Monthly Natural Gas Distribution Survey 2025 - Reporting Guide

Centre for Energy and Transportation Statistics
Energy Section

This guide is designed to assist you as you complete the
2025 Monthly Natural Gas Distribution Survey.

Help Line: 1-877-604-7828

Gas distributors are establishments primarily engaged in the distribution of natural or synthetic gas to the ultimate consumers through a system of mains.

Confidentiality

Statistics Canada is prohibited by law from releasing any information it collects which could identify any person, business, or organization, unless consent has been given by the respondent or as permitted by the Statistics Act. Statistics Canada will use the information from this survey for statistical purposes.

Table of contents

A - General information

Purpose of survey

The purpose of this survey is to obtain information on the supply of, and demand for, energy in Canada. This information serves as an important indicator of Canadian economic performance and is used by all levels of government in establishing informed policies in the energy area. In the case of public utilities, it is used by governmental agencies to fulfill their regulatory responsibilities. The private sector also uses this information in the corporate decision-making process. Your information may also be used by Statistics Canada for other statistical and research purposes.

Data-sharing agreements

To reduce respondent burden, Statistics Canada has entered into data-sharing agreements with provincial and territorial statistical agencies and other government organizations, which have agreed to keep the data confidential and use them only for statistical purposes. Statistics Canada will only share data from this survey with those organizations that have demonstrated a requirement to use the data.

Section 11 of the Statistics Act provides for the sharing of information with provincial and territorial statistical agencies that meet certain conditions. These agencies must have the legislative authority to collect the same information, on a mandatory basis, and the legislation must provide substantially the same provisions for confidentiality and penalties for disclosure of confidential information as the Statistics Act. Because these agencies have the legal authority to compel businesses to provide the same information, consent is not requested, and businesses may not object to the sharing of the data.

For this survey, there are Section 11 agreements with the provincial and territorial statistical agencies of Newfoundland and Labrador, Nova Scotia, New Brunswick, Quebec, Ontario, Manitoba, Saskatchewan, Alberta, British Columbia, and the Yukon.

The shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province or territory.

Section 12 of the Statistics Act provides for the sharing of information with federal, provincial or territorial government organizations. Under Section 12, you may refuse to share your information with any of these organizations by writing a letter of objection to the Chief Statistician and returning it with the completed questionnaire. Please specify the organizations with which you do not want to share your data.

For this survey, there are Section 12 agreements with the statistical agencies of Prince Edward Island, the Northwest Territories and Nunavut as well as with the provincial and territorial government ministries responsible for the energy sector, the Canada Energy Regulator, Natural Resources Canada, and Environment and Climate Change Canada.

For agreements with provincial and territorial government organizations, the shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province or territory.

Data linkage

To enhance the data from this survey, Statistics Canada may combine it with information from other surveys or from administrative sources.

B - Reporting Instructions

Please report information for a specific reference month 2025.

Please complete all sections as applicable.

If the information requested is unknown, please provide your best estimate.

Amounts: Report amounts in Gigajoules (GJs) of natural gas received and delivered during the month under review.

Value (cost to customer): The reported dollar value should exclude all taxes. Further, rebates paid to the customer should be deducted to arrive at "value".

This guide is designed to assist you as you complete the Monthly Natural Gas Distribution Survey. If you need more information, please call 1-877-604-7828.

C - Supply of Natural Gas Unit of Measure

Amounts: report amounts (1000m3 or Gigajoules) of natural gas received and delivered during the month under review.

D - Receipts from Transmission Pipelines

Report volumes of gas received from transmission pipelines (NAICS 486210) connected directly to your company's distribution system.

Transmission pipelines are establishments primarily engaged in the pipeline transportation of natural gas from gas fields or processing plants to local distribution systems.

E - Receipts from Storage Facilities

Report volumes of gas received from storage facilities (NAICS 493190) connected directly to your company's distribution system.

Storage facilities include natural gas storage caverns and liquefied natural gas storage, but exclude establishments primarily engaged liquefaction and regasification of natural gas for purposes of transport (NAICS 488990).

F - Receipts from Other Gas Distributors

Report volumes of gas received from other gas distributors (NAICS 221210) connected directly to your company's distribution system.

Gas distributors are establishments primarily engaged in the distribution of natural or synthetic gas to the ultimate consumers through a system of mains.

G - Total Supply of Natural Gas

Report total volumes of gas received.

H - Average Heating Value in Gigajoules/Thousand Cubic Meters

Report average heat content of your natural gas receipts for the reported reference month.

Disposition

I - Deliveries to System Gas Consumers

Report deliveries of utility-purchased natural gas to consumers. Report the quantity and value of the natural gas delivered and the number of customers.

J - Deliveries to Consumers Enrolled with a Third Party Marketer

Report deliveries to consumers who have purchased their natural gas through a gas marketer or broker. Report the quantity and value of natural gas delivered and the number of customers.

K - Deliveries to Consumers who have Purchased Directly from Suppliers

Report deliveries to consumers who have purchased their natural gas directly from suppliers. Report the quantity of natural gas delivered and the number of customers.

L - Deliveries to Power Generation Plants

Report gas delivered to electric power generation plants (NAICS 2211) connected directly to your company's distribution system (at metered interconnections).

This industry comprises establishments primarily engaged in the generation of bulk electric power by natural gas.

M - Deliveries to Other Industrial Consumers

Report gas delivered to industrial establishments other than power generation plants.

Inclusions:

  • Agriculture and forestry
  • Mining, quarrying, and oil and gas extraction
  • Construction
  • Manufacturing

Exclusions:

  • Electric power generation
  • Wholesale and retail trade
  • Transportation and warehousing
  • Other commercial buildings (e.g., public institutions)
  • Natural gas transmission pipelines
  • Natural gas storage facilities
  • Natural gas distributors

N - Deliveries to Commercial and Institutional Consumers

Report gas delivered to commercial and institutional establishments.

Inclusions:

  • Wholesale and retail trade
  • Transportation and warehousing
  • Other commercial buildings (e.g., public institutions)

O - Deliveries to Residential Consumers

Report gas delivered for domestic use (including multi-dwelling apartments).

P - Deliveries to Transmission Pipelines

Report volumes of gas delivered to transmission pipelines (NAICS 486210) connected directly to your company's distribution system.

Transmission pipelines are establishments primarily engaged in the pipeline transportation of natural gas from gas fields or processing plants to local distribution systems.

Q - Deliveries to Storage Facilities

Report volumes of gas delivered to storage facilities (NAICS 493190) connected directly to your company's distribution system.

Storage facilities include natural gas storage caverns and liquefied natural gas storage but exclude establishments primarily engaged liquefaction and regasification of natural gas for purposes of transport (NAICS 488990).

R - Deliveries to Other Gas Distributors

Report volumes of gas deliveries to other gas distributors (NAICS 221210) connected directly to your company's distribution system.

Gas distributors are establishments primarily engaged in the distribution of natural or synthetic gas to the ultimate consumers through a system of mains.

S - Own Use

Report volumes of gas consumed in operating your pipeline system.

T - Line Pack Fluctuation

Report differences in the pipeline system due to changes of temperature and/or pressure.

U - Metering Differences, Line Loss, Other Unaccounted for and Cyclical Billing Adjustments

Report the difference between the total supply and total disposition. This difference includes leakage or other losses, discrepancies due to meter inaccuracies and other variants, particularly billing lag.

V - Average Heating Value in Gigajoules/ Thousand Cubic Meters

Report the average heat content of your total natural gas disposition for the reference month.

W - Total Disposition

Report total volumes of gas disposition.

Thank you for your participation.

Canada's Core Public Infrastructure Survey 2024

Why are we conducting this survey?

Statistics Canada is undertaking this survey to provide useful statistical information on the stock, condition, performance and asset management strategies of Canada's core public infrastructure assets owned or leased by the various levels of government and Indigenous entities.

The information compiled by this survey will be used by analysts and policy-makers to better understand the current condition of Canada's core infrastructure. This will enable all levels of government to develop policies to support the efforts in improving Canada's core public infrastructure and help monitor and report progress on achievement of desired outcomes.

Your information may also be used by Statistics Canada for other statistical and research purposes.

Other important information

Authorization to collect this information.

Data are collected under the authority of the Statistics Act, Revised Statutes of Canada, 1985, Chapter S-19.

Confidentiality

By law, Statistics Canada is prohibited from releasing any information it collects that could identify any person, business, or organization, unless consent has been given by the respondent, or as permitted by the Statistics Act. Statistics Canada will use the information from this survey for statistical purposes only.

Approved Disclosure

Section 17 of the federal Statistics Act allows for the disclosure of certain information relating to an individual, business or organization. Statistics Canada will only disclose information where there is a demonstrated statistical need and for the public good, and when it will not harm individuals, organizations or businesses if data were disclosed. For Canada's Core Public Infrastructure Survey, the Chief Statistician has authorized the release of data relating to individual government entities and public utilities. These include data on assets at the aggregate and individual level. Additionally, the names of provincial, regional and municipal government organizations will be released, as well as the variables used in sampling and estimation.

Record linkages

To enhance the data from this survey and to reduce the reporting burden, Statistics Canada may combine the acquired data with information from other surveys or from administrative sources.

Data-sharing agreements

To reduce respondent burden, Statistics Canada has entered into data-sharing agreements with provincial and territorial statistical agencies and other government organizations, which have agreed to keep the data confidential and use them only for statistical purposes. Statistics Canada will only share data from this survey with those organizations that have demonstrated a requirement to use the data.

Section 11 of the Statistics Act provides for the sharing of information with provincial and territorial statistical agencies that meet certain conditions. These agencies must have the legislative authority to collect the same information, on a mandatory basis, and the legislation must provide substantially the same provisions for confidentiality and penalties for disclosure of confidential information as the Statistics Act. Because these agencies have the legal authority to compel businesses to provide the same information, consent is not requested, and businesses may not object to the sharing of the data.

For this survey, there are Section 11 agreements with the provincial and territorial statistical agencies of Newfoundland and Labrador, Nova Scotia, New Brunswick, Quebec, Ontario, Manitoba, Saskatchewan, Alberta, British Columbia and the Yukon. The shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province or territory.

Section 12 of the Statistics Act provides for the sharing of information with federal, provincial or territorial government organizations. Under Section 12, you may refuse to share your information with any of these organizations by writing a letter of objection to the Chief Statistician, specifying the organizations with which you do not want Statistics Canada to share your data and mailing it to the following address:

Chief Statistician of Canada
Statistics Canada
Attention Director of, Centre for Production, Distribution and Investment Statistics
150 Tunney's Pasture Driveway
Ottawa, Ontario
K1A 0T6

For this survey, there are Section 12 agreements with the statistical agencies of Prince Edward Island, Northwest Territories and Nunavut, as well as with Housing, Infrastructure and Communities Canada, the Secrétariat du Conseil du trésor and the Ministère des finances du Québec.

For agreements with provincial and territorial government organizations, the shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province or territory.

Reporting period

For the purposes of this survey, report information for the 12-month period ending December 31, 2024. If your 12-month fiscal period has not yet ended, provide your best estimate for the entire year.

Reporting instructions

  • Report dollar amounts in thousands of Canadian dollars.
  • Percentages should be rounded to whole numbers.
  • When precise figures are not available, provide your best estimates.
  • Enter '0' if there is no value to report.

Who should complete this questionnaire?

This questionnaire should be completed by the asset manager.

Deadline for completing this questionnaire.

Please complete this questionnaire and submit it within 30 days of receipt.

Canada's Core Infrastructure Survey, 2024

Ownership

Identify below which of the core public infrastructure assets or facilities your organization owns. For all assets or facilities that your organization owns you will be asked a series of asset specific questions.

Non-Linear Assets: assets that can't be measured in linear units (feet, metres) and have one specific address or location. Examples include: wastewater treatment plants, pump stations and water drainage pump stations.

Linear Assets: assets that can be measured in linear units (feet, metres) and do not have one specific address. Examples include: open ditches, local water pipes and sewer pipes.

1. In 2024, did your organization own any potable water assets?

Non-linear potable water system assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any non-linear potable water services in 2024.

  • Specify alternate non-linear potable water system provider 1
  • Specify alternate non-linear potable water system provider 2
  • Specify alternate non-linear potable water system provider 3

Linear potable water system assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any linear potable water services in 2024.

  • Specify alternate linear potable water system provider 1
  • Specify alternate linear potable water system provider 2
  • Specify alternate linear potable water system provider 3

2. In 2024, did your organization own any wastewater assets?

Non-linear wastewater system assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any non-linear wastewater services in 2024.

  • Specify alternate non-linear wastewater system provider 1
  • Specify alternate non-linear wastewater system provider 2
  • Specify alternate non-linear wastewater system provider 3

Linear wastewater system assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any linear wastewater services in 2024.

  • Specify alternate non-linear wastewater system provider 1
  • Specify alternate non-linear wastewater system provider 2
  • Specify alternate non-linear wastewater system provider 3

3. In 2024, did your organization own any stormwater assets?

  1. Yes
  2. No

Non-linear stormwater system assets

List any other municipalities or organizations that provided your organization with any non-linear stormwater services in 2024.

  • Specify alternate non-linear stormwater system provider 1
  • Specify alternate non-linear stormwater system provider 2
  • Specify alternate non-linear stormwater system provider 3

Linear stormwater system assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any linear stormwater services in 2024.

