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2025
Asset Management
Plan
This Asset Management Program was prepared by:
Empowering your organization through advanced
asset management, budgeting & GIS solutions
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
i
Table of Contents
1
Executive Summary .................................................................................................. 1
2
About this Document ................................................................................................ 3
3
Overview of Asset Management ............................................................................... 5
4
Portfolio Overview ................................................................................................... 13
5
Financial Management ........................................................................................... 28
6
Recommendations .................................................................................................. 34
Appendix A: Road Network ........................................................................................... 37
Appendix B Bridges & Culverts ..................................................................................... 49
Appendix C: Stormwater Network ................................................................................. 57
Appendix D Facilities ..................................................................................................... 66
Appendix E: Fire Fleet & Equipment ............................................................................. 73
Appendix F: Fleet & Equipment ..................................................................................... 81
Appendix G: Information Technology ............................................................................. 89
Appendix H Land Improvements & Parks ...................................................................... 96
Appendix I Water Network ........................................................................................... 103
Appendix J Sanitary Network ...................................................................................... 114
Appendix K Condition Assessment Guidelines ............................................................ 125
Appendix L Definition of Key Terms ............................................................................. 128
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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1
Executive Summary
Municipal infrastructure provides the foundation for the economic, social, and
environmental health and growth of a community through the delivery of services. The
goal of asset management is to balance delivering critical services in a cost-effective
manner. This involves the development and implementation of asset management
strategies and long-term financial planning.
The overall replacement cost of the asset categories owned by Lincoln total $1.56
billion. 89% of all assets analyzed are in fair or better condition and assessed condition
data was available for all road, facility, fleet and equipment as well as bridge assets. For
the remaining assets, assessed condition data was unavailable, and asset age was
used to approximate condition - a data gap that persists in most municipalities.
Generally, age misstates the true condition of assets, making assessments essential to
accurate asset management planning, and a recurring recommendation.
The development of a long-term, sustainable financial strategy requires an analysis of
whole lifecycle costs. Using a combination of proactive lifecycle strategies (roads) and
replacement only strategies (all other assets) to determine the lowest cost option to
maintain the current level of service, a sustainable financial plan was developed.
To meet capital replacement and rehabilitation needs for existing infrastructure, prevent
infrastructure backlogs, and achieve long-term sustainability, the Town's proposed level
of service is to maintain the lifecycle activities outlined. The average annual capital
needed totals $25.9 million. Based on a historical analysis of sustainable capital funding
sources, the Town is committing approximately $8.65 million towards capital projects or
reserves per year. As a result, the Town is funding 33% of its annual capital
requirements to maintain its proposed level of service. This creates a total annual
funding deficit of $17.66 million.
Addressing annual infrastructure funding shortfalls is a difficult and long-term
endeavour for municipalities. Considering the Town's current funding position, it will
require many years to reach full funding for current assets. Short phase-in periods to
meet these funding targets may place too high a burden on taxpayers too quickly,
whereas a phase-in period beyond 20 years may see a continued deterioration of
infrastructure, leading to larger backlogs.
To close annual deficits for capital contributions from tax revenues for asset needs, it is
recommended the Town review the feasibility of implementing a 2.8% annual increase
in revenues over a 15-year phase-in period. Funding scenarios over longer time frames
are also presented, which reduces the annual increases.
To close annual deficits for capital contributions from water and sanitary rate revenues
for asset needs, it is recommended the Town review the feasibility of implementing a
1.2% annual increase in revenues over a 9-year phase-in period for water from 2030 -
2039 and a 1.2% annual increase for a 4-year period for sanitary from 2030 to 2034
after the implementation of the Financial Plan and Rate Study.
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Risk frameworks and levels of service targets can then be used to prioritize projects
and help select the right lifecycle intervention for the right asset at the right time,
including replacement or full reconstruction. The Town has developed preliminary risk
models which are integrated with its asset register. These models can produce risk
matrices that classify assets based on their risk profiles.
Most municipalities in Ontario, and across Canada, continue to struggle with meeting
infrastructure demands. This challenge was created over many decades and will take
many years to overcome. To this end, several recommendations should be considered,
including:
-
Continuous and dedicated improvement to the Town's infrastructure datasets,
which form the foundation for all analysis, including financial projections and
needs.
