance community well-being and support active
lifestyles.
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8.7.3.3. Park Safety and Playground Equipment Condition
Current LOS
• Park equipment and playgrounds meet Ontario’s minimum safety standards.
• Upgrades to playgrounds occur as they reach the end of their lifecycle, but
high usage near schools accelerates wear.
Public Engagement Results
• Condition and safety of playgrounds was a top priority (82.0%).
• Satisfaction with playground safety was the highest-rated category (58.8%).
• Neutral responses were moderate (28.8%), suggesting room for improved
awareness.
Recommendations
• Increase frequency of inspections and proactive maintenance to address
accelerated wear in high-use areas.
• Enhance public communication on playground safety initiatives to reduce
neutral responses and reinforce confidence.
• Target improvements in parks serving high-density neighbourhoods to
balance wear and tear.
Risk of Not Addressing Park Safety
• Increased risk of injuries due to aging or damaged equipment.
• Higher liability exposure for the municipality if safety concerns are not
addressed.
• Reduced public confidence in the quality of recreational facilities.
8.7.3.4. Environmental Sustainability and Green Space Preservation
Current LOS
• The City’s Recreation and Parks Ten Year Plan adopted in 2024includes
sustainability metrics.
• Green spaces are well-maintained, but public engagement results indicate
mixed perceptions about preservation efforts.
Public Engagement Results
• Quality of green spaces and natural areas was highly rated (82.1%).
• Satisfaction with environmental preservation was moderate (51.0%), but
neutral responses were high (32.4%).
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• Willingness to pay for environmental preservation was lower (35.8%), with
26.7% unwilling.
Recommendations
• Develop and implement a long-term environmental sustainability strategy for
parks, focusing on native planting and biodiversity.
• Enhance public engagement on conservation efforts to improve awareness
and support for sustainability initiatives.
• Leverage funding opportunities for ecological restoration projects to offset
costs.
Risk of Not Addressing Environmental Sustainability
• Loss of biodiversity and ecological degradation in parks and natural areas.
• Higher maintenance costs for non-native plantings and artificial landscapes.
• Public perception that environmental efforts are insufficient, reducing support
for future investments.
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9. Other Infrastructure
The City owns and maintains several Other Infrastructure that provide key services
to the community. These Other Infrastructure fall under the following categories:
• Furniture & Fixtures
• Information Technology
• Library Collection Materials25
• Machinery & Equipment
• Vehicles
9.1 Inventory & Valuation
Table 31 includes the quantity, replacement cost method and total replacement
cost of each asset segment in the City’s Other Infrastructure inventory.
Segment Sub-
Segment Quantity Unit of
Measure
Replacement
Cost
Primary
RC Method
Furniture
&Fixtures
Furniture&
Fixtures
833 Assets $2,314,157 CPI
Information
Technology
Information
Technology
903 Assets $2,829,398 CPI
Library
Collection
Materials
Library
Collection
Materials
9 Assets $1,671,930 CPI
Machinery&
Equipment
Major
Machinery&
Equipment
36 Assets $10,129,284 User-
Defined
Machinery&
Equipment
Minor
Machinery&
Equipment
1,534 Assets $9,916,874 CPI
Vehicles Fire
Vehicles
12 Assets $22,000,000 User-
Defined
Vehicles Vehicles 137 Assets $16,494,660 User-
Defined
Total $65,356,303
25 Through the Current Budget, the Library purchases an additional $300,000 per year in short term
Library collection assets such as e-books and magazines that is not reflected in the above Library long
term assets.
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Table 31: Detailed Asset Inventory: Other Infrastructure
Figure 53: Portfolio Valuation: Other Infrastructure
9.2 Asset Condition
Figure 54: Asset Condition: Other Assets Overall
Figure 54 summarizes the replacement cost-weighted condition of the City’s
portfolio. Based primarily on age-based data, 52% of assets are in fair or better
condition, with the remaining 48% in poor or worse condition. These assets may be
$1.7m
$2.3m
$2.8m
$20.0m
$38.5m
$10m $20m $30m $40m $50m
Library
Collection…
Furniture &
Fixtures
Information
Technology
Machinery &
Equipment
Vehicles
Replacement Cost by Segment
Very Poor,
$21,092,585
(32%)
Poor,
$10,661,743
(16%)
Fair,
$12,808,304
(20%)
Good,
$10,827,497
(17%)
Very Good,
$9,966,174
(15%)
City of Pickering
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candidates for replacement in the short term; similarly, assets in fair condition may
require rehabilitation or replacement in the medium term and should be monitored
for further degradation in condition.
Figure 55 summarizes the condition of vehicles by each department. The majority of
all vehicles across all asset segments are in poor or worse condition.
Figure 55: Asset Condition: Other Assets by Segment
9.3 Age Profile
An asset’s age profile comprises two key values: estimated useful life (EUL), or
design life; and the percentage of EUL consumed. The EUL is the serviceable
lifespan of an asset during which it can continue to fulfil its intended purpose and
provide value to users, safely and efficiently. As assets age, their performance
diminishes, often more rapidly as they approach the end of their design life.
In conjunction with condition data, an asset’s age profile provides a more complete
summary of the state of infrastructure. It can help identify assets that may be
candidates for further review through condition assessment programs; inform the
selection of optimal lifecycle strategies; and improve planning for potential
replacement spikes.
Figure 56 illustrates the average current age of each asset type and its estimated
useful life. Both values are weighted by the replacement cost of individual assets.
$5.3m
$4.7m
$6.5m
$3.0m
$221k
$441k
$662k
$6.5m
$4.2m
$560k
$909k
$630k
$6.4m
$2.9m
$287k
$564k
$577k
$13.9m
$5.3m
$604k
$917k
$446k
0%20%40%60%80%100%
Vehicles
Machinery &
Equipment
Library
Collection…
Information
Technology
Furniture &
Fixtures
Value and Percentage of Asset Segments by Replacement Cost
Very Good Good Fair Poor Very Poor
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Figure 56: Estimated Useful Life vs. Asset Age: Other Infrastructure Assets
Age analysis reveals that, on average, most assets are in moderate stages of their
expected life.
9.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. To ensure
that municipal assets are performing as expected and meeting the needs of
customers, it is important to establish a lifecycle management strategy to
proactively manage asset deterioration.
The following section outlines the City’s current lifecycle management strategy.
Fleet: Vehicles, Machinery, and Equipment
• Maintenance:
o Preventative and corrective maintenance is regularly performed to
minimize downtime.
o Vehicles undergo regular inspections, with CVOR vehicles inspected 3-4
times a year and non-CVOR vehicles inspected up to 4 times annually.
o Fire trucks and emergency support vehicles comply with NFPA standards
and undergo rigorous annual testing.
o Equipment is maintained through a lifecycle strategy, with 4-10 pieces
replaced and 3-5 new units added annually.
11.2
4.6 4.4
6.8 9
19.7
5.7 6.6
10.7 11.9
0
5
10
15
20
25
Furniture &
Fixtures
Information
Technology
Library
Collection
Materials
Machinery &
Equipment
Vehicles
Nu
m
b
e
r
o
f
Y
e
a
r
s
Weighted Average Age Weighted Average EUL
City of Pickering
Asset Management Plan 2025
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• Replacement:
o Vehicles and equipment are replaced based on age, condition, repair
costs, warranties, and total cost of ownership.
o Residual values from disposed assets are reinvested into the reserve
fund for future replacements.
o A data-driven approach ensures optimal fleet performance, though
challenges exist in funding sustainable capital reinvestment.
• Inspection:
o Fleet assets are closely monitored using digital platforms that track fuel
consumption, idle time, mileage, and engine status.
o Unplanned maintenance accounts for 20-25% of all vehicle repairs.
o The City’s 7 pumper trucks undergo annual pump testing by external
specialists.
Information Technology (IT) Assets
• Maintenance:
o Strong cybersecurity measures, including Multi-Factor Authentication
(MFA), ensure data security.
o Regular updates and system monitoring help maintain performance.
• Replacement:
o Best practices recommend a five-year replacement cycle for IT
hardware, but staffing limitations hinder implementation.
o The IT department has requested additional resources to improve asset
management.
• Inspection:
o Ongoing security assessments identify vulnerabilities and assess access
control.
Library Collection
• Maintenance:
o Managed in alignment with the Pickering Public Library Strategic Plan.
o Routine assessments ensure accessibility and relevance of materials.
City of Pickering
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• Replacement:
o Library materials are periodically updated to maintain high service
levels.
o Funding constraints impact the ability to replace materials at the optimal
rate.
• Inspection:
o Regular audits of library collections ensure compliance with public
demand and accessibility standards.
Furniture & Fixtures
• Maintenance:
o Municipal and library furniture is maintained to provide a comfortable
and accessible environment.
o Adjustable-height desks and AODA-compliant pathways enhance
accessibility.
• Replacement:
o Accessibility improvements continue to be a priority, but funding
limitations affect the rate of new acquisitions.
• Inspection:
o Periodic assessments identify areas for improvement, ensuring
compliance with accessibility standards.
9.5 Forecasted Long-Term Replacement Needs
Figure 57 illustrates the cyclical short-, medium- and long-term infrastructure
replacement requirements for the City’s other infrastructure portfolio. This analysis
was run until 2059 to capture at least one iteration of replacement for the longest-
lived asset in Citywide Assets, the City’s primary asset management system and
asset register. The City’s average annual requirements (red dotted line) total $6.6
million for all assets. Although actual spending may fluctuate substantially from
year to year, this figure is a useful benchmark value for annual capital expenditure
targets (or allocations to reserves) to ensure projects are not deferred and
replacement needs are met as they arise.
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Replacement needs are expected to increase from 2025 with a forecasted peak of
$37.1 million for the 2045-2049 period, as assets reach the end of their useful life.
