2015 draft capital budget - richmond hill, ontario€¦ · 225 east beaver creek road, richmond...

225 East Beaver Creek Road, Richmond Hill, ON L4B 3P4 T 905 771 8800 RichmondHill.ca

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2015 Capital Budget

December 9, 2014Budget Committee of the Whole

TOWN OF RICHMOND HILL

2015 Draft Capital Budget

Community Service Department

C A P I T A L S U M M A R Y

2015 Request Project Cost

Reserves or Reserve

Fund

Cash to Capital

Reserve Fund Gas Tax

Recreation & Culture 155,900$ 118,700$ 37,200$ -$

Fire and Emergency Services 1,178,000 1,148,000 30,000 -

Public Works Operations

Parks Maintenance & Operations 1,493,500 1,368,500 25,000 100,000

Roads 1,585,000 957,500 - 627,500

Fleet 2,458,000 2,458,000

2015 CSD Department Total 6,870,400$ 6,050,700$ 92,200$ 727,500$

Water and Wastewater 635,000$ 635,000$ -$

2015 Water and Wastewater Total 635,000$ 635,000$ -$ -$

Funding Source

1

TOWN OF RICHMOND HILL RECREATION & CULTURE SERVICES



Funding Source

Reserve or

Project Reserves or Cash to Capital Reserve Fund

Cost Reserve Fund Reserve Fund Gas tax Description Explanation

NON - GROWTH

Ed Sackfield Fitness Studio - Replace

Fitness Equipment

Cardio Equipment - Treadmill $8,500 $8,500 Capital Asset Requires replacement.

Continuity RF

Strength Equipment - Leg Press 5,000 5,000 Capital Asset Requires replacement.

Continuity RF

Bayview Hill Fitness Studio - Replace

Fitness Equipment

Strength Equipment - Leg Press 5,000 5,000 Capital Asset Requires replacement.

Continuity RF

Strength Equipment - Chin Dip 5,500 5,500 Capital Asset Requires replacement.

Assist Continuity RF

Strength Equipment - Glute Machine 5,200 5,200 Capital Asset Requires replacement.

Continuity RF

Centennial Fitness Studio - Replace

Fitness Equipment

Strength Equipment - Leg Press & 8,000 8,000 Capital Asset Requires replacement.

Pec Fly Z Continuity RF

Strength Equipment - Cable Column 5,000 5,000 Capital Asset Requires replacement.

Continuity RF

Bayview Hill Pool

Artifical plants & palm trees 8,000 8,000 Capital Asset Requires replacement.

Continuity RF

Man lift replacement - Tom Graham 12,000 12,000 Capital Asset Requires replacement.

Arena Continuity RF

Score Board Replacement - RG Sports 8,000 8,000 Capital Asset Requires replacement.

Complex Continuity RF

Museum of the street signage 37,200 37,200

replacement

Theatre Lavaliere microphones in 16,000 16,000 Theatre Capital Requires replacement.

Auditorium Reserve

Total Non-Growth $123,400 $86,200 $37,200 $ -

GROWTH

Parks Opening $32,500 $32,500 Parks DC / CIL /

(Oak Ridges Meadow Park Rehabilitation,

Duke of Richmond North Park, Duke of

Richmond North Trail, Mill Glen Park,

Ransom Parkette)

Capital Asset

Continuity RF

buildings

Total Growth $32,500 $32,500 $ - $ -

TOTAL RECREATION $155,900 $118,700 $37,200 $ -

2

TOWN OF RICHMOND HILL FIRE & EMERGENCY SERVICES



Funding Source

Reserve or


Cost Reserve Fund Reserve Fund Gas Tax Description Explanation

NON - GROWTH

Deputy Fire Chief Vehicle - Fleet 8978

60,000$ 60,000$ -$ Capital Asset

Continuity RF

Requires replacement.

Deputy Fire Chief Vehicle - Fleet 8977 60,000 60,000 -

Capital Asset

Continuity RF Requires replacement.

Self Contained Breathing Apparatus, 625,000 625,000 Capital Asset Requires replacement.

Bottles and Masks Continuity RF

Rescue Equipment (auto extrication 50,000 50,000 Capital Asset Requires replacement.

equipment, generators, fans, tools and Continuity RF

miscellaneous equipment)

Hoseline and Nozzle Replacement 10,000 10,000 Capital Asset Requires replacement.

Continuity RF

Bunker Gear 75,000 75,000 Capital Asset Requires replacement.

Continuity RF

880,000$ 880,000$ -$ -$

GROWTH

Fire Master Plan 75,000$ 75,000$ Fire Services DC

Feasibility Study for relocating Primary 30,000 30,000

Emergency Operations Centre

Garage and Car Fire Prop for Fire 193,000 193,000 Fire Services DC

Training Centre

298,000$ 268,000$ 30,000$

TOTAL FIRE $1,178,000 $1,148,000 $30,000 $ -

3

TOWN OF RICHMOND HILL PARKS OPERATIONS



Funding Source

Reserve or



NON - GROWTH

Replacement - Vehicles and Equipment07 FREIGHTLINER M2 SINGLE AXLE DUMP

W/ PLOW$300,000 $300,000 $ - $ - Capital Asset Continuity RF Useful life expired

06 FREIGHTLINER BUCKET TRUCK 300,000 300,000 - - Capital Asset Continuity RF Useful life expired05 WELLS CARGO ENCLOSED TANDEM

TRAILER16,000 16,000 - - Capital Asset Continuity RF Useful life expired

04 SMITHCO SELF PROPELLED SWEEPER 75,000 75,000 - - Capital Asset Continuity RF Useful life expired

92 KWIK-KUT SLOPEMASTER MOWER 60,000 60,000 - - Capital Asset Continuity RF Useful life expired

11 JD ZERO TURN MOWER 17,500 17,500 - - Capital Asset Continuity RF Useful life expired

07 FORD RANGER 40,000 40,000 - - Capital Asset Continuity RF Useful life expired

09 FORD F150 PICKUP 40,000 40,000 - - Capital Asset Continuity RF Useful life expired

12 JEEP WRANGLER 40,000 40,000 Capital Asset Continuity RF Useful life expired

12 JEEP WRANGLER 40,000 40,000 Capital Asset Continuity RF Useful life expired

06 DODGE RAM 1500 EXT. CAB 40,000 40,000 Capital Asset Continuity RF Useful life expired

09 HOPPER SANDER 15,000 15,000 Capital Asset Continuity RF Useful life expired

01 ENVIRO WEED CONTROL 25,000 25,000 Capital Asset Continuity RF Useful life expired

01 DUTCHMAN TREE SPADE 30,000 30,000 Capital Asset Continuity RF Useful life expired

02 Charterhouse 1500 Overseeder 25,000 25,000 Capital Asset Continuity RF Useful life expired

Park/Open Space, Mount Pleasant 100,000 100,000 Capital Asset Continuity RF Useful life expired

Park Pedestrian Light Replacement

Tree Replacement - 2013 Ice Storm 180,000 180,000 Tree Reserve Ice storm damage

$1,343,500 $1,343,500 $ - $ -

GROWTH

Parks & Open Space, Identification and

Regulatory Signage - Phase I

$25,000 $25,000

Parks Furniture 25,000 25,000 Outdoor Rec DC/CIL

Strategic review of Parks Asset Management

and Service Levels

100,000 - 100,000

/

Total Growth $150,000 $25,000 $25,000 $100,000

TOTAL PARKS OPERATIONS $1,493,500 $1,368,500 $25,000 $100,000

4

TOWN OF RICHMOND HILL ROADS



Reserve or



NON - GROWTH

Rehabilitation of High Tech Bridge $150,000 $150,000 Capital Asset Requires replacement.

