A new guide demystifies asset management by using easy-to-understand language, colourful graphics and practical examples. The Joy of Governing is a 32-page booklet published in May 2018 by the Association of Yukon Communities (AYC).

“Many people find asset management a little intimidating until they get to know it better,” says Bev Buckway, former Executive Director of the Association of Yukon Communities. A former councillor and mayor of Whitehorse, Ms. Buckway recognizes the value of asset management. She led the effort to create The Joy of Governing to encourage staff and elected officials of local governments to apply the principles of asset management.

“The booklet is written in an open, engaging style and avoids bureaucratic language,” says Ms. Buckway. “It draws readers in by telling a story about local governance: why it exists, what elected officials and staff are responsible for, and how they can best meet the needs of community residents.”

Governance can be particularly difficult in small communities, in part because they don’t have the revenues needed to pay for full-time councillors.

“The booklet has been particularly handy for educating councillors about the link between asset management and sound governance,” says Shelley Hassard, Chief Administrative Officer (CAO) for the Village of Teslin, Yukon.

Like many small communities, Teslin—population approximately 450—delivers a range of key services, such as water and wastewater treatment, road maintenance, waste management, recreation and animal control. Each of these services relies on infrastructure at various stages of its life cycle.

“Council decides where to spend the town’s revenues,” says Ms. Hassard, who completed asset management training several years ago. “With asset management, budget decisions are based on information about the condition of community infrastructure and the importance of the services that the infrastructure provides. The booklet helps councillors and staff reach decisions that best serve the interests of citizens.”

AYC delivered copies of the booklet to the CAO at each of Yukon’s eight municipalities and a total of 42 elected officials. The Federation of Canadian Municipalities’ Municipal Asset Management Program (MAMP), along with the Government of Yukon, paid for the booklet’s development and publication. The Nunavut Association of Municipalities received MAMP funding to translate The Joy of Governing into Inuktitut and distribute it to communities across the territory. A French version is available as well. The booklet has also already been shared and adapted in communities across Canada.

“The Joy of Governing was designed to meet the unique needs of northern communities,” says Bev Buckway. “It helps communities develop the in-house knowledge they need to provide services to residents in a sustainable manner.”

Contact

Shelley Hassard
Executive Director
Association of Yukon Communities
Email: ayced@ayc-yukon.ca
Phone Number: 867-668-4388

Participant organization information

• Association of Yukon Communities: Bev Buckway, former Executive Director
  • Population: 35,874
  • Project duration: 6 months
  • Grant amount: 45,432.00
• Village of Teslin, YT: Shelley Hassard, former CAO
  • Population: 122

Resource

• The Joy of Governing (your how-to guide for optimal governance) (English, French, Inuktitut): A customized Yukon municipal handbook to introduce elected officials and senior managers to asset management as a primary responsibility of local government.

Seven towns along Newfoundland’s west coast banded together to meet a shared challenge: ensuring that community infrastructure continues to deliver essential services such as clean drinking water and waste disposal. The towns are all small—fewer than 1,000 residents each—and have limited financial resources.

The roots of the collaboration lie in the Town of Woody Point’s decision to seek assistance from a St. John’s firm. They quickly recognized that Woody Point couldn’t afford to plan effectively on its own to maintain its infrastructure, although partnering with nearby towns might lead to success. With funding from the Federation of Canadian Municipalities’ Municipal Asset Management Program (MAMP) and leadership from the Atlantic Infrastructure Management (AIM) Network, the partnership produced solid results.

“Like many small communities, the seven towns didn’t have a clear understanding of their infrastructure and its condition,” says Daisy Foster, Managing Director of AIM, a community of practice. “And individually, they don’t have the capacity to do the research and analysis needed to deliver municipal services sustainably over the long term.”

“About 50 percent of our residents are senior citizens and most of them are on fixed incomes, so we have little room to raise taxes,” says Myrna Goosney, the lone employee of Glenburnie-Birchy Head-Shoal Brook (GBS), another partner in the initiative. The other five are Cow Head, Norris Point, Rocky Harbour, St. Pauls and Trout River. Like other communities across Newfoundland and Labrador, these towns also benefitted from ongoing support and advocacy from their provincial municipal association, Municipalities Newfoundland and Labrador (MNL), to advance their asset management practices.

To save on costs, AIM hosted a single training session for councillors and staff of all seven towns, and shared its customized open-source software. The software supports effective planning by linking services to the condition, expected life cycles and replacement costs of assets, along with other relevant information, such as budgets and land-use policies. All seven towns now have complete inventories of community assets, including general information about their condition and projected life cycles.

“GBS is now better able to prioritize investments in community assets,” says Myrna Goosney. The town plans to complete a new community centre, and to replace an aging breakwater to protect against rising sea levels.

Four of the communities continue to collaborate on the next step: long-term asset management plans.