These projections and estimates are based on asset replacement costs and age
analysis. They are designed to provide a long-term, portfolio-level overview of
capital needs and should be used to support improved financial planning over
several decades.
Figure 57: Forecasted Capital Replacement Needs: Vehicles 2025-2059
Often, the magnitude of replacement needs is substantially higher than most
municipalities can afford to fund. In addition, most assets may not need to be
replaced. However, quantifying and monitoring these spikes is essential for long-
term financial planning, including establishing dedicated reserves. In addition, a
robust risk framework will ensure that high-criticality assets receive proper and
timely lifecycle intervention, including replacements.
A detailed 10-year capital replacement forecast can be found in Appendix A – 10-
Year Capital Requirements.
$6.6m
$10.8m
$27.2m
$34.3m
$30.4m
$32.4m
$37.6m
$26.5m
$37.8m
$0
$5m
$10m
$15m
$20m
$25m
$30m
$35m
$40m
Backlog 2025 -
2029
2030 -
2034
2035 -
2039
2040 -
2044
2045 -
2049
2050 -
2054
2055 -
2059
Fo
r
e
c
a
s
t
e
d
C
a
p
i
t
a
l
R
e
q
u
i
r
e
m
e
n
t
s
Furniture & Fixtures Information Technology
Library Collection Materials Machinery & Equipment
Vehicles Annual Requirement
Total
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9.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition,
service life remaining, replacement costs, and department or service area. The risk
ratings for assets without useful attribute data were calculated using only condition,
service life remaining, and their replacement costs.
The matrix stratifies assets based on their individual probability and consequence of
failure, each scored from 1 to 5. Their product generates a risk index ranging from
1-25. Assets with the highest criticality and likelihood of failure receive a risk rating
of 25; those with lowest probability of failure and lowest criticality carry a risk
rating of 1. As new data and information is gathered, the Municipality may consider
integrating relevant information that improves confidence in the criteria used to
assess asset risk and criticality.
These risk models have been built into the City’s Asset Management Database
(Citywide Assets). See Risk & Criticality section for further details on approach used
to determine asset risk ratings and classifications.
Figure 58: Risk Matrix: Other Infrastructure Assets
9.7 Levels of Service
The City of Pickering is dedicated to providing high-quality service through its fleet
of municipal vehicles, machinery, equipment, and other assets. These resources are
managed to ensure reliability, safety, and efficiency in delivering the services
residents rely on. While current maintenance practices for vehicles, machinery, and
equipment are effective, a thorough assessment of funding and resources is needed
to meet future demands. This includes evaluating maintenance schedules, asset
lifespans, and future City growth, ensuring that fleet operations remain efficient and
capable of meeting evolving needs.
Additionally, the City is committed to maintaining its IT systems, library collections,
and municipal furniture and fixtures to high standards. Similarly, municipal
furniture and fixtures are well-maintained, but long-term funding and resource
allocation should be evaluated to ensure sustainability. The City’s library collection
materials are managed in line with the Pickering Public Library Facilities Plan. The
following tables summarize the City’s current levels of service, with KPIs reflecting
performance measures for non-core assets as selected by the City.
1 - 4 5 - 7 8 - 9 10 - 14 15 - 25
Very Low Low Moderate High Very High
$7,295,311 $10,247,705 $4,120,942 $10,240,964 $33,451,381
(11%)(16%)(6%)(16%)(51%)
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9.7.1 Community Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale
Reliability &
Performance
Vehicles
Description of lifecycle
management strategies and
assessment programs applied to
municipal vehicles
Acceptable
The municipal fleet's lifecycle
management strategy ensures
optimal vehicle availability through
advanced practices. With only 2.5% of
the 200-vehicle fleet unserviceable,
well below the 5% target, the
strategy uses a comprehensive
platform to monitor fuel consumption,
idle time, mileage, and engine status
for efficiency. Vehicle maintenance is
closely tracked, with 20-25% being
unplanned, while the fleet
management program ensures timely
regular and unplanned maintenance
for various municipal services,
minimizing downtime and extending
vehicle lifespan.
Table 32: Community Levels of Service: Vehicles
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9.7.2 Technical Levels of Service
Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale26
Reliability &
Performance
(Vehicles)
How many vehicles are
unserviceable at any time
Acceptable 2.5% - based on staff inputs
Reliability &
Performance
(Vehicles)
Average condition for municipal
vehicles
Needs
Improvement
32 – Calculated from Citywide
Reliability &
Performance
(Vehicles)
Percentage of vehicles in poor or
worse condition
Needs
Improvement
70% - Calculated from Citywide
26 The conditions calculated from citywide are strictly age-based and might not be reflective of a vehicle’s actual condition.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale26
Safety &
Regulatory
Compliance
(Vehicles)
Description of the municipal
vehicle management and safety
program
Acceptable
PMA (light service and safety
inspection) and PMB (complete vehicle
service) inspections and repairs are
conducted 3-4 times a year for CVOR
vehicles (GVW > 4,500 kg), typically
with one vehicle inspected per week.
Non-CVOR vehicles, such as
passenger cars and SUVs, are
inspected up to 4 times a year, with
five vehicles inspected weekly. Fire
trucks and support vehicles, including
command and rescue trucks, are
inspected and repaired every 18
months to meet NFPA standards.
Additionally, the City’s 7 pumper
trucks undergo annual pump testing,
performed by Dependable22 in
collaboration with the City’s
mechanics, with the process taking up
to three days.
Affordability
(Vehicles)
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Acceptable The actual reinvestment rate is just
over 81% of the target rate.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale26
Reliability &
Performance
(Machinery &
Equipment)
Description of lifecycle
management strategies and
assessment programs applied to
municipal machinery and
equipment assets
Acceptable
The lifecycle management strategy
replaces 4-10 pieces of equipment
annually and adds 3-5 new units.
Equipment is replaced based on
factors like deterioration, repair costs,
warranties, and total cost of
ownership (TCO). Residual value from
replaced equipment is reinvested into
the reserve fund for future
replacements. Growth-related needs
are also considered in lifecycle
management for expansion projects.
Reliability &
Performance
(Machinery &
Equipment)
Average condition for municipal
machinery and equipment Needs
Improvement 32 – Calculated from Citywide
Reliability &
Performance
(Machinery &
Equipment)
Percentage of machinery and
equipment in poor or worse
condition
Needs
Improvement 41% - Calculated from Citywide
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale26
Affordability
(Machinery &
Equipment)
Annual sustainable capital
reinvestment/required capital
reinvestment rate Needs
Improvement
The actual reinvestment rate is just
over 3% of the target rate,
highlighting a potential risk of
infrastructure deterioration if
reinvestment levels remain low.
Reliability &
Performance
(Information
Technology)
Description of the initiatives
employed to maintain the services
provided by information
technology assets
Needs
Improvement
The IT department faces staffing
limitations, prompting a proposal to
the council for additional resources.
While best practices suggest replacing
laptops every five years, the
department struggles to meet this due
to staffing constraints. Additionally,
improvements are needed for security
controls and equipment. On a positive
note, cybersecurity measures are
strong, with Multi-Factor
Authentication (MFA) effectively
implemented. Overall, while there are
strengths, improvements are needed,
particularly in staffing, to meet
operational standards and best
practices.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale26
Affordability
(Information
Technology)
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Needs
Improvement
The actual reinvestment rate is just
over 22% of the target rate,
indicating a potential risk of
infrastructure deterioration if
reinvestment continues at these low
levels.
Reliability &
Performance
(Furniture &
Fixtures)
Description of the initiatives
employed to make library furniture
and fixtures more accessible
Needs
Improvement
The library provides accessible
features like adjustable-height desks,
but more accessible furniture is
needed. Pathways meet AODA
standards with at least three feet of
aisle space for mobility aids, and
shelving is placed at varying heights
with glare-reducing lighting. Ongoing
assessments drive continuous
improvements to enhance accessibility
for all patrons.
Affordability
(Furniture &
Fixtures)
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Acceptable The actual reinvestment rate is just
over 76% of the target rate.
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Service
Attribute Key Performance Indicator Current LOS
(2024) Rationale26
Affordability
(Library
Collection
Material)
Annual sustainable capital
reinvestment/required capital
reinvestment rate
Needs
Improvement
Material costs are increasing at a
higher rate than funding, resulting in
a need for further investment.
Table 33: Technical Levels of Service: Other Infrastructure Assets
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9.7.3 Proposed Levels of Service
This section provides recommendations for municipal vehicles, machinery &
equipment, information technology (IT), furniture & fixtures, library collections, and
fire services based on the current Levels of Service (LOS) assessment, public
engagement results, and risk analysis. The recommendations focus on
modernization, reliability, affordability, and accessibility, ensuring that these assets
continue to support service delivery effectively while considering funding constraints
and public priorities.
9.7.3.1. Municipal Vehicles
Current LOS
• Unserviceable Vehicles at Any Time: Acceptable (2.5% of fleet, below the 5%
target).
• Average Vehicle Condition: Needs Improvement (Score: 32).
• Percentage of Vehicles in Poor or Worse Condition: Needs Improvement
(70%).
• Annual Sustainable Capital Reinvestment Rate: Acceptable (81% of the
required funding).
Public Engagement Results
• Availability of services provided by municipal vehicles was the highest-rated
feature (87.7%).
• Environmental impact of municipal vehicle operations was rated important by
55.5%, but neutrality was high (27.1%).
• Willingness to pay for environmentally friendly vehicle initiatives was low
(18.4%), with 41.4% unwilling.