Continuity RF

Sediment removal and disposal from 310,000 310,000 Downstream Improvement/ Requires replacement.

stormwater facility forebays Water Quality RF

Road overlay program 995,000 497,500 497,500 Capital Asset To maintain the

Continuity RF performance of Town's

roads

$1,455,000 $957,500 $ - $497,500

GROWTH

Development of a parking lot $30,000 $30,000 To provide valuable info

rehabiliation/maintenance program for evaluating parking lot

surface conditions

Strategic review of Roads and Traffic 100,000 100,000

Asset Management and Service Levels- /

Total Growth $130,000 $ - $ - 130,000

TOTAL ROADS OPERATIONS $1,585,000 $957,500 $ - $627,500

Funding Source

5

TOWN OF RICHMOND HILL FLEET



Funding Source

Reserves or

Project Reserve or Reserve Fund

Cost Res. Fund Description Explanation

NON - GROWTH

08 ELGIN CROSS WIND SWEEPER 270,000$ 270,000 Capital Asset Continuity RF Useful life expired

08 FORD F550 DUMP WITH PLOW 130,000 130,000 Capital Asset Continuity RF Useful life expired

08 FORD F150 EXT. CAB - Asset Mgmt 45,000 45,000 Capital Asset Continuity RF Useful life expired

09 DODGE CARAVAN CARGO VAN - Asset Mgmt 40,000 40,000 Capital Asset Continuity RF Useful life expired

08 FORD E150 - Asset Mgmt 45,000 45,000 Capital Asset Continuity RF Useful life expired

07 FORD RANGER - EIS Inspectors 40,000 40,000 Capital Asset Continuity RF Useful life expired

07 FORD RANGER - EIS Inspectors 40,000 40,000 Capital Asset Continuity RF Useful life expired

08 GMC SIERRA PICK UP - EIS Inspectors 40,000 40,000 Capital Asset Continuity RF Useful life expired

12 FORD ESCAPE HYBRID 4X4 - Parking Control 50,000 50,000 Capital Asset Continuity RF Useful life expired

11 EQUIFAB SANDER - Roads 10,000 10,000 Capital Asset Continuity RF Useful life expired

03 TRACKLESS 51" SNOW BLOWER - Roads 10,000 10,000 Capital Asset Continuity RF Useful life expired

07 FORD RANGER - Roads 40,000 40,000 Capital Asset Continuity RF Useful life expired

06 DODGE DAKOTA - Roads 40,000 40,000 Capital Asset Continuity RF Useful life expired

07 GMC C4500 DUMP - Roads 90,000 90,000 Capital Asset Continuity RF Useful life expired

09 KUBOTA L4240 HSTC SIDEWALK TRACTOR - Roads 145,000 145,000 Capital Asset Continuity RF Useful life expired

09 KUBOTA L4240 HSTC SIDEWALK TRACTOR - Roads 145,000 145,000 Capital Asset Continuity RF Useful life expired

05 STERLING LT9500 DUMP - Roads 340,000 340,000 Capital Asset Continuity RF Useful life expired

07 RP SINGLE AXLE UTILITY TRAILER - Sign Shop 13,000 13,000 Capital Asset Continuity RF Useful life expired

08 GMC SIERRA PICKUP - Traffic 40,000 40,000 Capital Asset Continuity RF Useful life expired

08 PONTIAC TORRENT AWD - Water 40,000 40,000 Watermain R&R Useful life expired

08 FORD F150 EXT CAB 4X4 - Water 50,000 50,000 Watermain R&R Useful life expired

08 Ford F550 Garbage Truck with Haul All Refuse Body 150,000 150,000 Capital Asset Continuity RF Useful life expired

06 CHEV EXT. CAB 4X4 - Water Resources 45,000 45,000 Water Quality RF Useful life expired

$ 1,858,000 $ 1,858,000

GROWTH

Two Trackless Sidewalk Snow Plow - Roads $ 290,000 $ 290,000 PW DC

One Combination Single Axle Dump Truck 310,000 310,000 PW DC

Total Vehicles & Equipment $ 2,458,000 $ 2,458,000

6

TOWN OF RICHMOND HILL WATER AND WASTEWATER



Funding Source

Reserves or

Project Reserves or Water Reserve Fund

Cost Res. Fund Rate Description Explanation

NON - GROWTH

$635,000 $635,000 Sanitary Sewer R&R/

WWW Collection System - Invar Pumping Staion

Lift Station SCADA Implementation

Total $ 635,000 $ 635,000 $ -

Phase 2 of 2 - $780,000 approved in

2014

7

COMMUNITY SERVICES DEPARTMENT RECREATION AND CULTURE DIVISION

Karin Ash, Manager of Arts, Culture and Heritage

BUSINESS CASE – Museum of the StreetsRevitalization Project

1

Background Established in 2000, the Museum of the Streets exhibition is a self-guided journey of discovery. The Museum of the Streets signs and accompanying self-guided tour booklet lead the public through Richmond Hill’s streets providing both the obvious and sometimes the not-so-obvious signposts of Richmond Hill’s fascinating past. The exhibit consists of 11 signs strategically located in the downtown of Richmond Hill and is always open to the public with no admission fee. During Richmond Hill’s 140th anniversary celebrations in 2013, the Town replaced two of the signs that were removed during recent construction projects. The guide book was also refreshed and reprinted. Though the exhibition is complete, the remaining nine signs are in need of repair, and in some cases, replacement. The exhibit captures an important component of the history of Richmond Hill and should be in good condition to be enjoyed by all.

Project Description In 2013, two of the signs were fully replaced through the 140th anniversary celebration project; one at the Richmond Hill Centre for the Performing Arts and the second at the old Post Office at 10184 Yonge Street. The photos and text were updated and the new Town brand was added to the new signs.

The nine signs that were not replaced in 2013 are in dire need of repair or replacement. The chart below outlines the location and action required to restore the exhibit to an acceptable standard.

Sign Location Action Required 1. Amos Wright Park 19 Church Street North Text panel / top to be replaced 2. A Place for People, the Town

Park and Spring Fair Church Street South at Lorne Ave Full replacement

3. Unity Park Pugsley Avenue at Roseview Avenue Text panel / top to be replaced 4. Dorothy Price Park Pugsley Avenue at Dunlop Street Full replacement 5. Richmond Hill Centre for the

Performing Arts Yonge and Wright Street Replaced in 2013

6. The Village Backstreets Yonge and Centre Street West Replaced in 2013 7. Ransom Parkette Yonge Street, South of Centre Street

EastFull replacement

8. Those Electrifying Radial Car Days

Yonge Street and Lorne Street Full replacement

9. A Place of Learning M. L. McConaghy Centre Text panel / top to be replaced 10. The “Hill” in Richmond Hill Southwest corner of Yonge and Major

MackenzieFull replacement

11. A Place of Natural Beauty Mill Pond Park Full replacement

8

COMMUNITY SERVICES DEPARTMENT RECREATION AND CULTURE DIVISION

Karin Ash, Manager of Arts, Culture and Heritage

BUSINESS CASE – Museum of the StreetsRevitalization Project

2

Strategic Alignment This initiative aligns with Richmond Hill’s 2009 Strategic Plan, specifically supporting Goal Three of a More Vibrant Richmond Hill and Outcome One of Respecting the Past. It also aligns with the Richmond Hill Cultural Plan, supporting goal 5 of A Celebrated Story. The Museum of the Streets is a unique and accessible way for the community to learn about the history of Richmond Hill.

AlternativesThe alternative to this project is to not improve the current signs or remove the signs and cancel the program.

Project Costs and Benefit Total cost of the project to revitalize the Museum of the Streets project is $37,200 +HST. Full replacement and installation of the signs is $5,700 +HST per sign, and replacement of the text panel only is $1000 +HST per sign.

ConclusionRecognizing the Town’s rich history and providing an opportunity to promote awareness of the Town’s heritage is important to Richmond Hill residents. The Museum of the Streets Exhibit showcases the history of Richmond Hill and provides an opportunity for residents to explore the downtown area on a self-guided tour. This project demonstrates the Towns commitment to stewardship of the heritage resources.

9

FIRE & EMERGENCY SERVICESCommunity Services

MASTER FIRE PLAN

1

BackgroundRichmond Hill Fire & Emergency Services is a full time career fire service that offers fire protection services to over 200,000 residents in the Town of Richmond Hill. There are currently 172 staff that work in five divisions including fire suppression, communications, fire prevention, training and our mechanical division.

To help the Management Team continue to ensure the best possible fire protection services are offered to the residents of Richmond Hill, and to assist in planning for future growth, staff is recommending that a Master Fire Plan be conducted in 2015.

Project DescriptionA Master Fire Plan is a strategic, long range blueprint for fire protection that addresses local needs and circumstances based upon costs the community can afford. It must reflect the mission statement, values and goals of the municipality and its fire service providers, as well as Council commitment.

A Master Fire Plan includes an objective assessment of the community fire risks and today’s fire service capabilities. The assessment also includes the predicted future growth of the town and makesrecommendations for fire protection service enhancements for the future. This will allow for responsible planning for growth and funding of the fire service.

Staff is recommending that a third party vendor complete the Master Fire Plan. To select a third party vendor, staff will issue a Request for Proposal and after evaluating all submissions, a successful vendor will be selected.

