AGENDA - Council Workshop - 20210510Town of Aurora
Council Workshop/Education Session
Agenda
Date:Monday, May 10, 2021
Time:7 p.m.
Location:Video Conference
Pages
1.Procedural Notes
This session will be held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
2.Approval of the Agenda
3.Declarations of Pecuniary Interest and General Nature Thereof
4.Consideration of Items Requiring Discussion
4.1.Council Asset Management Workshop 1
(Introduction, context and closing remarks to be provided by Rachel
Wainwright-van Kessel, Director of Finance; Presentation to be provided
by Mai Abdou, B. Eng., EIT, Asset Management Consultant, and Jordan
Gonda, P. Eng., Asset Management Consultant, Public Sector Digest)
5.Adjournment
Second GenerationAsset Management PlanCouncil Asset Management WorkshopMay 10th, 2021Page 1 of 95
Aurora’s asset management journey•1stCouncil approved asset management plan2018• Council approved strategic asset management policy2019• Develop 2ndgeneration plan for core Town assets 2021• Integrate new asset management plan into 2023 capital plans2022Page 2 of 95
The next stage in asset management planning•Ensure continued compliance with Ontario Regulation 588/17•Integrate clearly defined service levels for core assets•Future capital planning decisions based on maintaining defined service levelsPage 3 of 95
Today’s presentation will address the followingExplore the roles and responsibilities of key stakeholdersIdentify elements that support decision‐makingExplain the importance of asset service‐levels in planningOutline the progress since the 2018 plan and the next stepsPage 4 of 95
Public Sector Digest (PSD) is assisting with the AMP development•Helping us define the service levels for each asset class•Applying the findings to CityWide to enable long-term asset management plans based on service levels•Providing the following presention this evening: •Mai Abdou, B. Eng., EIT, Asset Management Consultant•Jordan Gonda, P. Eng., Asset Management ConsultantPage 5 of 95
ASSET MANAGEMENT: AURORA’S PAST, PRESENT, & FUTURE MAI ABDOU JORDAN GONDA PSD Page 6 of 95
PSD - RESEARCH CONSULTING SOFTWARE Agenda • Roles and Responsibilities (10min) • Case Study: Canadian Infrastructure (15 min) • Case Study: State of Aurora (2018) (30 min) Break (5 min) • Overview of Asset Management (45 min) Break (5 min) • Developing the Asset Management Plan (10min) Page 7 of 95
-PSD RESEARCH CONSULTING SOFTWARE -PSD RESEARCH CONSULTING SOFTWARE Expectations for Today • This training session is intended tobe educational • We will highlight: • the responsibilities of Council • the importance of aligning with the Town’s Strategic Goals • the value of implementing desired levels of service metrics Page 8 of 95
Roles and Responsibilities Page 9 of 95
PSD - RESEARCH CONSULTING SOFTWARE Roles and Responsibilities Council • Approve the AM policy and direction of the AM program • Prioritize effective stewardship of assets in adoption and ongoing review of policy and budgets • Approve capital and operating budgets delivered by Staff • Maintain adequate organizational capacity to support the core practices of the AM program • Approve levels of service metrics and KPIs • Pass the asset management plans (AMPs) by resolution Page 10 of 95
PSD - RESEARCH CONSULTING SOFTWARERoles and Responsibilities Leadership Team • Development of policy and policy updates • Provide corporate oversight to goals and directions and ensure the AM program aligns with the Town’s strategic plan • Ensure that adequate resources are available to implement and maintain core AM practices • Develop and monitor levels of service and make recommendations to Council • Track, analyze and report on AM program progress and results • Provide organization-wide leadership in AM practices and concepts • Provide departmental staff coordination Page 11 of 95
PSD - RESEARCH CONSULTING SOFTWARE Roles and Responsibilities Departmental Staff • Utilize the new business processes and technology tools developed as part of the AM program • Participate in implementation task teams to carry-out AM activities (ex: CAMSC) • Implement and maintain levels of service • Manage budgets based on lifecycle activities and financial management strategies • Track and analyze AM program progress and results Public • Engage and voice level of service expectations and concerns to Council and Staff through surveys and public engagement opportunities • Understand dynamic relationship between performance, cost, and risk of assets to deliver desired services • Engage in discussions about strategic priorities and target levels of service for next 10 years Page 12 of 95