-
Continuous refinements to the risk and lifecycle models as additional data
becomes available. This will aid in prioritizing projects and creating more strategic
long-term capital budgets.
-
Continued monitoring of key performance indicators for all infrastructure programs
to calibrate levels of service targets annually.
The Town has taken important steps in building its asset management program,
including developing a more complete and accurate asset register--a substantial
initiative. Continuous improvement to this inventory will be essential in maintaining
momentum, supporting long-term financial planning, and delivering affordable service
levels to the community
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2
About this Document
The Town of Lincoln Asset Management Plan (AMP) was developed by PSD Citywide
Ltd. in accordance with Ontario Regulation 588/17 ("O. Reg 588/17"). It contains a
comprehensive analysis of the Town's infrastructure portfolio. This is a living document
that should be updated regularly as additional assets and financial data become
available.
2.1 Ontario Regulation 588/17
As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario government
introduced Regulation 588/17 - Asset Management Planning for Municipal
Infrastructure. Along with creating better performing organizations, more livable and
sustainable communities, the regulation is a key, mandated driver of asset management
planning and reporting. It places substantial emphasis on current and proposed levels
of service and the lifecycle costs incurred in delivering them.
Table 1 Ontario Regulation 588/17 Requirements and Reporting Deadlines
Requirement
2019
2022
2024
2025
Strategic Asset Management Policy
✓
✓
Asset Management Plans
✓
✓
✓
State of infrastructure for core assets
✓
State of infrastructure for all assets
✓
✓
Current levels of service for core assets
✓
Current levels of service for all assets
✓
Proposed levels of service for all assets
✓
Lifecycle costs associated with current levels of
service
✓
✓
Lifecycle costs associated with proposed levels
of service
✓
Growth impacts
✓
✓
✓
Financial strategy
✓
2.2 Scope
The scope of this document is to identify the current practices and strategies that are in
place to manage public infrastructure and to make recommendations where they can be
further refined. Through the implementation of sound asset management strategies, the
Town can ensure that public infrastructure is managed to support the sustainable
delivery of municipal services.
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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Asset Category
Source of Funding
Information Technology
Tax Levy
Fleet & Equipment
Tax Levy
Buildings
Tax Levy
Land Improvements
Tax Levy
Bridges & Culverts
Tax Levy
Road Network
Tax Levy
Storm Network
Tax Levy
Sanitary Network
Utility Rates
Water Network
Utility Rates
2.3 Limitations and Constraints
The asset management program development required substantial effort by staff, it was
developed based on best-available data, and is subject to the following broad
limitations, constrains, and assumptions:
- The analysis is highly sensitive to several critical data fields, including an asset's
estimated useful life, replacement cost, quantity, and in-service date. Inaccuracies
in any of these fields can have substantial and cascading impacts on all reporting
and analytics.
- User-defined and unit cost estimates, based typically on staff judgment, recent
projects, or established through completion of technical studies, offer the most
precise approximations of current replacement costs. When this isn't possible,
historical costs incurred at the time of asset acquisition or construction can be
inflated to the present day. This approach can produce inaccurate estimates.
- In the absence of condition assessment data, age was used to estimate asset
condition ratings. This approach can result in an over- or understatement of asset
needs. As a result, financial requirements generated through this approach can
differ from those produced by in-field assessments.
- The risk models are designed to support objective project prioritization and
selection. However, in addition to the inherent limitations that all models face, they
also require availability of important attribute data to ensure that asset risk ratings
are valid, and assets are properly stratified within the risk breakdown. Missing
attribute data can misclassify assets.
These limitations have a direct impact on most of the analysis presented, including
condition summaries, age profiles, long-term replacement and rehabilitation forecasts,
and shorter term, 10-year forecasts that are generated from the Town's primary asset
management system.
These challenges are quite common and require long-term commitment and sustained
effort by staff. As the Town's asset management program evolves and advances, the
quality of future AMPs and other core documents that support asset management will
continue to increase.
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3
Overview of Asset Management
Municipalities are responsible for managing and maintaining a broad portfolio of
infrastructure assets to deliver services to the community. The goal of asset
management is to minimize the lifecycle costs of delivering infrastructure services,
manage the associated risks; while maximizing the value and levels of service the
community receives from the asset portfolio.