Strategic AlignmentA Master Fire Plan supports the Town’s Strategic Plan by providing stronger conncetions in Richmond Hill by:

Responding to the changing needs of the community through adapting services and programsStrengthening community connections as a means to enhance community safety and securityPlanning and prompting community readiness during times of crisis

A Master Fire Plan also supports the Town’s Strategic Plan by providing a more vibrant Richmond Hill by:

Initiating change through leadership, collaboration, innovation and the exchange of ideas

10


MASTER FIRE PLAN

2

Ten Year Capital ForecastA Master Fire Plan was identified in the 10 year capital forecast and projected to cost $75,000. This project will be funded by Fire Service Development Charges.

Comparative AnalysisIn York Region the following fire services have completed Master Fire Plans:

Vaughan Fire & Rescue Services completed a 10 year Master Fire Plan in 2007Central York Fire Services completed a Master Fire Plan in 2008Markham Fire & Emergency Services completed a 10 year Master Fire Plan in 2010

Other comparable fire services that have recently completed a Master Fire Plan include:

Barrie Fire & Emergency Services (2009)Kingston Fire & Rescue (2010)Whitby Fire & Emergency Services (2010)Oakville Fire Department (2011)Oshawa Fire Services (2013)Cambridge Fire Department (2013)

AlternativesStaff is requesting a third party vendor complete a Master Fire Plan. The only other alternative to this model would be to have “in house” staff write the Master Fire Plan. Although some fire services choose this option, staff feels a third party review of Richmond Hill’s Fire Service provides an unbiased view and willprovide a more detailed and objective Master Fire Plan.

Project Costs and BenefitStaff is recommending $75,000 for this project that will be funded through Fire Service Development Charges.

Other Funding SourcesThere are no other funding sources being recommended.

11


MASTER FIRE PLAN

3

ConclusionThe creation of a Master Fire Plan conforms to the requirements of the Ontario Fire Marshal’s(OFM) “Shaping Fire-Safe Communities” program. The purpose of the OFM program issummarized below:

To encourage informed and objective decision making on the provision of municipal fire protection services according to local needs and circumstancesTo provide a systematic, community-based process to promote the optimization of fire protection services, namely through Master Fire PlanningTo assist municipal officials, fire chiefs and other fire officials in understanding and fulfilling the requirements of the Fire Protection and Prevention Act (FPPA), 1997 that was proclaimed into law on October 29, 1997. The FPPA is the framework for municipalities in the planning and provision of protection from fire, in the most efficient manner

Staff recommends that a Master Fire Plan be conducted in 2015. The Master Fire Plan will identify strengths, weaknesses, threats and opportunities of Richmond Hill Fire & Emergency Services and it will provide the Fire Chief with recommendations that will be brought forward to Council for adoption.

12


FEASIBILITY STUDY – for relocation of the Emergency Operations Centre From Fire Station 8-5 to the Town of

Richmond Hill Operations Centre

1

BackgroundThe Emergency Management and Civil Protection Act requires the Town of Richmond Hill plan for and prepare to mitigate emergencies within the municipality. Council is responsible to ensure measures are instituted to affect a ready state of preparedness. Regulation 380/04 associated with the Emergency Management and Civil Protection Act spells out the requirements for municipalities to achieve and maintain an “Essential Level” of readiness via its Community Emergency Management Program. Council established a Community Emergency Management Program Committee (CEMPAC) in 2004 to develop, implement, and revise as necessary, the municipality’s Emergency Management Program. Emergency Management Ontario first recognized the Town of Richmond Hill as achieving the Essential Level in February 2005.

An “Essential Level” requirement is for the Town of Richmond Hill to identify and establish a functional Emergency Operations Centre (EOC). Currently the EOC resides at 150 High Tech Road inside Fire Station 8-5. The current EOC was built as part of construction when the building originally opened in 2001 and has remained in place since that time.

Project DescriptionStaff is recommending the commission of a study to determine current Emergency Operations Centre needs that align with future growth and technology needs, and the possibility of the EOC relocating to the Operations Centre,located at 1200 Elgin Mills Road East.

The scope of the project would be to analyze:

Appropriate location within the Operations CentreAppropriate facilities for food preparation, rest areas (prolonged incidents) and washroom and shower facilitiesAppropriate communications and IT needs for Cell, Data, Two-Way radio and amateur radio capabilitiesAmount of space needed to house appropriate Community Control Group staff, allied agencies and support staffBackup power requirementsOffice equipment and ergonomic layout for optimal functionality during an emergency situationsAppropriate costing and analysis to be submitted with the 2016 Capital budget

13




2

Strategic AlignmentThe relocation of the Emergency Operations Centre to the Operations Centre supports the Town’s Strategic Plan by providing much needed resources to assist the Town with fulfilling its obligations and serves to:

Provide stronger connections in Richmond Hill by improving the effective and efficient delivery of quality municipal services to make everything work betterProvide wise management of resources including people and programs which enhance our healthy and safe communityProvide and further develop a culture of quality public service in all aspects of the organization

10 Year Capital ForecastThis project is not currently identified in the 10 year forecast and is a new capital request.

Comparative AnalysisAs comparable municipalities, both the City of Vaughan and the City of Markham have recently constructed (within five years) Emergency Operations Centres in their Operations Centres. Both EOC’s have proven to be a wise use of resources optimizing staff locations, staff time and areas closer to where key staff who are involved in emergency mitigation work on a regular basis. The current EOC location at Fire Station 8-5 is too small and as witnessed during previous readiness exercises, the room rapidly reaches capacity as more staff and agency involvement occurs. As a result of reaching capacity, staff was forced to use temporary space within the Fire Station, which is not necessarily conducive for proper planning and mitigation of an emergency.

AlternativesIn the event that the feasibility study is not approved, staff will continue to maintain the current EOC location. However, staff feels strongly that the current location no longer meets the Town of Richmond Hill’s needs and a feasibility study should be priority.

14




3

Project Costs and BenefitsStaff is requesting $30,000 to conduct a fulsome review and analysis of the relocation of the Emergency Operations Centre from Station 8-5 to the Operations Centre.

The benefits of conducting a feasibility study for such a significant project are:

The requirement for internal staff time are limited,Third party unbiased review,Specialized knowledge from field experts, and An accurate description of all necessary work and costs will be provided.

Other Funding SourcesThis feasibility study will be funded by Cash to Capital.

ConclusionAfter conducting several exercises over the last few years, and after mitigating recent events, staff has recognized that the EOC at Station 8-5 no longer meets the needs of the Town of Richmond Hill. Because of this, staff recommends a feasibility study to investigate the possibility of relocating the Emergency Operations Centreto 1200 Elgin Mills Road East (Operations Centre.)

At the conclusion of the feasibility study, staff will bring forward to Council an accurate budgeting request, project timeline and staff resources needed to complete this project, should it be recommended.

In its entirety the relocation of the EOC from Station 8-5 to the Operations Centre will allow staff to quickly and efficiently come together and properly respond, mitigate and recover from an emergency event should it happen within our borders or provincially.

15

FIRE & EMERGENCY SERVICES Community Services

GARAGE AND CAR FIRE PROP FOR FIRE TRAINING CENTRE

Background In 2009, the Town of Richmond Hill officially opened a state-of-the-art Training Centre, which is located at 1200 Elgin Mills Road East in Richmond Hill. The Training Centre is a source of great pride to our Town and our Fire Service and has quickly become the envy of many other Emergency Services within York Region and the GTA. The Training Centre has been instrumental in increasing firefighter safety through practical training in structural firefighting, rope rescue, confined space rescue, trench rescue, vehicle rescue and hazardous materials mitigation.

The Training Centre is steadily used by Richmond Hill Fire & Emergency Services staff and is rented to several other agencies throughout the year that include: Seneca College, Markham Fire, Vaughan Fire, Central York Fire, York Regional Police, Whitchurch-Stouffville Fire and the York Region Training Officers Association. By renting the Training Centre to other agencies, a revenue stream of approximately $150,000 has been included in Fire & Emergency Services budget over the last four years.

Over the past few years there has been an increase in the number of garage-related fires in our community, which is one of the reasons for requesting a new garage and car fire prop. While the causes of these fires vary by incident, staff has noted an increase in garage and balcony fires caused by carelessly discarded smoking materials. Staff suspects this increase is largely due to a decrease in people smoking inside their homes, resulting in an increased number of people smoking in garages and on balconies.

