Water System - Ingersoll
The County maintains a diverse portfolio of assets necessary to produce and supply safe and clean drinking water. The county maintains a drinking water Quality Management System that demonstrates continued compliance with drinking water regulations and the County’s commitment to continual improvement in the provision of a safe, reliable, and sustainable supply of drinking water for its residents and businesses.
The Ingersoll water system consists of water treatment plants (WTP), each housing high lift pumps, monitoring equipment and treatment equipment for the production wells. Each WTP also includes varying types of disinfection and filtration treatment specific for each location. The water distribution network transports potable drinking water to homes and businesses. The distribution network consists of watermains, services, hydrants, valves, meters, pressure boosting stations, reservoirs, and water towers.
Inventory
| Asset Component | Unit | Current Inventory | Replacement Cost |
| Production Well and Water Treatment Plant | site | 8 | $8,073,974 |
| Storage Structures | bldg | 7 | 8,460,048 |
| Other Assets | each | 5 | 2,551,484 |
| Equipment | total | N/A | 6,335,064 |
| Watermain (<416mm) | metre | 96,786 | 58,704,721 |
| Water Service Connection | each | 5,241 | 6,700,274 |
| Hydrant | each | 533 | 7,535,021 |
| Valve | each | 937 | 4,873,145 |
| Water Meter | each | 5,487 | 2,502,072 |
| Total Replacement Cost | $115,735,802 | ||
The replacement cost valuation for the linear assets in this portfolio are based on current tender prices, where available. The replacement cost valuation for vertical components is based on the latest information available, which includes current replacement costs, insurance valuations, inflation, and valuations from studies / assessments completed in prior years.
Condition
The assessment approach for our water assets utilizes a combination of physical assessments, asset attributes, such as material and sizing, as well as established anticipated useful lives.
The percentage of assets in poor or critical condition has decreased from 23% as reported in the 2022 AMP to 21%. The percentage of assets in good or excellent condition has remained unchanged at 49% as reported in the 2022 AMP. As assets continue to age their condition rating will decline until lifecycle strategies are triggered and completed.
Key Performance
| Key Service Attribute | LOS Statement | Performance Measure | 2022 | 2023 | Target |
| Safety | Providing efficient and safe drinking water and supports fire protection | % of properties within the system boundary connected to the municipal water system | 98% | 98% | TBD |
| Reliability | Providing water services with minimal interruptions | The number of connection-days per year where a boil water advisory notice is in place compared to the total number of properties connected to the municipal water system. | 101 connection-days compared to 5,309 connections | 40 connection-days compared to 5,340 connections | TBD |
| The number of connection-days per year due to watermain breaks compared to the total number of properties connected to the municipal water system. | 101 connection-days compared to 5,309 connections | 40 connection-days compared to 5,340 connections | TBD |
Funding Gap Analysis
This portfolio is currently funded through an annual contribution to the Water - Ingersoll reserve, by water rates in Ingersoll, along with an annual allocation of interest earned.
The graph illustrates the anticipated asset management needs (expenditures) and anticipated funding for the 10-year period of 2024-2033, reflecting an approximate $2.1 million deficit in funding availability over the period.
The projected lifecycle needs suggest that minimal linear replacements are required within the 2024 to 2033 period. Linear water projects within the 2024 to 2033 period, above the value of the projected lifecycle needs, have been incorporated into the projected non-lifecycle needs based on either the anticipated project cost, or anticipated debt obligations. In accordance with the Water and Wastewater Rates Policy, the annual contribution to reserve should increase annually with inflation.
Through the 2025 budget process staff will update the 10-year capital plan to align with the projects and funding identified in the 2024 Development Charges Background Study. Staff will also work with our partners to ensure that the lifecycle needs targeted reflect the best overall value, which may include deferring projects beyond the 2024 to 2033 period to reduce the funding deficit.