  • Specify alternate linear stormwater system provider 1
  • Specify alternate linear stormwater system provider 2
  • Specify alternate linear stormwater system provider 3

4. In 2024, did your organization own any road assets?

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any road services in 2024.

  • Specify alternate road system provider 1
  • Specify alternate road system provider 2
  • Specify alternate road system provider 3

5. In 2024, did your organization own any bridge and tunnel assets?

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any bridge and tunnel services in 2024.

  • Specify alternate bridge and tunnel system provider 1
  • Specify alternate bridge and tunnel system provider 2
  • Specify alternate bridge and tunnel system provider 3

6. In 2024, did your organization own any solid waste assets?

Solid waste collection assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any solid waste collection services in 2024.

  • Specify alternate solid waste collection provider 1
  • Specify alternate solid waste collection provider 2
  • Specify alternate solid waste collection provider 3

Solid waste transfer station assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any solid waste transfer station services in 2024.

  • Specify alternate solid waste transfer station provider 1
  • Specify alternate solid waste transfer station provider 2
  • Specify alternate solid waste transfer station provider 3

Solid waste diversion assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any solid waste diversion services in 2024.

  • Specify alternate solid waste diversion provider 1
  • Specify alternate solid waste diversion provider 2
  • Specify alternate solid waste diversion provider 3

Solid waste disposal assets

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any solid waste disposal services in 2024.

  • Specify alternate solid waste disposal provider 1
  • Specify alternate solid waste disposal provider 2
  • Specify alternate solid waste disposal provider 3

7. In 2024, did your organization own any culture, recreation and sport facilities?  

  1. Yes
  2. No

List any other municipalities or organizations that had a formal arrangement to provide your organization with any culture, recreation and sports facilities in 2024.

  • Specify alternate culture, recreation and sport facilities provider 1
  • Specify alternate culture, recreation and sport facilities provider 2
  • Specify alternate culture, recreation and sport facilities provider 3

8. In 2024, did your organization own any public transit assets?

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any public transit services in 2024.

  • Specify alternate public transit provider 1
  • Specify alternate public transit provider 2
  • Specify alternate public transit provider 3

9. In 2024, did your organization own any active transportation assets?

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any active transportation services in 2024.

  • Specify alternate active transportation provider 1
  • Specify alternate active transportation provider 2
  • Specify alternate active transportation provider 3

10. In 2024, did your organization own any natural infrastructure assets?

  1. Yes
  2. No

List any other municipalities or organizations (e.g., Indigenous groups or partners) that had a formal arrangement to provide your organization with any natural infrastructure services in 2024.

  • Specify alternate natural infrastructure provider 1
  • Specify alternate natural infrastructure provider 2
  • Specify alternate natural infrastructure provider 3

11. In 2024, did your organization own any shelter and homeless services assets?      

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any shelters and homeless services in 2024.

  • Specify alternate shelter and homeless services provider 1
  • Specify alternate shelter and homeless services provider 2
  • Specify alternate shelter and homeless services provider 3

12. In 2024, did your organization own any public social and affordable housing assets?

  1. Yes
  2. No

List any other municipalities or organizations that provided your organization with any public social and affordable housing services in 2024.

  • Specify alternate public social and affordable housing provider 1
  • Specify alternate public social and affordable housing provider 2
  • Specify alternate public social and affordable housing provider 3

13. How many private or public sector entities were funded by your organization to operate shelters and homeless services assets as of December 31, 2024?

Include structures owned, operated, or managed by your organizations (e.g., private-sector or non-governmental organizations) with the funding provided by your organization.
Provide your best estimates when exact figures are not available.
Report “0” if your organization has not provided any funding to organizations (private or public) to operate shelters or homeless services. 
Report according to the main purpose of the structure (where structures are used for multiple purposes).

Shelters and homeless services

a. Emergency shelters

Number of organizations received funding
Funding amount (CAN$ ‘000)

b. Transitional shelters

Number of organizations received funding
Funding amount (CAN$ ‘000)

c. Domestic violence shelters

Number of organizations received funding
Funding amount (CAN$ ‘000)

d. Other homeless services not elsewhere classified

Number of organizations received funding
Funding amount (CAN$ ‘000)

Potable Water

Non-Linear Assets: assets that can't be measured in linear units (feet, metres) and have one specific address or location. Examples include: wastewater treatment plants, pump stations and water drainage pump stations.

Linear Assets: assets that can be measured in linear units (feet, metres) and do not have one specific address. Examples include: open ditches, local water pipes and sewer pipes.

15. What was your organization's final inventory count of potable water assets as of December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Non-linear potable water assets

a. Water treatment facilities

Count
Maximum design capacity
Unit of measure 1-Cubic metres per day
           2-Litres per second
           3-Mega litres per day (1 million litres)
           4-Imperial gallons per day (1 imperial gallon = 4.5 litres)
           5-U.S gallons per day (1 U.S. gallon = 3.8 litres)

b. Water storage assets   

Count
Maximum design capacity
Unit of measure 1-Cubic metres
           2-Litres
           3-Mega litres (1 million litres)
           4-Imperial gallons (1 imperial gallon = 4.5 litres)
           5-U.S gallons (1 U.S. gallon = 3.8 litres)

c. Water pump stations

Count
Maximum design capacity
Unit of measure 1-Cubic metres per day
           2-Litres per second
           3-Mega litres per day (1 million litres)
           4-Imperial gallons per day (1 imperial gallon = 4.5 litres)
           5-U.S gallons per day (1 U.S. gallon = 3.8 litres)

Linear potable water assets (Indicate length in kilometres)

d. Local water pipes (diameter less than 416 mm)

Count

e. Transmission pipes (diameter greater than or equal to 416 mm)

Count

f. Pipes of unknown diameter

Count

16. Provide the distribution of your organization’s potable water assets inventory based on the year of completed construction below.

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.

Non-linear potable water assets

a. Water treatment facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b. Water storage assets

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Water pump stations

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Linear potable water assets (Indicate length in kilometres)

d. Local water pipes (diameter less than 416 mm)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Transmission pipes (diameter greater than or equal to 416 mm)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

f. Pipes of unknown diameter

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

17. In 2024, what was the overall physical condition of your organization's potable water assets?

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

Non-linear potable water assets

a. Water treatment facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

b. Water storage assets

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Water pump stations

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Linear potable water assets

d. Local water pipes (diameter less than 416 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

e. Transmission pipes (diameter greater than or equal to 416 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

f. Pipes of unknown diameter

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

18. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of potable water assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Non-linear potable water assets

a. Water treatment facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

b. Other non-linear potable water assets

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Linear potable water assets (pipes)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total all potable water assets  

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

19. How many sustained drinking water advisories were in place on December 31, 2024?

Note: Sustained drinking water advisory:  A drinking water advisory exceeding 15 days in duration.

Number of sustained drinking water advisories  
Do not know

20. Of the number of sustained drinking water advisories, how many were in place for:

a. Over five years  

Number

b. Over one year

Number

c. Over six months

Number

21. In 2024, how many leaks or bursts were repaired?

Include leaks or bursts on watermains and service lines owned or leased by your organization.
Provide your best estimate when exact figures are not available.
Report “0” if none.

a. Watermains

Watermains leaks or bursts count
Unknown

b. Service lines

Service lines leaks or bursts count
Unknown

22. Of the leaks or bursts reported on question 20, what were the average number of days between detection and repair?

Provide your best estimate when exact figures are not available. 
Report “0” if none.

a. Watermains

Watermains number of days between detection and repair
Unknown

b. Service lines

Service lines number of days between detection and repair
Unknown

23. What was the length in kilometres of asbestos cement water pipes as of December 31, 2024?

Total length in kilometres

24. Does your organization have a documented asset management plan for potable water?  

Yes - At what frequency is the asset management plan for potable water updated?
Indicate
the frequency in years, if applicable.  

Number of years

No - When does your organization plan to have a documented asset management plan in place for potable water?
Indicate
in how many years a plan will be implemented, if applicable.

Number of years

25. What type of asset management information system does your organization use for potable water? 

Select only one answer.

Type of system

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

26. In 2024, what was the maturity level of your organization’s asset management planning for potable water?

Select only one answer.

Maturity level

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

27. Do climate change adaptation or mitigation factor into your organization’s decision-making process for potable water? 

Select only one answer.

Climate change adaptation and mitigation

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

This completes questions for potable water.

Wastewater

Non-Linear Assets: assets that cannot be measured in linear units (feet, metres) and have one specific address or location. Examples include: wastewater treatment plants, pump stations and water drainage pump stations.

Linear Assets: assets that can be measured in linear units (feet, metres) and do not have one specific address. Examples include: open ditches, local water pipes and sewer pipes.

28. What was your organization's final inventory count of wastewater assets as of December 31, 2024?

Provide your best estimate when exact figures are not available. 
Report “0” when the organization does not own or lease the asset.

Non-Linear wastewater assets

a. Wastewater treatment plants (include sludge handling plants)

Count
Maximum design capacity
Unit of measure 1- Cubic metres per day
               2-Litres per second
            3-Mega litres per day (1 million litres)
           4-Imperial gallons per day (1 imperial gallon = 4.5 litres)
           5-U.S. gallons per day (1 U.S. gallon = 3.8 litres)

b. Lagoon systems

Count
Maximum design capacity
Unit of measure 1- Cubic metres per day
               2-Litres per second
            3-Mega litres per day (1 million litres)
           4-Imperial gallons per day (1 imperial gallon = 4.5 litres)
           5-U.S. gallons per day (1 U.S. gallon = 3.8 litres)

c. Wastewater pump stations

Count
Maximum design capacity
Unit of measure 1- Cubic metres per day
               2-Litres per second
            3-Mega litres per day (1 million litres)
           4-Imperial gallons per day (1 imperial gallon = 4.5 litres)
           5-U.S. gallons per day (1 U.S. gallon = 3.8 litres)

d. Wastewater lift stations

Count
Maximum design capacity
Unit of measure 1- Cubic metres per day
               2-Litres per second
            3-Mega litres per day (1 million litres)
           4-Imperial gallons per day (1 imperial gallon = 4.5 litres)
           5-U.S. gallons per day (1 U.S. gallon = 3.8 litres)

e. Wastewater storage tanks

Count
Maximum design capacity
Unit of measure 1- Cubic metres
               2-Litres
            3-Mega litres (1 million litres)
           4-Imperial gallons (1 imperial gallon = 4.5 litres)
           5-U.S. gallons (1 U.S. gallon = 3.8 litres)

Linear wastewater assets (indicate length in kilometres)

f. Sewer pipes (diameter less than 450 mm)

Count

g. Sewer pipes (diameter greater than or equal to 450 mm and less than 1500 mm)

Count

h. Sewer pipes (diameter greater than or equal to 1500 mm)

Count

i. Sewer pipes (of unknown diameter)

Count

j. Sanitary forcemains

Count

29. Provide the distribution of your organization’s wastewater asset inventory based on the year of construction completion below.
Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.

Non-Linear wastewater assets

a. Wastewater treatment plants

Include sludge handling plants

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b. Lagoon systems

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Wastewater pump stations

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

d. Wastewater lift stations

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Wastewater storage tanks

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Linear wastewater assets (Indicate length in kilometres)

f. Sewer pipes (diameter less than 450 mm)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

g. Sewer pipes (diameter greater than or equal to 450 mm and less than 1500 mm)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

h. Sewer pipes (diameter greater than or equal to 1500 mm)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

i. Sewer pipes (of unknown diameter)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

j. Sanitary forcemains

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

30. In 2024, what was the overall physical condition of your organization's wastewater assets?

Indicate the percent distribution of your assets by using the condition rating scale.
This includes items to be decommissioned. Each reporting asset must total to 100%.

Non-Linear wastewater assets

a. Wastewater treatment plants (include sludge handling plants)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

b. Lagoon systems

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Wastewater pump stations

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

d. Wastewater lift stations

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

e. Wastewater storage tanks

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Linear wastewater assets

f. Sewer pipes (diameter less than 450 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

g. Sewer pipes (diameter greater than or equal to 450 mm and less than 1500 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

h. Sewer pipes (diameter greater than or equal to 1500 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

i. Sewer pipes (of unknown diameter)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

j. Sanitary forcemains

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

31. In 2024, how many leaks or bursts were repaired? 

Include leaks or bursts on sanitary sewer mains and lateral sewer lines owned or leased by your organization. 
Provide your best estimate when exact figures are not available.
Report “0” if none.

a. Sanitary sewer mains

Sanitary sewer mains leaks and bursts count
Unknown

b. Lateral sewer lines

Lateral sewer lines leaks and bursts count
Unknown

32. Of the leaks or bursts reported on question 31, what were the average number of days between detection and repair?

Provide your best estimate when exact figures are not available. 
Report “0” if none.

a. Sanitary sewer mains

Sanitary sewer mains number of days between detection and repair
Unknown

b. Lateral sewer lines

Lateral sewer mines number of days between detection and repair
Unknow

33. In 2024, what was the volume of untreated wastewater released as a result of a disruption or planned maintenance to your organization's wastewater system (collection or treatment)?

Do not include wastewater released due to precipitation (including snowmelt) from combined sewers, unless this release was also as a result of a disruption.

Volume of untreated wastewater in cubic metres
OR
Did not calculate
OR
Do not know

34. What were the causes of the service disruptions in 2024?

Select all that apply.