Garage Fires Car Fires

Garage fires are extremely dangerous due to large fuel loads that include flammable liquids and other combustible materials that are found in a typical garage (lawn mowers, gas cans, snow blowers, motorcycles, boats, etc.) These hazards increase exponentially when vehicle fires occur in garages attached to residential dwellings. Below is a picture of a garage fire that occurred in Richmond Hill on Bernard Avenue (Yonge and Elgin Mills area) in May of 2012. Note the volume of fire and how quickly it is spreading to the rest of the home due to the heavy fuel load.

Year # of Fires Dollar Loss

2010 3 $200.00

2011 6 $22,500

2012 2 $805,000

2013 9 $745,000

Year # of Fires Dollar loss

2010 16 $183,200

2011 16 $415,300

2012 18 $408,450

2013 20 $686,500

16



With the approval of this new training prop, the Training Centre will have the ability to create many different training scenarios to safely train firefighters to respond and extinguish garage and vehicle fires similar to the incident in May 2012.

Additionally, this new training prop will help us meet the training requirements established by National Fire Protection Association (NFPA), Professional Qualification Standards. The NFPA

firefighter standards require firefighters to demonstrate advancing a charged line to a vehicle, fighting an engine compartment, interior passenger compartment and a trunk compartment fire as well as demonstrating vehicle overhaul. This new prop will enable us to train, demonstrate and be evaluated on the skills required to certify under the newly adopted NFPA standards by the Office of the Ontario Fire Marshal.

Project Description This project requires a non-competitive acquisition process due to the existence of exclusive rights such as patents, copyrights or licenses owned by Pro-Safe Fire Training Systems Inc. of 940 Winston Churchill Blvd Oakville, Ontario Canada.

This project involves two significant components:

1. The first component requires the acquisition, fabrication, delivery and installation of a custom heavy duty stainless steel mobile car fire burn prop on wheels. This prop can be used inside or outside the training tower garage with high and low fire capabilities located in the engine and passenger compartments. This new training prop will need to be integrated into the existing Training Centre’s control and safety systems.

2. The second component requires the acquisition and installation of Padgenite I (or equivalent) high temperature burn room lining into the garage area of the existing training tower.

Strategic Alignment This new initiative demonstrates our commitment to providing exceptional public service to our community and aligns with the following goals of our Strategic Plan:

This new initiative helps build stronger connections in Richmond Hill by expanding our networks, relationships and education with other emergency services partners through shared use of our Fire & Emergency Services Training Centre.

17



This new initiative also demonstrates wise management of resources. With the installation of a new training prop, our existing customers will have more training scenario options, which will increase the town’s potential for additional revenue. Furthermore, this new training prop may entice new users to the Training Centre, which will also increase potential revenue generation and payback for the cost of the new prop as well as the Training Centre.

Ten Year Capital Forecast In 2015, the Ten Year Capital Forecast identified $115,000 for new growth specific to the Training Centre. This original forecast only included a garage fire prop and did not include a vehicle fire prop. With the increase in vehicle fires, the dangers associated with such fires, and the adoption of NFPA by the Ontario Fire Marshal’s Office, staff has now included a vehicle fire prop with the original forecast, which has increased the associated costs of this capital request.

Comparative Analysis No other Fire and Emergency Services Training Centre in the GTA has the same type of combination garage and mobile car fire training burn prop proposed in this business case. However, most Emergency Services Centres in the GTA have a car fire training prop as indicated below.

Brampton Fire and Emergency Services have approval for a separate car fire prop for their Training Centre, which is scheduled to be installed in 2014.

Oakville Fire Training Centre has a newly acquired car fire Burn prop.

Greater Toronto Airport Authority Fire and EmergencyServices Training Institute still use real cars when training. They are permitted to continue this practice because they have the proper run off and a five stage separator forflammable liquids.

Mississauga Fire and Emergency Service Training Centre acquired a car fire burn prop approximately one year ago.

18



AlternativesBelow are alternative approaches for this new initiative:

1) Status Quo One alternative is the do nothing or the status quo approach. Staff does not recommend this

alternative as it denies the request for this new initiative and does not improve our training capabilities or increase revenue potential of Richmond Hill’s Fire & Emergency Services Training Centre.

2) Divide the Project into Two Separate Projects Another alternative, although not ideal, is to divide the project into two separate projects over two different capital budget years.

Phase 1) Acquisition, installation and integration of a custom heavy duty stainless steel mobile car fire burn prop on wheels into existing Training Centre infrastructure would cost $125,000.

Phase 2) Acquisition and Installation of Padgenite I (or equivalent) high temperature burn room lining panels into the garage area of the existing training tower would cost $68,000.

For logistical and financial reasons, staff recommends the projects be divided and implemented as outlined above because phase two would only be required once phase one is complete. Additionally it should be noted the quote staff received outlined both projects taking place at the same time. The cost of this project may rise if the two projects were completed separately.

Project Costs and Benefit CostStaff is requesting the following budget to complete this project:

Acquisition, installation and integration of a custom heavy duty stainless steel mobile car fire burn prop on wheels into existing Training Centre infrastructure.

Acquisition and installation of Padgenite I (or equivalent) high temperature burn room lining panels into the garage area of the existing training tower.

Total Cost of New Initiative - $193,000

$125,000

$68,000

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Benefit The Training Centre has enabled Richmond Hill Fire & Emergency Services staff to meet Occupational Health and Safety Act training requirements as well as the Ontario Firefighter Curriculum previously recognized by the Ontario Office of the Fire Marshal as the training standard for firefighters. Notwithstanding this, in 2014, the Ontario Office of the Fire Marshal adopted the latest NFPA Professional Qualification Standards as the new recognized training standards for firefighters in the province of Ontario. The addition of this new garage and car fire training prop will enhance our ability, as well as the ability of agencies that rent our training facility, to train and certify firefighters to the newly implemented NFPA training standards.

It is admittedly difficult to quantify the precise amount of revenue the new training prop would generate. However, given the newly adopted NFPA training requirements coupled with the increased training possibilities (if the garage and vehicle prop is approved), one could logically assume the enhanced training possibilities would entice additional customers. Additionally, our existing customers would also require additional days at the Training Centre, thereby increasing the revenue generation potential of the Training Centre.

To date, the Training Centre has generated the following annual revenue:

2009 – $40,475 (September thru December)

2010 – $126,530

2011 – $182,395

2012 – $135,360

2013 – $168,564

2014 – $108,900 (as of September 31, 2014),

Total Training Centre Revenue –$762,224.00 It is safe to surmise that over time not only will the entire cost of the Training Centre be recovered as forecasted but so too would the capital cost of the garage and car fire training prop through Training Centre rentals. Conservative estimates would project that based on the past four full year’s average revenue, full cost recovery for both the Training Centre and this new garage and car fire training prop would be realized in 2020.

Funding Source This project will be funded by Fire Service Development Charges.

20



ConclusionOver the past few years there has been an increase in the number of garage-related fires in our community, which is one of the reasons for requesting a new garage and car fire prop. Furthermore, garage fires are extremely dangerous due to large fuel loads that include flammable liquids and other combustible materials that are found in a typical garage (lawn mowers, gas cans, snow blowers, motorcycles, boats, etc.) These hazards increase exponentially when vehicle fires occur in garages attached to residential dwellings.

Additionally, with the addition of this new garage and car fire training prop, it will enhance our firefighter’s abilities, as well as those agencies that rent our training facility, to train and certify firefighters to the newly implemented NFPA training standards that are now recognized by the Ontario Office of the Fire Marshal.

Lastly, with the installation of this new garage and car fire training prop, additional revenue will be secured from our existing customers. Staff also feels new customers will rent the Training Centre due to this new prop, which will also increase our annual revenue.

Therefore, staff is recommending the purchase of this new garage and vehicle fire prop through a non-competitive acquisition process due to the existence of exclusive rights held by Pro Safe Fire Training Systems Inc. This prop is being recommended to ensure Richmond Hill’s firefighters continue to receive all required training, and to increase annual revenue that is generated from the Training Centre.

21

Community Services/ Public Works Operations Jeff Stewart, Manager of Parks Operations

BUSINESS CASE – GROWTH & NEW CAPITAL Park/Open Space, Mount Pleasant Park

Pedestrian Light Replacement

1

BackgroundAs an integral part of the public realm, municipal parks are vital components of complete communities that enhance the quality of life in Richmond Hill. Parks provide enjoyable spaces that support active and passive recreation opportunities, contribute to environmental protection and help to create vibrant communities.