Case Study: Canadian Infrastructure Page 13 of 95
PSD - RESEARCH CONSULTING SOFTWARE Page 14 of 95
PSD - RESEARCH CONSULTING SOFTWARE Context: Canada 60% $1.1 of Canada’s public Trillion. The total value infrastructure is owned by of core municipal municipal governments. infrastructure assets. $80K 35% That’s the shared value of municipal assets of the same assets are in need of between households. attention. Page 15 of 95
Water – Not of This Millennium • Over 60% water infrastructure constructed prior to year 2000 • Nearly 30% of water reservoirs constructed before 1970 PSD - RESEARCH CONSULTING SOFTWARE 2019 Canadian Infrastructure Report Card Page 16 of 95
PSD - RESEARCH CONSULTING SOFTWARE Roads and Bridges – Poor to the Moon • There are nearly enough Canadian roads in poor or very poor condition to get us half-way to the moon ASSET SUBCATEGORY POOR / VERY FAIR CATEGORY POOR ROADS, BRIDGES AND TUNNELS Roads Bridges and Tunnels 146,255 km (16.4%) 9,661 Structures (12.4%) 201,283 km (22.6%) 20,502 Structures (26.3%) 2019 Canadian Infrastructure Report Card Page 17 of 95
PSD - RESEARCH CONSULTING SOFTWARE Recreation Facilities – Investments this Decade • One in three recreation facilities will require a significant capital investment to address deteriorating conditions ASSET CATEGORY SUBCATEGORY POOR / VERY POOR FAIR Ice Arenas/Pools 564 Facilities (12.7%) 883 Facilities (19.8%) CULTURE AND RECREATION Arts and Culture 380 Facilities (8.6%) 721 Facilities (16%) Facilities Other Facilities 1,886 Facilities (8.6%) 4,972 Facilities (22.7%) 2019 Canadian Infrastructure Report Card Page 18 of 95
PSD - RESEARCH CONSULTING SOFTWARE Underground Infrastructure – An Unseen Problem • Nearly 30% of water, storm and sewer mains are in fair or worse condition • Extreme weather may place additional constraints on these hidden systems ASSET CATEGORY SUBCATEGORY POOR/VERY POOR FAIR POTABLE Linear 17,788 km (9.6%) 32,641 km (17.7%) WATER Non-Linear 573 Facilities (6.4%) 1,333 Facilities (15%) WASTEWATER Linear Non-Linear 16,350 km (10.8%) 1,386 Facilities (10%) 26,211 km (17.3%) 2,896 Facilities (20.6%) STORM Linear Non-Linear 50,251 km (11.3%) 700 Facilities (4.4%) 84,614 km (19%) 1,866 Facilities (11.8%) 2019 Canadian Infrastructure Report Card Page 19 of 95
PSD - RESEARCH CONSULTING SOFTWARE Asset Management Planning: Importance Page 20 of 95
Asset Management in Ontario: Past, Present, and Future Page 21 of 95
PSD - RESEARCH CONSULTING SOFTWARE AM in Ontario: History O. Reg. 588/17 • First Strategic AM Policy by July 1, 2019 • AM Plan for core assets by July 1, 2022 • AM Plan for all municipal assets by Jul 1, 2024 • AM Plans must consider the state of assets, level of service requirements, lifecycle activities, managing growth and demand Page 22 of 95
PSD - RESEARCH CONSULTING SOFTWARE O. Reg. 588/17 At a Glance 2022 2024 2025 Page 23 of 95
PSD - RESEARCH CONSULTING SOFTWARE 2019: Strategic Asset Management Policy Page 24 of 95
PSD - RESEARCH CONSULTING SOFTWARE Ontario Municipalities Required to Develop AMPs • Asset Management Plans (AMPs) Critical to ensure infrastructure sustainability • Includes the current state of infrastructure, strategies to manage infrastructure, and the financial strategy to ensure sustainability Page 25 of 95
PSD - RESEARCH CONSULTING SOFTWAREMunicipal Asset Management Plans All municipalities will be required to prepare an asset management plan in three phases: 1. Phase I would address core infrastructure assets and would be required to be completed by JULY 1, 2022. 2. Phase II would expand on Phase I by including all infrastructure assets in the plan by JULY 1, 2024. 3. Phase III would require further details to be provided for all infrastructure assets by JULY 1, 2025. Page 26 of 95