Lifecycle costs can span decades, requiring planning and foresight to ensure financial
responsibility is spread equitably across generations. An asset management plan is
critical to this planning, and an essential element of the broader asset management
program. The industry-standard approach and sequence to developing a practical asset
management program begins with a Strategic Plan, followed by an Asset Management
Policy and an Asset Management Strategy, concluding with an Asset Management Plan
(AMP).
This industry standard, defined by the Institute of Asset Management (IAM),
emphasizes the alignment between the corporate strategic plan and various asset
management documents.
3.1 Foundational Documents
In the municipal sector, asset management strategy and asset management plan are
often used interchangeably. Other concepts such as 'asset management framework,
asset management system, and strategic asset management plan further add to the
confusion; lack of consistency in the industry on the purpose and definition of these
elements offers little clarity. To make a clear distinction between the policy, strategy, and
the plan see the following sections for detailed descriptions of the document types.
3.1.1
Strategic Plan
The strategic plan has a direct, and cascading impact on asset management planning
and reporting, making it a foundational element. Developing alignment with corporate
goals and objectives through service delivery and lifecycle management ensures the
Town has line of sight to achieve their strategic objectives.
3.1.2
Asset Management Policy
An asset management policy represents a statement of the principles guiding the
Town's approach to asset management activities as well as their commitment. It aligns
with the organization and provides clear directions to municipal staff on their roles and
responsibilities.
3.1.3
Asset Management Strategy
An asset management strategy outlines the translation of organizational objectives into
asset management objectives and provides a strategic overview of the activities
required to meet these objectives. It provides greater detail than the policy on how the
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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Chief
Administration
Officer
Economic
Development &
Communications
Strategic Initiatives
& Community
Services
Public works
Project
Management
Office
Planning &
Community
Development
Fire
Finance &
Administration
Legislative
Enterprise &
Information
Services
Town plans to achieve its asset management objectives through planned activities and
decision-making criteria.
3.2 Governance and Leadership
The figure below shows the current management structure of the organization.
Figure 1 Management Structure
3.3 Key Technical Concepts
Effective asset management integrates several key components, including data
management, lifecycle management, risk management, and levels of service.
3.3.1
Asset Hierarchy and Data Classification
Asset hierarchy illustrates the relationship between individual assets and their
components, and a wider, more expansive network and system. How assets are
grouped in a hierarchy structure can impact how data is interpreted. Key category
details are summarized at the asset segment level.
3.3.2
Replacement Costs
There are a range of methods to determine the replacement cost of an asset, and some
are more accurate and reliable than others. The two methodologies are:
- User-Defined Cost and Cost/Unit: Based on costs provided by municipal staff
which could include average costs from recent contracts; data from engineering
reports and assessments; staff estimates based on knowledge and experience
- Cost Inflation/CPI Tables: Historical cost of the asset is inflated based on the
Consumer Price Index or Non-Residential Building Construction Price Index
User-defined costs based on reliable sources are a reasonably accurate and reliable
way to determine asset replacement costs. Cost inflation is typically used in the
absence of reliable replacement cost data. It is a reliable method for recently purchased
and/or constructed assets where the total cost is reflective of the actual costs that the
Town incurred. As assets age, and new products and technologies become available,
cost inflation becomes a less reliable method.
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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3.3.3
Estimated Useful Life and Service Life
Remaining
The estimated useful life (EUL) of an asset is the period over which the Town expects
the asset to be available for use and remain in service before requiring replacement or
disposal. The EUL for each asset was assigned according to the knowledge and
expertise of municipal staff and supplemented by existing industry standards when
necessary.
By using an asset's in-service date and its EUL, the Town can determine the service life
remaining (SLR) for each asset. Using condition data and the asset's SLR, the Town
can more accurately forecast when it will require replacement. The SLR is calculated as
follows:
Figure 2: Service Life Remaining Calculation
3.3.4
Reinvestment Rate
As assets age and deteriorate, they require additional investment to maintain a state of
good repair. The reinvestment of capital funds, through asset renewal or replacement,
is necessary to sustain an adequate level of service. The reinvestment rate is a
measurement of available or required funding relative to the total replacement cost. By
comparing the actual vs. target reinvestment rate the Town can determine the extent of
any existing funding gap.