Participant organization details

• Atlantic Infrastructure Management (AIM) Network: 
• Town of Woody Point, NL
  • Population: 281
  • Project duration: 10 month
  • Grant amount: 10,400.00
• Town of Glenburnie-Birchy Head-Shoal Brook, NL
  • Population: 258
  • Project duration: 10 months
  • Grant amount: 10,000.00
• Town of Cow Head, NL
  • Population: 475
  • Project duration: 10 months
  • Grant amount: 16,000.00
• Town of Norris Point, NL
  • Population: 685
  • Project duration: 10 months
  • Grant amount: 22,800.00
• Town of Rocky Harbour NL,
  • Population: 979
  • Project duration: 10 months
  • Grant amount: 32,000.00
• Town of St. Paul's, NL
  • Population: 258
  • Project duration: 10 months
  • Grant amount: 10,000.00
• Town of Trout River, NL
  • Population: 576
  • Project duration: 10 months
  • Grant amount: 19,600.00

In 2016, the growing Town of Neepawa had pushed its lagoon system to the brink. The community decided to upgrade its wastewater system while taking future growth and sustainable development into consideration.

The town’s conventional lagoon system can accommodate sewage waste from 4,500 residents. The Moving Bed Biofilm Reactor (MBBR) technology, upon which the town’s new design is based, can serve a population of 7,500. This approach, not usually used in cold weather climates, will inform initiatives in other northern communities facing similar challenges. The technology is compact, can be easily replicated and maintained and works well where land is at a premium or limited.

“The incorporation of the new technology will modernize the way effluent is treated. The entire community will benefit from this project, not only in relation to efficient wastewater treatment, but by repurposing the two lagoon cells into a licensed compost and an area for water retention.”

—Colleen Synchyshyn, Chief Administrative Officer, Town of Neepawa

The upgraded process will allow the town to meet nutrient removal limits and extend the lagoon system’s lifespan so it can easily accommodate future growth and the community’s needs. Another key advantage of this new system is that its design is self-adapting to seasonal changes and will be able to accommodate extremely low temperatures in winter. Furthermore, the organic treatment process could divert approximately 30 per cent of the waste currently going to a landfill. 

“The wastewater processing has not always been adequate, and MBBR is entirely new technology that will lead to better results. I think the biggest highlight for me is that this project will increase the capacity for our community. It will allow industrial, commercial and residential growth.”

—Ken Waddell, Publisher: Neepawa Banner & Press, Rivers Banner (see: myWestman.ca)

Neepawa’s MBBR project will provide efficient and effective wastewater treatment and will result in continuous discharge into the water system. This differs from conventional storage which, at given times of the year, can emit an offensive odor. The MBBR will also help address the significantly increased load that’s been put on the system in the last decade, via the expansion of a local processing plant. That expansions will also increase the community’s labour opportunities.

We expect this project to:

• Reduce total suspended solids (TSS) by 85 percent
• Increase treatment capacity from 611,000 m3/year to 1,007,400 m3/year (65 percent increase)
• Reduce energy consumption by 2,690 GJ/year

Additional resources

• Green Municipal Fund 2018-19 Annual Report

Project type	Grant amount	Community
Feasibility study	$21,300	City of Maple Ridge, BC

When the City of Maple Ridge saw a need for improved and sustainable recreational services, it birthed the idea of a community centre in the Albion area. Around the same time, the school district was preparing to start public consultations for a new 500+ student elementary school. And so, a joint planning and consultation process began. It emphasized shared space, a connection to nature and a green building design with an educational component.

The city completed a GMF-funded study to determine the technical and financial feasibility of implementing energy efficiency guidelines for the centre. This study was a result of an extensive community-wide consultation, including:

• An open house
• Neighbourhood workshops with students
• Interviews with major stakeholders, including the Katzie and Kwantlen First Nations, School District, Metro Vancouver Regional District and facility operators
• A series of community-wide surveys
• 25 community partner outreach meetings
• Information sharing through local media, the city and school district’s websites and social media platforms

This feasibility study allowed the community to develop

• A review of net-energy reduction in a building that is atypical and doesn’t meet various sustainable program standards
• Energy modeling that determined how changes in architectural, mechanical and electrical systems would impact the building’s cost and performance
• An exploration and understanding of sustainability paths that allowed the city council to make better funding decisions

The city investigated four highly reputable programs currently in place to advance green building in British Columbia. Given the limitations of this location (i.e., it is remote and certain codes don’t apply to institutional buildings), it became clear that a LEED Silver certification was likely the highest level the building could achieve. The results suggested that the new design would use 62 per cent less energy than a baseline building designed to minimum code standards.

“To me, the best part about this project is the interface between the elementary school and the green building education. This centre is also an example of the great partnership between the school and the city, and is one of our many mutual projects. In the long run, it will save taxpayer dollars and provide better services to the community.”