PSD - RESEARCH CONSULTING SOFTWARE Today: O. Reg. 2022 Requirement • Update Aurora’s AMP • Include the following for roads, bridges & culverts, water, wastewater, and stormwater: • Summary of asset portfolios • Current service provision • Strategies to maintain current service provision • Cost to maintain current service provision • Employment and population forecast Page 27 of 95
PSD - RESEARCH CONSULTING SOFTWARE The Future: 2024 & 2025 2024 • Same as 2022, but extended to all assets • Updated asset summary, costs, and forecasts 2025 • Proposed service provision • Strategies to achieve proposed service provisions • Costs to achieve proposed service provisions • Risk and mitigation strategies of funding shortfalls Page 28 of 95
Case Study: Aurora’s Position 2018 Page 29 of 95
-PSD RESEARCH CONSULTING SOFTWAREPSSPSPDRESESEARACHCCNO -NONNNNNNNNNNN N N SUUSUSUSUSUUUSUSUUSUSUSUSUSUUSUSUSUSSSS LTLTLTLTTLTTTTLTLTT TTLL ING SOFTWARE Aurora’s Infrastructure Services • Transportation network of roads and bridges to move people and goods • Water distribution network to provide safe, quality drinking water • Parks and recreation facilities to enhance quality of life • Vehicles and equipment that support service delivery, including Fire and Police Page 30 of 95
PSD - RESEARCH CONSULTING SOFTWARE Replacement Cost: 2018 • Replacement Cost of $1.3 billion • Equivalent to $67k per household Stormwater 22% Roads 12% Facilities 18% Other 6% Parking Lots 1% Fleet 1% Machinery & Equipment 1% Land, Parkland & Land Improve- ments 3% Wastewater 23% Watermain 18% Bridges & Culverts 1% Page 31 of 95
Good 57% Fair 39% Overall Condition: 2018 • Nearly $35 million in poor condition Very Good 3% Poor 1% PSD - RESEARCH CONSULTING SOFTWARE Page 32 of 95
PSD - RESEARCH CONSULTING SOFTWARE Asset Rating Summary – 2018 AMP Page 33 of 95
PSD - RESEARCH CONSULTING SOFTWARE Replacement Profile • As of 2018, Aurora had a backlog of $67 million 10-Year Capital Reinvestment Plan Page 34 of 95
Understanding Funding Levels PSD - RESEARCH CONSULTING SOFTWARE Growth Service enhancements Inflation requirements Renewal requirements Amortization of historical cost of investment Principal & interest payments Operating and maintenance costs Funding at this level is fully sustainable and covers future investment needs. Provides for proven renewal opportunities which delay the need and cost of full replacement. Funding at this level covers cash costs only and is significantly under funded in terms of lifecycle costs. Page 35 of 95
PSD - RESEARCH CONSULTING SOFTWARE 2018 Financial Forecast • As of 2018, an annual capital and operating deficit of $20 million was observed Page 36 of 95
PSD RESEARCH CONSULTING SOFTWARE-Page 37 of 95
PSD - RESEARCH CONSULTING SOFTWARE Now What? • Updating the AMP will provide a current assessment of Aurora’s position • Updating the overall asset management program will ensure tools, processes, and competencies are in place to intelligently manage the backlog Asset Portfolio Asset Management System Asset Management Managing the Organization Culture, leadership and knowledge. Coordinated activity of an organization to realize value from assets. Elements in place, including the AMP, inventory, work order systems, and optimization systems. Page 38 of 95
Break (5 minutes) Page 39 of 95
What is Asset Management? Page 40 of 95
PSD - RESEARCH CONSULTING SOFTWARE Short Answer: Finding a Balance ISO 55000: “Coordinated activity of an organization to realize value from assets” Risk Levels of Service (Value) Performance Cost Page 41 of 95
PSD - RESEARCH CONSULTING SOFTWARE Key Questions (Asset Centric) • What do we own and where is it? • What is it worth? • What condition is it in? • What do we need to do to it? • When do we need to do it? • How much money do we need? • How do we achieve sustainability? Two additional important questions: • Do we still need it? • How do we maintain sustainability? Page 42 of 95
PSD - RESEARCH CONSULTING SOFTWAREKey Questions (Service Centric) • What are the organizational objectives? • What assets are owned ? • What is the assets value (to the organization and the community)? • What is the asset’s impact to service delivery (condition, performance and risk)? • What are the life cycle needs and available options? • What are the work/budget prioritisation processes? • What are the financial strategies? • What level of service is attainable? Page 43 of 95
