SOIR

STATE OF Infrastructure
REPORT CARDT R A N S P O R T A T I O N a n d C O M M U N I T Y P L A N N I N G
STATE OFInfrastructure
2 0 1 1M A I N R E P O R T

STATE OFInfrastructure
Regional Municipality of York
2 0 1 1

2011 | State of Infrastructure REPORT CARD 5
TableofContent
1 INTRODUCTION
2 BACKGROUND
3 METHODOLOGY
1.1 Background
1.2 Limitations
2.1 Transit
2.2 Roads
2.3 Traffic
3.1 Grading
5 TRANSIT 5.1 Overall Assessment
5.2 Background
5.3 Condition
5.4 Reliability
5.5 Capacity
5.6 Financial
5.7 Data Confidence
4 ROADS 4.1 Overall Assessment
4.2 Background
4.3 Condition
4.4 Reliability
4.5 Capacity
4.6 Financial
4.7 Data Confidence
6 TRAFFIC 6.1 Overall Assessment
6.2 Background
6.3 Condition
6.4 Reliability
6.5 Capacity
6.6 Financial
i APPENDIX
ii APPENDIX
Appendix 1 – Definitions
Appendix 2 – Sources of data and information

2011 | State of Infrastructure REPORT CARD
Introduction
9
1.1Purpose
York Region’s Transportation State of Infrastructure Report (State of Infrastructure Report) has been developed to
allow Regional Council and the tax payers of York Region to gain an understanding of the state of its transportation
infrastructure assets. While other Branches and departments within the Region have provided some analysis
before, this is the first time it has been accumulated into one document for The Transportation and Community
Planning Department. It will allow for a better understanding of the infrastructure’s ability to meet both current
and future transportation demand while providing information relating to its future cost from a replacement, and
growth perspective.
The State of Infrastructure Report is the first aspect of Transportation and Community Planning’s Asset
Management Framework that is currently being developed to improve our decision making process as it relates to
our transportation assets. It is being developed to align with the Province’s definition of asset management
“Assetmanagementisanintegrated,lifecycleapproachtoeffectivestewardshipofinfrastructureassetstomaximizebenefits,manage
riskandprovidesatisfactorylevelsofservicetothepublicinasustainableandenvironmentallyresponsiblemanner.”
This information will assist Regional Council support its future decisions relating to transportation infrastructure and
the State of Infrastructure Report will look to answer the following questions:
> What do we own?
> What physical condition are they in?
> Do they meet current transportation needs?
> What is their reliability and quality?
> What are the assets worth?
> What will we need to spend in the future?
No new data collection program was undertaken in the preparation of this report. All analysis was completed using
the existing data provided by the respective Branches. It is a ‘Snapshot in Time’; a representation of the assets under
the stewardship of the Transportation and Community Planning Department. As such there are some limitations to
this report which are noted below.
1.2 Limitations
This report is the first review of the state of the Region’s transportation infrastructure and relies on a review of
existing data and information that was the best available information at that time from the various systems
currently used by staff. In addition, input has been provided through discussions and workshops with Region staff
responsible for the delivery of services within their respective Branches. It does not define or attempt to suggest
acceptable levels of service.

Introduction
10
1.3 Improvements to the report process going
forward
It is important to recognize that the data relied upon for this report has various levels of confidence which in part
depends on the maturity of each Branch’s approach to asset management. For each asset grouping (by Branch)
within the report a discussion is included on the confidence of the data provided and used.
As mentioned, this is the first of what is expected to be an on-going process to keep Regional Council and
taxpayers’ current with the state of their infrastructure. An update is scheduled for 2014, reporting on our
transportation assets as at the end of 2013 andBetween now and then a number of improvements are planned.
This first State of Infrastructure Report uses existing data that was available from the respective Branches. As with
any report of this kind, improvements can always be made in a number of areas. While most of these
improvements relate to the data used in the analysis; i.e. increasing the content, accuracy and availability; it also may
include the reporting format.
Accordingly we will be working closely with the Branches in the coming years to encourage the adoption of data
management plans that will provide a higher level of confidence in the data used to develop the State of
Infrastructure Report.
Specifically for the Roads and Traffic Branches the following data improvements will be undertaken.
Roads Branch - As a result of previous assessments, a new Computerised Maintenance Management Software
was purchased in 2011 and is in the process of being implemented within the Branch. Over the next couple of
years, the Computerised Maintenance Management Software should assist in creating an asset data management
repository which will allow cost-effective inspection, monitoring, and condition assessment to be undertaken and
stored in one location that can be used and accessed by the Region.
As part of this implementation the Branch will develop a data management plan to ensure that the right data is
being captured, maintained and stored for on-going analysis.
Traffic Branch - The Traffic Branch will also be part of the new Computerised Maintenance Management
Software being implemented and this will assist in gathering a better understanding of the assets that reside within
the Branch. Further, several new initiatives are currently being planned which will also assist the Branch gain a
better long-term understanding of their assets.

Introduction
11
1.4Report Format
Section 2 – Background describes the context for this report.
Section 3 – Methodology describes the methodology used to develop the various grades for each of the
Branches.
Sections 4 through 6 describe in detail the data and conclusions for each of the three Branches in
Transportation and Community Planning: Roads, Transit and Traffic.
Section 7 – Financial describes the current financial plans for the Transportation and Community Planning
Department.
The Appendices include definitions of the various terms used and the sources of the data.

Background
15
2Background
The Transportation and Community Planning Department creates and connects York Region’s communities. Our
services provide mobility across the Region for all modes of travel: pedestrians, cyclists, transit users, motorists and
truck drivers. The Transportation and Community Planning Department consists of six Branches (three operational
and three support) – all of which aim to provide the highest level of customer service to both internal and external
customers. The Transportation and Community Planning Department is mission focused and results driven.
Transportationand Community Planning
Roads Transit (YRT/Viva) Traffic Management & ITS
In addition to the three operational Branches shown above, there are three support Branches, Transportation
Planning, Community Planning, and Strategic Policy and Business Planning.
For the purposes of this State of Infrastructure Report only the three operational Branches with transportation
assets will be graded.
2.1Roads
The Regional road network consists of over 3,400 lane-kilometres of urban and rural roads and is anticipated to
grow by over 450 lane kilometres over the next ten years. The network also includes: bridges, culverts,
intersections and highway interchanges. The Roads Branch is organized into three main service delivery areas;
capital delivery, maintenance and fleet.
The primary responsibility of this Branch is the development of the road network through the design and
construction of new roads and expansion/rehabilitation of existing roads (capital delivery division). The
maintenance division is responsible for maintaining the road network in a state of good repair. The fleet division is
responsible for approximately 500 corporate vehicles and equipment. For the purposes of this State of
Infrastructure Report, only vehicles and equipment that are owned by the transportation Branches are considered.
The Road Branch mandate is to assist in the safe and efficient transport of goods and people through
interconnecting roads between urban and rural areas.
2.2 Transit (YRT/Viva)
YRT/Viva offers seamless transit services across its nine local municipalities, as well as easy access to Toronto’s Transit