The Town recently completed the Richmond Hill Parks Plan, Better Choice for People at Play. The document highlights the tremendous public assets found within the parks system including playgrounds, sports fields and trails. The document discusses the changing demographics and intensification that the Town is and will continue to experience.

Illumination is found throughout the parks and open spaces. It provides security, way finding and the extended use of facilities such as sports fields.

Project DescriptionPark assets are reviewed annually to determine priorities for replacement and life cycles. The pathway lightstandards located at Mount Pleasant Park have reached their end life cycle and require replacement. A total of twenty (20) light standards and luminaries are included in this project. The buried wiring has been inspected and does not require replacement.

These light stardards provide illunimation to the pedestrain trails within the park asphalt trail system.

Strategic AlignmentThe provision for the replacement of the Mount Pleasant park pedestrian lighting aligns with the vision and goals identified in the Town’s Strategic Plan.

Ten Year Capital ForecastThe project, as identified in the 10 year Capital Forecast, is being advanced from 2017.

Comparative AnalysisN/A

AlternativesThere is no viable alternative other than to remove the infrastructure.

22


BUSINESS CASE – GROWTH & NEW CAPITAL Park/Open Space, Mount Pleasant Park

Pedestrian Light Replacement

2

Project Costs and BenefitThe project cost estimate is $100,000. The benefits of replacing and upgrading to current technology include:

i. improved illumination of the areaii. reduced issues common to aging electrical infrastructure iii. energy savings resulting from better technology iv. reduced liabilityv. reduced light pollution associated with dated systems

Other Funding SourcesN/A

ConclusionStaff is recommending the replacement of the pedestrian walkway lighting at Mount Pleasant Park as the infrastructure has reached its end life cycle.

23


BUSINESS CASE – GROWTH & NEW CAPITAL 2013 Ice Storm, Tree Replacement

1

BackgroundOn December 21 and 22, 2013, the Greater Toronto Area including Richmond Hill experienced a severe winter ice storm. At its peak, 36,000 of Richmond Hill’s 60,000 PowerStream customers were without power. It is estimated that 200,000 trees were damaged on private and public property throughout the municipality. This includes downed trees, toppled and broken branches, all of which created hazardousconditions.

The Town has a municipal tree inventory of approximately 70,000 trees of which 5,000 were damaged or lost as a result of the ice storm. Staff reported, at the May 5 Committee of the Whole meeting, that 1,400 trees should be replaced. The majority of these trees are located on residential boulevards and in highly visible and utilized park areas.

Contractors are currently engaged in removing tree stumps by mechanical means throughout town boulevards. A second contract will be tendered shortly to address tree stumps within the Town’s park system. It is anticipated that this work will continue well into the fall.

Project DescriptionPresently, Urban Forestry staff has inventoried 1,500 trees for replanting. These trees are predominantly located on residential boulevards and within parks across the Town. It is recommended that these trees be replaced with 50mm caliber stock during the spring of 2015.

Staff is reviewing the preferred tree species with the intent to reintroduce native trees during replacement efforts. The current methodology will include the purchase and planting of these trees utilizing commercial wholesale nurseries and planting contracts. Residents will continue to be advised of various arboricultural activities including tree plantings through information notices, door knockers and social media tools.

Strategic AlignmentThe replanting of our urban tree inventory lost in December 2013 is supported through the Strategic Plan, Goal 4; Wise Management of Resources by increasing natural landscaping and the urban tree canopy onboth Town and private property.

Ten Year Capital ForecastN/A

24


BUSINESS CASE – GROWTH & NEW CAPITAL 2013 Ice Storm, Tree Replacement

2

Comparative AnalysisMunicipalities across the GTA have announced that tree replacement has been identified as an importantcomponent of their overall recovery strategy. Municipal budgets will include provisions to replace the lost tree canopy.

AlternativesThe recommendations within the business case have been presented and communicated to Council and the public through two staff reports in conjunction with the 2013 ice storm recovery strategy.

Project Costs and BenefitStaff is requesting pre-budget approval for the replacement of 500 trees at a capital cost of $180,000. The remaining 1000 tree replacements have approved funding in the 2014 Capital Budget for EAB as these are Ash Trees. The timing of the request will allow for competitive pricing, greater variety and availability of tree stock and ideal spring transplanting conditions. Spring plantings will begin to restore both the environmental and beautification provided by urban trees.

Other Funding SourcesThese costs were presented to the provincial government for consideration of compensation as acomponent of the overall recovery submission. Unfortunately, the province did not support compensation to municipalities for the loss of urban tree canopy. The project will be funded from Tree Reserve.

ConclusionStaff is recommending the replanting of approximately 1,500 municipal trees as a direct result of 2013 ice storm. These trees are predominately located on residential boulevards and within our parks system throughout the Town. The capital request project is being identified as part of the overall Ice Storm Recovery Plan.

25


BUSINESS CASE – GROWTH & NEW CAPITAL Park & Open Space, Identification and Regulatory Signage

1

BackgroundAs an integral part of the public realm, municipal parks and open spaces are vital components of complete communities that enhance the quality of life. Parks provide enjoyable spaces that support both active and passive recreation opportunities, contribute to environmental protection and help to create vibrant communities.

The Town recently completed the Richmond Hill Parks Plan, Better Choice for People at Play. The document highlights the tremendous public assets found within the parks system including playgrounds, sports fields and leisure facilities.

Park signage contributes to and plays a vital role in supporting the parks network. The infrastructure includes entrance identification signage, regulatory, way finding and information signage. Signage found within the public realm should have the following attributes:

consistent clear and easy to interpret displays a hierarchy visual appeal that reflects the surrounding environment

Staff have noted that the existing signage has become dated, lacks clarity and is visually unappealing or absent. In some locations the current state can be described as having “sign pollution.”

Project DescriptionStaff are recommending a complete review of the existing parks and open space signage. It is recommended that the project be approached in two phases.

Phase One: a conditional analysis of the existing signage infrastructureidentify the required pallet and desired needsdevelop park signage standards including corporate branding prepare recommendations including budget projections

Phase Two:removal and replacement of signage throughout the park and open spaces system

Strategic AlignmentThe review and implementation will support many aspects of the Strategic Plan from Stronger Connectionsto a More Vibrant Richmond Hill; Wise Management of Resources and the provision of exceptional public service to the community by establishing approved design standards that reflect the needs of the community and user groups.

26


BUSINESS CASE – GROWTH & NEW CAPITAL Park & Open Space, Identification and Regulatory Signage

2

Ten Year Capital ForecastN/A

Comparative AnalysisBenchmarking with surrounding and comparable communities will serve as a component in the development of the strategy.

AlternativesThe existing signage does not meet regulatory requirements in regards to risk management or reflect the surrounding community or the needs of patrons that visit these public locations. Current conditions make it difficult to meet short and long term strategic goals or align with the Town’s strategic plan.

Project Costs and BenefitPhase one of this initiative is $25,000. Phase two costs are unclear at this time and will be brought forward as part of the 2016 budget request.

Other Funding SourcesThe project is funded from Cash to Capital Reserve Fund.

ConclusionThe existing parks and open space signage has become dated and lacks consistency. Staff is recommending a complete review of the existing parks and open space signage inventory. It is recommended that this project be approached in two phases with the review and design alternatives being prepared in year one followed by removal and replacement in year two.

27


BUSINESS CASE – GROWTH & NEW CAPITALParks Furniture/Equipment

1

BackgroundThere is an ongoing and annual need for the purchase of new picnic tables, benches, bicycle racks, wastereceptacles and way finding/signage in conjunction with park assumptions and redevelopment. The budget provides funding to ensure appropriate furniture and equipment is acquired to service the park asset in a sustainable fashion over its planned life cycle.

Project DescriptionParks Operations receives requests for park furniture or equipment in conjunction with park assumptions and redevelopment. These requests often emanate from sportsfield user groups as well as resident groups.The capital budget provides a mechanism to acquire furniture and equipment through economies of scale and timely response.

Strategic AlignmentThe provision for the acquisition of additional parks furniture and equipment aligns with the vision and goals identified in the Town’s Strategic Plan.

Ten Year Capital ForecastThe growth business case is identified in the 10 year capital forecast.


AlternativesAn alternative approach is to track request and submit a business case in the subsequent year’s’ capital budget to acquire the parks furniture and equipment. This would result in a much slower process and response in addressing community needs.