–Don Cramb, Senior Recreation Manager, Maple Ridge Parks, Recreation & Culture

The community voiced its strong support for the concept of a co-located elementary school and neighbourhood community centre. The designers focused on incorporating the existing landscape into the design and showcased some sustainable approaches as part of its educational approach. The centre will also serve as a major node to natural trail connections in the surrounding riparian area.

“I think the centre will enhance our community greatly… There is an overall need in the area to support children and families, so it is really wonderful to see these synergies.”

–Rick Delorme, Director of Maintenance and Facilities, School District 42 Maple Ridge-Pitt Meadows

Additional resources

• Green Municipal Fund 2018-19 Annual Report

Rosemont-La Petite-Patrie is a densely populated central part of Montréal with nearly 140,000 residents. In 2016, 63 per cent of its household garbage ended up in a landfill, so the borough developed the Défi zéro déchet (Zero Waste Challenge) to reduce that number.

The program was inspired by the concept of zero waste, a movement that is gaining momentum in Quebec and other cities around the world, which focuses on five principles: 

• Refuse
• Reduce
• Reuse
• Recycle 
• Compost

This pilot project should: 

• Reduce household waste by 30 to 50 per cent (i.e., reduce the waste per person, per year by 109 to 181 kg)
• Reduce 16,390 tonnes in household waste per year at the district level, in the long term

Out of 569 applications, 50 households participated in the pilot between October 2018 and June 2019, and each one weighed its waste throughout the project. The organizers also recruited three professional zero-waste specialists, who worked closely with each household.

“Midway through the project, the volunteers had reduced their waste by 20 per cent on average—a remarkable outcome four months into the challenge,” states Marilou Deschênes, a Sustainable Development Research Officer of the borough.

“The Zero Waste Challenge, as small as it may seem, has enormous potential to turn Montréal into a sustainable city. The fact that the project was so popular shows that municipalities have a role to play in helping residents transition to a low-impact lifestyle.”

—Marilou Deschênes, Sustainable Development Research Officer, Communications Division, Borough of Rosemont-La Petite-Patrie

Participants were offered support activities based on their needs, including telephone support, individual and group meetings, special thematic workshops and a private Facebook group. The public could access information about the participants on a website, along with their testimonies, goals and achievements.

The borough estimates that in its first edition, Défi zéro déchet will reduce the total household waste generated by 10 to 17 tonnes.

Overall, the goal of the challenge is to position borough citizens as leaders in reducing waste before it goes to landfills. The pilot aims to test an innovative solution that is replicable and inspires other communities. 

“During the challenge, I was able to enjoy workshops and the feeling that I was part of a community, with all the support that entails. …  My responsible consumption is my own contribution to the fight against climate change.”

—Jean Gagnon Doré, Défi zéro déchet participant

Additional resources 

• Green Municipal Fund 2018-19 Annual Report

Project type	Amount	Community
Capital project	Grant: $750,000 Loan: $5 million	Toronto and Hamilton, ON

Nearly 44 per cent of people in urban areas live in apartments and condos, as stated in a report by the The Toronto Atmospheric Fund (TAF). If retrofitted to become more energy-efficient, these types of buildings could support national efforts to reduce GHG emissions. A key barrier is the lack of information available to support the technical and economic feasibility of these types of projects. The Accelerating Deep Energy Retrofits (ADER) project is changing that.

TAF, in partnership with the City of Toronto, is working to implement retrofits to four multi-residential buildings in the downtown Toronto area and in the City of Hamilton. The buildings, totaling 791 households, represent a range of ownership structures and residents, from young families to seniors, and include:

• Rental apartments
• A condominium 
• Two low-income social housing buildings

The City of Hamilton will help develop lessons learned and best practices for future scale-up efforts, and will add a multi-unit residential complex to the initiative.

“We’re excited about this project’s ability to accelerate the adoption of retrofits around the country. My favourite thing about it is the opportunity to improve health and comfort for building residents, even as we reduce energy costs and carbon emissions. For example, heat pump technology not only dramatically reduces heating energy use, it also provides highly efficient air conditioning.”

—Bryan Purcell, Vice-President, Policy and Programs, The Toronto Atmospheric Fund

The average number of days above 30˚C in the Toronto area has increased by more than 50 per cent. This means residents of older, multi-family buildings are increasingly exposed to unhealthy temperature extremes. This project aims to dramatically reduce this type of exposure. TAF has already installed air-source heat pumps at two sites in the past year and has undertaken design work on the remaining buildings. These deep energy retrofits can reduce operating costs, improve indoor environmental quality and resident comfort and create local jobs.

“This is the best thing that has been done for [our] housing. It lowers [our] energy bills, provides heating and cooling. It's a lot colder in the summer and a lot warmer in the winter. You have more freedom and control,” says Diane Laidley, a resident at one of the Toronto ADER sites.