Background
16
Commission and the Province’s GO Transit systems. These services encompass more than 120 bus routes, using a
fleet of over 530 vehicles. There are two Region owned operating and maintenance garages, and a central dispatch,
customer care and administrative centre located in Richmond Hill. YRT/Viva operations are organized into 3 service
delivery areas; Conventional Transit, Bus Rapid Transit (Viva) and Mobility Plus.
YRT/Viva mandate is to provide high quality, reliable, safe, accessible and convenient transit services to meet the
needs of York Region residents through the Family of Services model.
2.3Traffic Management & Intelligent
Transportation Systems
The Traffic Management & Intelligent Traffic Systems (Traffic) Branch is responsible for managing congestion,
addressing traffic operations issues, and operating the traffic control system through the use of technology to
optimize traffic safety and network capacity. The Branch is organized into four service delivery areas; traffic safety,
traffic design installations, traffic management systems, and traffic engineering and intelligent transportation
systems.
The Traffic Branch mandate is to provide a safe and efficient road network.

Methodology
19
To prepare the State of Infrastructure Report, a review of existing data and information was undertaken. This
review was supplemented by discussions and workshops with Region staff responsible for the delivery of
services within their respective Branches. The state of infrastructure not only includes physical condition, but also
capacity, reliability and financial conditions. It is for this reason that the following questions need to be answered
to gain a better understanding of the transportation assets that the Region owns and operates:
> What do we own?
> What physical condition are they in?
> Do they meet current and future transportation needs?
> What is their reliability and quality?
> What are the assets worth?
> What will we need to spend in the future?
The following section describes the grading system developed to answer and assess the above.
3.1Grading
The grading used for the State of Infrastructure Report is defined by four criteria; condition, reliability, capacity,
and financial. Each of the Roads, Transit, and Traffic Branches will be graded separately for the three of the four
categories detailed below (Condition, Relailability, and Capacity). The fourth category, Financial, will not be
graded in this first State of Infrastructure Report. The Region has a good financial planning and budgeting
policies, detailed in section 7, that it utilizes to plan how investments are made on its infrastructure. However,
Transportation and Community Planning Department are currently working with the Finance Department to
implement asset manangement, asset management financial policies. Once these policies are implemented,
Transportation and Community Planning Department will be in a position to objectively measure the financial
state of its assets and grade accordingly. It is anticipated this will be available for the next State of Infrastructure
Report.
Once all the categories are graded, an overall grade for each Branch is awarded, followed by an overall grade for
Transportation and Community Planning Department.
3.1.1 Criteria
Condition– A measure of the physical condition of the infrastructure and its age. A grade for condition provides
knowledge related to the physical state of the infrastructure and an estimation of its remaining useful life.
Reliability – A measure of the overall reliability and quality of service being delivered by the asset. A grade for
reliability provides an assessment of its ability to meet service and quality requirements.
Capacity – A measure of the assets ability to meet the availability of services provided based on current
requirements. Knowing the capacity of the assets provides an early indication of potential future
constraints that the asset may pose to the Region.
Financial –A measure of the Region’s ability to meet current and future financial requirements to meet ongoing
and future replacement and growth requirements of the assets. A grade for financial provides an assessment of

Methodology
20
Grade Description
A
B
C
D
F
Excellent - As new
Good - Assets currently function as planned
Adequate - Most assets currently functionas planned
Poor - Assets may begin to fail in the near future
Fail - Assets are not functioning as required
Table 1 - Grading Scale
3.1.2 Grading
The grading follows a simple alphabetical grading system, ranging from A to D and F, as represented in Table 1.
As detailed the first three criteria will be graded for Roads, Transit, and Traffic and an overall grade will also be
awarded. This overall award will be a blended rating based on the consolidation of the three criteria and may be
more heavily weighted to one specific criteria based on the assets being graded.
3.1.3Measures
Each of the four criteria are made up of the scores from a number of measures that reflect that criteria. Each
measure is made up of data from single or multiple data sources. Appendix XX provides the measures used for
each Branch. As can be noted the number of measures used vary both by criteria and Brach. This is representative
of the varying level of information within Branches. It is the intent that as future iterations of the State of
Infrastructure Report are developed, additional measures will be considered as additional data becomes
available.
3.1.4 Trend to 2013
The trend analysis focuses on how a measure is expected to develop in the future. It considers a range of
performance issues related to the measure in question and considers the time period to the next State of
Infrastructure Report (expected to be in two years). A short time frame for the trend analysis is useful for
planning purposes because of the association of the activity with the outcomes of the State of Infrastructure
Report grades. Over the long term the expectation is that the outlook will be positive since the Region is striving
to continually improve.
> A positive ( h ) trend indicates that the reported grade is expected to increase between now and the next
State of Infrastructure Report
> A neutral (1 ) trend indicates that the reported grade is expected to remain the same between now and the
next State of Infrastructure Report
> A negative ( $ ) trend indicates that the reported grade is expected to decrease between now and the next
State of Infrastructure Report
whether the Region’s budgets and reserves are sufficient to maintain current and future levels of service.

Roads
23
4.1 Overall Assessment
The overall State of Infrastructure grade for Roads is a B, which demonstrates the
Region’s commitment to providing a safe and reliable road network. Table 1
summarizes each individual measure grade and the outlook for the future.
It shows a road network that is very reliable, relatively new and in good condition.
Capacity within our road network is a concern especially in more urbanized areas and
with ever increasing population growth with corresponding car use, capacity of the
road network and our ability to service the demand will continue to be a concern in the
future.
Table 1: Transportation and Community Planning Department State of Infrastructure - Road Branch
2011
B
A
C
N/A
B
Trends to 2013
1
1
1
N/A
1
Condition
Reliability
Capacity
Financial
OVERALL
Criteria

