The Asset Management Status Report provides an update on the asset management planning activities to develop and implement plans and strategies to achieve the requirement of Ontario Regulation 588/17; Asset Management Planning for Municipal Infrastructure, and to help guide the City to optimize the lifecycle value of assets. 

The Infrastructure Report Cards describe the assets within an asset class, provide infrastructure condition data and discuss infrastructure performance. The performance of an asset is largely predicated on its condition. Infrastructure condition reporting involves both technical data and professional judgement. The information provided to describe asset condition reflects the best available data and professional judgement. 

The funding gap shown on the Infrastructure Report Cards is calculated based on the infrastructure need and the historical investment/expenditure and are used to identify capital needs and future budgets. The Asset Management Status Report highlights the funding gaps for core assets such as roads, bridges and large culverts, water treatment and distribution, wastewater collection and distribution, stormwater management, as well as fleet and equipment and municipal parking and the dollars that are required annually to maintain the asset at the current level of service. The asset classes, Buildings and Facilities, Parks and Recreation, and Solid Waste, make up the non-core phase 2 portion of the Enterprise Asset Management Plan and are currently scheduled for completion in Q3 of 2023. 

For a more comprehensive look into the City of Greater Sudbury’s infrastructure assets such as current condition ratings, use the following link to see the “Asset Management Status Report” on page 19:  https://pub-greatersudbury.escribemeetings.com/FileStream.ashx?DocumentId=48516

The situations described above do not match the City’s service expectations, standard processes or reflect typical examples of how staff perform their work. For concerns about specific examples where it appears services are being delivered in a way that doesn't reflect expected service levels or effective performance, please call either 311 or the Wrongdoing Hotline. When you call, be prepared to provide specific details.  

The City has taken action in all five components of its food system: production, processing, distribution, consumption and waste management. Highlights of these actions include the following:

• Section 6.0 of the City’s Official Plan outlines numerous policies that relate to the local food systems. These policies include, among many others, those aimed at: protecting prime agricultural lands from incompatible uses and development; permitting most types of food production for commercial purposes on rural lots of any size; permitting community gardens, rooftop gardens and greenhouses in all settlement areas; permitting temporary farmers’ markets and fruit and vegetable stands on sites zoned for local and general commercial uses; and, encouraging residential development that enables food-friendly communities.
• Assisted in the development of the Greater Sudbury Food Strategy and continues to assist in its implementation.
• Developed and maintains the online Food Access Map.
• Has more than ten community gardens on City property.
• Developed a Food Tourism Strategy and provides support for food-related businesses and producers through Economic Development programs.
• Provides support for social programs that assist in food security through Community Development.

City graders are used as and when appropriate for a variety of tasks throughout the summer and winter maintenance periods. 

The decision to use contractors for certain activities is based on a variety of factors including, but not limited to, availability of City staff and equipment, requirements for emergency response, volume of use and cost. The appropriate mix of internal versus contract resources is evaluated on an on-going basis.

Our contractors support winter control operations under terms established through an open, competitive bid process. Those terms include requirements for responsiveness and quality that reflect Council's policies and service expectations. Costs are benchmarked with other municipalities and regularly reported to Council. 

The Greater Sudbury Public Library (GSPL) Board is responsible for approving the Greater Sudbury Public Library’s annual operating budget. The GSPL Board presents a request to City of Greater Sudbury Council to fund a portion the Board’s approved budget.

The GSPL Board sets the library’s service levels based on recommendations from library staff. Demand for services—or identified need—is a key consideration when setting the library’s various service levels. The Library Board and staff assess demand by various means: usage rates of existing services, consultation with user groups and/or community partners, market assessments, suggestions from library users and non-users, and so on.

Measuring the number of users of an existing service is one means of assessing demand. For example, the number of in-person uses of library branches informs the decision to set the hours of operation for those branches. The library tracks a wide range of usage data, all of which inform decisions regarding the library’s various service levels.

In 2022 the Greater Sudbury Public Library had 315,000 in-person visits and library users borrowed 667,000 items. Tracking the number of unique library users is more challenging. We do report on the number of “active cardholders” which represents the number of unique individuals who used their library card for certain types of transactions such as borrowing a book. That data does not however include, for example, library users who visit the library to access Wi-Fi for example. This requires us to look at usage data holistically to understand the true range of use of our services. In 2019, prior to the COVID-19 pandemic, GSPL reported approximately 65,000 active card holders which, to answer your question, represents approximately 40% of Greater Sudbury’s population. Library usage - including active cardholders - did decline over the course of the pandemic due to mandatory closures of public libraries. We do not yet have a calculation of active cardholders for last year (2022) but we anticipate it is following a positive trend as in the case of our other usage metrics (circulation was up 27% in 2022, in-person visits up 81%).  

In 2023 the Greater Sudbury Public Library Board will undertake a comprehensive master planning process which will use a wide-range of data - including usage data - to develop a long-range plan for library services in Greater Sudbury.