1. Geoff Linschoten, C.E.T Social Housing Facility Asset Management
City of Brantford, Director of Facilities and Asset Management
CNAM 2014 Conference
Toronto, Ontario
May 20-23, 2014

2. Agenda Provide an overview of the City of Brantford
Talk about some of the challenges
Provide an overview of the steps we are taking to engage stakeholders and Council
Discuss the practices and processes that we have taken to promote sound asset management planning, in the absence of sophisticated tools.
Describe the funding challenges and where Social Housing assets are in comparison to other City assets.
Describe processes for prioritizing projects.

3. City of Brantford
Located along Highway 403, approximately 40 km west of Hamilton.
Single Tier Municipality, surrounded completely by Brant County.
Population approximately 95,000, very little un-developed green space land remaining.
Growth targets to meet Provincial growth target will focus heavily on intensification (putting increasing demand on existing infrastructure)> 140,000 by 2041.
Assessment growth somewhat limited due to limited land surplus.

4. Challenges Capital Planning and replacements have been very reactive
While there was a 5 year forecast, needs tended to be based on ad-hoc needs identified by program managers.
Projects were also established based on funding envelopes versus needs.
Limited facility condition data
Desire to build new, but little awareness of re- investment requirements
Difficult to defend funding requests (costs are shared between County (29%) and City (71%)

5. Centralizing Asset Management
Re-organization in 2012 created a new Facilities and Asset Management Department by re-assigning 4 City wide vacant positions.
Moved Property Management (responsible for planning and capital of administration buildings) into the new division.
Moved Data Management (GIS) into the new department.
Moved the planning function from the various groups and centralized asset management activities, allowing stakeholder groups to do what they do best.
Operations – Operate the system and manage day to day
Engineering – Design and build
Finance – Figure out how to fund the programs
Housing still manages their own portfolio but FAM provided project management and developed framework.

6. Typical - Capital Planning Projects
Condition Assessment Activities
BCA’s (City Hall, 84 Market, 180 Greenwich, Fire Hall #2, Earl Ave Works Yard, 1 Sherwood)
Social Housing BCA’s
Civic Centre & Lions Park BCA
OSIM Inspections (Bridges & Culverts)
Bridge Maintenance Needs Study
Data / Information Management
Asset Management Plan
Master Servicing Plan
Reserve Fund Analysis & Forecasting
Standardization of CCTV Inspection protocols (PACP)
Linear cost estimate template
Full Cost Accounting Implementation including PO’s
Corporate Energy Audit – reconciliation of usage records/facility
Sidewalk AM strategy development
Needs Analysis & 10-year Capital Budget Development
2013 BCA’s (City Hall, 84 Market, 180 Greenwich, Fire Hall #2, Earl Ave Works Yard, 1 Sherwood
Social Housing BCA’s
Civic Centre & Lions Park BCA
OSIM Inspections (Bridges & Culverts)
Bridge Maintenance Needs Study
2013 Asset Management Plan
Master Servicing Plan
Reserve Fund Analysis & Forecasting
Standardization of CCTV Inspection protocols (PACP)
Linear cost estimate template
Full Cost Accounting Implementation including PO’s
Corporate Energy Audit – reconciliation of usage records/facility
Sidewalk AM strategy development

7. Social Housing Mandate
Based on population growth forecasts the City needs to build approximately 180 units per year.
Median household income is $52,330
Need to create one and two bedroom units in the City and two and three bedroom units in the County.
Affordable housing projects contribute to improving neighborhoods.
Since 2006, 438 affordable housing units in the City of Brantford and Brant County have been developed.

8. Sample - Housing Portfolio

9. Sample - Housing Portfolio

10. Asset Valuation - $73B
What is the current condition of our stuff…our infrastructure? All the facilities, roads, sewers, watermains, etc. Everything managed by the Public Works department, and Social Housing.
These assets are all related to each other, they have different properties and service lives, and have to be coordinated together when planning.
The road network has the greatest replacement value, followed by water distribution.

11. Building Condition Audit
Review of the existing conditions of the, building systems (mechanical, electrical, specialized equipment, and buildings sites)
Identified corrective work within the next 25 years
Recognize all physical, operating and functional issues using “uniformat” divisions associated with major construction components, systems and equipment
Code requirements and changes that have come into effect since the original construction of the buildings.

12. Reserve Fund Study
Upon determining the life spans of the assessed building elements, reviewed reserve and capital funding requirements for the next 25 years.
Various Financial Models
Using the current opening fund balance and current annual.
Cash Flow using the current opening reserve balance and model an annual contribution rate that would eliminate any negative balances.
Cash Flow using the current annual contribution rate and model for an opening balance that would eliminate any negative balances.

13. Energy Audits
To support the requirements of the Green Energy Act, 2009 – O. Reg. 397/11 for conservation and demand management plans.
Summary of the annual energy consumption and greenhouse gas emissions;
Proposed measures to improve energy efficiency and conserve energy;
Descrption of the current and proposed measures for conserving and otherwise reducing the amount of energy
Benefit-cost analysis of implementation of the proposed measures.
Energy Audit / Energy Performance: Conservation and Demand Management Plans
The Consultant will include an assessment of energy and water usage and shall provide opportunities for conservation of energy and water in conjunction with the need for repair and rehabilitation of the buildings systems and components. The recommendations for improvements within each system identifying energy savings and opportunities will include, but not be limited to, the following considerations for each apartment building listed in Section 6 (Refs. 1-8 in Section 6):
Identify equipment that should be replaced because it is at the end of its service life or there is a legislative requirement to do so: use a type and size of equipment/system that best meets current energy- and water-efficiency standards as well as other considerations; and, identify incremental costs between replacing mid-efficiency vs. high-efficiency equipment to maximize energy efficiency options.
Identify equipment recommended for replacement due to potential energy savings although the components have not reached the end of their service life; include a cost benefit analysis including an energy savings analysis.
Identify and explain recommended measures that involve multiple systems resulting in greater overall efficiencies, energy and cost savings, and resident comfort; indicate the year(s) that these combined projects appear in the recommended 25-year capital plan.
Provide a summary of the annual energy consumption and greenhouse emissions of the buildings, in accordance with the requirements set out in the Green Energy Act, 2009 – O. Reg. 397/11.
Describe and propose measures and opportunities for utilizing renewable/alternative energy sources (e.g. ground source energy, solar energy, thermal air technology, thermal water technology etc.), if any;
Describe the current and proposed measures for conserving and otherwise reducing the amount of energy consumed, and for managing each building’s demand for energy, including a forecast of the expected results of current and proposed measures; and
Include in the reporting package an explanation of any assumptions and methodology that the Housing Provider will need to know to assess the recommendations.

14. State of Infrastructure
This diagram shows the breakdown of the rating categories by asset class:
Water Facilities have the greatest amount of infrastructure in the good condition due to recent improvements at the Water Treatment Plant
Public Works and Admin Facilities, as well as social housing units are generally in fair to good condition – we have to continue to maintain them efficiently.
Sidewalks and bridges have a large amount of deterioration and are nearing the end of their service lives.

15. Annual Needs vs Funding
What is the most critical need for replacement and/or rehabilitation?
Depicts the annual capital investment requirements for our asset groups. Based on our “ball park” 100 year forecast.
Causes include: deterioration, capacity issues, or design standards improved.
Have a look at Bridges/Structures. A tremendously underfunded and expensive asset class. A definitive cause for concern for the public and staff.

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

17. Questions? Contact Me: Geoff Linschoten, C.E.T
City of Brantford, Director of Facilities and Asset Management