Roads
24
4.2 Background
York Region’s road network consists primarily of:
> Linear Assets
>>Pavement and Concrete (Arterial Roads)
>>Bridges/Noise walls.
>>Storm water structures1
> Vehicles and Equipment
> Buildings (Yards)
> Land (mostly land located under the arterial roads)
The historical cost and replacement cost breakdown
can be seen in Table 2 and represented in Figure 1
and 2. As can be noted, the three main assets (roads,
land and bridges) account for over 90% of the total
historical cost of the Roads Branch.
1
Only Culverts greater than 3 metres are included as part of Storm Water Structures. Limited information is currently available on other
storm water structures and have therefore not been considered for this report.
Roads , 989
Land, 233
Culverts, 47
Bridges, 136
Buildings, 80 Vehicles, 14
Figure 1 - Historical Cost Breakdown ($M)
90%
The three main assets (roads, land
and bridges) account for over 90%
of the total historical cost of the
roads branch.
Asset Type
Roads
Bridges
Culverts
Vehicles and Equipement
Buildings
Land
Total
Historic Cost ($M)
989
136
47
14
80
233
1,499
Table 2 - Historical Cost and Replacement Cost Breakdown

Roads
25
The current inventory for each asset class is identified
in Table 3, and the inventory was extracted from
various sources, including the PSAB database, the
pavement management system and the Structure
Inventory and Inspection Bridges, Culverts and
Retaining Walls 2011 report undertaken by AECOM.
Table 4 - Roads network condition Index
Figure 3 - Results of 2011
Asset Type 2011 Inventory
Roads
Bridges/Noise Walls
Storm Water Structures
Vehicles and Equipement
Buildings
3,292 KM
139 Bridges/2 Noise Walls
123 Culverts
249
4 Yards
4.3 Condition
Road infrastructure received a condition grade of B.
The following indicators were measured and assessed.
> Road Condition Index (RCI)
> Bridge Condition Index (BCI)
> Age and Life Expectancy
In addition to the indicators above, vehicles and
buildings have an annual visual inspection undertaken
to determine their condition and remaining life
expectancy. These have also been considered below.
4.3.1 Road Condition Index
Rating
Excellent
Good
Fair
Poor
RCI Range
90 - 100
80 - 89
65-79
< 64
Poor, 0% Fair, 23%
Excellent, 31% Good, 46%
A major component used in the assessment of roads,
particularly as it relates to determining the road
resurfacing / reconstruction program is the pavement
management system (dTIMSTM
) employed by the
Region. Pavement condition data is collected
biannually (allowing for 50% of the network to be
reviewed annually) for the entire Region and the Road
Table 3 - The Current Inventory for Each Asset
Condition Index uses this data to rate the surface condition of the road network, specifically the type, extent and
severity of distresses (cracks and rutting) and smoothness and ride comfort of the road (what is actually‘felt’by
the road user). The ranges can be seen in Table 4 and the results of 2011 can be seen in Figure 3. Overall 77%
if the Region’s road network is rated excellent or good.
4.3.2 Bridge Condition Index
A major component used in the assessment of structures, particularly as it relates to determining the Region’s
bridge rehabilitation program is detailed in Provincial legislation that requires all bridges, culverts (>3m in
diameter) and retaining walls (>3.0m in span) to be inspected under the direction of a Professional Engineer.

Roads
26
Rating Indicator
Good
Fair
Poor
BCI Range
70 -100
60 - 70
<60
Maintenance work is not usually required within the
next five years
Maintenance work is usually scheduled within the
next five years
Maintenance work is usually scheduled within
approximately one year
The ranges can be seen in Table 5 and the results of 2011 can be seen in Figure 4 and Figure 5 and overall
98% of the Region’s bridges have a rating of good or fair, and 92% of the Region’s culverts have a rating of good
or fair. Those identified as Poor have been assessed with the majority scheduled for replacement within the next
10 years.
Good, 88%
Fair, 11%
Poor, 1%
Fair, 6%
Poor, 8%Good, 86%
Figure 4 - Bridge Condition by Percentage of Bridges
Table 5 - Bridge Condition Index
Figure 5 - Culverts condition by percentage of Culverts
Structure condition data is collected biannually (allowing for 50% of the structures to be reviewed annually) for
the entire Region and the Bridge Condition Index uses this data to assist in planning schedule maintenance and
upkeep. The Bridge Condition Index is not used to rate or indicate the safety of a bridge.
4.3.3 Age and Remaining Useful Life
Regional assets are constructed at different times and have varying useful lives and deteriorate at different rates
depending on design, construction, maintenance and use. Table 6 illustrates the typical useful lives of the major
Road Branch assets as per PSAB 3150.

Roads
27
Figure 6 - Age of Road Surface by Total Lane KM Figure 7 - Bridge Age by Number of Bridges Figure 8 - Culverts Age by Number of Culverts
Table 6 - Typical useful lives of Road assets
Asset Type Typical Useful Life (Years)
Road Surfaces
Bridges
Culverts
Buildings
Vehicles and Other Equipment
15
75
60
50
5 to 15
The following figures provide an overview of the current age of the various Road Branch assets. Figure 6 shows
that 37% of the Region’s road surface is less than 3 years old, reflecting the large investment made in the last few
years to re-surface the Region’s road network. Figure 7 shows that 34% of the Region’s bridge structure are 50
years or older and and Figure 8 shows that 55% of the Region’s culverts are 40 years or older.
0
300
600
900
1200
1500
LaneKM-AverageAge:7years
<3
Years
3-5
Years
5-10
Years
10-15
Years
>15
Years
1220
235
644
690
461
NumberofBridges-AverageAge:40years
0
20
40
60
80
100
<10
Years
10-25
Years
25-50
Years
50-75
Years
>75
Years
0
41
56
33
9
0
10
20
30
40
50
<10
Years
10-25
Years
25-50
Years
50-75
Years
>75
Years
NumberofCulverts-AverageAge:32Years
13
16
26
42
26
In addition to the above, the condition of the vehicles and other equipment are inspected on a yearly basis. As
part of the inspection an assessment is undertaken to determine the remaining useful life. In the latest
assessment undertaken, it was determined that although many vehicles and other equipment had passed their
expected useful life, they would contiue operating. In total 109 of the 336 vehicles and other equipment are
continuing past their expected useful life which although has delayed immient funding requirements, it has
created a large short-term funding need.
Futher, the Roads Branch currently operates out of its operations centre at 90 Bales Drive and has 4 yards located
throughout the Region to undertake its summer and winter maintenance programs. The operations centre
building is less than 10 years old and in good condition, while the four yards that maintenace is undertaken from
are between 10 and 15 years old in various degrees of condition.
4.3.4 Trend
Through the continued use of the pavement management system and the Structure Inventory and Inspection