  1. Pump station or lift station failure not due to power outage
  2. Power outage
  3. Flooding
  4. Planned maintenance
  5. Other- Specify the other cause of service disruption

35. Does your organization's wastewater system need to be upgraded to meet the effluent quality standards of the Federal Wastewater Systems Effluent Regulations?

  1. Yes
  2. No

36. In 2024, how many total hours and days was untreated wastewater released from combined sewers? 

Days 
Hours
OR
Do not know

37. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of wastewater assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Non-Linear wastewater assets

a. Wastewater treatment plants (plants and lagoons)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

b. Other non-linear wastewater assets

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Sewer pipes

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

d. Sanitary forcemains

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total for all wastewater assets

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

38. Does your organization have a documented asset management plan for wastewater?

Yes - At what frequency is the asset management plan for wastewater updated?
Indicate
the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for wastewater?
Indicate
in how many years a plan will be implemented, if applicable.

Number of years

39. What type of asset management information system does your organization use for wastewater?  

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

40. In 2024, what was the maturity level of your organization’s asset management planning for wastewater?  
Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

41. Do climate change adaptation or mitigation factor into your organization’s decision-making process for potable water? 
Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

This completes questions for wastewater.

Storm Water

Non-Linear Assets: assets that can't be measured in linear units (feet, metres) and have one specific address or location. Examples include: wastewater treatment plants, pump stations and water drainage pump stations.

Linear Assets: assets that can be measured in linear units (feet, metres) and do not have one specific address. Examples include: open ditches, local water pipes and sewer pipes."

42. What was your organization's final inventory count of stormwater assets as of December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Non-linear stormwater assets

a. Stormwater drainage pump stations

Count

b. Stormwater management ponds and stormwater wetlands

Count

c. Storm water management facilities - all other permitted end-of-pipe facilities

Count

Linear stormwater assets (Indicate length in kilometres)

d. Culverts (diameter less than 3 m)

Count

e. Open ditches

Count

f. Stormwater pipes (diameter less than 450 mm)

Count

g. Stormwater pipes (diameter greater or equal to 450 mm and less than 1500 mm)

Count

h. Stormwater pipes (diameter greater or equal to 1500 mm)

Count

i. Stormwater pipes (of unknown diameter)

Count

43. Provide the distribution of your organization’s stormwater assets inventory based on the year of completed construction below.

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Non-linear stormwater assets

a. Stormwater drainage pump stations

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b. Stormwater management ponds and stormwater wetlands

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Stormwater management facilities - all other permitted end-of-pipe facilities

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Linear stormwater assets (Indicate length in kilometres)

d. Culverts (diameter less than 3 m)

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Open ditches

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

f. Stormwater pipes (diameter less than 450 mm)

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

g. Stormwater pipes (diameter greater or equal to 450 mm and less than 1500 mm)

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

h. Stormwater pipes (diameter greater or equal to 1500 mm)

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

i. Stormwater pipes (of unknown diameter)

  1. 2020- 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

44. In 2024, what was the overall physical condition of your organization's stormwater assets?

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

Non-linear stormwater assets

a. Stormwater drainage pump stations

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

b. Stormwater management ponds and stormwater wetlands

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Stormwater management facilities - all other permitted end-of-pipe facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Linear stormwater assets

d. Culverts (diameter less than 3 m)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

e. Open ditches

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

f. Stormwater pipes (diameter less than 450 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

g. Stormwater pipes (diameter greater or equal to 450 mm and less than 1500 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

h. Stormwater pipes (diameter greater or equal to 1500 mm)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

i. Stormwater pipes (of unknown diameter)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

45. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of stormwater assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Non-linear stormwater assets

a. Stormwater drainage pump stations

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

b. Stormwater management ponds and stormwater wetlands

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Culverts and open ditches

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

d. Stormwater pipes

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total for all stormwater assets 

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

46. In 2024, how many leaks or bursts were repaired?  

Include leaks or bursts on storm sewer mains and storm cross-connections owned or leased by your organization. 
Provide your best estimate when exact figures are not available. 
Report “0” if none.

a. Storm sewer mains

Storm sewer mains leaks and bursts count
Unknown

b. Storm cross-connections

Storm cross-connections leaks and bursts count
Unknown

47. Of the leaks or bursts reported on question 46, what were the average number of days between detection and repair?

Provide your best estimate when exact figures are not available. 
Report “0” if none.

a. Storm sewer mains

Storm sewer mains number of days between detection and repair
Unknown

b. Storm cross-connections

Storm cross-connections number of days between detection and repair
Unknown

48. As of December 31, 2024, did your organization make use of real-time controls for stormwater management?

This refers to control systems used to manage stormwater volumes in real time during storm events - essentially a system wherein valves on various stormwater structures and parts of a network can be opened and closed to optimize storage and minimize the risk of sewer overflows.  They are either automatic or programmed according to models or operated manually during storms.

  1. Yes
  2. No

49. Does your organization have a documented asset management plan for stormwater?  

Yes - At what frequency is the asset management plan for stormwater updated?
Indicate
the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for stormwater?
Indicate
in how many years a plan will be implemented, if applicable.

Number of years

50. What type of asset management information system does your organization use for stormwater?

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

51. In 2024, what was the maturity level of your organization’s asset management planning for stormwater? 

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

52. Do climate change adaptation or mitigation factor into your organization’s decision-making process for stormwater? 

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

This completes questions for storm water.

Roads

53. In 2024, what was the total length in kilometres of your organization's road network?

Report the length of road assets in terms of two-lane equivalent kilometres, where one kilometre of a four-lane highway is counted as two kilometres. Two-lane equivalent kilometres can be calculated by dividing the total lane kilometres by two, where a single lane one-way road would count for 0.5 kilometres for each lane kilometre in length.

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.
Indicate the length in kilometres.

Road assets

a. Highways

Two-land equivalent kilometres

b. Rural highways

Two-land equivalent kilometres 

c. Arterial roads

Two-land equivalent kilometres 

d. Collector roads

Two-land equivalent kilometres 

e. Local roads

Two-land equivalent kilometres 

f. Lanes and alleys

Two-land equivalent kilometres 

54. Provide the distribution of your organization’s road network in kilometres based on the year of completed construction below.

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.
Report the length of the road assets in two-lane equivalent kilometres.

Road assets

a. Highways

  1. 2020 - 2024
  2. 2010 -2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b. Rural highways

  1. 2020 - 2024
  2. 2010 -2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Arterial roads

  1. 2020 - 2024
  2. 2010 -2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

d. Collector roads

  1. 2020 - 2024
  2. 2010 -2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Local roads

  1. 2020 - 2024
  2. 2010 -2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

f. Lanes and alleys

  1. 2020 - 2024
  2. 2010 -2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

55. In 2024, what was the overall physical condition of your organization’s road assets? 

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

Road assets

a. Highways

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

b. Rural highways

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Arterial roads

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

d. Collector roads

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

e. Local roads

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

f. Lanes and alleys

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

56. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of road assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Road assets

a. Highways

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

b. Rural highways

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Arterial roads

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

d. Collector roads

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

e. Local roads

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

f. Lanes and alleys

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total for all roads

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

57. Does your organization have a documented asset management plan for roads?  

Yes - At what frequency is the asset management plan for roads updated?
Indicate the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for roads?
Indicate in how many years a plan will be implemented, if applicable.  

Number of years

58. What type of asset management information system does your organization use for roads?
Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

59. In 2024, what was the maturity level of your organization’s asset management planning for roads?  

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

60. Do climate change adaptation or mitigation factor into your organization’s decision making process for roads?

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

61. Does accessibility and universal design factor into your organization’s decision-making process for roads?

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for roads.

Bridges and Tunnels

62. What was your organization's final inventory count of bridge and tunnel assets as of December 31, 2024?

Report the length in metres for bridges, culverts and tunnels.

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.

Bridges

a. Highways

Count
Metres

b. Rural highways

Count
Metres

c. Arterials

Count
Metres

d. Collector

Count
Metres

e. Local

Count
Metres

Other

f. Culverts (diameter greater than or equal to 3 metres)

Count
Metres

g. Tunnels

Count
Metres 

63.  Provide the distribution of your organization’s bridge and tunnel asset inventory count based on the year of completed construction below. 

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Bridges

a. Highways

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b. Rural highways

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Arterials

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

d. Collector

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Local

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Other

f. Culverts (diameter greater than or equal to 3 metres)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

g. Tunnels

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

64. In 2024, what was the overall physical condition of your organization's bridge and tunnel assets?

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

Bridges

a. Highways

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

b. Rural highways

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Arterials

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

d. Collector

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

e. Local

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Other

f. Culverts (diameter greater than or equal to 3 metres)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

g. Tunnels

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

65. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of bridges and tunnels assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Bridges

a. Highways

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

b. Rural highways

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Arterials

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

d. Collector

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

e. Local

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Other

f. Culverts (diameter greater than or equal to 3 metres)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

g. Tunnels

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total for all bridges, culverts and tunnels

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

66. Does your organization have a documented asset management plan for bridge and tunnel assets?    

Yes - At what frequency is the asset management plan for bridges and tunnels updated?
Indicate
the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for bridges and tunnels?
Indicate
in how many years a plan will be implemented, if applicable.  

Number of years

67. What type of asset management information system does your organization use for bridges and tunnels? 

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

68. In 2024, what was the maturity level of your organization’s asset management planning for bridges and tunnels?

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

69. Do climate change adaptation or mitigation factor into your organization’s decision-making process for bridges and tunnels?

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

70. Does accessibility and universal design factor into your organization’s decision-making process for bridges and tunnels?

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for bridges and tunnels.

Solid Waste

71. What was your organization's final inventory count of solid waste assets on December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Solid Waste Assets

a. Transfer station assets

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton 

Waste Diversion Assets

b. Composting facilities - excluding anaerobic digestion facilities (biomethanation)

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton

c. Materials recovery facilities

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton 

d. Anaerobic digestion facilities

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton

Waste Disposal Assets

e. Active engineered landfills

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton

f. Active dump sites

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton

g. Closed sites (inactive engineered landfills and dumps)

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton

h. Incinerators

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton

i. Energy from waste facilities

Count
Annual capacity
Unit of measure 1-Metric tonnes
            2-Kilograms
            3-Pounds
            4-Cubic metres
            5-Cubic yards
            6-Short ton

72. Provide the distribution of your organization’s solid waste asset inventory count based on the year of completed construction below.

Provide your best estimate when exact figures are not available.
Report "0" when no assets completed construction during the period.

Solid Waste Assets

a. Transfer station assets

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Waste Diversion Assets

b. Composting facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Materials recovery facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

d. Anaerobic digestion facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Waste Disposal Assets

e. Active engineered landfills

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

f. Active dump sites

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

g. Closed sites (inactive engineered landfills and dumps)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

h. Incinerators

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

i. Energy from waste facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

73. In 2024, what was the overall physical condition of your organization's solid waste assets?

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

Solid Waste Assets

a. Transfer station assets

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Waste Diversion Assets

b. Composting facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Materials recovery facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

d. Anaerobic digestion facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Waste Disposal Assets

e. Active engineered landfills

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

f. Active dump sites

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

g. Closed sites (inactive engineered landfills and dumps)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

h. Incinerators

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

i. Energy from waste facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

74. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of solid waste assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Solid Waste Assets

a. Transfer station assets

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Waste Diversion Assets

b. Waste diversion assets

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Waste Disposal Assets

c. Waste disposal assets excluding closed sites

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total for all solid waste facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

75. Does your organization have a documented asset management plan for solid waste?    

Yes - At what frequency is the asset management plan for solid waste updated?
Indicate
the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for solid waste?
Indicate
in how many years a plan will be implemented, if applicable.  

Number of years

76. What type of asset management information system does your organization use for solid waste?  

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

77. In 2024, what was the maturity level of your organization’s asset management planning for solid waste?

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

78. Do climate change adaptation or mitigation factor into your organization’s decision-making process for solid waste?

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

79. Does accessibility and universal design factor into your organization’s decision-making process for solid waste?  

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for solid waste.

Culture, Recreation and Sports Facilities

80. What was your organization’s final inventory count of culture, recreation and sport facilities as of December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Buildings

a. Indoor ice arenas (excluding performance or spectator 1,000 plus seats)

Count of facilities
Area (square metres)

b. Indoor ice arenas ((performance/spectator (1,000 plus seats))

Count of facilities
Area (square metres)

c. Curling buildings

Count of facilities
Area (square metres)

d. Indoor pools

Count of facilities
Area (square metres)

e. Multi-purpose sports centre

Count of facilities
Area (square metres)

f. Art galleries

Count of facilities
Area (square metres)

g. Libraries

Count of facilities
Area (square metres)

h. Museums and archives

Count of facilities
Area (square metres)

i. Performing arts theatres

Count of facilities
Area (square metres)

j. Indigenous culture facilities

Count of facilities
Area (square metres)

k. Community Centres (senior and youth centres)

Count of facilities
Area (square metres)

l. Multi-purpose facilities, not elsewhere classified

Count of facilities
Area (square metres)

m. Parks (e.g., sports fields, children's parks, nature parks)

Count of facilities
Hectares

n. Other outdoor sports facilities

Count of facilities
Hectares

o. Outdoor speciality areas (e.g., off-leash dog parks, skateparks etc.)