Condition and Budget Scenarios
This graph illustrates the projected condition of vehicle assets over time under two
budget scenarios: the Optimal Budget (blue line) and the Current Budget (green
line), which is 81% of the Optimal Budget. The vertical axis represents asset
condition as a percentage, while the horizontal axis spans the years from 2025 to
2074. The background shading categorizes condition ranges, with green (80-100%)
representing excellent condition, blue (60-80%) indicating good condition, yellow
(40-60%) reflecting fair condition, orange (20-40%) signifying poor condition, and
red (0-20%) marking critical condition. Under the Optimal Budget, vehicle condition
gradually improves and stabilizes in the fair-to-good range, while the Current
Budget scenario results in a lower trajectory, remaining mostly within the fair and
poor condition zones. The fluctuations in both scenarios suggest periodic
reinvestments, but the widening gap between the two highlights the long-term
impact of constrained funding. Without additional investment, the Current Budget
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scenario leads to a gradual decline in asset condition, potentially increasing future
replacement costs and reducing service reliability. In contrast, maintaining the
Optimal Budget ensures a more stable and sustainable asset condition over the long
term.
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Figure 59: Projected Vehicle Asset Condition Under Optimal vs. Current Budget Scenarios
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Recommendations
• Prioritize replacement of vehicles in poor or worse condition while
maintaining fleet availability.
• Develop a dedicated capital reinvestment strategy to ensure long-term fleet
sustainability.
• Enhance public awareness of fleet modernization efforts to improve
perceptions of efficiency and environmental impact.
Risk of Not Addressing Vehicle Condition
• Increased service disruptions and higher maintenance costs.
• Reduced reliability of emergency and service vehicles, impacting municipal
operations.
• Negative public perception regarding environmental sustainability.
9.7.3.2. Municipal Machinery & Equipment
Current LOS
• Average Condition of Equipment: Needs Improvement (Score: 32).
• Percentage of Equipment in Poor or Worse Condition: Needs Improvement
(41%).
• Annual Sustainable Capital Reinvestment Rate: Needs Improvement (3% of
required funding).
Public Engagement Results
• Public awareness of machinery and equipment management was low.
• No specific dissatisfaction was recorded, but neutrality was high, indicating
limited public visibility.
Condition and Budget Scenarios
This graph illustrates the projected condition of Machinery & Equipment assets over
time under two budget scenarios: the Optimal Budget (blue line) and the Actual
Budget (green line), which is only 3% of the Optimal Budget. The vertical axis
represents the asset condition as a percentage, while the horizontal axis spans the
years from 2025 to 2074. The background shading categorizes condition levels:
green (80-100%) represents excellent condition, blue (60-80%) indicates good
condition, yellow (40-60%) reflects fair condition, orange (20-40%) signifies poor
condition, and red (0-20%) marks critical condition.
Under the Optimal Budget, the asset condition remains relatively stable within the
fair-to-good range, ensuring a sustainable level of service. However, with the Actual
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Budget at only 3% of the Optimal Budget, the condition rapidly deteriorates, falling
into the poor and critical ranges within the first decade. By 2035, the assets are
essentially non-functional, with condition levels approaching 0%, indicating a
complete failure. This dramatic decline highlights the severe consequences of
insufficient funding, leading to accelerated deterioration, increased maintenance
costs, and ultimately the need for premature replacements. Without a significant
increase in investment, the current funding strategy is unsustainable and will likely
result in equipment failures that compromise operational efficiency and service
delivery.
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Figure 60: Projected Machinery & Equipment Asset Condition Under Optimal vs. Current Budget Scenarios
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Recommendations
• Increase reinvestment in machinery and equipment to address funding gaps.
• Ensure replacement cycles align with asset performance data to maintain
efficiency.
• Improve transparency in capital reinvestment planning to build public
understanding.
Risk of Not Addressing Equipment Condition
• Higher lifecycle costs due to reactive maintenance.
• Potential operational inefficiencies in municipal service delivery.
• Increased safety risks for staff using outdated equipment.
9.7.3.3. Information Technology (IT)
Current LOS
• IT Performance: Needs Improvement (Staffing limitations impact replacement
cycles).
• Security & Reliability: Strong cybersecurity practices, but improvements
needed in staffing and infrastructure.
• Annual Sustainable Capital Reinvestment Rate: Needs Improvement (22% of
required funding).
Public Engagement Results
• Reliability and security of IT systems were the highest-rated feature (77.7%).
• Accessibility and user-friendliness of online services were also highly prioritized
(76.9%).
• Willingness to pay for improved IT services was low (24.5%), with 33.6%
unwilling.
Condition and Budget Scenarios
This graph illustrates the projected condition of Information Technology (IT) assets
over time under two budget scenarios: the Optimal Budget (blue line) and the
Current Budget (green line), which is 22% of the Optimal Budget. The vertical axis
represents the asset condition as a percentage, while the horizontal axis spans the
years from 2025 to 2074. The background shading categorizes condition levels:
green (80-100%) represents excellent condition, blue (60-80%) indicates good
condition, yellow (40-60%) reflects fair condition, orange (20-40%) signifies poor
condition, and red (0-20%) marks critical condition.
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Under the Optimal Budget, IT assets maintain a relatively stable condition within
the fair-to-good range, ensuring adequate service levels. However, under the
Current Budget, condition levels decline sharply, dropping into the poor and critical
ranges within the first decade. By 2035, IT assets are operating at minimal
functionality, with condition values remaining in the red zone, signifying an urgent
need for replacement. The long-term impact of underfunding IT assets includes
increased system failures, cybersecurity risks, and operational inefficiencies.
Without increased investment, IT infrastructure will continue to degrade, leading to
higher emergency costs, reduced performance, and potential service disruptions.
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Figure 61: Projected IT Asset Condition Under Optimal vs. Current Budget Scenarios
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Recommendations
• Increase IT staffing levels to support service delivery and meet best
practices.
• Prioritize cybersecurity investments while improving system accessibility and
performance.
• Enhance public communication on IT upgrades to justify investment needs.
Risk of Not Addressing IT Performance
• Increased vulnerability to cybersecurity threats.
• Reduced efficiency of municipal operations due to outdated systems.
• Diminished public trust in digital municipal services.
9.7.3.4. Furniture & Fixtures (Library & Public Spaces)
Current LOS
• Accessibility: Needs Improvement (Additional accessible furniture required).
• Annual Sustainable Capital Reinvestment Rate: Acceptable (76% of required
funding).
Public Engagement Results
• Accessibility of library furniture was a moderate concern.
• High neutrality in responses suggested a lack of public awareness of ongoing
improvements.
Recommendations
• Continue replacing and upgrading furniture to enhance accessibility.
• Ensure new acquisitions comply with accessibility legislation.
• Increase public engagement on accessibility improvements.
Risk of Not Addressing Accessibility in Furniture & Fixtures
• Limited access for individuals with disabilities.
• Potential non-compliance with accessibility regulations.
• Public perception of municipal facilities is not inclusive.
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9.7.3.5. Library Collection Materials
Current LOS
• Annual Sustainable Capital Reinvestment Rate: Needs Improvement.
Public Engagement Results
• Availability and accessibility of library materials were rated highly important
(70.9%).
• Diversity and relevance of collections were moderately important (61.1%) but
had the highest neutral responses (25.0%).
• Willingness to pay for library collection expansion was low (27.4%), with
42.2% unwilling.
Recommendations
• Continue structured reinvestment in library collections to ensure diversity and
relevance.
• Improve outreach efforts to highlight the benefits of digital and physical
collections.
• Ensure ongoing alignment with evolving community needs.
Risk of Not Addressing Library Collection Needs
• Declining engagement with library services due to outdated materials.
• Limited availability of digital and physical collections to support diverse
community needs.
• Public dissatisfaction with library resources.
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Strategies
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10. Growth
The demand for infrastructure and services will change over time based on a
combination of internal and external factors. Understanding the key drivers of
growth and demand will allow the City to plan for new infrastructure more
effectively, as well as upgrade or dispose of existing infrastructure. Increases or
decreases in demand can affect what assets are needed and what level of service
meets the needs of the community.
10.1 Pickering Official Plan Review Growth Management &
Urban Structure Discussion Papers (November 2024)
10.1.1 Overview of Growth Trends
The above-noted discussion paper quotes from the Durham Regional Official Plan,
which was approved by the Minister of Municipal Affairs and Housing on December
13, 2024. The Region allocates the City of Pickering significant growth to 2051.
Pickering’s population expected to increase from approximately 100,000 to 256,370
residents and employment reaching 93,790 jobs. This rapid growth necessitates
careful planning and investment in infrastructure services to ensure sustainable
development while maintaining high-quality services for residents and businesses.
10.1.2 Implications for Infrastructure Services
As Pickering expands, the demand for infrastructure services—including
transportation, regional water & wastewater, stormwater management, and
community facilities—will increase. The City must ensure that its asset
management strategies align with projected growth to support sustainable and
efficient service delivery.
• Transportation and Road Networks: The intensification of urban areas,
particularly in Strategic Growth Areas such as the City Centre, Kingston Road
Corridor, and Brock Road Node, will require enhanced road networks and
transit services to support increased population density. Investment in road
rehabilitation, bridge maintenance, and active transportation infrastructure
will be critical to accommodate both residents and commercial growth.
• Regional Water and Wastewater Services: With growth in Seaton and the
planned Northeast Pickering expansion, the City must ensure the capacity
and timing of Regional water and wastewater infrastructure, and other utility
providers such as Enbridge gas, and hydro, are sufficient to support new
residential and employment areas. Coordination with regional authorities and
other utility providers will be essential to align long-term service strategies
with expected population increases.
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• Stormwater and Climate Resilience: The intensification of Pickering’s urban
areas will impact stormwater management systems, necessitating
infrastructure upgrades to mitigate flooding risks and support climate
resilience. The City’s asset management plan should incorporate green
infrastructure solutions and enhanced drainage systems.
• Community Facilities and Public Services: The rising population will increase
the demand for recreational facilities, parks, libraries, and emergency
services. Strategic planning will be needed to ensure adequate space,
funding, and operational efficiency for these public services.