PSD - RESEARCH CONSULTING SOFTWARE Asset Management Includes • A sophisticated and coordinated effort • A multi-disciplined team • Ultimately public engagement and input Page 44 of 95
PSD - RESEARCH CONSULTING SOFTWARE Asset Management Involves • Processes, procedures and practices to assist and define the management of infrastructure • Achieving total lowest cost of ownership • Established measures for performance, risk and cost Page 45 of 95
PSD - RESEARCH CONSULTING SOFTWARE The Challenges Resource Heavy Lack of resources (Time, Money, People) make assessing, and sustainably managing your current asset portfolio difficult. Ongoing Effort Time Consuming Complex Task Page 46 of 95
PSD - RESEARCH CONSULTING SOFTWARE The Benefits Benefits of Asset Management Good governance and increased accountability Data-driven decision-making Enhanced sustainability of infrastructure Improved level of service and quality of life Accurate forecasting of infrastructure replacement and enhancement needs Compliance with federal and provincial regulations Page 47 of 95
PSD - RESEARCH CONSULTING SOFTWARE Element: Asset Information • Good data is the foundation of good decisions • Two major reasons for decision error • Incomplete or inaccurate data used • Misrepresentation and usage of data • Need to define data management processes and procedures Page 48 of 95
PSD - RESEARCH CONSULTING SOFTWARE Element: Lifecycle Delivery • Ensure you have a long-term plan to manage assets • Maintenance & Operations costs can be significant • The AMP will document these activities Utilize Page 49 of 95
PSD - RESEARCH CONSULTING SOFTWARE Element: Risk & Review A Good Risk Model will: • Identify critical assets; Allow decision-makers to prioritize Page 50 of 95
PSD - RESEARCH CONSULTING SOFTWARE Element: Levels of Service • Centralized performance measurement program • Develop a framework for tracking and evaluating levels of service • Trend analysis • Start with high-level service indicators (Cost, Condition, Risk) • Work towards technical levels of service Page 51 of 95
Asset Data Collection Page 52 of 95
PSD - RESEARCH CONSULTING SOFTWARE We need data to support our Objectives Page 53 of 95
PSD - RESEARCH CONSULTING SOFTWARE Knowledge, Information, and Data • Asset Data/Information is the backbone of asset management • Data/Information Hierarchy • Data – facts, signals and symbols that we can interpret • Information – interpretations of data; operationalized data • Knowledge – what we know; acquired through experience • Asset management decision-making is only as strong as the data that it is based upon Knowledge Information Data Page 54 of 95
PSD - RESEARCH CONSULTING SOFTWARECurrent Inventory Gap Analysis Identify data requirementsOperational and capital planning and budgeting Asset Management Plans Levels of service Complete an inventory gap analysisDefine what data is required and what data is desired Identify current and future state Develop workplan and resourcing strategy to close the gap Page 55 of 95
PSD - RESEARCH CONSULTING SOFTWARE Key Areas of Focus Avoid data “obesity” Collect data that provides meaningful data and actionable insight Define scope and intent of data collection before executing Define Data Governance Policy/Procedures Who owns the data? Prioritize efforts by asset value and criticality Roads, Water, Sewer, Storm Page 56 of 95
PSD - RESEARCH CONSULTING SOFTWARE Consequences of a Poor Inventory • Untimely decisions • Unreliable maintenance and lifecycle schedules • Poor criticality and risk prioritization • Inaccurate performance evaluation • Poor financial forecasting and capital planning • Ultimately: Decreased service, increased cost, increased risk Page 57 of 95
Levels of Service: Overview Page 58 of 95
PSD - RESEARCH CONSULTING SOFTWARE Asset Management is Service Management • The asset is the conduit for the service • Infrastructure provides services that bring our cities to life • Pipes provide a clean drinking water service • Roads provide a transportation service • Vehicles and equipment support our emergency services • Facilities / Parks provide recreation programs and service Page 59 of 95