Count of facilities
Hectares

81. What was your organization’s final inventory count of culture, recreation and sport amenities included in the facilities reported in question 80 as of December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Ice amenities

a. Indoor ice pads and rinks

Count

b. Outdoor skating areas and rinks

Count

Aquatics amenities

c. Indoors pools, 50 metres or longer

Count

d. Indoor pools, less than 50 metres

Count

e. Outdoor pools, 50 metres or longer

Count

f. Outdoor pool, less than 50 metres

Count

g. Outdoor spray parks, splash pads and wading pools

Count

Other amenities

h. Indoor gymnasiums

Count

i. Indoor racquet courts

Count

j. Indoor walking and jogging tracks

Count

k. Indoor fitness areas (e.g., weight and cardio equipment spaces)

Count

l. Indoor fields (e.g., multipurpose turf area)

Count

m. Outdoor playgrounds

Count

n. Outdoor racquet courts

Count

o. Ball diamonds

Count

p. Rectangular sports fields (natural turf)

Count

q. Artificial turf sports fields

Count

82. Provide the distribution of your organization’s culture, recreation and sport facility inventory count based on the year of construction completion below.

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Buildings

a. Indoor ice arenas (excluding performance or spectator 1,000 plus seats)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b. Indoor ice arenas ((performance or spectator (1,000 plus seats))

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Curling building

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

d. Indoor pools

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Multi-purpose sports centre

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

f. Art Galleries

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

g. Libraries

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

h. Museums and archives

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

i. Performing arts theatres

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

j. Indigenous culture facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

k. Community centres (senior and youth centres)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

l. Multi-purpose facilities, not elsewhere classified

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

m. Parks (e.g., sports fields, children's parks, nature parks)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

n. Other outdoor sports facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

o. Outdoor speciality areas (e.g., off-leash dog parks, skateparks etc.)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

83. In 2024, what was the overall physical condition of your organization's culture, recreation and sport facility assets?

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

Buildings

a. Indoor ice arenas (excluding performance or spectator 1,000 plus seats)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

b. Indoor ice arenas ((performance or spectator (1,000 plus seats))

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Curling building

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

d. Indoor pools

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

e. Multi-purpose sports centre

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

f. Art Galleries

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

g. Libraries

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

h. Museums and archives

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

i. Performing arts theatres

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

j. Indigenous culture facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

k. Community centres (senior and youth centres)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

l. Multi-purpose facilities, not elsewhere classified

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

m. Parks (e.g., sports fields, children's parks, nature parks)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

n. Other outdoor sports facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

o. Outdoor speciality areas (e.g., off-leash dog parks, skateparks etc.)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

84. As of December 31, 2024, what was your inventory count of culture, recreation and sports facilities that were accessible?

Provide your best estimate when exact figures are not available. 
Report “0” when the organization does not own or lease the asset.  

a. Ice facilities

Count

b. Aquatics facilities

Count

c. Arts and culture facilities

Count

d. Multi-purpose facilities

Count

e. Other facilities

Count

85. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of culture, recreation and sports facilities owned by your organization?

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Ice facilities

a. Indoor ice arenas (excluding performance or spectator 1,000 plus seats)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

b. Indoor ice arenas ((performance/spectator (1,000 plus seats))

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Curling building

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

d. Indoor pools

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

e. Multi-purpose sports centre

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

f. Art galleries

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

g. Libraries

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

h. Museums and archives

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

i. Performing arts theatres

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

j. Indigenous culture facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

k. Community Centres (senior and youth centres)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

l. Multi-purpose facilities, not elsewhere classified

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total culture, recreation and sport buildings

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Outdoor facilities

m. Parks (e.g., sports fields, children's parks, nature parks)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

n. Other outdoor sports facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

o. Outdoor speciality areas (e.g., off-leash dog parks, skateparks etc.)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total culture, recreation and sport outdoor facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

86. Does your organization have a documented asset management plan for culture, recreation and sports facilities?

Yes - At what frequency is the asset management plan for culture, recreation and sports facilities updated?
Indicate
the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for culture, recreation and sports facilities?
Indicate
in how many years a plan will be implemented, if applicable.  

Number of years

87. What type of asset management information system does your organization use for culture, recreation and sports facilities?  

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

88. In 2024, what was the maturity level of your organization’s asset management planning for culture, recreation and sports facilities?

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

89. Do climate change adaptation or mitigation factor into your organization’s decision-making process for culture, recreation and sports facilities??

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

90. Does accessibility and universal design factor into your organization’s decision-making process for culture, recreation and sports facilities?

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for culture, recreation and sport facilities.

Public Transit

91. What was your organization’s final inventory count of public transit assets as of December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Buses

a. Diesel

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

b. Bio-diesel

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

c. Electric (including battery electric, hydrogen fuel cell electric, and trolley)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

d. Natural gas

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

e. Hybrid (includes diesel, biodiesel and natural gas)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

f. Gasoline

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

g. Other buses

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

Other rolling stock assets

h. Streetcars

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

i. Ferries

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

j. Heavy railcars (Include subway cars)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

k. Commuter railcars (Include locomotives and passenger)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

l. Light railcars

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

m. Specialized transit (Include para or handi transpo and dial a ride vehicles)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

Other permanent public transit assets

n. Passenger stations and terminals

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

o. Transit shelters

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

p. Exclusive rights-of ways

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

Other integrated assets of public transit

q. Parking lots

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

r. Bicycle racks and shelters

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

s. Passenger drop off facilities

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

Maintenance and storage facilities

t. Maintenance and storage facilities

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

Transit exclusive bridges and tunnels

u. Bridges (Transit exclusive only)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

v. Tunnels (Transit exclusive only)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

Track and road network (Transit exclusive)

w. Tracks (indicate length in kilometres)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

x. Roads (indicate length in kilometres)

Count
Total number of seats
Number of accessible seats (including wheelchair tie downs)

92. As of December 31, 2024, what was your organization’s final inventory count of public transit assets that allow for the accessibility features below?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Standard buses

a1. Standard buses low floor buses

Count

a2. Standard buses with a lift or retractable ramp to support use by wheelchairs

Count

a3. Standard buses with priority or dedicated seating for people with disabilities

Count

a4. Standard buses with electronic signage which displays stop information

Count

a5. Standard buses that broadcast audio alerts with stop information

Count

a6. Standard buses which offer cashless fare payment

Count

Para-transit buses

b1. Para-transit buses low floor buses

Count

b2. Para-transit buses with a lift or retractable ramp to support use by wheelchairs

Count

b3. Para-transit buses with priority or dedicated seating for people with disabilities

Count

b4. Para-transit buses with electronic signage which displays stop information

Count

b5. Para-transit buses that broadcast audio alerts with stop information

Count

b6. Para-transit buses which offer cashless fare payment

Count

Streetcars

c1. Streetcars wheelchair accessible trains

Count

c2. Streetcars with priority or dedicated seating for people with disabilities

Count

c3. Streetcars with electronic signage which displays stop information

Count

c4. Streetcars that broadcast audio alerts with stop information

Count

c5. Streetcars which offer cashless fare payment

Count

Heavy railcars

d1. Heavy railcars wheelchair accessible trains

Count

d2. Heavy railcars with priority or dedicated seating for people with disabilities

Count

d3. Heavy railcars with electronic signage which displays stop information

Count

d4. Heavy railcars that broadcast audio alerts with stop information

Count

d5. Heavy railcars which offer cashless fare payment

Count

Commuter railcars

e1. Commuter railcars wheelchair accessible trains

Count

e2. Commuter railcars with priority or dedicated seating for people with disabilities

Count

e3. Commuter railcars with electronic signage which displays stop information

Count

e4. Commuter railcars that broadcast audio alerts with stop information

Count

e5. Commuter railcars which offer cashless fare payment

Count

Light railcars

f1. Light railcars wheelchair accessible trains

Count

f2. Light railcars with priority or dedicated seating for people with disabilities

Count

f3. Light railcars with electronic signage which displays stop information

Count

f4. Light railcars that broadcast audio alerts with stop information

Count

f5. Light railcars which offer cashless fare payment

Count

Passenger stations and terminals

g1. Passenger stations and terminals fully wheelchair accessible

Count

g2. Passenger stations and terminals with audio announcements with arrival or departure information

Count

g3. Passenger stations and terminals with video signage with arrival or departure information

Count

Transit shelters

h1. Transit shelters fully wheelchair accessible

Count

h2. Transit shelters with audio announcements with arrival or departure information

Count

h3. Transit shelters with video signage with arrival or departure information

Count

93. Provide the distribution of your organization’s public transit infrastructure asset inventory based on the year of construction completion below.

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Buses

a. Diesel

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b. Bio-diesel

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Electric (including battery electric, hydrogen fuel cell electric, and trolley)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

d. Natural gas

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Hybrid (Including diesel, biodiesel and natural gas)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

f. Gasoline

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

g. Other buses

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Other rolling stock assets

h. Streetcars

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

i. Ferries

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

j. Heavy railcars (Include subway cars)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

k. Commuter railcars (Include locomotives)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

l. Light railcars

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

m. Specialized transit (Include para or handi transpo and dial a ride vehicles)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Other permanent public transit assets

n. Passenger stations and terminals

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

o. Transit shelters

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

p. Exclusive rights-of ways

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Other integrated assets of public transit

q. Parking lots

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

r. Bicycle racks and shelters

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

s. Passenger drop off facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Maintenance and storage facilities

t. Maintenance and storage facilities

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Transit exclusive bridges and tunnels

u. Bridges

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

v. Tunnels

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

Track and road network assets (Transit exclusive)

v. Tracks (indicate length in kilometres)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

w. Roads (indicate length in kilometres)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

94. In 2024, what was the overall physical condition of your organization's public transit assets?

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

Buses

a. Diesel

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

b. Bio-diesel

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

c. Electric (including battery electric, hydrogen fuel cell electric, and trolley)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

d. Natural gas

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

e. Hybrid (includes diesel, biodiesel and natural gas)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

f. Gasoline

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

g. Other buses

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Other rolling stock assets

h. Streetcars

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

i. Ferries

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

j. Heavy railcars (Include subway cars)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

k. Commuter railcars (Include locomotives)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

l. Light railcars

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

m. Specialized transit (Include para or handi transpo and dial a ride vehicles)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Other permanent public transit assets

n. Passenger stations and terminals

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

o. Transit shelters

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

p. Exclusive rights-of ways

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Other integrated assets of public transit

p. Parking lots 

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

q. Bicycle racks and shelters

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

r. Passenger drop off facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Maintenance and storage facilities

s. Maintenance and storage facilities

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Transit exclusive bridges and tunnels

t. Bridges (Transit exclusive only)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

u. Tunnels (Transit exclusive only)

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

Track and road network (Transit exclusive)

v. Tracks

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

w. Roads

  1. Very Poor
  2. Poor
  3. Fair
  4. Good
  5. Very Good
  6. Do not know

95. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of public transit assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

Buses

a. Buses

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Other rolling stock assets

b. Streetcars

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Ferries

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

d. Railcars

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

e. Specialized transit (Include para or handi transpo and dial a ride vehicles)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total rolling stock

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Other permanent public transit assets

f. Passenger stations and terminals

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

g. Other facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Maintenance and storage facilities

h. Maintenance and storage facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

i. Other facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total other facilities

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Transit exclusive bridges and tunnels

j. Bridges (Transit exclusive only)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

k. Tunnels (Transit exclusive only)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total bridges and tunnels

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Track and road network assets

l. Tracks and road network (Transit exclusive)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

96. What is the capacity of your bus depots (in 40-foot bus equivalents)?  

Capacity

97. What is the bus charging capacity of your fixed assets in kilowatthours (kWh)?  

Kilowatthours

98. Does your organization have a documented asset management plan for public transit?      

Yes - At what frequency is the asset management plan for public transit updated?
Indicate
the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for public transit?
Indicate
in how many years a plan will be implemented, if applicable.  

Number of years

99. What type of asset management information system does your organization use for public transit?

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

100. In 2024, what was the maturity level of your organization’s asset management planning for public transit?

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

101. Do climate change adaptation or mitigation factor into your organization’s decision-making process for public transit?

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

102. Does accessibility and universal design factor into your organization’s decision-making process for public transit?

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for public transit.

Active Transportation

103. What was your organization’s final inventory count or length of active transportation assets as of December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

a. Bikeways or Cycleways

a1. High-comfort bikeways

Length in kilometres

a2. Medium-comfort bikeways

Length in kilometres

a3. Low-comfort bikeways

Length in kilometres

b. Paved pathways (excludes bikeways)

Length in kilometres

c. Non-paved trails

Length in kilometres

d. Sidewalks

Length in kilometres

e. Footbridges

Length in kilometres
Count

f. Pedestrian tunnels

Length in kilometres
Count

104. Provide the distribution of your organization’s active transportation assets inventory count based on the year of construction completion below. 