Roads
28
Bridges, Culverts and Retaining Walls report, the Road Branch will continue to have a good understanding of the
condition of its major assets and will be further improved with the implementation of the new Computerised
Maintenance Management System. Using the information and data will allow for the conditions of the assets to
be monitored and those falling below Regional standards to be included in upcoming capital plans.
4.4 Reliability
Road infrastructure received a Reliability grade of A.
> Load Restrictions
> Areas Prone to Flooding
4.4.1 Load Restrictions
The Region restricts weights on some roads. During the spring thaw, usually between March 1 and April 30,
there are half load restrictions on about 7% of the road network, all within the rural road network. The Region
also has vehicle weight restrictions on about 7% of the road network, all within the rural road
network, at all other times of the year. In addition, three (of 139) bridges have existing load limit
postings.
4.4.2 Areas Prone to flooding
York Region is approximately 1,776 square kilometres (686 square miles), stretching from the City of Toronto in
the south to Lake Simcoe and the Holland Marsh in the north, and bounded by Peel Region in the west and
Durham Region in the east. The dominant physical features of the Region are Lake Simcoe and the Oak Ridges
Moraine, an east-west rolling topography, including forested areas, wetlands, and kettle lakes covering 500
square kilometres or 193 square miles.
The Regional road network has very limited areas that are prone to flooding and actually experiences flooding on
rare occasions when flooding does occur. Appendix X provides a map of the Region indicating the historical
flooding locations, and as can be noted there are nine areas across the Region plus Metro North Road (runs
parallel to Lake Simcoe).
4.4.3 Trend
Reliability on the road network is expected to continue to be very good. As identified roads are rehabilitated,
load restrictions should continue to reduce and areas that are prone to flooding continue to be considered for
improvements to reduce the probability of flooding.
4.5 Capacity
Road infrastructure received a Capacity grade of C.

Roads
29
> Traffic Volume vs. Design Capacity
> Facilities
4.5.1 Traffic Demand vs. Design Capacity
Dependence on cars is in part a result of how communities have developed within the Region. Lower density,
dispersed development has resulted in a pattern of travel that is currently less and less focused on downtowns
and other core urban areas increasing reliance on cars, resulting in ever-worsening traffic congestion. As can be
seen in the Appendix xx, the 2011 traffic demand vs. design capacity in the urban areas of the Region is already
reaching levels which exceed design capacity (red) resulting in frequent traffic congestion. Appendix xx shows
the expected traffic demand vs. demand capacity for 2021 under two scenario’s. The first is the‘as-is’scenario –
the traffic congestion if the Region did not follow its Transportation Master Plan and current 10 year capital plan.
As can be noted, the‘as-is’scenario map shows significantly deteriorating traffic congestion throughout the
Region. The second is the‘planned’scenario – where the Region follows its Transportation Master Plan and
current 10 year capital plan. This scenario map, shows similar levels of congestion to now; a clear
indication that traffic congestion will continue and that the Transportation and Community Planning
department continue to focus on its congestion management policies.
4.5.2 Facilities
As indicated how main yards that the Region undertakes its maintenance activites from. As with the ever
growing density within the southern area of the region, two of its yards located in the south are already at
capacity and requires expansion or relocation to be able to meet the needs of a more dense, urbanized
population.
4.5.3 Trend
Traffic Demand vs. Design Capacity on the road network is expected to remain steady in the short-term.
Population continues to increase in the Region with a corresponding vehicular activity increase. The
Transportation and Community Planning Department is continues to implement strategies (e.g. increase in road
volume, increased transit capacity, better traffic management etc.) to better manage conjestion.
4.6 Data Confidence
Overall, the data confidence for the Roads Branch is low/medium. The data used to develop the above analysis
has been collated from a range of data sources with significant inconsistencies and gaps being found within the
data sources. In addition, there are asset classes, e.g. storm water structures, which the Branch has limited
information on. However, data relating to the condition of the major asset classes (roads and bridges) are based
on well established procedures and collection techniques
The above is a recognised concern for the Road Branch and as a result in 2011, a new Computerised

Roads
30
Maintenance Management Software was purchased and is in the process of being implemented within the
Branch. Over the next couple of years, the software should assist in creating an asset data management
repository which will allow cost-effective inspection, monitoring, and condition assessment to be undertaken
and stored in one location that can be used and accessed by the Region.
4.6.1 Condition Data
The condition data used for the road surface has come from the pavement management system used, which
calculates a road condition index based on a multitude of variables. This is fully refreshed every two years and
there is good confidence in the data provided. Similarly, the condition data for bridges and culverts is refreshed
every two years and there is good confidence in the data provided.
Condition data for vehicles is based on a yearly inspection of the fleet by Fleet Services and there is good
confidence in the data provided.
Condition data on the buildings is based on observations by staff and inspections undertaken by Property
Service and there is a medium confidence in the data.
4.6.2 Reliability Data
Load restriction data is based on good knowledge of restrictions placed on the Regional road network, while the
areas prone to flooding are based on the knowledge of staff.
4.6.3 Capacity Data
Traffic Demand vs Design Capacity data is based on the region’s travel demand forecasting model for 2011 and
2021, which is a macroscopic morning peak hour model using the EMME software platform. As the figures
represent modelled or theoretical data, the results may not fully represent the conditions on a specific road link.
Facility information is provided based on staff assessments and their knowledge of the assets.

Transit
33
The overall State of Infrastructure grade forTransit is a B/C with a positive trend for the
future.
The above table summarizes each individual measure grade and the outlook for the
future. Overall it shows a transit system in good condition, with vehicles on average a
third of the way through their useful life. Reliability of the vehicles is steadily
improving, primarily as a result of investments into proactive maintenance which will
assist in keeping the vehicles in good condition. There is ample capacity on the vehicles
which will allow for ridership to grow with minimal requirements for additional assets,
although vehicle storage is at or reaching capacity at certain locations.
Table 1: Transportation and Community Planning Department State of Infrastructure - Transit Branch
2011
B
C
B
N/A
B/C
Trends to 2013
1
h
1
N/A
h
Condition
Reliability
Capacity
Financial
OVERALL
Criteria

Transit
34
5.2 Background
York Region’s transit system consists of four primary
asset classes:
> Vehicles (conventional, bus rapid transit, and
mobility plus)
> Buildings (garages and terminals)
> Linear Assets (shelters, bus stops, street furniture)
> Technology (IT systems and hardware)
In addition, York Region owns machinery and
equipment that it uses in both Region owned garages
and contractor owned garages.
The historical cost breakdown can be seen in
Figure 1. As can be noted, the rolling stock (vehicles)
accounts for over 40% of the entire Transit Branch’s
assets.
40%
Vehicles accounts for over 40%
of the entire Transit branch’s
assets.
Figure 1 - Historical Cost Breakdown ($M)
The inventory for major asset classes are identified
in the table beside, and the inventory was extracted
from various sources, including the PSAB database
and the computerized maintenance management
system.
Vehicle (Fleet)
Support Fleet
Buildings (Stops, Buildings,
Loops, and Terminal)
Shelters and Stops
488
41
35
5,781
Rolling Stock, 226
Support Fleet, 1
Equipment, 31
Building, 113
Land, 57
IT, 30