PSD - RESEARCH CONSULTING SOFTWARE Measuring Levels of Service • Centralized performance measurement program • Develop a framework for tracking and evaluating levels of service • Trend analysis • Start with high-level service indicators (cost, condition, risk) • Work towards technical levels of service (as defined in O. Reg. 588/17) Page 60 of 95
PSD - RESEARCH CONSULTING SOFTWARE Determining Core Service Values • What does the public value in the services that you provide to them? Page 61 of 95
PSD - RESEARCH CONSULTING SOFTWARETrends Influencing Levels of Service Do any of the following apply? • Natural Environment • Aging Infrastructure • Demographics & Service Expectations • Fiscal Capacity • Retaining Expertise • COVID Page 62 of 95
PSD - RESEARCH CONSULTING SOFTWARETechnical metrics provide line of sight to Community metrics • Community LOS: What the customer experiences at a service level • Technical LOS: What is observed at an asset or operational level What is observed at the asset or operational level What the customer experiences TLOS- % of paved roads below PCI of 55 TLOS- km of paved roads receiving crack sealing CLOS- Complaints due to rideability Page 63 of 95
PSD - RESEARCH CONSULTING SOFTWARE Operationalizing Levels of Service • Measuring and evaluating levels of service does not have to be resource intensive • Develop a process to review framework and refine as necessary • Annual performance review process • Take your time to measure current level of service before setting your targets • Review KPIs to ensure that data is meaningful, accurate and reliable • Identify where there are gaps between current level of service and target level of service • Determine targeted actions required to close gap Page 64 of 95
PSD - RESEARCH CONSULTING SOFTWARE Key Areas of Focus • Start to measure community and technical LOS identified in O.Reg. • Who will be responsible? • How will the data be stored? • Identify which metrics you would like to collect in addition to the minimum requirements • Develop a framework to collect and store LOS data • Levels of Service metrics should be tracked on an annual basis Page 65 of 95
Developing a Condition Assessment Program Page 66 of 95
PSD - RESEARCH CONSULTING SOFTWARE Condition as a Measure of Performance Performance Performance Potholes & Rutting Pattern Cracking Minor Distress Time Failure Vibration Oil Loss Noise Heat Failure Time Page 67 of 95
PSD - RESEARCH CONSULTING SOFTWARE Age-based Condition Tends to Underestimate the True Life Page 68 of 95
PSD - RESEARCH CONSULTING SOFTWAREConsiderations for Collecting Condition Assessment Data Type of capture • Daily equipment inspections (internal) • Performance monitoring (internal) • Code & Condition Study (external) Cycle of Capture • Time-based (e.g. annually / quarterly / daily) • Performance based (e.g. diagnostics) • Usage based (e.g. mileage points) Supporting Information • Energy Audits • Capacity Data • Key Performance Indicators Page 69 of 95
PSD - RESEARCH CONSULTING SOFTWARE Define a Grading Scale • A condition grading scale will link visual assessments to condition scores • Ensures consistency across assets and assessors Page 70 of 95
Risk Page 71 of 95
PSD - RESEARCH CONSULTING SOFTWARERisk Management O. Reg Required – high level documentation • Corporate risk elements • Asset system/network risk elements Better management approach • Probability of failure analysis • Consequence of failure analysis Page 72 of 95
PSD - RESEARCH CONSULTING SOFTWAREWhat is Risk? Definition (ISO 31000): • “The effect of uncertainty on objectives” Typical Municipal Objective • Deliver desired level of service at the lowest total cost of ownership Strategic Plan Risk= X ProbabilityConsequenceof Failure of Failure Page 73 of 95
PSD - RESEARCH CONSULTING SOFTWARE Risk & Criticality Models Page 74 of 95
PSD - RESEARCH CONSULTING SOFTWARE Operationalizing Risk Proactive Management: e.g. Immediate Action: e.g. Preventative maintenance and replace/rehabilitate monitoring Monitor: e.g. Routine Predict: e.g. Monitor and Monitoring predict failures Page 75 of 95
PSD - RESEARCH CONSULTING SOFTWARE Key Areas of Focus • Identify existing asset data that can be leveraged to measure risk • Determine where additional data or analysis may be required to determine risk • Define organizational risk appetite and risk tolerance • Measure risk and identify risk mitigation strategy Page 76 of 95