10.1.3 Employment Growth and Infrastructure Demand
Employment in Pickering is expected to more than double by 2051, requiring
expanded infrastructure to support economic growth. Employment growth will be
concentrated on:
• Innovation Corridor (Seaton): A major employment hub, requiring
investment in road networks, transit access, and servicing capacity to attract
businesses.
• Northeast Pickering Employment Area: Pending provincial approvals, this
area will need infrastructure investment to support industrial, commercial,
and mixed employment uses.
• Mixed-Use and Transit-Oriented Development Areas: The shift towards
mixed-use developments in Strategic Growth Areas will necessitate
infrastructure upgrades to support live-work environments, integrating
commercial and residential spaces with reliable transit connections.
10.1.4 Asset Management Strategies for Growth
To accommodate growth while maintaining fiscal responsibility, Pickering’s asset
management strategies should include:
• Data-Driven Planning: Utilizing updated growth forecasts on an annual basis
to prioritize infrastructure investments, based on long-term needs.
• Lifecycle Cost Analysis: Ensuring that new infrastructure investments
consider long-term maintenance and renewal costs to optimize service
delivery.
• Integrated Planning with Regional Authorities: Aligning Pickering’s
infrastructure investments with the Region of Durham’s Official Plan and the
Region’s capital and infrastructure investment strategies.
• Sustainable Infrastructure Solutions: Implementing green building practices,
low-impact development (LID) for stormwater management, and energy-
efficient infrastructure upgrades.
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10.1.5 Conclusion
Pickering’s projected growth presents opportunities for economic development and
enhanced community services, but it also brings challenges in maintaining
infrastructure services. The City’s 2025 Asset Management Plan must proactively
address these challenges by ensuring that infrastructure investments align with
anticipated population and employment growth while maintaining service levels and
financial sustainability.
10.2 Pickering Official Plan – Edition 9 (March 2022)
In 1997, the City of Pickering (Corporation of the Town of Pickering, at the time)
and the Council of the Regional Municipality of Durham approved the Official Plan.
The Official Plan lays the “foundation” for building a good community. As a
foundation, it provides a vision of the City, identifies how the vision can be reached,
and establishes a monitoring program for checking progress and making necessary
adjustments. The last consolidation of the plan was in March 2022.
This vision of the plan can be translated into the following set of guiding principles
for Pickering’s future growth and development:
A. To meet people’s needs while ensuring environmentally appropriate actions.
B. To become more self-sufficient while seeking broader connections.
C. To support individual rights while upholding community goals.
D. To welcome diversity while respecting local context, and
E. To manage change while recognizing uncertainty.
Future growth in the City is centered principally around redevelopment and
intensification in the Pickering City Centre and on lands along the Kingston Road
Corridor and within the Specialty Retailing Node (located east of Brock Road, north
of Highway 401 and south of Kingston Road), new development within the Duffin
Heights Neighbourhood and the Seaton Urban Area.
10.2.1 The City Centre
The Pickering Official Plan supports growth in all portions of the City Centre and
restricts new residential development in City Centre south of Highway 401 to 6,300
people or 3,400 units by 2031 until at least an additional 2,000 people or 1,100
new units have been developed on lands north of Highway 401 in the City Centre.
Furthermore, the South Pickering Urban Area Employment Target Policy adopts an
employment target for the City Centre of 13,500 jobs for the year 2031, which
represents adding 8,800 jobs to the area. Moreover, the total population in the City
Centre is expected to grow from 5,100 (2011) to 13,500 by 2031.
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10.2.2 The Kingston Road Corridor and Specialty Retailing Node
The Pickering Official Plan has been amended by the approval of Official Plan
Amendment 38, providing a comprehensive policy framework for the
redevelopment and intensification of the lands along the Kingston Road Corridor
and within the Specialty Retailing Node, with the exception of a number of
properties which, at the time of this report, were still the subject of site-specific
appeals. The potential mix of uses and densities along the Corridor and within the
Node is expected to yield a total of 22,000 population and 8,100 jobs by 2041. A
map depicting the Kingston Road Corridor and Specialty Retailing Node
Intensification Plan Area can be found below.
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Figure 62: Location Map - Kingston Road Corridor
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10.2.3 The Duffin Hights Neighbourhood
The development of the Duffin Heights Neighbourhood, located north of Third
Concession Road and centered around Brock Road, kicked off in 2011. According to
the City’s 20-year Detailed Population Forecast, the Duffin Heights Neighbourhood
is forecasted to grow to 10,425 people and 2845 units by 2031.
The following map presents the Duffin Heights Neighbourhood (Neighbourhood
#15) as part of the South Pickering Urban Area Neighbourhoods
Figure 63: Map of South Pickering Urban Area Neighbourhoods
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Table 34: Neighbourhood Number and Name
Neighbourhood # Neighbourhood Name
1 Rosebank
2 West Shore
3 Bay Ridges
4 Brock Industrial
5 Rougemount
6 Woodlands
7 Dunbarton
8 City Centre
9 Village East
10 Highbush
11 Amberlea
12 Liverpool
13 Brock Ridge
14 Rouge Park
15 Duffin Heights
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10.2.4 The Seaton Urban Area
According to the Seaton Urban Area Population and Employment Policy, City Council
supports the development of an urban community that will accommodate 61,000
people by 2031 and be planned to accommodate up to 70,000 people through long-
term intensification. The plan also includes the provision of high-quality
employment opportunities that reflect the needs of the community with the
identification of sufficient employment lands to generate approximately one job for
every two residents with 30,500 jobs by 2031, and up to 35,000 jobs through long-
term intensification.
The following tables 35 and 36 provide a breakdown of the anticipated 2031
population forecast of the Seaton Urban Area based on Neighbourhood Plans
approved in 2012. Current City population projections are available on the City’s
website. The current projections show development is taking place at a slower rate
than anticipated.
Table 35: Population of Neighbourhoods in the Seaton Urban Area
Neighbourhood Name
and Number 2031 Population
Lamoreaux 17,500
Brock-Taunton 5,000
Mount Pleasant 18,000
Wilson Meadows 15,000
Thompson’s Corners 5,500
Pickering Innovation Corridor 0
The following map exhibits the neighbourhood of the Seaton Urban Area listed above:
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Figure 64: Map of Seaton Area Neighbourhoods
Table 36: Neighbourhood Number and Name
Neighbourhood# Neighbourhood Name
16 Lamoreaux
17 Brock Taunton
18 Mount Pleasant
19 Wilson Meadows
20 Thompson’s Corners
21 Innovation Corridor
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10.3 Durham Regional Plan (2024)
10.3.1 Population and Employment Growth
• The Province allocated 1.3 million people and 460,000 jobs to Durham
Region by 2051.
• Pickering’s allocation is:
o 2021: 102,940 people, 33,430 households, 39,310 jobs
o 2026: 125,830 people, 41,310 households, 47,000 jobs
o 2051: 256,370 people, 88,590 households, 93,790 jobs
• The Seaton Community in central Pickering is expected to accommodate
70,000 people and 35,000 jobs.
• The region is planning for a 50% job-to-population ratio, meaning for every
two residents, there should be one job.
10.3.2 Strategic Growth Areas and Urban Expansion
• Seaton and other strategic growth areas will be prioritized for development.
• Pickering’s Urban System will see high-density growth, supported by mixed-
use developments..
10.3.3 Infrastructure and Services to Support Growth
• Durham is ensuring infrastructure aligns with intensification goals (50% of
growth should occur in built-up areas).
• Focus on:
o Regional water and wastewater services to accommodate increased
population.
o Transit-oriented development, particularly around major transit
stations and corridors.
o Expanding the road network and improving goods movement
corridors.
o Green and resilient infrastructure, including climate adaptation
measures.
10.3.4 Economic Development and Employment Growth
• Key objectives include:
o Supporting the Seaton Innovation Corridor as a major employment
hub.
o Leveraging Pickering’s proximity to Toronto and highway network.
o Preparing for high-tech and knowledge-based industries.
o Encouraging innovation hubs and commercial development.
10.3.5 Sustainability and Resilient Infrastructure
• Growth to align with Durham and the City’s sustainability and climate change
related policies and plans.
• Expansion of tree canopy, stormwater management, and renewable energy
projects.
• Sustainable building and infrastructure development are priorities.
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10.4 Impact of Growth on Lifecycle Activities
As Pickering experiences significant population and employment growth, the
demand for municipal services will rise. The City will need to expand, maintain, and
optimize its infrastructure and facilities to meet community needs while ensuring
financial sustainability. Below is an analysis of the impact of growth on key services
managed by the City, focusing on lifecycle activities such as capital investments,
operational costs, human resource needs, and long-term sustainability.
10.4.1 Roads and Transportation Infrastructure
Lifecycle Considerations:
• Capital Costs: Expansion of road networks, rehabilitation of existing roads,
intersection improvements, and investments in active transportation
(sidewalks, cycling lanes).
• Operational Costs: Increased road maintenance, snow removal, traffic signal
operations, and road resurfacing programs.
• Human Resources: Additional public works staff for road repairs,
maintenance crews for winter operations, and transportation planners.
Growth-Related Impacts:
• Strategic Growth Areas like the City Centre, Kingston Road Corridor, and
Brock Road will require road capacity upgrades and enhanced transit
infrastructure.
• New developments in Seaton and Northeast Pickering will necessitate new
arterial and collector roads to support residential and employment growth.
• Increased traffic volumes will drive the need for traffic signal upgrades,
intersection improvements, and transit priority measures.
10.4.2 Stormwater Management and Climate Resilience
Lifecycle Considerations:
• Capital Costs: Upgrading drainage systems, implementing green stormwater
infrastructure, and increasing stormwater retention capacity.
• Operational Costs: Regular inspections, dredging of stormwater ponds,
maintenance of culverts, and monitoring flood-prone areas.
• Human Resources: More engineering and maintenance staff for stormwater
asset management and climate adaptation planning.