Project Costs and BenefitThe cost is estimated at $25,000. The project will be funded from Outdoor Recreation DC and Cash-in-Lieu.

ConclusionIt is recommended that the capital budget for parks furniture and equipment be approved to support the ongoing needs of the community.

28

Community Services/ Parks OperationsJeff Stewart, Manager of Parks Operations

BUSINESS CASE – GROWTH & NEW CAPITAL Strategic review of Park Asset Management

and Service Levels

1

BackgroundAs an integral part of the public realm, municipal parks are vital components of complete communities that enhance the quality of life in Richmond Hill. Parks provide enjoyable spaces that support both active and passive recreation opportunities, contribute to environmental protection and help to create vibrant communities.

The Town recently completed a parks plan: Richmond Hill Parks Plan, Better Choice for People at Play.This document highlights the tremendous public assets found within the parks system including playgrounds, sports fields and leisure facilities such as picnic grounds and related shelters. The document also discusses the changing demographics and intensification that the Town is and will continue to experience.

Building on this existing document, staff have identified the need to conduct an overall evaluation of maintenance practices and service levels linked to these highly valued public assets.

Project DescriptionDevelop a strategic Parks Operations & Maintenance Plan that addresses the following:

1. Parks Asset Inventory – consulting assignment to evaluate the current state of our overall major assets including sports fields and playground inventory in relation to the Parks Plan.

2. This review will take into consideration and make recommendations for what facilities need to be upgraded and included in the 10 year capital forecast and operating budgets.

3. Review existing service levels related to maintaining these inventories including life cycle and related maintenance resources. This review will include bench marking, municipal best practices and associated risk management.

4. Consultation with user groups and stakeholders will be conducted including understanding the needs and issues that the groups are facing and review of the final “draft document.”

5. Areas requiring both the creation of and updates to standard operating procedures will beidentified.

This study combined with existing documents will provide strategic direction in creating future budget and operating procedures to manage the Town’s park system.

29



and Service Levels

2

Strategic AlignmentThis review will support the Strategic Plan through the provision of exceptional public service to the community by establishing approved service levels and life cycles that reflect the needs of the community and user groups.

Ten Year Capital ForecastThis project does not appear in the Town’s 10 year capital forecast.

Comparative AnalysisBenchmarking with surrounding and comparable communities will serve as a component in the development of this strategy. In addition, trade organizations and academy will be consulted on best practices in regards to the science of agronomy and horticultural science.

AlternativesIt appears that service levels have not been reviewed with stakeholders for some time. Further, no servicelevel standards are in place making it difficult to meet short and long-term strategic goals.

Project Costs and BenefitProject cost is estimated at $100,000. This strategy will serve as a key document to assist staff in developing a number of processes including:

I. Develop/update service levels

II. Assist in identifying priorities through the budget process including annual operating, fleet acquisitions and 10 year capital budget forecast

III. Provide the opportunity for stake holders/user groups to comment on levels of service

IV. Identify and develop approved sustainable service levels throughout the Town’s parks and open space.

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and Service Levels

3

Other Funding SourcesDepartments should consider other possible funding opportunities besides Reserves, Development Charge or tax rate.

Other possible types of funding include: - Third party funding recovery- Partnership opportunity- Federal Gas Tax Reserve (See below for qualifying projects)

The following annual capital allocations were established to meet the available funding from the Federal Gas Tax grant for the next five years:

New facility construction energy upgrade - $2,500,000 This capital allocation can be used to cover the additional costs associated with upgrading new Town facilities to LEED standards and other energy efficiency measures such as geothermal heating, solar heating, green roofs, etc.

Building energy retrofit - $500,000This capital allocation can be used to retrofit existing Town buildings and components within buildings to improve energy efficiency. Examples of projects might include lighting retrofits, installing more energy efficient HVAC systems, solar hot water heating, etc.

Pedestrian & cycling infrastructure - $600,000 This capital allocation will be used to implement the recommendations of the Pedestrian and Cycling Masterplan. Examples of projects might include cycling lanes and infrastructure, pedestrian connections.

Other eligible projects - $1,400,000 This capital allocation will be used to implement other projects which fit the gas tax criteria, such as water/wastewater major upgrades not covered by the water rate, stormwater facility rehabilitation, changes to support transit (e.g. grade separations), wind or solar power projects, district heating, energy efficient street/pedestrian lighting, infrastructure management IT etc.The project will be funded from Federal Gas Tax Reserve.

31



and Service Levels

4

ConclusionStaff are recommending the development of a strategic Parks Operations & Maintenance Plan. Approved by Council, this document will serve as key document for staff to monitor and deliver maintenance levels, provide direction in the development and identification of funding and budgets. Further the document will allow stakeholders and Council to understand and review approved service levels.

32

11/26/201412:01 PM

Page 1

REQUESTING DEPARTMENT / DIVISION :

PROJECT TYPE:

Priority

Sequence

Estimated

Useful LifeCost

75 years 150,000

150,000

Cost

$150,000

-

-

-

-

-

150,000

State of asset to be replaced:

Risk to organization if asset is not replaced:

Is this a request from Council?

If yes, from which Councilor?

Indicate Ward if applicable

1 2 3 4 5

Financial Burden of not replacing the asset is: $0

Prepared by:

(Insert Name)Approved by:

Rehabilitation works to the existing bridge located on High Tech

Road, approximately 300m east of Yonge Street

The Town of Richmond Hill

2015 Capital Budget Request

Replacement of Existing Capital

Description of Asset to be Purchased

Rehabilitation of High Tech Bridge

Community Services/Public Works Operations

COMMISSIONER

Total Capital Budget Requested


Funding Sources

Asset Condition Assessment

No

Tax Rate

Third Party - Please Specify

Infrastructure repair & replacement

Development Charges

Other

The settlement of the walls has created a trip hazard which poses a significant risk to pedestrians; damage to the masonry wall poses minimal risk and should be repaired for aesthetic reasons; replacement of the expansion joints will mitigate future deterioration and costly repairs to the bridge approach slabs; failure to provide a protective layer of rock will result in further erosion of the embankment creating the potential for undermining of the wingwall.

Federal Gas Tax Reserve

In 2014, a bridge assessment study was performed abd the following deficiencies were noted: 1. Settlement of walls in all quadrants 2. deterioration of expansion joints 3. damage of one masonry parapet wall post 4. erosion of embankment

33

11/26/201412:01 PM

Page 1

REQUESTING DEPARTMENT / DIVISION :

PROJECT TYPE:

Priority

Sequence

Estimated

Useful LifeCost

1 40 years 260,000

2 40 years 50,000

310,000

Sediment removal from two forebays located at the Frank

Endean/Strasser stormwater management facility

Sediment removal from forebay located at the Baif East

stormwater management facility




Description of Asset to be Purchased

Sediment removal and disposal from stormwater facility forebays

Community Services/Public Works Operations


34

11/26/201412:01 PM

Page 2




Cost

-

-

-

310,000

-

310,000

State of asset to be replaced:

Risk to organization if asset is not replaced:

Is this a request from Council?

If yes, from which Councilor?

Indicate Ward if applicable

1 2 3 4 5

Financial Burden of not replacing the asset is: $0

Prepared by:

(Insert Name)Approved by:

COMMISSIONER


Funding Sources

Asset Condition Assessment

No

Tax Rate

Third Party - Please Specify

Reduced water quality; increased overall pond maintenance including rehabilitation

Federal Gas Tax Reserve

An inspection of the Town's 60 stormwater management facilities is performed each spring and fall. Two facilities were identified as having an excessive amount of sediment in the forebays. Removal and disposal of the sediment is necessary for life cycle maintenance and to ensure sediment and heavy metals settle out before reaching the main basin.

Infrastructure repair & replacement

Development Charges

Other- Water Quality Reserve Fund

35

Community Services/ Public Works Operations Grant Taylor, Director of Public Works Operations

BUSINESS CASE – 2015 NEW CAPITALDevelopment of a parking lot

rehabilitation / maintenance program

1

BackgroundIn 2000, staff acquired a comprehensive pavement management analysis (PMA) tool to provide road/pavement needs including conditional analysis, life cycle maintenance alternatives to full replacement.PMA is a technical and financial tool that has been used to effectively manage the Town’s road rehabilitation program. The PMA provides a specific analysis of pavements based on physical attributes. The data is then analyzed to predict the optimum time to undertake repairs or replace existing pavement surfaces to maximize the life cycle of the road in a cost effective manner.