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.

a. Bikeways or Cycleways

a1. High-comfort bikeways

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

a2. Medium-comfort bikeways

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

b.  Paved pathways (excludes bikeways)

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

c. Non-paved trails

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

d. Sidewalks

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

e. Footbridges

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

f. Pedestrian tunnels

  1. 2020 - 2024
  2. 2010 - 2019
  3. 2000 – 2009
  4. 1970 – 1999
  5. 1940 - 1969
  6. Prior to 1940

105. In 2024, what was the overall physical condition of your organization’s active transportation assets?  

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

a. Bikeways or Cycleways

a1. High-comfort bikeways

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

a2. Medium-comfort bikeways

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

b. Paved pathways (excludes bikeways)

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

c. Non-paved trails

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

d. Sidewalks

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

e. Footbridges

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

f. Pedestrian tunnels

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

106. As of December 31, 2024, what percentage of your active transportation assets are accessible (for example, sloped curbs at intersections)?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

a. Bikeways or Cycleways

a1. High-comfort bikeways

Percentage

a2. Medium-comfort bikeways

Percentage

a3. Low-comfort bikeways

Percentage

b. Paved pathways (excludes bikeways)

Percentage

c. Non-paved trails

Percentage

d. Sidewalks

Percentage

e. Footbridges

Percentage

f. Pedestrian tunnels

Percentage

107. What is the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of active transportation assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars.

a. Bikeways or Cycleways

a1. Total bikeways or cycleways

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

b. Paved pathways (excludes bikeways)

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

c. Non-paved trails

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

d. Sidewalks

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

e. Footbridges

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

f. Pedestrian tunnels

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

Total active transportation assets

  1. Estimated Replacement Value
  2. Required Renewal Budget
  3. Actual Renewal Expenditures

108. Does your organization have a documented asset management plan for active transportation? 

Yes - At what frequency is the asset management plan for active transportation updated?
Indicate
the frequency in years, if applicable.

Number of years

No - When does your organization plan to have a documented asset management plan in place for active transportation?

Indicate in how many years a plan will be implemented, if applicable.

Number of years

109. What type of asset management information system does your organization use for active transportation?  

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

110. In 2024, what was the maturity level of your organization’s asset management planning for active transportation?  

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

111. Do climate change adaptation or mitigation factor into your organization’s decision-making process for active transportation?

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

112. Does accessibility and universal design factor into your organization’s decision-making process for active transportation?

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for active transportation.

Natural Infrastructure

113. What was your organization’s final inventory of non-linear natural infrastructure assets as of December 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Water-related, non-linear assets

a. Naturalized stormwater ponds

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares 

b. Wetlands and restored flood plains

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares 

c. Rain gardens

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares 

d. Permeable land cover

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares 

e. Infiltration basins

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares 

f. Floating treatment wetlands or islands

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares 

Non-water-related, non-linear assets

g. Urban forests 

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares

h. Green roofs  

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares

i. Community gardens  

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares

j. Grasslands

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares

k. Living walls or green walls

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares

l. Ecological corridors  

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares

All other non-linear features

m. Other linear – please describe other linear

Count
Area
Unit of measure 1-Square metres
            2-Square kilometres
            3-Acres
            4-Hectares

114. What was your organization’s final inventory of linear natural infrastructure assets as of Decemember 31, 2024?

Provide your best estimate when exact figures are not available.
Report "0" when the organization does not own or lease the asset.

Water-related, linear assets

a. Bioswales

Count
Length
Unit of measure 1-Metres
            2-Kilometres
            3-Feet

b. Living dykes   

Count
Length
Unit of measure 1-Metres
            2-Kilometres
            3-Feet

c. Vegetated filter strip  

Count
Length
Unit of measure 1-Metres
            2-Kilometres
            3-Feet

d. Riparian buffers  

Count
Length
Unit of measure 1-Metres
            2-Kilometres
            3-Feet

e. Infiltration trenches  

Count
Length
Unit of measure 1-Metres
            2-Kilometres
            3-Feet

All other linear features

f. Other linear – please describe other linear

Count
Length
Unit of measure 1-Metres
            2-Kilometres
            3-Feet

115. As of December 31, 2024, for which of the following community services does your organization use natural infrastructure?  

Select all that apply.  

Climate change resilience   
Increased access to nature  
Improved environmental quality   
Enhanced biodiversity  
Climate change mitigation
Other – specify the other community service

116. As of December 31, 2024, to protect against which climate hazards is your organization using natural infrastructure to address?

Select all that apply.  

Flooding
Coastal erosion  
Extreme rainfall or precipitation
Extreme heat   
Wildfire
Other – specify the other climate hazards

117. Does your organization have a documented asset management plan for natural infrastructure assets?

Yes - At what frequency is the asset management plan for natural infrastructure updated?
Indicate
the frequency in years, if applicable.

Number of years

Does your organization currently track the condition of its natural assets?

Yes
No

Has your organization undertaken or completed a natural assets valuation (or accounting) process?

Yes
No

No - When does your organization plan to have a documented asset management plan in place for natural infrastructure assets?
Indicate
in how many years a plan will be implemented, if applicable.

118. What type of asset management information system does your organization use for natural infrastructure? 

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

119. In 2024, what was the maturity level of your organization’s asset management planning for natural infrastructure assets?

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

120. Do climate change adaptation or mitigation factor into your organization’s decision-making process for natural infrastructure?
Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

121. Does accessibility and universal design factor into your organization’s decision-making process for natural infrastructure?
Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for natural infrastructure.

Shelters and homeless services

122. What was your organization’s final inventory count of shelters and homeless services assets as of December 31, 2024?

Include structures owned by your organization even if operated or managed by other organizations.
Exclude structures operated or managed by your organization but not owned by your organization.
Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.
Report according to the main purpose of the structure (where structures are used for multiple purposes).

Shelters and homeless services

a. Emergency shelters

Count of structures
Count of beds within structures

b. Transitional shelters

Count of structures
Count of beds within structures

c. Domestic violence shelters

Count of structures
Count of beds within structures

d. Other homeless services not elsewhere classified

Count of structures
Count of beds within structures

123. Provide the distribution of your organization’s shelters and homeless services assets inventory count based on the year of construction completion below.

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.

Shelters and homeless service

a. Emergency shelters

  1. 2020 to 2024
  2. 2010 to 2019
  3. 2000 to 2009
  4. 1970 to 1999
  5. 1940 to 1969
  6. Prior to 1940

b. Transitional shelters

  1. 2020 to 2024
  2. 2010 to 2019
  3. 2000 to 2009
  4. 1970 to 1999
  5. 1940 to 1969
  6. Prior to 1940

c. Domestic violence shelters

  1. 2020 to 2024
  2. 2010 to 2019
  3. 2000 to 2009
  4. 1970 to 1999
  5. 1940 to 1969
  6. Prior to 1940

d. Other homeless services not elsewhere classified

  1. 2020 to 2024
  2. 2010 to 2019
  3. 2000 to 2009
  4. 1970 to 1999
  5. 1940 to 1969
  6. Prior to 1940

124. In 2024, what was the overall physical condition of your organization’s shelter and homeless services assets?

Indicate the percent distribution of your assets by using the condition rating scale. This includes items to be decommissioned. Each reporting asset must total to 100%.

a. Emergency shelters

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

b. Transitional shelters

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

c. Domestic violence shelters

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

d. Other homeless services not elsewhere classified

  1. Very poor
  2. Poor
  3. Fair
  4. Good
  5. Very good
  6. Do not know

125. What were the 2024 estimated replacement value, required renewal budget, and actual renewal expenditures of shelters and homeless services assets owned by your organization?

Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.
If a breakdown is not available, please provide the total.
Please report all amounts in thousands of Canadian dollars. 

Shelters and homeless services

a. Shelters and homeless services

  1. Estimated replacement value
  2. Required renewal budget
  3. Actual renewal expenditures

126. Does your organization have a documented asset management plan for shelters and homeless services?

Yes - At what frequency is the asset management plan for shelters and homeless services updated?
Indicate
the frequency in years, if applicable.  

Number of years

No - When does your organization plan to have a documented asset management plan in place for shelters and homeless services?
Indicate
in how many years a plan will be implemented, if applicable.

Number of years

127. What type of asset management information system does your organization use for shelters and homeless services?  
Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

128. In 2024, what was the maturity level of your organization’s asset management planning for shelters and homeless services?

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

129. Do climate change adaptation and mitigation factor into your organization’s decision-making process for shelters and homeless services?

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

130. Does accessibility and universal design factor into your organization’s decision-making process for shelters and homeless services?

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for shelters and homeless services.

Social and affordable housing

131. As of December 31, 2024, what was your organization’s final inventory count of public social and affordable housing structures and units?

Include structures owned by your organization even if operated or managed by other organizations.
Exclude structures operated or managed by your organization but not owned by your organization.
Provide your best estimate when exact figures are not available.
Report “0” when the organization does not own or lease the asset.

a. Single detached house
Count of structures
Count of units within structures

b. Semi detached house (Include duplex / triplex housing)
Count of structures
Count of units within structures

c. Row house (i.e., a set of row houses represents one structure)
Count of structures
Count of units within structures

d. Apartment building (fewer than five storeys)
Count of structures
Count of units within structures

e. Apartment building (five or more storeys)
Count of structures
Count of units within structures

132. As of December 31, 2024, what percentage of your organization’s inventory of public social and affordable housing structures have a barrier-free design?  

Include buildings that have a barrier free entrance and path of travel.   

a. Single detached house
Percentage of total count of structures

b. Semi-detached house (Include duplex / triplex housing)
Percentage of total count of structures

c. Row house (i.e., a set of row houses represents one structure)
Percentage of total count of structures

d. Apartment building (fewer than 5 storeys)
Percentage of total count of structures

e. Apartment building (five or more storeys)
Percentage of total count of structures

133. Does your organization have a documented asset management plan for public social and affordable housing?  

Yes - At what frequency is the asset management plan for public social and affordable housing updated?
Indicate
the frequency in years, if applicable.  

Number of years

No - When does your organization plan to have a documented asset management plan in place for public social and affordable housing?  
Indicate
in how many years a plan will be implemented, if applicable.

Number of years

134. What type of asset management information system does your organization use for public social and affordable housing?

Select only one answer.

Type of system:

  1. Custom software
  2. Off-the-shelf software
  3. Spreadsheet
  4. Paper records
  5. Do not know
  6. Other

135. In 2024, what was the maturity level of your organization’s asset management planning for public social and affordable housing?

Select only one answer.

Maturity level:

  1. Aware
  2. Developing
  3. Competent
  4. Optimizing
  5. Excellent
  6. Do not know

136. Do climate change adaptation and mitigation factor into your organization’s decision-making process for public social and affordable housing?

Select only one answer.

Climate change adaptation and mitigation:

  1. Climate change adaptation
  2. Climate change mitigation
  3. Both adaptation and mitigation
  4. Not a factor
  5. Do not know

137. Does accessibility and universal design factor into your organization’s decision-making process for public social and affordable housing?

Select only one answer.

Accessibility and universal design:

  1. Accessibility
  2. Universal design
  3. Both accessibility and universal design
  4. Not a factor
  5. Do not know

This completes questions for public, social and affordable housing.

Video - Barriers to Accessibility in Canada: Public Spaces, American Sign Language

This American Sign Language video uses the 2022 Canadian Survey on Disability to explore the experiences of barriers to accessibility in public spaces among persons with disabilities aged 15 years and over. More closely examining the barriers encountered by persons with disabilities as they navigate their environments is important in furthering progress towards an accessible and inclusive Canada.

2025 Biannual Potato Area and Yield Survey – June: Reporting Guide

Integrated Business Statistics Program (IBSP)

This guide is designed to assist you as you complete the 2025 Biannual Potato Area and Yield Survey - June. If you need more information, please call the Statistics Canada Help Line at the number below.

Your answers are confidential.

Statistics Canada is prohibited by law from releasing any information it collects which could identify any person, business, or organization, unless consent has been given by the respondent or as permitted by the Statistics Act.

Statistics Canada will use information from this survey for statistical purposes.

Help Line: 1-877-949-9492 or TTY 1-855-382-7745

Table of contents

A - Reporting instructions

  • When precise figures are not available, please provide your best estimates.

B - Definitions

Legal Name

The legal name is one recognized by law, thus it is the name liable for pursuit or for debts incurred by the business or organization. In the case of a corporation, it is the legal name as fixed by its charter or the statute by which the corporation was created.

Modifications to the legal name should only be done to correct a spelling error or typo.

To indicate a legal name of another legal entity you should instead indicate it in question 3 by selecting 'Not currently operational' and then choosing the applicable reason and providing the legal name of this other entity along with any other requested information.

Operating Name

The operating name is a name the business or organization is commonly known as if different from its legal name. The operating name is synonymous with trade name.

Current main activity of the business or organization

The North American Industry Classification System (NAICS) is an industry classification system developed by the statistical agencies of Canada, Mexico and the United States. Created against the background of the North American Free Trade Agreement, it is designed to provide common definitions of the industrial structure of the three countries and a common statistical framework to facilitate the analysis of the three economies. NAICS is based on supply-side or production-oriented principles, to ensure that industrial data, classified to NAICS, are suitable for the analysis of production-related issues such as industrial performance.

The target entity for which NAICS is designed are businesses and other organizations engaged in the production of goods and services. They include farms, incorporated and unincorporated businesses and government business enterprises. They also include government institutions and agencies engaged in the production of marketed and non-marketed services, as well as organizations such as professional associations and unions and charitable or non-profit organizations and the employees of households.

The associated NAICS should reflect those activities conducted by the business or organizational unit(s) targeted by this questionnaire only, and which can be identified by the specified legal and operating name. The main activity is the activity which most defines the targeted business or organization's main purpose or reason for existence. For a business or organization that is for-profit, it is normally the activity that generates the majority of the revenue for the entity.