Growth-Related Impacts:
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• Urban intensification will increase impermeable surfaces, requiring
investments in stormwater mitigation infrastructure such as bioswales,
permeable pavements, and green roofs.
• Increased precipitation events due to climate change will necessitate higher
drainage system capacity and improved flood management strategies.
• Development in Seaton and Northeast Pickering will require coordination with
regional authorities for stormwater servicing.
10.4.3 Community Facilities and Recreational Services
Lifecycle Considerations:
• Capital Costs: Expanding or constructing new community centers, sports
complexes, and public facilities.
• Operational Costs: Increased facility maintenance, security, energy costs,
and staffing for programming.
• Human Resources: More staff for facility management, recreation
programming, and customer service.
Growth-Related Impacts:
• New residential developments will drive demand for additional recreational
spaces, pools, and gymnasiums.
• Aging community centers will require major retrofits and accessibility
improvements.
• Higher population density in mixed-use areas will increase the need for multi-
use recreational facilities.
10.4.4 Parks, Trails, and Open Spaces
Lifecycle Considerations:
• Capital Costs: Land acquisition for new parks, development of trails,
playground installations, and natural habitat restoration.
• Operational Costs: Ongoing maintenance, landscaping, waste collection, and
tree management.
• Human Resources: Additional park maintenance crews, arborists, and
recreational programming staff.
Growth-Related Impacts:
• Increased population density will require more green spaces and parkland
acquisitions.
• Expansion of urban trails and pedestrian pathways will be necessary to
support active transportation.
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• Higher usage of parks will lead to increased maintenance costs and more
demand for sports fields and recreational amenities.
10.4.5 IT Infrastructure and Digital Services
Lifecycle Considerations:
• Capital Costs: Investments in broadband expansion, network security, smart
city initiatives, and data centers.
• Operational Costs: Software licensing, cybersecurity measures, and IT
support services.
• Human Resources: More IT specialists for system maintenance, data
security, and smart infrastructure deployment.
Growth-Related Impacts:
• Expansion of digital services and smart city applications will be required for
efficient service delivery.
• More residents and businesses will increase demand for online municipal
services, digital permitting, and virtual public engagement tools.
• Cybersecurity risks will grow, requiring stronger IT governance and data
protection measures.
10.4.6 Library Services
Lifecycle Considerations:
• Capital Costs: Expansion or renovation of library branches, technology
upgrades, and digital resource investments.
• Operational Costs: Staffing, book acquisitions, digital subscriptions, and
program development.
• Human Resources: Additional librarians, program coordinators, and IT
support for digital literacy programs.
Growth-Related Impacts:
• Higher population densities will increase demand for new library branches,
study spaces, and digital learning resources.
• Growth in employment areas will require library services tailored to
workforce needs, such as co-working spaces and career development
programs.
• Digital transformation will drive the need for expanded online resources and
e-learning platforms.
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10.4.7 Fire and Emergency Services
Lifecycle Considerations:
• Capital Costs: Construction of new fire stations, procurement of fire trucks
and emergency response equipment.
• Operational Costs: Training programs, staffing, equipment maintenance, and
emergency response planning.
• Human Resources: Additional administration, firefighters, training, and fire
prevention personnel.
Growth-Related Impacts:
• More residential and commercial developments will require new fire stations,
apparatus, equipment, and updated emergency response plans.
• Intensification areas will require enhanced fire prevention, fire code
enforcement and public education measures.
• Climate change-related risks (e.g., flooding, and extreme weather) will
require expanded emergency preparedness and response efforts
10.4.8 Long-Term Financial and Asset Management Considerations
To maintain financial sustainability, the City must:
• Incorporate Lifecycle Cost Analysis: Ensure that new infrastructure considers
not only capital costs but also long-term maintenance and renewal.
• Develop Sustainable Funding Strategies: Balance capital expenditures with
operating budgets and secure provincial/federal funding where possible.
• Prioritize Infrastructure Investment Based on Growth Projections: Align
infrastructure plans with population and employment forecasts.
• Enhance Asset Management Practices: Utilize data-driven planning to
optimize asset performance and service delivery.
10.4.9 Conclusion
Pickering’s rapid growth presents both opportunities and challenges in managing its
municipal infrastructure and services. By proactively addressing lifecycle activities—
capital costs, operational expenses, and workforce requirements—the City can ensure
that roads, stormwater systems, facilities, parks, IT, libraries, and emergency
services continue to meet the needs of its expanding population while maintaining
financial sustainability.
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11. Financial Strategy
For an asset management plan to be effective and meaningful, it must be
integrated with financial planning and multi-year capital forecasting. The
development of a comprehensive financial plan will allow the City of Pickering to
identify the financial resources required for sustainable asset management based
on existing asset inventories, desired levels of service, and projected growth
requirements.
This report develops such a financial plan by presenting several scenarios for
consideration and culminating with final recommendations. As outlined below, the
scenarios presented model different combinations of the following components:
1. The financial requirements for:
a. Existing assets
b. Existing service levels
c. Requirements of contemplated changes in service levels (none
identified for this plan)
d. Requirements of anticipated growth (none identified for this plan)
2. Use of traditional sources of municipal funds:
a. Tax levies
b. User fees
c. Debt
d. Development charges
e. Reserve Funds
3. Use of non-traditional sources of municipal funds:
a. Reallocated budgets
b. Partnerships
c. Procurement methods
4. Use of Senior Government Funds:
a. Canada Community-Building Fund (CCBF)
b. Annual grants
Note: Periodic grants are normally not included due to Provincial requirements for
firm commitments. However, if moving a specific project forward is wholly
dependent on receiving a one-time grant, the replacement cost included in the
financial strategy is the net of such grant being received.
If the financial plan component results in a funding shortfall, the Province requires
the inclusion of a specific plan as to how the impact of the shortfall will be
managed. In determining the legitimacy of a funding shortfall, the Province may
evaluate a City’s approach to the following:
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1. In order to reduce financial requirements, consideration has been given to
revising service levels downward.
2. All asset management and financial strategies have been considered. For
example:
a. If a zero-debt policy is in place, is it warranted? If not the use of debt
should be considered.
b. Do user fees reflect the cost of the applicable service? If not, increased
user fees should be considered.
11.1 Annual Requirements & Capital Funding
11.1.1 Annual Requirements
The annual requirements represent the amount the City should allocate each year
to each asset category to meet replacement needs as they arise, prevent
infrastructure backlogs, and achieve long-term sustainability. In total, the City must
allocate approximately $61.7 million annually to address capital requirements for
the assets included in this AMP.
Figure 65: Annual Capital Funding Requirements by Asset Category
For most asset categories the annual requirement has been calculated based on a
“replacement only” scenario, in which capital costs are only incurred at the
construction and replacement of each asset.
$1.3m
$4.0m
$6.6m
$6.6m
$12.6m
$30.5m
$10m $20m $30m $40m
Bridges & Culverts
Parks
Stormwater System
Other Infrastructure
Buildings & Facilities
Road Corridor
Average Annual Capital Requirements by Category
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However, for the Road Corridor lifecycle management strategies have been
developed to identify capital costs that are realized through strategic rehabilitation
and renewal of the City’s roads. The development of these strategies allows for a
comparison of potential cost avoidance if the strategies were to be implemented.
The following table compares two scenarios for the Road Corridor:
1. Replacement Only Scenario: Based on the assumption that assets
deteriorate and – without regularly scheduled maintenance and rehabilitation
– are replaced at the end of their service life.
2. Lifecycle Strategy Scenario: Based on the assumption that lifecycle
activities are performed at strategic intervals to extend the service life of
assets until replacement is required.
Asset Category
Annual
Requirements
(Replacement Only)
Annual
Requirements
(Lifecycle Strategy)
Difference
Road Corridor $36,120,000 30,550,000 $5,570,000
Table 37: Lifecycle Strategies Annual Savings
The implementation of a proactive lifecycle strategy for roads leads to potential
annual cost avoidance of $5.6 million for the road corridor. This represents an
overall reduction of 15% in terms of annual requirements for the road corridor. As
the lifecycle strategy scenario represents the lowest cost option available to the
City, we have used these annual requirements in the development of the financial
strategy.
11.1.2 Annual Funding Available
Based on a historical analysis of sustainable capital funding sources, the City is
currently committing approximately $31.8 million annually towards capital projects.
However, this figure includes Ontario Community Infrastructure Fund (OCIF)
contributions, which are expected to be discontinued in future years. With the
anticipated loss of approximately $3 million in OCIF funding, the City’s sustainable
capital funding will decline to about $28.8 million annually. Given the annual capital
requirement of $61.7 million, this results in an increased funding gap of
approximately $32.8 million per year.
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Figure 66: Annual Requirements vs. Capital Funding Available
11.2 Funding Objective
We have developed a scenario that would enable Pickering to achieve full funding
within 5-20 years for the following assets:
• Tax Funded Assets: Road Corridor, Stormwater System, Bridges &
Structural Culverts, Buildings & Facilities, Parks, and Other Infrastructure
Note: For the purposes of this AMP, we have excluded gravel roads since they are a
perpetual maintenance asset and end of life replacement calculations do not
normally apply. If gravel roads are maintained properly, they can theoretically have
a limitless service life.
$2.9m
$4.6m
$900k
$5.6m
$9.1m
$8.7m
$1.3m
$4.0m
$6.6m
$6.6m
$12.6m
$30.5m
$10m $20m $30m $40m
Bridges & Culverts
Parks
Stormwater System
Other Infrastructure
Buildings & Facilities
Road Corridor
Average Annual Capital Requirements vs. Actual Capital
Reinvestment by Category
Average Annual Requirements Actual Reinvestment Rate
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For each scenario developed we have included strategies, where applicable, regarding the use of cost containment
and funding opportunities.
11.3 Financial Profile: Tax Funded Assets
11.3.1 Current Funding Position
The following tables show, by asset category, Pickering’s average annual asset investment requirements, current
funding positions, and funding increases required to achieve full funding on assets funded by taxes.