Building on this approach, the PMA can be used to provide the same attribute information and analysis for parking lot surfaces to provide an overall assessment of their condition, a long-term performance model that can be used to estimate rehabilitation strategies and costs over a ten year period. Currently, visual inspection is used for evaluating parking lot surface conditions.

Project DescriptionDevelop a sustainable parking lot rehabilitation maintenance program that addresses the following issues:

1. Pavement conditional analysis; collection of data required to assess the current condition of the Town’s 35 parking lots.

2. Determine the future condition of each parking lot; life cycle needs and budget forecasting.3. Identify feasible rehabilitation strategies for each parking lot, based on this information and

assemble a sustainable 10 year Capital Replacement program.

The assessment combined with other guiding documents will provide strategic direction in developing a sustainable parking lot rehabilitation maintenance program.

Strategic AlignmentThe creation of a parking lot rehabilitation and maintenance program will support elements of the Strategic Plan; Wise Management of Resources in Richmond Hill by being fiscally responsible in the use of resources. The program will support with cost-effective strategies for providing, evaluating and maintaining parking lot pavements in a serviceable condition.


36


BUSINESS CASE – 2015 NEW CAPITALDevelopment of a parking lot

rehabilitation / maintenance program

2


AlternativesN/A

Project Costs and BenefitThe project estimate to develop a parking lot rehabilitation maintenance program is $30,000 utilizing aconsultant to perform the following tasks:

i. Data collection of parking lot attributesii. Assess present parking lot pavement conditionsiii. Develop need analysisiv. Develop economic analysisv. Develop maintenance prioritiesvi. Develop rehabilitation strategy

Other Funding SourcesThe project will be funded from Federal Gas Tax Reserve.

ConclusionIt is recommended that the development of a sustainable parking lot rehabilitation/maintenance program besupported through the capital budget process; this will serve as a guiding document for staff to ensure theefficient and effective delivery of services aligned with the Strategic Plan.

37


BUSINESS CASE – GROWTH & NEW CAPITAL Strategic Review of Roads and Traffic Asset Management

and Service Levels

1

BackgroundRoad and traffic assets are integral components of communities that enhance the quality of life, help to reduce problems with road safety and traffic flows, improve the quality of the environment and traffic safety for those living and working in the vicinity and provide road users with a variety of information services.

In 1974, maintenance standards were created for the Town that were subsequently adopted by Council. These standards provided guidance on level of service and quality standards for Public Works activities. Over the last 40 years, there have been many industry and best practice improvements. The document has remained unchanged.

Staff has identified the need to improve asset management practices for roads and traffic assets by conducting an overall assessment of service levels and maintenance practices linked to these highly valued public assets.

Project DescriptionUndertake a strategic review of Roads and Traffic Service Levels that addresses the following:

1. Review existing service levels related to maintaining roads and traffic assets including life cycle management and resourcing. The review shall include benchmarking, municipal best practices and risk management.

2. Develop and prepare Standard Operating Procedures (SOP) and Work Instructions (WI) including a provision for document version control and annual updating.

The review combined with other guiding documents will provide strategic direction to manage Richmond Hill’s roads and traffic assets in a sustainable and efficient manner. It will also contribute to the development of an overall asset management plan consistent with Gas Tax Funding requirements.

Strategic AlignmentThe assessment supports all aspects of the Strategic Plan through the provision of exceptional publicfacing services to the community, establishing approved service levels and life cycles that reflect and meet the needs of the community.


38


BUSINESS CASE – GROWTH & NEW CAPITAL Strategic Review of Roads and Traffic Asset Management

and Service Levels

2

Comparative AnalysisBenchmarking with surrounding and comparable communities will serve as a component in the development of the strategy. Further, industry and academe will be engaged on best practices related to roads and traffic asset management.

AlternativesAsset management practices and service levels related to maintaining the town’s roads and traffic assetshave not been reviewed or formalized since 1974. Staff currently has no clear service level documentationor standard operating procedures to deliver services. This currently makes it difficult to meet short and long term strategic goals or alignment with the Town’s Strategic Plan.

Project Costs and BenefitThe project’s cost estimate is $100,000. The strategic review will serve as a key document to assist staff in developing process improvements including:

i. Develop sustainable service levelsii. Assist in identifying priorities through the budget process, fleet acquisitions and staffing

needsiii. Provide clear and consistent approach to municipal management, training and continuous

improvement.

Other Funding SourcesThis project is eligible for Federal Gas Tax Funding.

ConclusionIt is recommended that the development of a Strategic Review of Roads and Traffic Asset Management and Service Levels be supported through the capital budget process. This will serve as a guiding document for staff to ensure the efficient and effective delivery of public facing services consistent with approved service levels and aligned with our strategic goals.

39

Community Services Department/Public Works Operations Grant Taylor, Director of Public Works Operations

Pre-budget Approval2015 BUSINESS CASE – GROWTH & NEW CAPITAL

Two Trackless Sidewalk Snow Plows

1

BackgroundUpon expiration of the sidewalk winter maintenance contract in 2012, the service was brought in-house. In order to support the service level, sidewalk equipment was purchased and some equipment designated for replacement was held back prior to sending to auction to ensure sufficient equipment was available to maintain the Town’s sidewalk inventory.

Since bringing this service in-house, there has been recognized growth of 5% representing approximately 33 km of new sidewalk. Currently, the Town is divided into 21 winter maintenance sidewalk routes; each route is approximately 31 km in length resulting with an average completion time of 12 hours. The equipment is operated by seasonal staff hired specifically for the Town’s sidewalk winter maintenance program.

Project DescriptionThe Town currently maintains 653 km of sidewalk with an inventory of 16 trackless sidewalk plows and fivetractors for a total compliment of 21 units. One of the trackless units was scheduled to go to auction in December 2013 after being replaced by a new trackless unit. The unit was held back during the last winter season to ensure that there was sufficient equipment to maintain the sidewalk inventory. This option is no longer plausible resulting in a shortfall of one unit. Further, the completion time of 12 hours nears the Regulated – Ministry of Transportation; Hours of Service. With the addition of a second sidewalk plow, staff can complete the routes in approximately 9 hours.

The acquisition of two additional trackless sidewalk plows will ensure the efficient completion of sidewalk snow plowing in a more reasonable time line.

Strategic AlignmentThe acquisition of two trackless sidewalk plows supports the Town’s Strategic Plan through Goal 4; Wise Management of Resources, by providing efficient and effective winter maintenance of the sidewalk network.

Project Costs and BenefitThe capital cost to purchase two trackless sidewalk plows with blower, sander and articulating plow blade is $290,000. Other costs required to support the equipment are fuel, maintenance and repairs which average $10,000/annually each. The trackless unit has an eight-year life cycle.

No additional staff is anticipated with the purchase of this equipment since the seasonal staffing for the sidewalk winter maintenance program is sufficient.

40


Pre-budget Approval2015 BUSINESS CASE – GROWTH & NEW CAPITAL

Two Trackless Sidewalk Snow Plows

2

Other Funding SourcesThe pre-budget approval for the purchase of this equipment is to be funded from the Public Works Development Charge Reserve Fund; $3.7 million is included in the 2014 Development Charges Background Studies for the next ten years.

ConclusionIt is recommended that the Town proceed with the acquisition of the two trackless sidewalk snow plows in 2015 to support the sidewalk winter maintenance program and maintain current service levels.

41


Pre-budget Approval2015 BUSINESS CASE – GROWTH

One Combination Single Axle Dump Truck

1

BackgroundThe Town currently maintains a fleet of nine tandem and single axle dump trucks. These trucks are used for various road activities: hauling material, asphalt road repairs, ditch repairs, boulevard repairs, watermainand sewer repairs in addition to road winter maintenance.

The last growth related acquisition for a dump truck was made prior to 2001. At that time the Town maintained approximately 1214 lane km of road. The Town currently maintains approximately 1433 lane km of road, an 18% increase of new road inventory over the last 13 years. The compliment of Town-owned dump trucks has remained unchanged during this period of growth.

More recently, bids were requested for the supply and operation of 15 single axle trucks to supplement the Town’s nine trucks used for road winter maintenance activities. Only 14 trucks were acquired resulting in a shortfall of one truck. This will have an impact in road winter maintenance levels of service. The shortfall has been temporally resolved by holding back one dump truck that was scheduled for replacement this year, bringing the total compliment of Town/contracted trucks to 24. This is only a short-term solution; the dump truck scheduled for replacement in 2014 will not be available for the 2015/2016 winter season.