The NAICS classification contains a limited number of activity classifications; the associated classification might be applicable for this business or organization even if it is not exactly how you would describe this business or organization's main activity.

Please note that any modifications to the main activity through your response to this question might not necessarily be reflected prior to the transmitting of subsequent questionnaires and as a result they may not contain this updated information.

C - Question 1 and 2

Are you growing any potatoes for sale this year? 

What is the total area of potatoes planted in this crop year?

Please report for the entire operation. Report the area of potatoes planted on land owned or rented by all partners in the operation.

Please report all planting intentions, if you have not completed your planting activities when completing this survey.

Crop Year

The period of time between one year's harvest to the next.

For most provinces, the crop year is from August to the following July.

However, in British Columbia, they could harvest potatoes as early as June so their crop year could run from June to the following May.

Thank you for your participation.

Applying Random Forest Algorithms to Enhance Expenditure Predictions in Government Grants and Contributions Programs

By Pierre Zwiller-Panicz, Margarita Novikova, Kirsten Gaudreau, Matthew Paslawski

Summary

This study develops and implements a machine learning model to forecast expenditures in HICC Grants and Contributions programs, focusing on reimbursement-based claims. A comparative analysis of algorithms identified Random Forest as the most effective, achieving an R-squared of 39%. Integrated into a Power BI dashboard, the model enables real-time expenditure analysis, trend visualization, and actual vs. forecast comparisons. Its implementation reduced forecasting time from three months to one, improving financial planning and stakeholder engagement.

The model has had a significant business impact, streamlining discussions between financial managers (FMAs) and program stakeholders while providing real-time insights for better decision-making. Although its applicability is limited to programs with established projects and it performs less accurately for allocation-based programs, it has proven highly effective for reimbursement-based claims with 30 or more active projects.

With its demonstrated success, the model represents a valuable step forward in financial forecasting. Its implementation has set the stage for further advancements, paving the way for broader adoption and continued improvements in predictive accuracy and program applicability.

1. Introduction

Housing, Infrastructure, and Communities Canada plays a crucial role in funding and supporting infrastructure projects that contribute to sustainable, inclusive, and climate-resilient communities. The department’s G&C programs require detailed, multi-year financial forecasts to ensure efficient allocation of government funding. However, the unpredictable nature of infrastructure projects often leads to overstated cashflow estimates, resulting in unspent funds and budget inefficiencies. As HICC's G&C programming continues to expand, the need for a scalable, data-driven forecasting solution has become increasingly clear.

To address these challenges, HICC implemented a ML forecasting model in May 2024. This innovative tool leverages advanced analytics to improve expenditure forecasting, enhance financial planning accuracy, and optimize budget allocation. By integrating this model into HICC’s existing suite of forecasting tools, the department aims to reduce inefficiencies, support data-driven decision-making, and strengthen its ability to fund critical infrastructure initiatives.

This article explores the development and implementation of the ML G&C forecasting model. It begins with an overview of the project’s background and objectives, followed by the model’s technical development and integration into HICC’s financial forecasting processes. The results and their impact on financial planning are then analyzed. The article concludes with recommendations for future enhancements and potential applications of the model.

2. ML Forecasting Model Background

2.1. Background and Evolution of Initiatives

In fiscal year 2016-2017 and 2017-2018, HICC lapsed approximately 64% of its anticipated Grants and Contributions authorities which led to a demand by central agencies for predictability in forecasting the fiscal profile of infrastructure programming. In response, HICC took several steps toward addressing these challenges:

  • 2019–2020: HICC established a departmental Tiger Team to examine all aspects of the management of contribution funding to better align appropriations with actual expenditures.
  • 2020–2022: HICC established a Grants and Contributions Centre of Expertise with a finance-focused skill set to address these issues.

2.2. Challenges in Current G&C Forecasting

Since its inception, the GCCOE has developed a suite of forecasting methods and processes that has helped reduce the departmental lapse in Grants Contribution funding. However, these methods and processes have created extensive workload on Financial Management Advisors (FMAs) to generate accurate forecasts which lacked standardization between different programs.

2.3. Purpose and Objective of the Model

To address these gaps, the GCCOE partners with the OCDO to explore a data-driven approach which could complement and build upon HICC’s existing suite of forecasting methods by providing a more accurate basis for FMA forecasts while simultaneously reducing workload.

The ML model's key objective is to improve forecasting of G&Cs at HICC by developing an automated forecasting tool informed by historical G&C data that is adaptable to current and new programming, thereby improving efficiency of HICC’s G&C multi-year forecasting process.

3. ML Forecasting Model Development & Implementation

This section will explore the development of the ML forecasting model, from its data sources to the final interactive tool. It will detail how the model was designed, integrated, and deployed to provide FMAs with real-time insights.

Figure 1:  Data Pipeline
Description - Figure 1 : Data Pipeline

Description: The image illustrates a data pipeline: Program Information Management System (PIMS) stores raw and historical data, which is extracted, cleaned, and preprocessed in Python before moving to Azure. The Unified Data Platform (UDP) manages model training, deployment, and processed data storage. Finally, Power BI connects to the database to visualize insights.

3.1. Data Sources

The first step in developing the ML Forecasting Model involved sourcing data from HICC’s Program Information Management System (PIMS), as illustrated in Figure 1 – Data Pipeline. PIMS provided detailed information on program funding and expenditures across three layers: Programs, Contribution Agreements, and Projects. Key variables included:

Variable Definition Sample Data
Project ID A unique identifier for each project 13176
Contribution Agreement ID A unique identifier linking the project to a specific funding agreement. 2
Fiscal Year The fiscal year associated with the project’s expenditures and cashflows. 2007-2008
Project Cashflow The projected or actual cash inflow and outflow for the project. 500 000
Project Expenditure The amount spent on the project within a given period. 500 000
Total Amount per Contribution Agreement The full allocated budget under a specific agreement. 2 000 000
Total Amount per Program Contribution The overall funding contribution assigned to the program, encompassing multiple agreements. 2 000 000
Project Status Indicates the current state of the project (e.g., active, completed, pending). Closed

3.2. Data Preprocessing

3.2.1. Cleansing and Transformation

The data cleaning process began by identifying and removing blank entries that were irrelevant to the financial forecasting model. The final dataset included only projects with statuses—"closed," "completed," and "in implementation"—ensuring a comprehensive evaluation across all stages of the project lifecycle, which enhanced the model's robustness and adaptability.

Next, data manipulation was performed to generate key variables such as average expenditure, prior expenditures, remaining amounts, and contribution agreement values. Finally, a disaggregation process standardized the data to a consistent level of granularity. Initially structured at multiple levels—project, contribution agreement, and program—the dataset was ultimately consolidated at the project level to align with the forecasting model’s analytical framework.

To enhance the model's ability to capture financial constraints and monitor spending limits, several engineered features were derived from existing variables. These features include the total project amount, cumulative project amount, cumulative previous expenditures, recent expenditures, project lifecycle, average preceding expenditures, remaining funds, and remaining funds at the start of each fiscal year. By integrating these variables, the dataset was enriched with additional financial insights, ensuring a more accurate representation of project spending dynamics.

New Variables Definition
Total Project Amount The total budget allocated for a project over its entire duration. This is the sum of all planned expenditures for the project.
Cumulative Project Amount The total amount spent on the project from its start up to the current fiscal year. This helps track how much of the budget has been utilized.
Cumulative Previous Expenditures The sum of expenditures from all previous years before the current fiscal year. This excludes spending in the current year but provides historical financial context.
Recent Expenditures The expenditures from the most recent fiscal year, reflecting the latest spending trends.
Project Lifecycle The total number of years the project is expected to run, from its start year to its planned completion.
Average Preceding Expenditures The average amount spent per year in past years. This is calculated as Cumulative Previous Expenditures / (Current Year - Start Year).
Remaining Funds The total project budget minus cumulative expenditures. This represents the funds still available for future spending.
Remaining Funds at the Start of Each Fiscal Year The amount of money left unspent at the beginning of a new fiscal year, before any new expenditures are incurred.
Amount A derived variable used to improve forecast accuracy. Since future expenditures are initially 0, the model tends to predict unrealistically low values. Instead, the Amount variable replaces missing future expenditures with Cashflow (expected future disbursements), while keeping past expenditures unchanged.

3.2.2. Segmentation

With the cleaned and transformed dataset in place, the next step involved analyzing the distribution of project expenditure to better inform the modeling approach. As illustrated in Figure 2 – Project Amount Distribution, the dataset exhibited significant heterogeneity, with 95% of projects accounting for only 5% of the department’s total dollar contribution, while the remaining 5% represented 95% of the expenditures.

Figure 2: Project Amount Distribution
Figure 2: Project Amount Distribution

The scatter plot shows how project total costs relate to the number of projects. Most data points are clustered toward the lower end of the cost scale, meaning many projects have relatively low total costs. However, a few points are spread far to the right, indicating some projects have very high costs. This creates a right-skewed pattern, where the majority of projects are on the lower end, but a small number of high-cost projects extend the distribution.

Given the significant disparities in project expenditures our finance colleagues initially recommended a segmentation approach. Their manual classification was based on project amounts to account for this imbalance. To refine this approach, we explored an advanced segmentation methodology. Instead of segmenting by project amount, our analysis suggested that project duration provided a better differentiation because, when comparing results, project duration offered better homogeneity within clusters, leading to more consistent groupings and improved predictive performance. During the development phase, shifting the segmentation criterion from total project cost to project duration reduced the MAE for the Random Forest model by at least 300,000. This initial categorization of projects into high materiality (>5 years) and low materiality (<5 years) led to a measurable improvement in model performance.

3.2.3. Principal Component Analysis (PCA)

To address multicollinearity among key variables, we incorporated Principal Component Analysis (PCA). Variance Inflation Factor analysis revealed severe collinearity, as illustrated in Figure 3, particularly among financial variables such as Project Total Amount, Cumulative Project Amount, and Remaining. This redundancy posed a risk of distorting predictions, especially for large-scale programs like Investing in Canada Infrastructure Program (ICIP)Footnote 1.

Figure 3: Correlation Matrix – overview of multicollinearity among variables
Figure 3: Correlation Matrix – overview of multicollinearity among variables

The correlation matrix provides an overview of the relationships between all variables in the model. Each cell represents the correlation coefficient between two variables, ranging from -1 (strong negative correlation) to 1 (strong positive correlation). Highly correlated variables indicate potential redundancy, while weak or no correlation suggests independent features. The diagonal values are always 1, as each variable is perfectly correlated with itself. This matrix helps in identifying multicollinearity, selecting the most relevant features, and understanding variable interactions within the dataset.

By applying PCA, we transformed the original features into orthogonal components, capturing the maximum variance in a reduced-dimensional space. The explained variance analysis showed that five components retained about 90% of the total variance, preserving most of the dataset's information while reducing dimensionality. This trade-off mitigates multicollinearity while maintaining the predictive power of key features.

Figure 4:  Variance by number of component
Figure 4: Variance by number of component

The graph illustrates the explained variance as a function of the number of principal components (PCs). The curve shows a steep increase at the beginning, indicating that the first few components capture most of the variance in the dataset. With five principal components, the cumulative explained variance reaches 90%, suggesting that these components retain most of the essential information while reducing dimensionality. Beyond this point, additional components contribute marginally to the total variance, emphasizing the effectiveness of using five PCs for data representation.

The PCA was used to reduce multicollinearity among the financial variables while preserving the most informative features. Figure 5: PCA results illustrates this method loadings, which represent how strongly each original variable contributes to a given principal component.

Figure 5: PCA results
Figure 5: PCA results

The PCA loadings heatmap visually represents the contribution of each original variable to the principal components, highlighting key dimensions of project expenditures. Each principal component was derived to encapsulate a distinct financial aspect of the projects. Project Funding & Scale is primarily influenced by the total program contribution amount, project total amount, and cumulative project amount, reflecting the overall financial scope. Remaining Resources captures unspent funds, dominated by variables related to remaining budget values. Initial Resources focuses on the initial financial allocation, showing moderate contributions from total program contributions and project total amounts. Project Duration is strongly associated with project lifetime, indicating its role in capturing time-related aspects. Lastly, Lifecycle Contributions represents historical spending trends through variables such as cumulative project amount, previous spend, and average preceding spend. This dimensionality reduction approach mitigates multicollinearity, ensuring the model remains stable while preserving the explanatory power of financial predictors.

To improve interpretability, the principal components were renamed based on their dominant loadings:

  1. Principal Component 1: Project Funding & Scale – This component is influenced by TOTAL_PROGRAM_CONTRIBUTION_AMT (0.41), project_total_amount (0.41), and cumulative_project_amount (0.37). It represents the overall financial scale of a project, emphasizing the total funding available.
  2. Principal Component 2: Remaining Resources – This component captures the availability of unspent funds, primarily driven by Remaining (0.46) and Remaining_start_year (0.41). It indicates the funding is still accessible for ongoing projects.
  3. Principal Component 3: Initial Resources – This component is moderately influenced by TOTAL_PROGRAM_CONTRIBUTION_AMT (0.21), project_total_amount (0.10), and cumulative_project_amount (0.04), suggesting it relates to the initial allocation of financial resources at the start of a project.
  4. Principal Component 4: Project Duration – This component strongly correlates with project_lifetime (0.70), indicating that it captures project longevity and its relationship to past spending trends.
  5. Principal Component 5: Lifecycle Contributions – This component captures the financial balance across a project’s timeline, with strong contributions from project_lifetime (0.61) and previous_spend (0.26).