Asset
Category
Avg. Annual
Requirement
Annual Funding Available
Taxes
Reserves/
Reserve
Funds Gas Tax Casino
Reserve
Total
Available Deficit
Bridges &
Culverts $1,296,000 $555,000 $555,000 $741,000
Buildings &
Facilities $12,615,000 $145,000 $1,620,000 $650,000 $6,693,000 $9,108,000 $3,507,000
Other
Infrastructure $6,621,000 $52,000 $4,175,000 $1,338,000 $5,565,000 $1,056,000
Parks $4,018,000 $721,000 $863,000 $325,000 $2,677,000 $4,586,000 ($568,000)
Road Corridor $30,548,000 $3,185,000 $2,274,000 $2,677,000 $8,136,000 $22,412,000
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Asset
Category
Avg. Annual
Requirement
Annual Funding Available
Taxes
Reserves/
Reserve
Funds Gas Tax Casino
Reserve
Total
Available Deficit
Stormwater
System $6,589,000 $900,000 $900,000 $5,689,000
Total $61,687,000 $918,000 $11,298,000 $3,249,000 $13,385,000 $28,850,000 $32,837,000
Table 38: Annual Available Funding for Tax Funded Assets
The average annual investment requirement for the above categories is $61.7 million. The annual revenue currently
allocated to these assets for capital purposes is $28.8 million, leaving an annual deficit of $32.8 million. Put
differently, these infrastructure categories are currently funded at 46.8% of their long-term requirements.
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11.3.2 Full Funding Requirements
In 2025, the City of Pickering budgeted annual tax revenues of approximately
$103.7 million. As illustrated in the following table, without consideration of any
other sources of revenue or cost containment strategies, full funding would require
the following tax change over time:
Asset Category Tax Change Required for
Full Funding
Bridges & Culverts 0.7%
Buildings & Facilities 3.4%
Other Infrastructure 1.0%
Parks -0.5%
Road Corridor 21.6%
Stormwater System 5.5%
Total 31.7%
Table 39: Tax Increase Requirements for Full Funding
Our scenario modeling includes capturing the above changes and allocating them to
the infrastructure deficit outlined above. The table below outlines this concept and
presents several options:
5 Years 10 Years 15 Years 20 Years
Infrastructure Deficit $32,837,000 $32,837,000 $32,837,000 $32,837,000
Change in Debt Costs N/A N/A N/A N/A
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5 Years 10 Years 15 Years 20 Years
Resulting Infrastructure
Deficit:
$32,837,000 $32,837,000 $32,837,000 $32,837,000
Tax Increase Required 31.7% 31.7% 31.7% 31.7%
Annually: 5.7% 2.8% 1.9% 1.4%
Table 40: Tax Increase Options 5-20 Years
11.3.3 Financial Strategy Recommendations
Considering all the above information, we recommend the 10-year option. This
involves full funding being achieved over 10 years by:
a) increasing tax revenues by 2.8% each year for the next 10 years solely for
the purpose of phasing in full funding to the asset categories covered in this
section of the AMP.
b) allocating the current revenue streams as outlined previously.
c) reallocating appropriate revenue from categories in a surplus position to
those in a deficit position.
d) increasing existing and future infrastructure budgets by the applicable
inflation index on an annual basis in addition to the deficit phase-in.
Notes:
• As in the past, periodic senior government infrastructure funding will most
likely be available during the phase-in period. By Provincial AMP rules, this
periodic funding cannot be incorporated into an AMP unless there are firm
commitments in place.
• We realize that raising tax revenues by the amounts recommended above for
infrastructure purposes will be very difficult to do. However, considering a
longer phase-in window may have even greater consequences in terms of
infrastructure failure.
Although this option achieves full funding on an annual basis in 10 years and
provides financial sustainability over the period modeled, the recommendations do
require prioritizing capital projects to fit the resulting annual funding available. It is
recommended to start by addressing the critical assets that are within the City’s
infrastructure backlog.
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Prioritizing future projects will require the current data to be replaced by condition-
based data. Although our recommendations include no further use of debt, the
results of the condition-based analysis may be required otherwise.
11.3.4 Other considerations.
Scenario 1: Gradual and Steady Increases Over 15 Years
This scenario proposes a longer phase-in period to reduce the annual burden on
taxpayers. It involves:
• 1% annual tax increases from 2027 to 2030, followed by
• 2% annual increases from 2031 to 2042
This gradual approach allows the City to work toward full funding over 17 years
while easing short-term financial pressures on the community. However, the slower
increase in available funding means that critical infrastructure needs may not be
addressed as quickly, and risks related to asset failure could increase in earlier
years.
• Target Year for Full Funding: 2042
• Annual Tax Impact: Low to Moderate
• Key Trade-off: Affordability now vs. delayed sustainability
Scenario 2: Lower Increases Now, Accelerated Catch-Up (10-Year Plan)
Scenario 2 is designed to reach full funding by 2036, six years earlier than Scenario
1, while still providing near-term relief. It proposes:
• 1% annual increases from 2027 to 2030, followed by
• 4.82% annual increases from 2031 to 2035
This option defers most of the financial pressure to the second half of the funding
window, allowing for a gentler transition in the short term while still meeting the
recommended 10-year timeline for full funding. However, the steeper increases
from 2031 onward could pose future challenges in terms of public and political
support.
• Target Year for Full Funding: 2036
• Annual Tax Impact: Low initially, then High
• Key Trade-off: Short-term relief vs. steeper increases later
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Scenario 3: Moderate and Predictable Growth (12-Year Plan)
Scenario 3 offers a balanced middle-ground approach between affordability and
timely financial sustainability. It proposes:
• 1.4% annual tax increases from 2027 to 2030, followed by
• 2.8% annual increases from 2031 to 2038
This strategy aligns closely with the City’s original funding model but introduces
a slightly gentler ramp-up in the first four years, easing the initial impact on
ratepayers while still moving decisively toward full funding within a 12-year
period. The plan achieves the funding target six years earlier than Scenario 1
and two years later than Scenario 2.
Scenario 3 supports earlier reinvestment in aging infrastructure compared to
Scenario 1, reducing the risk of unexpected failures while avoiding the sharp
mid-period tax spikes seen in Scenario 2.
• Target Year for Full Funding: 2038
• Annual Tax Impact: Moderate and consistent
• Key Trade-off: Earlier infrastructure investment than Scenario 1, without the
steep increases of Scenario 2
This scenario may be particularly appropriate for municipalities seeking
predictability in budgeting, a moderate pace of infrastructure renewal, and
greater public support through steady, manageable tax adjustments.
These three alternatives offer more flexibility than the flat 2.8% increase model but
come with trade-offs related to timing, risk, and long-term cost implications. These
should be carefully considered alongside infrastructure condition data and public
willingness to pay.
11.4 Use of Reserves
11.4.1 Available Reserves
Reserves play a critical role in long-term financial planning. The benefits of having
reserves available for infrastructure planning include:
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a) the ability to stabilize tax rates when dealing with variable and sometimes
uncontrollable factors
b) financing one-time or short-term investments
c) accumulating the funding for significant future infrastructure investments
d) managing the use of debt
e) normalizing infrastructure funding requirement
By asset category, the table below outlines the details of the reserves currently
available to Pickering.
Asset Category Balance on December 31, 2023
Bridges & Culverts $11,494,696
Facilities & Buildings $15,758,610
Other Infrastructure $3,209,648
Parks $1,250,320
Roads $13,621,166
Stormwater System $5,052,701
Total Tax Funded: $50,387,140
Table 41: Pickering Reserve Balances
There is considerable debate in the municipal sector as to the appropriate level of
reserves that a City should have on hand. There is no clear guideline that has
gained wide acceptance. Factors that municipalities should consider when
determining their capital reserve requirements include:
a) breadth of services provided
b) age and condition of infrastructure
c) use and level of debt
d) economic conditions and outlook
e) internal reserve and debt policies.
These reserves are available for use by applicable asset categories during the
phase-in period to full funding. This coupled with Pickering’s judicious use of debt in
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the past, allows the scenarios to assume that, if required, available reserves and
debt capacity can be used for high priority and emergency infrastructure
investments in the short- to medium-term.
11.4.2 Recommendation
To achieve the proposed levels of service goals outlined in this Asset Management
Plan, the City must address the funding gap for tax-funded assets. The analysis
indicates that the current annual tax-funded capital investment falls short of the
required sustainable levels, creating risks to infrastructure condition and service
reliability over time.
To bridge this gap and maintain long-term financial sustainability, the following
strategies should be considered:
• Gradual tax levy increases to phase in additional funding for capital
rehabilitation and replacement. A structured annual increase would help align
funding with lifecycle needs while minimizing short-term financial strain.
• Strategic reallocation of budget surpluses and reserve contributions to
prioritize critical infrastructure needs and reduce reliance on debt financing.
• Increased grant and partnership funding to support major capital investments
while reducing the burden on taxpayers. The City should proactively apply for
available provincial and federal funding programs such as the Canada
Community-Building Fund (CCBF).
• Enhanced asset lifecycle management strategies to extend the useful life of
tax-funded assets and optimize long-term capital planning, reducing the
immediate financial burden.
Without these adjustments, the City will face continued infrastructure deterioration,
increasing maintenance costs, and higher long-term financial risks. Proactive
funding strategies will ensure that the City's tax-funded assets can meet service
level expectations while maintaining fiscal responsibility.
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12. Recommendations & Key Considerations
This section outlines key financial and asset management recommendations to
ensure the City of Pickering can achieve long-term financial sustainability, service
reliability, and infrastructure resilience. The focus is on aligning capital investment
with service level expectations while accounting for growth impacts and the
increasing complexity of asset management.