Transit
35
5.3 Condition
Transit infrastructure received a condition grade of B.
> QA vehicle inspections
> Bus stop inspections
5.3.1 Age and Remaining Life
The below table illustrates the typical service lives of
the major Transit Branch assets.
Vehicle (Fleet – Conventional and VIVA)
Vehicle (Fleet – Mobility)
Buildings
Shelters and Stops
Equipment
18
7 to 12
50
15
5 to 15
5.3.1.1 Vehicle
The figures on page XX show that the majority of vehicles are about a third of the way through their useful life
(average age of 6 years) with only 6% of the fleet over the age of 10 years (these being all conventional buses),
indicating a fleet that is in its younger years. However, an age of a fleet is not always representative of its
condition where ongoing preventative maintenance plays a significant part. This is an area that the Transit
Branch is investing in several programs to improve the condition of its fleet (see Reliability - Section 5.4).
Of the Conventional and Viva vehicles, a significant portion (almost 50%) are reaching their midlife (7 to 9 years),
primarily as a result of the major vehicle purchases in 2005 for the opening of the Viva service. This is a period
when major rehabilitation is required on the vehicles to allow them to function reliably towards the end of their
useful life. One of the major programs planned in the next 2 years is the capital asset life assurance program to
ensure the 18 year life expectancy.
Of the Mobility Plus vehicles, their useful life are less, ranging from 7 to 12 years. Although they have an average
age of 5, several vehicles are nearing the end of their useful lives. Plans are in place to allow for their replacement
over the coming years.

Transit
36
0
50
100
150
200
250
<3
Years
3-5
Years
5-10
Years
10-15
Years
Total-NumberofVehicles
>15
Years
Average Age: 6 Years
0
50
100
150
<3
Years
3-5
Years
5-10
Years
10-15
Years
NumberofVehicles
>15
Years
<3
Years
3-5
Years
5-10
Years
10-15
Years
NumberofVehicles
0
50
100
150
>15
Years
0
10
20
30
<3
Years
3-5
Years
5-10
Years
10-15
Years
NumberofVehicles
>15
Years
5.3.1.2 Equipment
Equipment accounts for $61M of the total historic asset cost held by the Transit Branch and the majority relates
to Viva Equipment (transit signal priority systems and ticket machines). The Viva equipment is due to be replaced
in 2015, at the end of its 10 year useful life.
5.3.1.3 Buildings
Buildings account for $113M of the total historic asset cost held by the Transit Branch and include transit garages,
terminals (and the pedestrian bridge), loops, pads and shelters. The largest asset is the newly (2010) constructed
and operational SouthWest transit garage, while Viva shelters are currently half way through their service life (7 of
15 years).
Figure 2 - Age of Transit Fleet
Figure 3 - Age of Viva Fleet Figure 5 - Age of Mobility FleetFigure 4 - Age of Conventional Fleet

Transit
37
5.3.2 QA vehicle inspections
As YRT contracts out the vehicle maintenance of its fleet through Operations and Maintenance contracts, YRT
undertakes inspections on a certain number of vehicles each quarter to ensure legislative compliance, safety and
appearance. Any vehicles that do not meet the standard required are removed from service and maintenance is
undertaken to correct any deficiency.
5.3.3 Bus stop inspections
Every year, each bus stop (including all street furniture located at the bus stop location) is inspected and any
deficiencies are reported as part of the inspection. This is in addition to issues that are registered from customer
calls through the CARES system. Any deficiencies create a work order and are corrected in a timely manner.
5.3.4 Trend
By 2013 the Transit vehicles will be approaching their mid-life. Assuming the major rehabilitation is undertaken
as planned (primarily replacing engines and transmissions) their conditions will remain stable. The only asset
that will be expecting a condition detrition is the equipment as it will be close to the end of its useful life and will
exhibit higher levels of failure to those perceived at present.
5.4 Reliability
Transit infrastructure received a Reliability grade of C.
> Mean Distance Between Failures
> On-time Performance
5.4.1 Mean Distance between Failure
Mean Distance between Failure (MDBF) is a measure of reliability that expresses the average distance travelled
by the vehicle before a reportable mechanical failure i.e. incidents precluding a revenue vehicle from completing
its trip, or starting its next scheduled trip. The greater the MDBF the less a vehicle is encountering mechanical
issues.
Currently, all mechanical breakdowns are counted as failures. As can be seen in Figure xx over the last three
years, the MDBF has been steadily improving as a result of the improved preventative maintenance programs
being employed by the Transit Branch. The goal of the Transit Branch is to have a constant MDBF of between
14,000 and 16,000 and although on a positive upward trend, 2011 data indicates normal MDBF of between
10,000 and 14,000.

Transit
38
0
5000
10,000
15,000
20,000
25,000
MeanDistancebetweenFailure(KM’s)
JAN-09 APR-09 JUL-09 OCT-09 JAN-09 APR-10 JUL-10 OCT-10 JAN-11 APR-11 JUL-11 OCT-11
5.4.2 On-Time Performance
On-Time Performance is a function of many variables
(e.g. scheduling, traffic, mechanical issues etc.) that are
not all related to the state of the infrastructure.
However, it is an important measure when considering
the reliability of the vehicle. The Transit Branch has set
On-Time Performance goals of 90% (Conventional) and
95% (Viva) for start of trip. As can be seen in Figures
xx and yy, Conventional trip start times have been
continually improving over the previous years and Viva
has remained relatively flat. In 2011, the trip start for
Conventional reached 88% (on-time and early start)
and for Viva 92%, marginally below the On-Time
Performance goals established.
5.4.3 Trend
Reliability in the Transit Branch is on a continuing
upward trend. MDBF has improved significantly over
the previous three years and are projected to continue
this improvement due to the investments the Branch
is making in its proactive maintenance programs. A
similar trend is being seen in on-time performance and
is expected to continue to improve in the future. It is
anticipated by the next State of Infrastructure
Report that both measures will be at the Branch’s
targets.
Ontimeperformance(%AllTrips)
2011 2011 2011
0
20
40
60
80
100
120
OnTimeTrip Start
EarlyTrip Start
LateTrip Start
OntimePerformance(%Alltrips)
0
20
40
60
80
100
120
2009 2010 2011
OnTimeTrip Start
EarlyTrip Start
LateTrip Start
Figure 6 - Mean Distance between Failure (2009-2011)
Figure 7 - On-Time Performance (Conventional)
Figure 8 - On-time Performance (Viva)