By integrating PCA into our modeling pipeline, we effectively addressed the collinearity issues present in the original dataset and improved the stability and interpretability of the model.

The review also highlighted an important consideration: if most of the variance is not captured within a few components, it may indicate a complex data structure or non-linear relationships. In such cases, techniques like Kernel PCA, t-SNE, or UMAP might be more suitable. However, since PCA with five components retains 90% of the variance, it remains a valid choice for dimensionality reduction in this context. Future work could further explore non-linear embeddings to determine if an alternative approach provides additional performance gains.

4. G&Cs Machine Learning Forecasting Model Development

With the pre-processing complete, the next phase focused on building a robust forecasting model. This involved selecting an appropriate algorithm, fine-tuning hyperparameters, and evaluating performance to ensure accuracy across diverse project scales. Given the complexity of financial data, our approach prioritized interpretability, stability, and alignment with business needs.

4.1. Final Dataset

Variable Definition Sample Data
Project ID A unique identifier for each project 13176
Contribution Agreement ID A unique identifier linking the project to a specific funding agreement. 2
Fiscal Year The fiscal year associated with the project’s expenditures and cashflows. 2007-2008
Project Cashflow The projected or actual cash inflow and outflow for the project. 500 000
Project Expenditure The amount spent on the project within a given period. 500 000
Total Amount per Contribution Agreement The full allocated budget under a specific agreement. 2 000 000
Project Status Indicates the current state of the project (e.g., active, completed, pending). Closed
Amount A derived variable used to improve forecast accuracy. Target variable. 500 000
PC1 Project funding & scale: It represents the overall financial scale of a project, emphasizing the total funding available. -0.68
PC2 Remaining resources: It indicates the funding is still accessible for ongoing projects. 0.97
PC3 Initial resources: it relates to the initial allocation of financial resources at the start of a project. -1.34
PC4 Project Duration: it captures project longevity and its relationship to past spending trends. -0.19
PC5 Lifetime Contribution: captures the financial balance across a project’s timeline, with strong contributions from project_lifetime and previous_spend -0.08

Note: As segmentation was part of the test scenarios, we initially maintained two separate datasets—df_high and df_low—grouping projects based on their materiality level.

4.2. Model Training

The dataset was structured as a time series, covering fiscal years from 2003-2004 up to 2023-2024. It was split into a training set (75%) and a test set (25%), ensuring that past data was used to forecast future expenditures. Once trained, the model was applied to predict expenditures for the current fiscal year (2024-2025) and projected three years into the future. The training process was iterative, refining the models to optimize performance while maintaining stability.

4.3. Model Comparison

Several models were evaluated, including Random Forest, Gradient Boosting, and XGBoost, based on their predictive accuracy and ability to capture patterns in financial data. Since expenditures follow a sequential pattern over time, the models needed to account for temporal dependencies and underlying trends.
Each model had distinct characteristics:

  • Random Forest, an ensemble method, effectively captured complex interactions, making it a strong candidate for financial forecasting.
  • Gradient Boosting refined predictions through iterative learning, improving accuracy.
  • XGBoost, an optimized gradient boosting algorithm, enhanced accuracy further and addressed overfitting concerns.

Model performance was evaluated using two key metrics:

  • R² (Coefficient of Determination): Measures how well the model explains variance in expenditures.
  • MAE (Mean Absolute Error): Quantifies the average prediction error, providing a clear financial accuracy measure.

4.4. Model Performance Assessment

This section presents the assessment metrics used to compare different models. The objective was to balance predictive accuracy, stability, and interpretability while capturing the complexities of financial data.

Scenarios Characteristics Best Model Performance (metrics)
Scenario 1
  • No segmentatio
  • PCA
Random Forest (MAE: 137,570; R²: 93%)
Overfit
Scenario 2
  • No segmentation
  • PCA
  • cap outliers
Random Forest (MAE: 852,243; R²: 36%)
Scenario 3
  • No segmentatio
  • PCA
  • cap outliers
  • n_estimators=100 max_depth=10 min_samples_leaf=5 random_state=4
Random Forest (MAE: 888,558; R²: 37%)
Scenario 4
  • No segmentation
  • PCA
  • cap outliers
  • weights for closer years
  • n_estimators=100 max_depth=10 min_samples_leaf=5 random_state=42
Random Forest (MAE: 888,526; R²: 81%)
Scenario 5
  • No segmentation
  • PCA
  • cap outliers
  • automated hyperparameter tuning
Random Forest (MAE: 758,012; R²: 40%)

4.5. Model Performance Assessment Consideration

To optimize model performance, various test splits were evaluated, including both 25%-30% and automated splits. Each scenario was tested to assess how different training and testing data partitions impacted the model's accuracy and generalizability. The automated split approach was also considered, ensuring the model’s performance remained robust across different data partitioning strategies. This comprehensive testing allowed for the identification of the most effective split configuration to enhance the model's predictive capabilities.

After optimizing the test split, we evaluated the impact of segmentation and PCA on model performance. While segmentation was initially expected to improve accuracy, testing showed that removing it while retaining PCA resulted in more stable and precise forecasts. Initially, segmentation led to the creation of two separate datasets, grouping projects based on predefined criteria. However, further analysis revealed that a unified dataset provided greater consistency, simplified model implementation, and improved scalability. This finding underscored the effectiveness of dimensionality reduction in capturing key patterns while minimizing noise. Consequently, PCA was prioritized as the primary technique for managing data complexity, ensuring a more robust and generalizable forecasting model.

Finally, we conducted hyperparameter tuning using both manual adjustments and automated optimization. However, tuning did not always yield significant improvements. For instance, a tuned Random Forest model achieved a slightly lower MAE (811,547) and a higher R² (39%), but this marginal gain did not justify the increased complexity. In some cases, hyperparameter tuning introduced overfitting, reinforcing the reliability of the simpler, default configuration.

4.6. Best Model Results

Our analysis revealed that Random Forest consistently outperformed other models in balancing predictive accuracy and alignment with financial forecasts. Among the tested configurations, the best-performing model was Random Forest (MAE: 852,243, R²: 36%), which provided expenditure projections of 4.8B for 2024-2025 and 5.2B for 2025-2026, making it the closest to GCCOE predictions. The formula for accuracy is:

Figure 6: Accuracy computation
Figure 6: Accuracy computation

The ML model demonstrated an accuracy rate of 94,98% and 99,20% for fiscal years 2021-22 and 2022-23 respectively. The degree of accuracy is promising and has led to the models' implementation by FMAs as part of their process for forecasting expenditures for fiscal years 2024-25 to 2026-27.

4.7. ML Forecast Model Limitations

Despite the promising results, there are several limitations to the ML forecasting model that need to be addressed. Programs without project records in the system cannot be modeled because the model needs to know a project exists to generate a forecast for it. In addition, the model was created to forecast reimbursement-based claims for direct delivery programs. As such, it is less accurate when it comes to forecasting for other types of payments such as grants, advances, and milestone-based claims. The model is also less accurate for allocation-based or flow through G&C programs. Lastly, the model’s accuracy diminishes at the individual project level, which can exhibit atypical spending patterns.

These limitations mean the model currently performs best for direct delivery programs with 30 or more active projects in the system and for which the majority of claims are reimbursement based.

5. Business Results

5.1. How to get ML in the hands of the business:

To enhance the interpretation of the model's results, forecasted expenditures were integrated into an existing dashboard used by FMAs (Figure 7). This dashboard visually represents expenditure trends, allowing comparisons between actual expenditures, the FMAs' current manual method, and the ML model's forecasts.

Figure 7: PowerBI Results Visualization
Figure 7: PowerBI Results Visualization

This screenshot is for illustration purposes only and does not contain real HICC data. It features a line chart where the orange line represents expenditures, the blue line represents cash flow, and the green line represents the Random Forest forecast, helping visualize historical trends and future projections. Below the chart, a data table provides project-level details, allowing deeper analysis. On the left, a filter panel enables FMA to refine their research by selecting specific criteria, ensuring a focused and customized view of the data. Both the chart and table dynamically adjust based on these filters, enhancing usability and insight generation.

The interactive dashboard also features personalized report capabilities, allowing users to customize their views by selecting specific criteria, such as province, program, and fiscal year. This flexibility ensures that users can tailor the data exploration to meet their specific analytical needs. Furthermore, the interactive nature of the visualization allows users to hover over any point on the curves to view exact values for each fiscal year, offering a more intuitive and granular exploration of the data. This combination of dynamic reporting and interactive visualizations supports in-depth analysis and facilitates decision-making based on the ML model's output.

5.2. Business Impact

The ML model was implemented in May 2024 to forecast G&C spending for fiscal years 2024-25 through 2027-28. It generated multi-year forecasts for nine of the department’s G&C programs, which account for approximately 80% of the department’s Grants and Contributions funding. The model's accuracy will be evaluated in April 2025 and April 2026, at the close of fiscal years 2024-25 and 2025-26, respectively.

The model’s implementation streamlined the forecasting process, reducing the time required from three months to one month. This was achieved by providing FMAs with a baseline forecast – generated by the ML model – which facilitated discussions with their respective programs and aligned expectations ahead of the recipient cash flow collection process.

Additionally, the integrated dashboard supports ongoing discussions with stakeholders, using up-to-date data in preparation for regular departmental reporting.

6. Conclusion and Next Steps

In conclusion, this study highlights the significant potential of the implementation of a ML forecasting model in the context of expenditure prediction for HICC G&C programs. The model demonstrates a high level of accuracy when compared against historic expenditures and is being tested against actual expenditures over the next two years in hopes of optimizing Grants and Contributions funding, reducing public account lapses, and streamlining financial processes. Despite the challenges and limitations mentioned, the overall results have shown promise in enhancing financial decision-making and operational efficiency.

The success of this initiative was formally recognized in December 2024 when the project received the 2024 Controller General Innovation Award, recognizing its significant impact in financial management. Since then, the model has garnered attention across various government departments, prompting consultations to explore its broader application. The ongoing efforts to promote its adoption reflect a growing recognition of the potential for ML-driven solutions to improve financial forecasting and resource allocation across the public sector.

Additionally, the project was longlisted for the 2025-2026 edition of the Public Service Data Challenge. This recognition highlights the increasing interest and enthusiasm from multiple departments to adopt the ML-driven forecasting tool. Ongoing efforts to promote its adoption further underscore the growing recognition of the potential for machine learning solutions to enhance financial forecasting and optimize resource allocation across the public sector.

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Quarterly Survey of Financial Statements: Weighted Asset Response Rate - first quarter 2025

Weighted Asset Response Rate
Table summary
This table displays the results of Weighted Asset Response Rate. The information is grouped by Release date (appearing as row headers), 2024 Q1, Q2, Q3 and Q4 and 2025 Q1 calculated using percentage units of measure (appearing as column headers).
Release date 2024 2025
Q1 Q2 Q3 Q4 Q1
percentage
May 23, 2025 83.9 83.5 81.1 76.4 59.1
February 24, 2025 83.9 83.1 78.3 57.5  
November 25, 2024 81.2 79.6 60.1    
August 23, 2024 73.4 61.2      
May 24, 2024 58.8        
.. not available for a specific reference period
Source: Quarterly Survey of Financial Statements (2501)
Accessibility related barriers to travel among persons with disabilities or long-term conditions

Video - Accessibility related barriers to travel among persons with disabilities or long-term conditions

From January 2022 to February 2025, more than half (52%) of persons with disabilities or long-term conditions took an out-of-town trip that included travel by airplane, train, bus or ferry. Among this group, 4 in 10 people (40%) experienced at least one type of barrier at the airport, train station, bus terminal or ferry terminal because of their condition. Furthermore, 34% of travellers with disabilities or long-term conditions experienced at least one type of barrier because of their condition while inside the airplane, train, bus or ferry.

Monthly Survey of Food Services and Drinking Places: CVs for Total Sales by Geography - March 2025

CVs for Total sales by geography
Geography Month
202403 202404 202405 202406 202407 202408 202409 202410 202411 202412 202501 202502 202503
percentage
Canada 0.15 0.20 0.19 0.19 0.12 0.11 0.14 0.14 0.19 0.14 0.17 0.23 0.19
Newfoundland and Labrador 0.47 0.56 0.61 0.50 0.67 0.71 0.59 0.57 0.75 0.71 0.69 0.88 0.75
Prince Edward Island 4.18 6.03 4.38 3.66 2.29 2.19 2.30 4.57 4.09 4.39 4.99 1.77 1.54
Nova Scotia 0.26 0.31 0.32 0.28 0.36 0.34 0.48 0.37 0.38 0.42 0.48 1.55 0.48
New Brunswick 0.39 0.45 0.51 0.40 0.58 0.52 0.52 0.46 0.57 0.62 0.59 0.80 0.80
Quebec 0.27 0.39 0.35 0.42 0.23 0.26 0.35 0.16 0.56 0.24 0.29 0.53 0.42
Ontario 0.31 0.43 0.37 0.30 0.19 0.20 0.25 0.30 0.31 0.29 0.34 0.35 0.32
Manitoba 0.51 0.80 0.81 0.97 0.43 0.42 0.46 0.40 0.48 0.55 0.70 0.74 0.82
Saskatchewan 0.53 0.36 0.48 0.81 0.87 0.60 0.59 0.83 0.75 0.99 0.65 0.93 0.84
Alberta 0.30 0.41 0.38 0.45 0.48 0.20 0.24 0.32 0.31 0.28 0.38 0.65 0.57
British Columbia 0.20 0.21 0.32 0.37 0.21 0.23 0.22 0.27 0.26 0.22 0.29 0.51 0.43
Yukon Territory 2.13 2.32 2.69 2.37 2.40 2.28 2.51 2.89 2.42 2.25 3.18 27.20 4.11
Northwest Territories 1.74 1.93 2.98 2.40 3.56 3.09 3.38 3.22 2.91 3.57 3.42 34.50 4.14
Nunavut 5.34 4.76 9.56 10.38 10.39 12.04 13.21 12.76 61.05 6.85 4.28 136.24 5.79

Visitor Travel Survey: AES Calibration Groups - Q4 2024

Table 1
AES Calibration Groups for American Visitors
Calibration groups Number of groups
Region/Province of entry by duration of stay 16
Table 2
AES Calibration Groups for Overseas Visitors
Calibration groups Number of groups
Country of residence  24
Country of residence by duration 48
Region by duration 10

2025 Biannual Potato Area and Yield Survey - June

Why do we conduct this survey?