12.1 Financial Sustainability & Long-Term Funding Strategy
To achieve the proposed levels of service goals, the City must address the $32.8
million annual funding gap for tax-funded assets. The following strategies should be
considered:
•Structured tax levy increases: Implementing a phased tax increase (e.g., 2.8%
annually over 10 years) to close the infrastructure deficit while balancing
affordability.
•Reallocating existing revenue sources: Redirecting funding from asset
categories with surpluses to those facing deficits.
•Expanding the use of senior government grants: Prioritizing applications for
funding programs such as the Building Faster Fund (BFF) and Canada
Community-Building Fund (CCBF).
•Evaluating debt financing for critical projects: While the City has historically
limited debt use, targeted borrowing may or may not be available for high-
priority infrastructure investments.
•Adjusting future budgets for inflation: Ensuring annual infrastructure funding
accounts for construction cost escalations and inflationary pressures.
Failure to implement these strategies could result in accelerated asset deterioration,
increased maintenance costs, and reduced service reliability, making long-term
infrastructure sustainability difficult to achieve.
12.2 Growth-Related Financial Planning & Asset
Rationalization
As Pickering’s infrastructure portfolio expands, the City must account for the long-
term cost of growth. While new development often brings additional tax revenue, it
also creates new financial liabilities for maintenance, rehabilitation, and eventual
replacement. To ensure sustainable expansion, the City should:
•Develop a long-term growth cost model: Incorporate lifecycle funding
requirements for new infrastructure in financial planning to avoid creating
unfunded liabilities.
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•Assess the cost-benefit of new asset acquisitions: Before assuming ownership
of new infrastructure, ensure that the long-term maintenance and replacement
costs are accounted for.
•Review opportunities for asset disposal: As the City’s portfolio grows, some
underutilized or redundant assets may be candidates for divestment, reducing
financial strain and allowing reinvestment in critical infrastructure.
•Increase development charge allocations for infrastructure renewal: Ensuring
that new developments contribute fairly to the cost of maintaining the overall
infrastructure network.
Without integrating growth planning into financial forecasting, the City risks
accumulating infrastructure that cannot be adequately maintained without
substantial future tax increases.
12.3 Improving Asset Data for Better Decision-Making
To enhance capital planning and risk management, the City should:
•Expand condition assessments across all asset classes to reduce reliance on
age-based deterioration models.
•Refine risk models to prioritize high-impact assets and optimize capital
investment decisions.
•Improve lifecycle cost modeling to identify cost-effective intervention points
and maximize infrastructure longevity.
•Leverage emerging technologies (e.g., GIS, IoT sensors) for real-time
monitoring and predictive maintenance.
Better data will enable more accurate funding requirements and support strategic
reinvestment in the City’s growing asset base.
12.4 Conclusion
Pickering’s infrastructure portfolio is not only expanding but also aging and
deteriorating, and increasing financial pressures present significant challenges for
effective management and maintenance. To maintain service reliability and
compliance with O. Reg. 588/17, the City must commit to a phased financial
strategy, integrate growth considerations, and optimize asset management
practices.
By implementing these recommendations, the City can balance infrastructure
investment, financial sustainability, and community expectations, ensuring long-
term resilience and responsible asset stewardship.
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Appendices
Appendix A – 10-Year Capital Requirements
Appendix B – Level of Service Maps & Photos
Appendix C – Risk Rating Criteria
Appendix D – Additional Asset Portfolio Breakdown by
Sub-segments
Appendix E- Facility Condition Indices
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Appendix A – 10-Year Capital Requirements
The tables The tables below summarize the projected costs of lifecycle activities (rehabilitation and replacement)
expected over the next 10 years to support the proposed levels of service. These projections are based on a 2.8%
annual tax increase over 10 years and cover the road corridor, stormwater system, bridges and culverts, as well as
specific budget figures for facilities and parks. The estimates are generated using Citywide and VFA, drawing from
data in the asset register.
Where available, condition assessments and replacement costs were used to forecast asset replacement needs. For
assets lacking condition data, age-based estimates were applied. Projected needs were then compared to available
funding, and any shortfalls are reflected as backlog—indicating overdue investment at the time of analysis.
These projections may differ from actual capital forecasts. Ongoing updates to condition data, replacement costs,
and lifecycle models will improve alignment between system-generated requirements and the City’s capital
planning.
Road Corridor
Segment Backlog 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Roads $54.3m $8.0m $9.0m $9.7m $11.9m $13.7m $15.7m $17.8m $16.6m $23.4m $26.6m
Roadside
Appurtenances
- - - - - - - - - -
Sidewalks $1.1m $12k $269k - - - $40k $45k - - -
Streetlights $223k - - - - $67k $51k $80k $3.8m $14k $12k
Traffic &
Pedestrian
Signals
$496k $138k $58k $934k $240k - $21k $93k $72k $44k $134k
Total $56.1m $8.1m $9.3m $10.6m $12.1m $13.8m $15.8m $18.0m $20.5m $23.5m $26.8m
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Table 42: System Generated 10-Year Capital Replacement Forecast: Road Corridor
Bridges & Structural Culverts
Segment Backlog 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Bridges -27 $1.1m $362k - - - - - $168k - -
Culverts - $102k $36k $108k - - - $777k $2.1m $500k $823k
Total - $1.2m $398k $108k - - - $777k $2.3m $500k $823k
Table 43: System Generated 10-Year Capital Replacement Forecast: Bridges & Structural Culverts
Stormwater System
Segment Backlog 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Drainage
Channels
- - - - - - - - - - -
Storm Sewers $471k - - $454k $1.6m $2.0m $2.4m $3.0m $3.6m $4.4m $5.4m
Stormwater
Ponds
- - $1.2m $1.6m - - - - - - -
Total $471k - $1.2m $2.1m $1.6m $2.0m $2.4m $3.0m $3.6m $4.4m $5.4m
Table 44: System Generated 10-Year Capital Replacement Forecast: Stormwater System
27 Many of the structures with limited remaining useful life are scheduled for future rehabilitation or maintenance
under the OSIM program. However, these assets effectively represent immediate needs and should be closely
monitored to ensure planned interventions proceed as scheduled.
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Buildings & Facilities
Segment Backlog 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Total $13.8m $15.6m $7.9m $33.5m $26.7m $11.9m $2.9m $4.4m $832k $1.6m $8.1m
Table 45: System Generated 10-Year Capital Replacement Forecast: Buildings & Facilities
Parks
Segment Backlog 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Total $4.7m $2.7m $2.9m $2.4m $3.6m $3.5m $2.2m $1.6m $2.5m $3.6m $5.0m
Table 46: System Generated 10-Year Capital Replacement Forecast: Parks
Other Infrastructure
Segment Backlog 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Furniture &
Fixtures
- $65k $86k - $140k $122k $451k $77k $59k $287k $344k
Information
Technology
- $622k $259k $247k $768k $748k $431k $538k $695k $737k $318k
Library Collection
Materials
- - $354k $333k $277k $260k $314k $304k $74k $266k $338k
Machinery &
Equipment
$2.8m $1.3m $1.4m $1.1m $1.9m $1.6m $2.4m $1.5m $897k $1.6m $2.9m
Vehicles $7.9m $3.6m $3.6m $4.0m $2.7m $3.2m $2.5m $3.8m $4.6m $3.5m $2.6m
Total $10.8m $5.6m $5.7m $5.8m $5.9m $6.0m $6.1m $6.2m $6.3m $6.4m $6.5m
Table 47: System Generated 10-Year Capital Replacement Forecast: Other Infrastructure
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Appendix B – Level of Service Maps & Photos
Road Corridor Classification Map – Part 1
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Road Corridor Classification Map – Part 2
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Sidewalk Network Classification Map – Part 1
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Sidewalk Network Classification Map – Part 2
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Bridges & Culverts Locations Map – Part 1
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Bridges & Culverts Locations Map – Part 2
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Images of a Bridge in Good Condition
Palmer Bridge
BCI Rating: Good
Image 1: Pavement of the road going over the
Bridge
Image 2: View of the span structure from
underneath the Bridge
Image 3: View of the span structure from
underneath the Bridge
Image 4: Sideview of the bridge structure
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Images of a Bridge in Fair Condition
Petticoat Bridge
BCI Rating: Fair
Image 1: Pavement of the road going over the
bridge
Image 2: Cracks in the pavement
Image 3: Sideview of the bridge
Image 4: Delamination in the bridge structure
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Images of a Culvert in Good Condition
Palmer Culvert