Transit
39
5.5Capacity
Transit infrastructure received a Capacity grade of B.
> Demand to Capacity
> Facilities Capacity
5.5.1 Demand to Capacity
The below table and figure indicate the demand for base bus routes during the am rush hour, when the majority
of the bus routes are at their peak demand. 39 of the 59 bus routes (172 of 221 buses) have a demand capacity
of greater than 60%, while only 9 and 42 (42 of 221) have a demand to capacity ratio of greater than 90%.
Demand Capacity
>90%
70% to 90%
60% to 70%
50% to 60%
<50%
Number of Vehicle Routes
9
16
14
7
13
Number of Vehicles
42
79
51
23
26
NumberofVehicleRoutes
Demand / Capacity Ratio
0
5
10
15
20
>90% 70%
to90%
60%
to70%
50%
to60%
<50%
59 Routes
NumberofVehicles
Demand / Capacity Ratio
>90% 70%
to90%
60%
to70%
50%
to60%
<50%
0
10
20
30
40
50
60
70
80
221Vehicles
5.5.2 Facilities Capacity
The capacity of the Region’s facilities for its transit fleet is based on the current and projected fleet size and
distribution of transit services and fleet between the operating divisions across the Region. Table xx presents
Figure 9 - Demand to Capacity ratio based on Bus Routes Figure 10 - Demand to Capacity ration based on Vehicles
Table 4 - Demand to Capacity

Transit
40
Year
2012
2021
2025
2031
SE (150 Buses)
158
230
261
309
North (60 Buses)
65
94
108
127
SW (200 Buses)
116
169
192
227
Viva (180 Buses *)
116
159
175
199
Total Fleet
455
652
736
862
*As of 2015 when the new Viva facility will be complete
As can be noted above, two of the transit garages are already above the vehicle capacity, while the Southwest
and Viva facilities will be above their capacity by 2031.
A transit operations and maintenance facilities strategy is being developed to address the capacity concerns
beginning to face the Transit Branch. Within the facilities strategy, four new transit facilities are recommended to
be constructed to meet the growing demand in the future.
5.5.3 Trend
The Region operates several routes throughout the Region, with varying degrees of demand to capacity. Over
the next few years as the Region’s transportation modal split changes, higher transit ridership should occur. This
should result in a higher demand to capacity ratio although it is not expected in the short term to impact the
Transit Branch’s asset needs.
The facilities capacity is expected to worsen over the next few years as more vehicles are required at garages
already at capacity. Assuming the facilities strategy is implemented, allowing for the construction of new larger
facilities in the near term, the outlook for capacity is positive.
the fleet distribution totals for 2031, based on the anticipated modest growth in ridership, modal split and transit
service levels.
5.6Data Confidence
Overall, the data confidence for the Transit Branch is high. The data used to develop the above analysis has been
collated from a range of data sources with the majority of data sources being easily accessible with high
confidence.
5.6.1 Condition Data
Condition data is primarily a function of the age of the major assets. The confidence in this data is high, being
corroborated by information contained within PSAB 3150 and the Computerized Maintenance Management
System used by the Transit Branch. Data related to the QA and bus stop inspections are still in their infancy and
Table 5 - Current + Projected Fleet Sizes at Regional Facilities

Transit
41
should be available for use in future State of Infrastructure Report.
5.6.2 Reliability Data
Reliability data consists of MDBF and on-time performance, both of which have a high level of confidence. These
are both sets of data that the Transit Branch tracks through their systems and use on a frequent basis.
5.6.3 Capacity Data
Capacity data consists of demand to capacity and facilities capacity, both of which have a high level of
confidence. These are both sets of data that the Transit Branch tracks through their systems and use on a
frequent basis.

Traffic
45
The table above shows aTraffic Branch that is implementing initiatives and capital
programs to improve the condition of their assets and ability to improve the mobilty of
the travellers around the Regional transportation network.The capacity in relation to
traffic management is very much in its infancy and although currently at a very low
level is anticipated to increase significantly over the next few years.
Table 1: Transportation and Community Planning Department State of Infrastructure - Traffic Branch
2011
B/C
B
D
N/A
C
Trends to 2013
h
h
h
N/A
h
Condition
Reliability
Capacity
Financial
OVERALL
Criteria

Traffic
46
6.2 Background
York Region’s traffic network consists primarily of:
> Traffic Control Signals
> Streetlights
> Traffic Signs and pavement markings
> Traffic management systems (CTCS, traffic count
technology, etc.)
The Current inventory for each asset class is identified
in Table 2.
Traffic Control Signals
Streetlights
Traffic Signs
Traffic Management Systems
675
5,514
30,000
Various
Of the above, traffic control signals represent the major asset costs for Traffic, representing $96M of the $101M of
costs included in the PSAB 3150 inventory. At present, Traffic assets are included within the Roads PSAB
information and costs may not be accurately broken down between asset classes. As such, there may be Traffic
costs which are currently included with the Roads costs (e.g. variable message signs, CCTV’s etc.), although it is
expected to be a minimal amount.
6.3 Condition
Traffic infrastructure received a condition grade of B/C.
In addition to the indicator above, every intersection (including the traffic control signals and streetlights) have
an annual visual inspection undertaken to determine their condition. Any deficiencies noted in these
inspections are reported and fixed in a timely manner.
6.3.1 Age and Life Expectancy
The below table illustrates the typical service lives of the major Traffic Branch assets.
Table 3 - Typical Useful Lives of Traffic Asset
Asset Type Typical Useful Life (Years)
Traffic Control Signals
Streetlights
Traffic Signs
Traffic Management Systems
20
20
5 to 10
5 to 15
Table 2 - The Current Inventory for each Asset