As a way to see firsthand how residents can benefit from the heating and cooling retrofits, TAF will also undertake a comprehensive monitoring and verification process to help ensure that the expected energy savings continue to materialize throughout the newly installed systems’ lifecycles.

The participants will widely share the knowledge gained from these projects through case studies, white papers and presentations.

This project will:

• Reduce GHG emissions by 546 tonnes C0₂e/year
• Reduce energy consumption and GHG emissions in the four buildings by at least 40 percent
• Reduce water consumption with the installation of new low-flow fixtures and ultra-low-flow toilets

Additional resources

• Green Municipal Fund 2018-19 Annual Report

Bike paths are an anomaly in Nova Scotia, and this project was the largest component of the Cape Breton Regional Municipality's (CBRM) Active Transportation (AT) plan. In 2007–2008, it carried out public consultations, including focus groups, five public open houses and an online survey. An advisory committee met regularly after the study to monitor the project's progress. Its representatives included:

• The municipality
• The Nova Scotia Department of Transportation
• Velo Cape Breton
• The Regional Health Authority
• Mayflower Mall
• Cape Breton University
• Heart and Stroke Foundation

The path is expected to:

• Remove 1,240 vehicles from the road
• Reduce vehicle kilometres travelled by 7,936,000 per year
• Reduce greenhouse gas emissions by more than 1.5 million kg of CO₂e per year
• Stimulate economic growth by increasing interaction between Sydney and Glace Bay, as well as the university
• Serve approximately 4,000 students and 450 staff at the university
• Serve approximately 1,400 students and 170 staff at the Nova Scotia Community College (Marconi Campus)

Many of their design suggestions were incorporated into the final plan

The 10-kilometre multi-use path links Sydney, Glace Bay and Cape Breton University. It's an off-road, AT corridor, where people can walk, bike, inline skate or skateboard with minimal vehicular interactions. It's a safe alternative transportation route in a corridor that was previously served only by the Grand Lake Road–a four-lane highway. The pathway is wheelchair accessible.

"I think this project truly showed that we can make huge improvements in our communities if we apply ourselves and commit to the implementation of our AT plan. My hope is that people will realize the potential we have in regards to converting existing rail beds and trails into functioning AT corridors."
— Malcolm Roach, Operations Supervisor, Public Works East, New Waterford and Area, Cape Breton Regional Municipality

This new route will enhance Mayflower Mall's economic viability by connecting it to nearby residential areas. It's the region's largest shopping centre. The 570 students living on campus can now access shopping and employment opportunities by bicycle, reducing their personal travel costs. Other students and university employees from Sydney and Glace Bay can now bike to campus.

"The feedback from our membership has been overwhelmingly positive... Though designed as a transportation corridor, it is proving to be recreational, especially for new cyclists and families with young cyclists."
— Andree Crepeau, Vice-President, Velo Cape Breton

Additional resources

• Green Municipal Fund 2018-19 Annual Report

Municipal population	Project duration	Grant amount
483	July 2017–December 2017	$34,800

The Village of Ryley took a big step in its asset-management journey in 2017, when it commissioned an infrastructure assessment and 10-year capital plan. Completed by an independent engineering firm, the work represents a milestone for Ryley, a village of about 500 people an hour southeast of Edmonton.

“For the first time, councillors now have the current, accurate data they need to make sound budgeting decisions,” says Michael Simpson, Ryley’s chief administrative officer. “And we now have the capacity to update the data and ensure it will be just as relevant for future councils.”

Since accepting the job in 2017, Michael Simpson has encouraged Ryley’s five-member council to adopt asset management. Previous stints as CAO of the nearby Village of Willingdon and as Vegreville town councillor have deepened his understanding of the municipal infrastructure challenge.

Continuity is critical.... Councils and CAOs come and go, but municipal staff tend to stay in their jobs longer and can educate incoming administrators and councillors about long-term plans.”
– Michael Simpson, Ryley’s chief administrative officer

“Michael has helped us recognize the advantages of a long-term, strategic approach to managing our assets,” says Mayor Terry Magneson. “Like my father and grandfather, I’m a local farmer who’s served on municipal council. And like them, I want to ensure that Ryley continues to thrive long after I’m gone. Asset management helps achieve this goal.”

Ryley took advantage of funding from the Federation of Canadian Municipalities’ Municipal Asset Management Program (MAMP) to complete the research and planning project. MAMP covered about two-thirds of the project’s engineering fees. Ryley now has critical information about the condition of its sewer systems, roads and sidewalks, along with a 10-year plan of the work needed to ensure that this infrastructure continues to meet the needs of residents.

Another aspect of the project is training for Ryley’s staff of five people. The village saved money by accessing the training tools developed by Alberta’s Ministry of Municipal Affairs.