Lifecycle Page 77 of 95
PSD - RESEARCH CONSULTING SOFTWARE What is Lifecycle Planning? • Costs Accrue through the entire life of the asset • Lifecycle management plans for the entire duration Capital Capital Operating Page 78 of 95
PSD - RESEARCH CONSULTING SOFTWARE Lifecycle: Minimize Cost and Risk Page 79 of 95
Lifecycle Activity Framework PSD - RESEARCH CONSULTING SOFTWARE Years of Service Excellent - Maintenance Good - Preventative Maintenance Fair - Rehabilitation Poor -Replace Condition 0 25 50 75 100 Monitoring Patching Crack Sealing Single Lift Double Mill & Pave • Natural Progression Operating Capital of activities Expenditure Expenditure • Maintenance activities often cyclical • Not all activities will be required for each asset 30 Years Page 80 of 95
PSD - RESEARCH CONSULTING SOFTWARE Avoiding Costs Long-term • Proactive treatments can reduce long-term capital requirements • Budget Reallocations can be justified $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 Projected Paved Roads Capital Requirements Replacement Only Lifecycle Strategy Cost Avoidance! 2020-2024 2025-2029 2030-2034 2035-2039 2040-2044 2045-2049 2050-2054 2055-2059 2060-2064 Page 81 of 95
PSD - RESEARCH CONSULTING SOFTWARE Benefits of a Lifecycle Program • Transitioning from a reactive approach to a proactive approach in managing core infrastructure assets • Maximizing the life of an asset at the lowest possible cost • Improved levels of service • Cost avoidance Page 82 of 95
Break (5 minutes) Page 83 of 95
AMPs and Financial Strategies Page 84 of 95
PSD - RESEARCH CONSULTING SOFTWARE Asset Management Plans • AMPs should consist of the following sections: • State of the Infrastructure • Asset Management Strategies • Financial Strategies • What is the planning horizon? • Lifecycle and LOS should be at least 10 years • Financial Strategy be 10-20 years while also taking into account full lifecycle cost of all assets • Who should be involved • Finance and Public Works, other departments • Alignment with capital planning/budgeting • Ensure that asset management planning aligns with existing capital planning and budgeting processes Page 85 of 95
PSD - RESEARCH CONSULTING SOFTWARE Example: Asset Inventory/Replacement Cost Page 86 of 95
PSD - RESEARCH CONSULTING SOFTWARE Example: Remaining Useful Life Page 87 of 95
PSD - RESEARCH CONSULTING SOFTWARE Example: Condition Page 88 of 95
PSD - RESEARCH CONSULTING SOFTWARE Example: Replacement Requirement Page 89 of 95
PSD - RESEARCH CONSULTING SOFTWARE Financial Strategy Development • Determine AMP financial requirements based on replacement costs & lifecycle interventions • Analyze financial capacity & optional funding streams • Develop scenarios for consideration • Make recommendations to council • Determine how municipalities numbers relate to their comparators Page 90 of 95
PSD - RESEARCH CONSULTING SOFTWARE Next Steps • Asset Management, as a practice, can provide a way forward: • Understand trade-offs between costs, risks, and quality of Town services • Optimize limited funds by being proactive • Forecast long-term needs to ensure Town services are sustainable • Approving the AMP and AM Program initiatives is key to success • Council should consider the data-driven decisions and strategic goals of the Town when proposing desired levels of service. • Council and Staff should hold Public Engagement opportunities to understand the priorities and level of service expectations of residents. Page 91 of 95
Questions? Page 92 of 95
Wrap up and next stepsPage 93 of 95
The presentation covered the followingExplored the roles and responsibilities of key stakeholdersIdentified elements that support decision‐makingExplained the importance of asset service‐levels in planningOutlined the progress since the 2018 plan and the next stepsPage 94 of 95
Next steps in the asset management plan’s evolutionDate ActionsJuly 7thPresentation of 2ndGen AMP to General CommitteeJuly 14thCouncil approval of the 2ndGen AMPMarch, 2022Update of 2023 10-year capital plan to align with new asset management planJuly 1, 2024 Define service levels for remaining assetsJuly 1, 2025 Introduction of further AMP enhancementsPage 95 of 95