Traffic
47
As shown in Figure xx, the traffic control signals within the Region are aging with an average age close to 18
years. However, the information is based on 2008 data, the last time an itemized inventory was collated. Since
the 2008 inventory (596 traffic control signals), an additional 79 traffic control signals are now part of the Region’s
traffic system and significant capital improvements have been undertaken on the existing.
Over the last 5 years there has been a significant capital program undertaken by the Traffic Branch to re-build the
aging traffic control signals, averaging between 15 to 25 per year. As such, over the last 10 years, around 33% of
all traffic control signals will have been replaced. This will have resulted in a significant reduction in the average
age of the traffic control signals shown in Figure 3.
It should be expected (and will be verified for the next State of Infrastructure Report) that the current age
distribution would be more distributed to the left (younger) of the age range. Similarly, the information on
streetlights, Figure yy, is based on a 2008 inventory and shows that the streetlights were on average approaching
the middle of their useful life, and is consistent with anecdotal evidence from the Traffic Branch.
NumberofIntersections
Age Range of Signals
0
100
150
200
250
>5 5-10 10-15 15-20 >20
NumberofIntersections
Age Range
0
25
50
100
150
<5 5-10 10-15 15-20 >20
In relation to the other assets owned by the Traffic Branch, traffic signs are replaced on an as needed basis.
Recently, all traffic signs are being inventoried for inclusion in the new Computerized Maintence Management
system. In the future, a set number of traffic signs will be inspected on an annual basis using new
retro-reflectivity equipment the Region has purchased. This will allow for traffic signs that do not meet the
Region’s retro reflectivity requirements to be identified and replaced.
In relation to traffic management systems, the centralized traffic control system introduced in 2002 is coming to
the end of its useful life and is due for replacement in 2012. The Traffic Branch has identified a need to upgrade
the existing while also purchasing a new expanded system.
6.3.2Trend
The condition of the Transit Branch assets is anticipated to improve in the short-term as capital investments to
replace older infrastructure improves the overall condition. In addition, capital investments are planned to
improve traffic management which will provide new assets to the Branch.
Figure 3 - CCTV Regional Road Coverage (KM’s) Figure 4 - Urban/Rural Coverage (KM’s)

Traffic
48
6.4 Reliability
Traffic infrastructure received a Reliability grade of B.
As detailed above, the largest two asset groups of the Traffic Branch are the traffic control signals and the
streetlights. At present there is limited quantifiable data available to assess their reliability, although anecdotal
evidence suggests that street lighting is becoming less reliable as they age. It is planned in 2012 that to improve
reliability, a major re-lamping of the streetlights will be undertaken (accounting for some 6,000 streetlights).
Additionally, the Traffic Branch will begin tracking street lighting outages as a metric from 2012 onwards. This will
allow for a more objective measure for next State of Infrastructure Report.
Further, the Traffic Branch has identified that LED’s within the traffic control signals are coming to the end of their
useful life. As part of their proactive maintenance program, it is planned in 2013 to implement an LED
replacement program.
6.4.1 Trend
Reliability is expected to improve as replacement and proactive maintenance of the assets reduces the number
of outages which are already at low levels.
6.5 Capacity (Coverage)
Traffic infrastructure received a Capacity grade of D.
> Coverage of Traffic Control Signals by Centralized Traffic Control System
> Road Network Served by CTCS
> Road Network Served by Traffic Flow Monitoring
6.5.1 Coverage of Traffic Control Signals by CTCS
The Traffic Branch currently maintains 806 traffic signal controls (including those owned by other levels of
government). Of the 806, only four are not connected to the CTCS and these four are owned by Town of
Newmarket and it is at their direction these have not been placed under the control of the CTCS.
6.5.2Road Network Served by CTCS
The Traffic Branch has 16 CCTV’s covering major traffic areas across the Region. Of these 16 CCTV’s, four are
located along Highway 7 and four are located along Yonge Street. In total the estimated coverage of the CCTV’s
is 39.9km, representing 3.7% of the road network (and 8% of the total urban road network).

Traffic
49
1050 38.639.9 1.3
Not Covered
Covered
Urban
Rural
6.5.3 Road Network Served by Traffic Flow Monitoring
Traffic flow monitoring is in its infancy within the Region and is being implemented to assist with traffic con-
gestion management. There are currently eight (five urban, three rural) permanent counting stations located
throughout the Region and these are used to collect information on volume, speeds and class of vehicles.
With the large Viva Next construction being undertaken along both Highway 7 and Davis Drive, Bluetooth moni-
toring has been implemented along these construction areas. This has enabled, Smart Work Zone’s to be cre-
ated, allowing motorists travelling near the construction area to see electronic signs strategically placed outside
the construction area displaying the current expected range of travel times through the area.
6.5.4 Trend
Coverage of the road network through intelligent transportation systems is in its infancy within the Region. The
outlook is positive as the Traffic Branch looks to increase the use of intelligent transportation systems to help
manage congestion and make real-time traffic information more readily available to road users.
6.6 Data Confidence
Overall the data confidence for the Traffic Branch is low. There is limited information available, primarily as a
result of the historic grouping of Traffic within the Road’s Branch and the small value of its assets. The data used
to develop the above analysis has been collated from a range of old data sources with much based on anecdotal
evidence.
The Traffic Branch will be part of the new Computerized Maintenance Management System being implemented
and this will assist in gathering a better understanding of the assets that reside within the Branch. Further,
several new initiatives are currently being planned which will assist in gaining a better long-term understanding
of the assets.

Figure 1 - Age of Signals Figure 2 - Age of Streetlights

Finance
53
7 Financial
Understanding the financial state of infrastructure is fundamental to maintaining assets in a state of good repair.
For asset management to be successful, good financial planning and budgeting is required.
The Region actively pursues prudent fiscal policies, sustainable financial strategies and proactive financial plan-
ning processes to allow for infrastructure to be constructed, maintained and rehabilitated in a value for money
manner.
7.1The 10-Year Capital Plan
The Region has a robust budget process that requires each department to prepare a 10-Year Capital Plan which
analyzes the various funding sources in their respective branches to meet specific budget pressures.
Figure xx identifies the approved 2012 10-Year Capital Plan for the three main operational branches (Roads,
Transit and Traffic) within the Transportation and Community Planning Department. A total 10-Year Capital Plan
of $1.94B has been approved, broken down by Roads ($1.39B), Transit ($0.45B) and Traffic ($0.1B).
$Millions
2012
Rehabilation and Replacement
2013 2014 2015 2016 2017 2018 2019 2020 2021
0
50
100
150
200
250
300
350
Growth/Expansion Enhancement/Improvment
The budget process is designed to ensure that
the Regional transportation network has the
necessary funding to allow for the connection
and movement of people and goods to meet
market demand. As the Transportation and
Community Planning Department improves its
asset management practices, desired Levels of
Service (intended to describe the quality of the
services provided by the asset for the benefit of
its users) will be created and approved by
Council. As with any service levels, the higher the
service level required the higher the overall cost
to achieve. Defining the service levels will
become part of the budget process, with the
goal being to ensure the highest service level
at the lowest cost over time within the budget
available.
7.2 Asset Valuations
Asset valuation is the process of placing dollar values on infrastructure assets. The value of the infrastructure
assets owned by the Region can be measured in a number of ways, with the two key valuation methods
described below.
7.2.1 Historical Value
As a public sector entity the Region is expected to comply with directives or regulations issued by the Public