Project DescriptionAcquisition of one combination single axle dump truck with plow and wing with the following equipment specifications:

Single axle dump truckU-shape dump bodySingle spinnerAir- ride suspensionReversible front plow Hydraulic wingPre wet capabilities

42


Pre-budget Approval2015 BUSINESS CASE – GROWTH

One Combination Single Axle Dump Truck

2

Strategic AlignmentThe acquisition of one single axle dump truck supports the Town’s Strategic Plan through Goal 4; Wise Management of Resources, by providing the equipment assets to deliver efficient and effective road maintenance services.

Project Costs and BenefitThe capital cost to purchase one combination single axle dump truck with plow and wing is $310,000. Other costs required to support this equipment are fuel, maintenance and repairs which average $22,000annually. The single axle dump truck unit has an eight-year life cycle.

No additional staff is anticipated with the purchase of this equipment. The existing staffing compliment within Public Works Operations which is comprised of CUPE staff from Parks, and Road and Traffic Operations will be utilized.

Other Funding SourcesThe pre-budget approval for the purchase of this equipment is to be funded from the Public Works Development Charge Reserve Fund; $3.7 million is included in the 2014 Development Charges Background Studies for the next ten years.

ConclusionIt is recommended that the Town proceed with the acquisition of one combination single axle dump truck with plow and wing in 2015 to support the Town’s road summer/winter maintenance program.

43

Community Services: Public Works Operations Division B. Kyle, Acting Manager Water & Wastewater

BUSINESS CASE – GROWTH & NEW CAPITAL Wastewater Collection System: Lift Station SCADA

Implementation

1

Background

The Wastewater Collection System (WWCS) provides an essential service to property owners in the Town of Richmond Hill. The WWCS comprises municipal infrastructure to collect and convey wastewater effluent to Region of York infrastructure. The Region’s trunk sewer system infrastructure conveys effluent to the York-Durham Wastewater treatment facility at Duffins Creek Water Pollution Control Plant. The municipal WWCS currently includes 496 kilometres of sewer main (2012 MPMP reported length). Integral to this system, are five (5) operating Wastewater Lift Stations with associated lengths of forcemain as elementary components to the gravity sewer system. All Lift Stations, by design, include pumping capability redundancy to address a single pump failure. In the event of a catastrophic failure of a Lift Station’s function, the potential to discharge untreated sewage directly to the environment remains a risk.

Three (3) of the existing Wastewater Lift Stations were originally constructed in the late 1980’s, with a fourth being constructed in the late 1990’s. A fifth Station is scheduled for decommissioning and replacement pursuant to residential development in 2013. The stations are predominately of modern design at the time of construction, generally using submersible pump technology and mechanical float controls. These stations incorporate control systems which include fault monitoring. Fault annunciation is transmitted through a leased communication line to a monitoring contractor with no redundant fault reporting system. Fault reports received by the monitoring contractor are identified to the Town’s Lift Station service contractor and the Town’s Operations Centre. As a support function to the lack of redundancy in the fault reporting system, the Town also employs the Lift Station service contractor to carry out a prescribed program of weekly, monthly, and annual station inspections as a key component of preventive maintenance.

The ability of the Corporation to receive early warning of a catastrophic system failure, combined with the ability to coordinate and mobilize rapid response, is crucial to minimizing the risk of effluent discharge to the environment. Review of current best practices has identified that the introduction of a Supervisory Control and Data Acquisition (SCADA) system to provide improved ability to monitor and control Lift Station systems is identified as a key technological advantage to providing early warning rapid response. Beginning in 2013, the Director of Public Works Operations identified the need to develop a Master Plan for the Corporation to study the feasibility of SCADA system development and implementation for the WWCS infrastructure. The development of this Master Plan is in process and, through draft presentations, has provided cost estimation which enables the preparation of this business case.

44



Implementation

2

Project Description

The SCADA Master Plan is currently in the process of development in consultation with the Town’s Consulting Engineer, GHD. The Master Plan development has identified distinct advantages to implementation of a SCADA system for the Town’s WWCS. The strategic advantages principally include the capability to monitor and control Lift Station functionality from the node points (individual lift stations) and from a central location (Operations Centre). This functionality serves two purposes. Firstly, the central location monitoring, through a SCADA system, provides a primary annunciation system, supported by the complementary annunciation system currently in place, to create necessary redundancy and establishing a more secure warning system. Secondly, the implementation of this system may result in the capability to reduce the Corporations reliance on external contracted services by providing the potential to amend the prescribed preventive maintenance program, enabling preventive maintenance inspection to transition to a predictive maintenance program and, potentially be executed by the Town’s Certified Operator staff.

The project includes works in accordance with the reommendations of the SCADA Master Plan including implementation of new systems and integration of new control systems, including the capability for data exchange between these systems. This project has also been identified to include Flow Volume Monitoring to address accurate measurement methodology for mandated reporting in compliance with the Green Energy Act. The potential for cross-network integration exists, to create data exchange capability with the existing software systems, including Maximo Work Management System.

The project is proposed to provide retrofit to four (4) existing Lift Stations, specifically PS01; Invar, PS03; Joyce’s Point, PS10; Humber Flats, and PS04; Bayview South. The Bayview South Lift Station is currently considered for retention as legacy infrastructure, not to be integrated into the SCADA system. Retrofit at Bayview South is identified to be limited to installation of Flow Volume Monitoring for the requisite reporting pursuant to the Green Energy Act. The Bayview South Lift Station has been identified to be decommissioned in the future, upon connection to a future gravity sewer connecting to the existing 525mm gravity sewer on Shirley Drive.

The remaining existing Lift Station assets, excluded from this proposal are identified as: PS04; Sunset Beach, recently decommisioned in conjunction with the ongoing Park redevelopment at Lake Wilcox PS02; Bayview North, decommissioning imminent, replaced with a SCADA ready Lift Station in conjunction with the Casa East residential development.

45



Implementation

3

Strategic Alignment

The retrofit program to introduce SCADA system capability to the WWCS Lift Stations supports the Town’s Strategic Plan through provision of exceptional public service to the community specifically with respect to providing effective maintenance of the wastewater collection system and minimzing risk by integrating a system approach to proactively monitor the wastewater collection system infrastructure.

Comparative Analysis

The principles of best practices related to lift station maintenance identify an industry trend toward the introduction of predictive maintenance. Predictive maintenance has demonstrated capability to reduce maintenance costs relative to preventive maintenance and run-to-fail strategies. The introduction of SCADA system capability to the Town’s Lift Station infrastructure enables an evolution in maintenance strategy from the current combination of preventive and run-to-fail strategies.

Alternatives

Alternate strategies are limited to maintaining the current practices of preventive maintenance combined with run-to-fail. The current maintenance strategy is restrictive with regard to the potential to introduce Town staff to the maintenance program in lieu of contracted services. The increase to staff time demands in order to execute a preventive maintenance program at the current prescribed level would require increased staffing levels to adequately address the demand for service. The provision of the new Lift Station at the former site of Bayview North, which is being constructed a a SCADA ready system, would be similarly limited to the current maintenance practices.

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Implementation

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Project Costs and Benefit

The estimated cost to carry out a retrofit program to implement a SCADA system has been identified as follows:PS01; Invar: $410,000.00PS03; Joyce’s Point: $415,000.00 PS10; Humber Flats: $365,000.00 PS04; Bayview South: $80,000.00 Central SCADA Server: $145,000.00 Total: $1,415,000.00

Public Works Operations Division proposes to Phase the implementation of the SCADA system over a two year period as follows:

2014 - PS03 and PS10 installation at an estimated cost of $780,000.00 2015 - PS01, PS04, and the Central Server installation at an estimated cost of $635,000.00

The benefits to the introduction of a SCADA system into the Wastewater Collection system include the potential to reduce maintenance costs through the introduction of predictive maintenance evaluation practices and the potential to reduce risk of sewage discharge to the environment though the provision of an enhanced, redundant annunciation system.

Other funding Sources

This proposal should be reviewed for eligibility for other funding sources under the criteria of other eligible projects.

Potential funding sources or rebate opportunities may include the saveONenergy retrofit program through the Engineered Track. Further details with regard to eligibility an application can be obtained by direct inquiry through Hydro One.

Conclusion

It is recommended that the Town proceed with the implementation of the SCADA system integration to the Town’s Wastewater Collection System Lift Stations.

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2015 draft capital budget - richmond hill, ontario€¦ · 225 east beaver creek road, richmond...

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