BCI Rating: Good
Image 1: A stream flowing through the culvert
Image 2: A stream flowing through the culvert
Image 3: Structure of the culvert from the
sideview
Image 4: Structure of the culvert from underneath
the bridge
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Images of a Culvert in Fair Condition
Petticoat Culvert
BCI Rating: Fair
Image 1: Image overlooking the structure of the
culvert
Image 2: Image showing structure of the culvert
Image 3: Image of a stream flowing through the
culvert
Image 4: Image of a stream flowing through the
culvert
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Stormwater System Classification Map – Part 1
City of Pickering
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Stormwater System Classification Map – Part 2
City of Pickering
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224
Parks Inventory Map
City of Pickering
Asset Management Plan 2025
225
Appendix C – Risk Rating Criteria
Probability of Failure
Table 48: Probability of Failure Rating Criteria
Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score
Road Corridor
Condition 100% 0-40 5
Condition 100% 41-60 4
Condition 100% 61-75 3
Condition 100% 75-90 2
Condition 100% 91-100 1
Stormwater System (Main)
Condition 90% 0-20 5
Condition 90% 21-40 4
Condition 90% 41-60 3
Condition 90% 61-80 2
Condition 90% 80-100 1
Pipe Material 10% Concrete 2
Pipe Material 10% Steel 3
All Other Assets
Condition 100% 0-20 5
Condition 100% 21-40 4
Condition 100% 41-60 3
Condition 100% 61-80 2
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Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score
Condition 100% 81-100 1
Consequence of Failure
Table 49: Consequence of Failure Rating Criteria
Asset Category Risk Classification Risk Criteria
Road Corridor
Economic (100%) Surface Material (20%)
Economic (100%) Design Class (25%)
Economic (100%) AADT Range (35%)
Economic (100%) Roadside Environment (20%)
Stormwater System (Main) Economic (100%) Replacement Cost (100%)
All other Assets Economic (100%) Replacement Cost (100%)
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Appendix D – Additional Asset Portfolio Breakdown
by Sub-segments
Road Corridor – Portfolio Breakdown by Sub-segments
Figure 67: Road Corridor: Portfolio Valuation by Sub-segments
Figure 68: Road Corridor: Conditions by Sub-segments
$201k
$973k
$1.2m
$1.2m
$4.8m
$10.4m
$81.2m
$100.4m
$104.2m
$120.6m
$694.2m
$200m $400m $600m $800m
Broadband
Controllers
Retaining Walls
Guide Rails
Infrastructure
LED Lights
Poles & Assemblies
Sidewalks
Arterial
Collector
Local
Replacement Cost by Sub-Segment
$606k
$116k
$6.9m
$694k
$70.8m
$335k
$201k
$172.5m
$32.1m
$35.9m
$8.8m
$26.1m
$1.2m
$910k
$46.3m
$13.3m
$27.1m
$997k
$339k
$20.1m
$3k
$60.3m
$12.2m
$9.9m
$3.1m
$105.0m
$17.4m
$18.3m
$496k
$53.8m
$310.1m
$45.6m
$12.9m
0%20%40%60%80%100%
Infrastructure
Controllers
Poles & Assemblies
LED Lights
Sidewalks
Retaining Walls
Guide Rails
Broadband
Local
Collector
Arterial
Value and Percentage of Asset Sub-Segments by Replacement Cost
Very Good Good Fair Poor Very Poor
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Figure 69: Road Corridor: Average Age vs Average Estimated Useful Life (EUL)
Figure 70: Road Corridor: Forecasted Capital Requirements (2025-2099)
22.2 24.9
34.7
6.0 10.2 14.4
8.0
37.1 16.6 20.7
30.0 30.0
29.2
30.0
40.0 40.0
19.7
38.0
13.0
25.0
051015202530354045
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Weighted Average Age Weighted Average EUL
$30.5m
$56.1m
$174.9m
$132.8m
$140.2m
$85.6m
$129.6m
$148.1m
$231.0m
$207.1m
$181.2m
$128.5m
$81.6m
$90.8m
$163.0m
$148.9m
$269.9m
$0
$50m
$100m
$150m
$200m
$250m
$300m
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Arterial Collector Local
Broadband Guide Rails Retaining Walls
Sidewalks LED Lights Poles & Assemblies
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Stormwater System – Portfolio Breakdown by Sub-
segments
Figure 71: Stormwater System: Portfolio Valuation by Sub-segments
Figure 72: Stormwater System: Conditions by Sub-segments
$45k
$88k
$207k
$1.5m
$1.6m
$2.4m
$4.8m
$4.9m
$10.6m
$22.8m
$26.2m
$32.3m
$250.4m
$100m $200m $300m
Access Roads
Fencing
Stormwater Wall
Clean Water Collectors
Dry Ponds
Inlet/Outlet Structures
Oil Grit Separators
Drainage Channels
Service Connections
Catch Basin and Lead
Wet Ponds
Maintenance Holes
Storm Sewer Mains
Replacement Cost by Sub-Segment
$9.6m
$88k
$45k
$207k
$179.5m
$834k
$3.6m
$22.7m
$1.2m
$1.5m
$3.5m
$4.9m
$1.3m
$60.4m
$590k
$7.7m
$763k
$264k
$590k
$1.8m
$286k
$12.2m
$9.7m
$19.3m
$4.4m
0%20%40%60%80%100%
Wet Ponds
Fencing
Dry Ponds
Access Roads
Stormwater Wall
Storm Sewer Mains
Service Connections
Oil Grit Separators
Maintenance Holes
Inlet/Outlet Structures
Clean Water Collectors
Catch Basin and Lead
Drainage Channels
Value and Percentage of Asset Sub-Segments by Replacement Cost
Very Good Good Fair Poor Very Poor
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Figure 73: Stormwater System: Average Age vs Average Estimated Useful Life
(EUL)
38.4
6.7 42.4
38.2
21.3 38.1
38.2 4
2
38.3
2.8
50 75 75
75 50
50
75 50
50
100
40
0
20
40
60
80
100
120
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Weighted Average Age Weighted Average EUL
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Figure 74: Stormwater System: Forecasted Capital Requirements (2025-2109)
$6.6m
$471k
$29.1m
$21.8m
$35.5m$36.4m
$15.8m
$57.7m
$68.5m
$85.3m
$27.5m
$21.5m
$39.6m
$10.8m
$15.1m
$13.9m
$34.2m
$4.4m
$5.2m
$0
$10m
$20m
$30m
$40m
$50m
$60m
$70m
$80m
$90m
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Drainage Channels Catch Basin and Lead Clean Water Collectors Inlet/Outlet Structures
Maintenance Holes Oil Grit Separators Service Connections Storm Sewer Mains
Stormwater Wall Access Roads Dry Ponds Fencing
Wet Ponds Annual Requirement Total
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Parks – Portfolio Breakdown by Sub-segments
Figure 75: Parks: Portfolio Valuation by Sub-segments
Figure 76: Parks: Weighted Average Age vs Weighted Average EUL
$1.5m
$2.5m
$5.0m
$6.3m
$6.8m
$11.1m
$11.3m
$13.0m
$15.2m
$22.8m
$10m $20m $30m
Site Furniture
Subsurface Infrastructure
Parking Lots & Internal Roads
Buildings
Playground Equipment
Site Structures
Electrical/Lighting
Waterfront Infrastructure
Pedestrian Corridors
Sport Playing Surfaces
Replacement Cost by Sub-Segment
15.7
21.2
17
29.5
19.7
20.9
30.2
12.3
30.1
20.2
15.4
18.4
34.6
22.6 15.9
36.3 33
81.3
24.1
26.2
0
10
20
30
40
50
60
70
80
90
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Weighted Average Age Weighted Average EUL
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Other Infrastructure – Portfolio Breakdown by Sub-
segments
Figure 77: Other Infrastructure: Portfolio Valuation by Sub-segments
Figure 78: Other Infrastructure: Conditions by Sub-segments
$1.7m
$2.3m
$2.8m
$9.9m
$10.1m
$16.5m
$22.0m
$10m $20m
Library Collection Materials
Furniture & Fixtures
Information Technology
Minor Machinery & Equipment
Major Machinery & Equipment
Vehicles
Fire Vehicles
Replacement Cost by Sub-Segment
$3.0m
$2.3m
$1.5m
$3.2m
$3.2m
$3.3m
$1.7m
$1.3m
$221k
$441k
$662k
$1.6m
$4.9m
$2.0m
$2.2m
$560k
$909k
$630k
$4.0m
$2.4m
$1.4m
$1.6m
$287k
$564k
$577k
$4.8m
$9.1m
$3.2m
$1.9m
$604k
$917k
$446k
0%20%40%60%80%100%
Vehicles
Fire Vehicles
Minor Machinery
& Equipment
Major Machinery
& Equipment
Library Collection
Materials
Information
Technology
Furniture &
Fixtures
Value and Percentage of Asset Sub-Segments by Replacement Cost
Very Good Good Fair Poor Very Poor
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Figure 79: Other Infrastructure: Average Age vs Average EUL
Figure 80: Other Infrastructure: Conditions by Sub-segments
11.2
4.6 4.4 5.3
8.2
11.4
6
19.7
5.7 6.6
10.2 11.2
15
7.8
0
5
10
15
20
25
Furniture &
Fixtures
Information
Technology
Library
Collection
Materials
Major
Machinery
&
Equipment
Minor
Machinery
&
Equipment
Fire
Vehicles
Vehicles
Nu
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Weighted Average Age Weighted Average EUL
$6.6m
$11.0m
$26.4m
$34.6m
$29.9m $32.4m
$37.1m
$26.8m
$37.0m
$0
$5m
$10m
$15m
$20m
$25m
$30m
$35m
$40m
Backlog 2025 -
2029
2030 -
2034
2035 -
2039
2040 -
2044
2045 -
2049
2050 -
2054
2055 -
2059
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Furniture & Fixtures Information Technology
Library Collection Materials Major Machinery & Equipment
Minor Machinery & Equipment Fire Vehicles
Vehicles Annual Requirement
Total
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Appendix E – Facility Condition Indices
Table 50: Facility Condition Indices
Facility Name FCI (%)
City of Pickering Scale
(From Facilities Renewal
Study)
Fire Station #1 0 Excellent
Operation Centre 2 Excellent
Pickering Soccer Centre 2 Excellent
Pickering Museum Village (Does not
include historic pavilion structures) 14 Good
Fire Station #6 20 Good
Dunbarton Pool 22 Fair
George Ashe Library & Community Centre 25 Fair
Chestnut Hill Developments Recreation
Complex 26 Fair
Dr. Nelson F. Thomlinson Community
Centre 28 Fair
Civic Complex 35 Poor
West Shore Community Centre 36 Poor
Fire Station #4 38 Poor
Don Beer Arena 42 Disposal
East Shore Community Centre and East
Shore Senior Citizens Centre 43 Disposal
Fire Station #2 49 Disposal
Animal Services Shelter (FCI is assumed) 50 Disposal
Fire Station #5 51 Disposal
Greenwood Library 58 Disposal
Mount Zion Community Centre 59 Disposal
Whitevale Community Centre 76 Disposal
Greenwood Community Centre 78 Disposal
Brougham Hall 107 Disposal
Whitevale Arts & Culture Centre 115 Disposal
Attachment 2 to Report FIN 10-25