The purpose of this survey is to collect information for producing national and provincial level estimates of potato production. These estimates will be used to assess the economic health of the industry. Agricultural producers and industry analysts will work with this information to make production and marketing decisions, and government analysts will use it to develop agricultural policies in Canada.

Your information may also be used by Statistics Canada for other statistical and research purposes.

Your participation in this survey is required under the authority of the Statistics Act.

Other important information

Authorization to collect this information

Data are collected under the authority of the Statistics Act, Revised Statutes of Canada, 1985, Chapter S-19.

Confidentiality

By law, Statistics Canada is prohibited from releasing any information it collects that could identify any person, business, or organization, unless consent has been given by the respondent, or as permitted by the Statistics Act. Statistics Canada will use the information from this survey for statistical purposes only.

Record linkages

To enhance the data from this survey and to reduce the reporting burden, Statistics Canada may combine the acquired data with information from other surveys or from administrative sources.

Data-sharing agreements

To reduce the response burden, Statistics Canada has entered into data sharing agreements with provincial and territorial statistical agencies and other government organizations, which have agreed to keep the data confidential and use them only for statistical purposes. Statistics Canada will only share data from this survey with those organizations that have demonstrated a requirement to use the data.

Section 11 of the Statistics Act provides for the sharing of information with provincial and territorial statistical agencies that meet certain conditions. These agencies must have the legislative authority to collect the same information, on a mandatory basis, and the legislation must provide substantially the same provisions for confidentiality and penalties for disclosure of confidential information as the Statistics Act. Because these agencies have the legal authority to compel businesses to provide the same information, consent is not requested and businesses may not object to the sharing of the data.

For this survey, there are Section 11 agreements with the provincial statistical agencies of Newfoundland and Labrador, Nova Scotia, New Brunswick, Quebec, Ontario, Manitoba, Saskatchewan, Alberta and British Columbia.

The shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province.

Section 12 of the Statistics Act provides for the sharing of information with federal, provincial or territorial government organizations. Under Section 12, you may refuse to share your information with any of these organizations by writing a letter of objection to the Chief Statistician, specifying the organizations with which you do not want Statistics Canada to share your data and mailing it to the following address:

Chief Statistician of Canada
Statistics Canada
Attention of Director, Enterprise Statistics Division
150 Tunney’s Pasture Driveway
Ottawa, ON
K1A 0T6

You may also contact us by email at Statistics Canada Help Desk or by fax at 613-951-6583.

For this survey, there are Section 12 agreements with the statistical agency of Prince Edward Island, as well as with the Manitoba Department of Agriculture.

For agreements with provincial government organizations, the shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province.

Business or organization and contact information

1. Verify or provide the business or organization's legal and operating name and correct where needed.

Note: Legal name modifications should only be done to correct a spelling error or typo.

Legal Name

The legal name is one recognized by law, thus it is the name liable for pursuit or for debts incurred by the business or organization. In the case of a corporation, it is the legal name as fixed by its charter or the statute by which the corporation was created.

Modifications to the legal name should only be done to correct a spelling error or typo.

To indicate a legal name of another legal entity you should instead indicate it in question 3 by selecting 'Not currently operational' and then choosing the applicable reason and providing the legal name of this other entity along with any other requested information.

Operating Name

The operating name is a name the business or organization is commonly known as if different from its legal name. The operating name is synonymous with trade name.

  • Legal name:
  • Operating name (if applicable):

2. Verify or provide the contact information of the designated business or organization contact person for this questionnaire and correct where needed.

Note: The designated contact person is the person who should receive this questionnaire. The designated contact person may not always be the one who actually completes the questionnaire.

  • First name:
  • Last name:
  • Title:
  • Preferred language of communication:
    • English
    • French 
  • Mailing address (number and street):
  • City:
  • Province, territory or state:
  • Postal code or ZIP code:
  • Country:
    • Canada
    • United States
  • Email address:
  • Telephone number (including area code):
  • Extension number (if applicable):
    The maximum number of characters is 10.
  • Fax number (including area code):

3. Verify or provide the current operational status of the business or organization identified by the legal and operating name above.

  • Operational
  • Not currently operational
    Why is this business or organization not currently operational?
    • Seasonal operations
      • When did this business or organization close for the season?
        • Date
      • When does this business or organization expect to resume operations?
        • Date
    • Ceased operations
      • When did this business or organization cease operations?
        • Date
      • Why did this business or organization cease operations?
        • Bankruptcy
        • Liquidation
        • Dissolution
        • Other - Specify the other reasons for ceased operations
    • Sold operations
      • When was this business or organization sold?
        • Date
      • What is the legal name of the buyer?
    • Amalgamated with other businesses or organizations
      • When did this business or organization amalgamate?
        • Date
      • What is the legal name of the resulting or continuing business or organization?
      • What are the legal names of the other amalgamated businesses or organizations?
    • Temporarily inactive but will re-open
      • When did this business or organization become temporarily inactive?
        • Date
      • When does this business or organization expect to resume operations?
        • Date
      • Why is this business or organization temporarily inactive?
    • No longer operating due to other reasons
      • When did this business or organization cease operations?
        • Date
      • Why did this business or organization cease operations?

4. Verify or provide the current main activity of the business or organization identified by the legal and operating name above.

Note: The described activity was assigned using the North American Industry Classification System (NAICS).

This question verifies the business or organization's current main activity as classified by the North American Industry Classification System (NAICS). The North American Industry Classification System (NAICS) is an industry classification system developed by the statistical agencies of Canada, Mexico and the United States. Created against the background of the North American Free Trade Agreement, it is designed to provide common definitions of the industrial structure of the three countries and a common statistical framework to facilitate the analysis of the three economies. NAICS is based on supply-side or production-oriented principles, to ensure that industrial data, classified to NAICS, are suitable for the analysis of production-related issues such as industrial performance.

The target entity for which NAICS is designed are businesses and other organizations engaged in the production of goods and services. They include farms, incorporated and unincorporated businesses and government business enterprises. They also include government institutions and agencies engaged in the production of marketed and non-marketed services, as well as organizations such as professional associations and unions and charitable or non-profit organizations and the employees of households.

The associated NAICS should reflect those activities conducted by the business or organizational units targeted by this questionnaire only, as identified in the 'Answering this questionnaire' section and which can be identified by the specified legal and operating name. The main activity is the activity which most defines the targeted business or organization's main purpose or reason for existence. For a business or organization that is for-profit, it is normally the activity that generates the majority of the revenue for the entity.

The NAICS classification contains a limited number of activity classifications; the associated classification might be applicable for this business or organization even if it is not exactly how you would describe this business or organization's main activity.

Please note that any modifications to the main activity through your response to this question might not necessarily be reflected prior to the transmitting of subsequent questionnaires and as a result they may not contain this updated information.

The following is the detailed description including any applicable examples or exclusions for the classification currently associated with this business or organization.

Description and examples

  • This is the current main activity
  • This is not the current main activity
    Provide a brief but precise description of this business or organization's main activity:
    • e.g., breakfast cereal manufacturing, shoe store, software development

Main activity

5. You indicated that is not the current main activity.

Was this business or organization's main activity ever classified as: ?

  • Yes
    When did the main activity change?
    Date:
  • No

6. Search and select the industry classification code that best corresponds to this business or organization's main activity.

Select this business or organization's activity sector (optional)

  • Farming or logging operation
  • Construction company or general contractor
  • Manufacturer
  • Wholesaler
  • Retailer
  • Provider of passenger or freight transportation
  • Provider of investment, savings or insurance products
  • Real estate agency, real estate brokerage or leasing company
  • Provider of professional, scientific or technical services
  • Provider of health care or social services
  • Restaurant, bar, hotel, motel or other lodging establishment
  • Other sector

7. You have indicated that the current main activity of this business or organization is: Main activity. Are there any other activities that contribute significantly (at least 10%) to this business or organization's revenue?

  • Yes, there are other activities
    Provide a brief but precise description of this business or organization's secondary activity:
    e.g., breakfast cereal manufacturing, shoe store, software development
  • No, that is the only significant activity

8. Approximately what percentage of this business or organization's revenue is generated by each of the following activities?

When precise figures are not available, provide your best estimates.

Approximately what percentage of this business or organization's revenue is generated by each of the following activities?
  Percentage of revenue
Main activity  
Secondary activity  
All other activities  
Total percentage  

Potatoes grown for sale this year

1. Are you growing any potatoes for sale this year?

Please report all planting intentions, if you have not completed your planting activities when completing this survey.

  • Yes
  • No

Area planted 

2. What is the total area of potatoes planted in this crop year?

Please report for the entire operation. Report the area of potatoes planted on land owned or rented by all partners in the operation.

Please report all planting intentions, if you have not completed your planting activities when completing this survey.

Total area:

Unit of measure:

  • Acres
  • Hectares

Agricultural production

3. Which of the following agricultural products are currently being produced on this operation?

Select all that apply.

  • Field crops
  • Hay
  • Summerfallow
  • Potatoes
  • Fruit, berries and nuts
  • Vegetables
  • Sod
  • Nursery products
  • Greenhouse products
  • Cattle and calves
    Include beef or dairy.
  • Pigs
  • Sheep and lambs
  • Mink
  • Fox
  • Hens and chickens
  • Turkeys
  • Maple taps
  • Honey bees
  • Mushrooms
  • Other
    Specify agricultural products:
  • Not producing agricultural products

Area in crops

4. What area of this operation is used for the following crops?

Report the areas only once, even if used for more than one crop type.

Exclude land used by others.

What area of this operation is used for the following crops?
  Area Unit of measure
Field crops    
Hay    
Summerfallow    
Potatoes    
Fruit, berries and nuts    
Vegetables    
Sod    
Nursery products    
List of unit measures
  • Acres
  • Hectares
  • Arpents

Greenhouse area

5. What is the total area under glass, plastic or other protection used for growing plants?

Total area:

Unit of measure:

  • square feet
  • square metres

Livestock (excluding birds)

6. How many of the following animals are on this operation?

Report all animals on this operation, regardless of ownership, including those that are boarded, custom-fed or fed under contract.

Include all animals kept by this operation, regardless of ownership, that are pastured on a community pasture, grazing co-op or public land.

Exclude animals owned but kept on a farm, ranch or feedlot operated by someone else.

How many of the following animals are on this operation?
  Number
Cattle and calves  
Pigs  
Sheep and lambs  
Mink  
Fox  

Birds

7. How many of the following birds are on this operation?

Report all poultry on this operation, regardless of ownership, including those grown under contract.

Include poultry for sale and poultry for personal use.

Exclude poultry owned but kept on an operation operated by someone else.

Report all poultry on this operation, regardless of ownership, including those grown under contract
  Number
Hens and chickens  
Turkeys  

Maple taps

8. What was the total number of taps made on maple trees last spring?

Total number of taps:

Honey bees

9. How many live colonies of honey bees (used for honey production or pollination) are owned by this operation?

Include bees owned, regardless of location.

Number of colonies:

Mushrooms

10. What is the total mushroom growing area (standing footage) on this operation?

Include mushrooms grown using beds, trays, tunnels or logs.

Total area:

Unit of measure:

  • square feet
  • square metres

Changes or events

1. Indicate any changes or events that affected the reported values for this business or organization, compared with the last reporting period.

Select all that apply.

  • Strike or lock-out
  • Exchange rate impact
  • Price changes in goods or services sold
  • Contracting out
  • Organizational change
  • Price changes in labour or raw materials
  • Natural disaster
  • Recession
  • Change in product line
  • Sold business or business units
  • Expansion
  • New or lost contract
  • Plant closures
  • Acquisition of business or business units
  • Other
    Specify the other changes or events:
  • No changes or events

Contact person

1. Statistics Canada may need to contact the person who completed this questionnaire for further information. Is [Provided Given Names], [Provided Family Name] the best person to contact?

  • Yes
  • No

Who is the best person to contact about this questionnaire?

  • First name:
  • Last name:
  • Title:
  • Email address:
  • Telephone number (including area code):
  • Extension number (if applicable):
    The maximum number of characters is 5.
  • Fax number (including area code):

Feedback

1. How long did it take to complete this questionnaire?

Include the time spent gathering the necessary information.

  • Hours:
  • Minutes:

2. Do you have any comments about this questionnaire?