Finance
54
Sector Accounting Board (PSAB). Under PSAB 3150, the Region has implemented Tangible Capital Asset
Accounting where all assets that met the definition of a Tangible Capital Asset are capitalized on acquisition. The
Region’s infrastructure assets are defined by its Tangible Capital Assets Policy. This policy provides definitions of
capital assets, a classification of capital assets, and threshold values which an asset must meet to be considered
a capital assert. Figure xx shows the transportation asset values that are recorded as per the Region’s Tangible
Capital Assets Policy.
Traffic 117, 6%
Transit, 23%
23%
Roads, 1,499
71%
7.2.1 Replacement Value
Of particular importance to effective long-term asset financial planning is replacement value (i.e. how much
would it cost today to build a brand new asset meeting the same performance requirements of the existing
asset). This is more relevant than historical value as it will provide estimates for the purposes of forecasting the
replacement and rehabilitation expenditures required. It should be expected that the current replacement value
of assets will be significantly higher than the historical value represented above due to a multitude of factors
including; inflation, safety standards, technology advancements and regulation.
Transportation and Community Planning Department is working with the Finance Department to implement ef-
fective policies to assist in forecasting replacement values for the purposes of the Region’s long-term planning.
7.3 ReservesThe majority of assets owned by the Transportation and Community Planning Department are high value assets
with long useful lives, often running in to decades. With the Region currently investing substantially in
delivering new transportation infrastructure due to growth that is occurring, the asset base continues to increase.
These assets generally require high initial capital investments, followed by routine maintenance and operating
costs. Throughout the asset life-cycle periodic large capital rehabilitation’s (to maintain a state of good repair) are
required to assist the asset in reaching the end of its useful life prior to that asset having to be reconstructed or
disposed of.
Paying to keep the asset in a state of good repair can come from a variety of sources including property taxes,
user fees, debt issuance and drawing on reserves. As infrastructure assets can have‘lumpy’capital investments

Finance
55
requirements, reserves become an important tool for managing the Region’s infrastructure assets prudently.
An important Regional goal is to maintain year-over-year continuity in the tax levies and user rates charged to
residents. The existence of reserves promotes this type of continuity and stability. Reserves and reserve funds
have been long recognized as key elements of the Region’s current and future capital financing programs. The
Region’s philosophy relating to reserves and reserve funds has been developed through a contribution of
historical prudence and the adoption of best practices among municipal governments. In 2007, the Region
implemented capital asset replacement reserves to allow for the funding of rehabilitation and /or replacement of
the Region’s capital assets and as part of the 2011 to 2015 Strategic Plan, a revised reserve policy to support
long-term asset management is planned.
With transportation assets accounting for such a large proportion of the Region’s assets, the Transportation and
Community Planning Department is working with the Finance Department to create successful long-term asset
management practices, including the best use of capital reserves.
7.4 Other Levels of Government Ownership of
Assets
In addition to the many assets the Region owns and is required to fund rehabilitation and replacement on, the
Region also operates and maintains (often at its cost) a number of assets on behalf of other levels of government
(lower-tier municipal, provincial and federal). The largest of these is the York Viva Bus Rapid Transit network.
When complete, dedicated lanes in the centre of the road“rapidways“ will allow rapid transit buses to move out
of congested traffic, enabling people to get around the Region’s busiest corridors faster by using transit. The
first of the projects broke ground in winter 2009 and all are scheduled to be complete by 2020, with 34.2 km of
planned segregated routes.
These projects are part of Metrolinx’s $1.4 billion commitment to improving transit in York Region, just one
component of a larger $9.5 billion commitment in the priority projects of Metrolinx’s Regional Transportation
Plan, The Big Move.
A Master Agreement between Metrolinx, York Region Rapid Transit Corporation and The Regional Municipality of
York governs the funding, implementation, and ownership of the Bus Rapid Transit program in the Region. This
agreement includes that Metrolinx will be responsible for asset preservation and replacement decision making
and funding, while the Region will oversee and fund all day-to-day operations, routine maintenance, and
operation of the Viva service.

Appendix
59
Appendix 1 - Definitions
Historical Cost- The historic gross amount of consideration given up to acquire, construct, develop, or better an
asset as shown in the Region’s 3150 asset register.
PSAB- Public Sector Accounting Board.
Replacement Cost- The Historic Cost of an asset inflated at an indexation of 4% per annum from the date the
asset is recognized in the Region’s PSAB 3150 asset register.

Appendix
60
Appendix 2 – Sourcesofdataandinformation
Condition
> Roads – Road Condition Index – Extracted from dTIMS
> Roads – Bridge Condition Index – Extracted from the Structure Inventory and Inspection Bridges, Culverts
and Retaining Walls 2011 report undertaken by AECOM
> Roads / Transit / Traffic – Age and Life Expectancy – Extracted from Public Sector Accounting Board’s, PS3150
Tangible Capital Asset reporting requirements
Reliability
> Roads – Load Restrictions – Regional by-laws (http://www.york.ca/Departments/Transportation+Services/
Regional+Roads/Excess+Load+Permits.htm)
> Roads – Areas prone to flooding –Roads Branch
> Transit – Mean Distance Between Failures – Transit Branch
> Transit – On-time performance –Transit Branch
> Traffic – Collision Map – Traffic Branch
Capacity
> Roads - Traffic Volume vs. Design Capacity – Infrastructure Planning (xxxx Model)
> Roads - Facilities - Roads Branch
> Transit – Demand Capacity – Transit Branch
> Transit - Facilities Capacity – Transit Branch
> Transit - OMBI – Ontario Municipal Benchmarking Initiative 2011 Report
> Traffic - Coverage of Traffic Control Signals by CTCS – Traffic Branch
> Traffic - Road Network Served by CTCS – Traffic Branch
> Traffic - Road Network Served by Traffic Flow Monitoring – Traffic Branch
Financial
> Roads / Transit / Traffic – Historical Cost - Extracted from the Public Sector Accounting Board’s, PS3150
Tangible Capital Asset reporting requirements
> Roads / Transit / Traffic – Replacement Cost – Calculated from Historical Cost information (see definition of
Replacement Cost)
> Roads / Transit / Traffic – Replacement Profile – Determined by Public Sector Accounting Board’s, PS3150
Tangible Capital Asset reporting requirements and age of road surface as per dTIMS
> Roads / Transit / Traffic – Growth Requirement – Extracted from the 2011 Capital Budget

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