Figure 3 Reinvestment Rate Calculation
3.3.5
Deriving Asset Condition
Accurate and reliable condition data helps to prevent premature and costly rehabilitation
or replacement and ensures that lifecycle activities occur at the right time to maximize
asset value and useful life. A condition assessment rating system provides a
standardized descriptive framework that allows comparative benchmarking across the
Town's asset portfolio.
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The table below outlines the condition rating system used to determine asset
conditions. This rating system is aligned with the Canadian Infrastructure Report Card.
When assessed condition data is not available, age and EUL are used to approximate
asset conditions.
Table 2 Condition Ranges
Condition
Description
Criteria
Very Good
Fit for the future
Well maintained, good condition, new or recently
rehabilitated
Good
Adequate for now
Acceptable, generally approaching mid-stage of
expected service life
Fair
Requires attention
Signs of deterioration, some elements exhibit
significant deficiencies
Poor
Increasing potential
of affecting service
Approaching end of service life, condition below
standard, large portion of system exhibits
significant deterioration
Very Poor
Unfit for sustained
service
Near or beyond expected service life, widespread
signs of advanced deterioration, some assets
may be unusable
The analysis is based on assessed condition data only as available. In the absence of
assessed condition data, asset age is used as a proxy to determine asset condition.
Appendix K Condition Assessment Guidelines includes additional information on the
role of asset condition data and provides basic guidelines for the development of a
condition assessment program.
3.3.6
Lifecycle Management Strategies
The condition or performance of most assets will deteriorate over time. This process is
affected by a range of factors including asset characteristics, location, utilization,
maintenance history and environment. Asset deterioration has a negative effect on the
ability of an asset to fulfill its intended function, and may be characterized by increased
cost, risk and even service disruption.
To ensure that municipal assets are performing as expected and meeting the needs of
residents, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration.
There are several field intervention activities that are available to extend the life of an
asset. These activities can be generally placed into one of three categories:
maintenance, rehabilitation and replacement. The following table provides a description
of each type of activity and the general difference in cost.
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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Table 3 Examples of Lifecycle Activities
Lifecycle Activity
Description
Example (Roads)
Cost
Maintenance
Activities that prevent defects or
deteriorations from occurring
Crack Seal
$
Rehabilitation/
Renewal
Activities that rectify defects or
deficiencies that are already
present and may be affecting asset
performance
Mill & Re-surface
$$
Replacement/
Reconstruction
Asset end-of-life activities that
often involve the complete
replacement of assets
Full
Reconstruction
$$$
Depending on initial lifecycle management strategies, asset performance can be
sustained through a combination of maintenance and rehabilitation, but at some point,
replacement is required. Understanding what effect these activities will have on the
lifecycle of an asset, and their cost, will enable staff to make better recommendations.
The Town's approach to lifecycle management is described within each asset category
outlined in this AMP. Developing and implementing a proactive lifecycle strategy will
help staff to determine which activities to perform on an asset and when they should be
performed to maximize the useful life at the lowest total cost of ownership.
3.3.7
Risk Management Strategies
Municipalities generally take a 'worst-first' approach to infrastructure spending. Rather
than prioritizing assets based on their importance to service delivery, assets in the worst
condition are fixed first, regardless of their criticality. However, not all assets are created
equal. Some are more important than others, and their failure or disrepair poses more
risk to the community than that of others. For example, a road with a high volume of
traffic that provides access to critical services poses a higher risk than a low volume
rural road. By identifying the various impacts of asset failure and the likelihood that it
will fail, risk management strategies can identify critical assets, and determine where
maintenance efforts, and spending, should be focused. This AMP includes a high-level
evaluation of asset risk and criticality through qualitative and quantitative
methodologies.
Qualitative Approach to Risk
The qualitative risk assessment involves the documentation of risks to the delivery of
services that the municipality faces given the current state of the infrastructure and
asset management strategies. These risks can be understood as corporate level risks.
Quantitative Approach to Risk
Asset risk is defined using the following formula:
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Figure 4 Asset Risk Formula
The probability of failure relates to the likelihood that an asset will fail at a given time.
The probability of failure focuses on two highly imperative impacts for risk assessment -
structural and functional impacts. Structural impacts are related to the structural aspects
of an asset such as load carrying capacity, condition, or breaks; whereas the functional
impacts can include parameters, slope, traffic count, and other impacts that can affect
the performance of an asset.
The consequence of failure describes the overall effect that an asset's failure will have
on an organization's asset management goals. Consequences of failure can range from
non-eventful to impactful.
Each asset has been assigned a probability of failure score and consequence of failure
score based on available asset data. These risk scores can be used to prioritize
maintenance, rehabilitation, and replacement strategies for critical assets.
3.3.8
Climate Change
The impacts of changing climate are already evident across the country. Environment
and Climate Change Canada highlights Canada's changing climate, anticipated
impacts, and projections for the future.
Key findings include:
- Canada's climate has warmed and will warm further in the future, driven by human
influence. Both past and future warming in Canada is, on average, about double the
magnitude of global warming.
- Precipitation has increased in many parts of Canada, and there has been a shift
toward less snowfall and more rainfall. However, reductions in summer rainfall are
projected for parts of southern Canada under a high emission scenario toward the late
century.
- Temperature extremes have changed in Canada, consistent with the increase in mean
temperature. Extreme warm temperatures have become hotter, while extreme cold
temperatures have become less cold.
- Increased frequency and severity of extreme weather events (e.g. heat waves, floods,
coastal storm surges and droughts), more smog episodes and disease outbreaks,
thawing of permafrost, loss of northern sea ice, and rising sea levels.
The Ontario Climate Change Data Portal also modelled wind speeds under RCP 8.5 (a
high emissions climate change scenario). Wind speeds will be increasing in the spring
Risk
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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months, which could lead to
more frequent and severe
storm surges accompanying
spring storms.
Climate change continues to
put significant pressure on
shoreline communities,
natural and built
infrastructure, and the
ecological integrity in the
Great Lakes Basin. Usually
in winter, when Lake Ontario
is ice-covered, especially
when there is shore-fast ice,
flood risk and damage is
significantly reduced. Due to
climate change, warmer
temperatures reduce the
duration and extent of ice
cover which, combined with seasonal winds cycles that are highest in winter, increase
shoreline impacts. Models indicate a trajectory of climate change for at least the next 20
years - despite efforts to reduce global carbon emissions - which may lead to
significant increases in future shoreline flooding and damage during periods of high lake
levels.
3.3.9
Impacts of Growth
The demand for infrastructure and services will change over time based on a
combination of internal and external factors. Understanding the key drivers of growth
and demand will allow the Town to plan for new infrastructure more effectively, and the
upgrade or disposal of existing infrastructure. Increases or decreases in demand can
affect what assets are needed and what level of service meets the needs of the
community.
As growth-related assets are constructed or acquired, they should be integrated into the
Town's asset management program. While the addition of residential units will add to
the existing assessment base and offset some of the costs associated with growth, the
Town will need to review the lifecycle costs of growth-related infrastructure, and these
costs should be considered in long-term funding strategies.
3.3.10
Levels of Service
A level of service (LOS) is a measure of what the Town is providing to the community
and the nature and quality of that service. Within each asset category in this AMP,
technical metrics and qualitative descriptions that measure both technical and
community levels of service have been established and measured as data is available.
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These measures include a combination of those that have been outlined in O. Reg.
588/17 in addition to performance measures identified by the Town as worth measuring
and evaluating. The Town measures the level of service provided at two levels:
Community Levels of Service, and Technical Levels of Service.
Community Levels of Service
Community levels of service are a simple, plain language description or measure of the
service that the community receives. For core asset categories (roads, water,
wastewater, stormwater) the province, through O. Reg. 588/17, has provided qualitative
descriptions that are required to be included in this AMP. For non-core asset categories,
the Town has determined the qualitative descriptions that will be used to determine the
community level of service provided. These descriptions can be found in the Levels of
Service subsection within each asset category.
Technical Levels of Service
Technical levels of service are a measure of key technical attributes of the service being
provided to the community. These include mostly quantitative measures and tend to
reflect the impact of the Town's asset management strategies on the physical condition
of assets or the quality/capacity of the services they provide.
For core asset categories (roads, water, wastewater, stormwater) the province, through
O. Reg. 588/17, has provided technical metrics.
Current and Proposed Levels of Service
In developing an effective asset management plan, it is imperative to establish clear
levels of service across key service areas to ensure the efficient and sustainable
delivery of municipal services. The Town established current levels of service as well as
proposed levels of service over a 10-year period, in accordance with O. Reg. 588/17.
Proposed levels of service are realistic and achievable within the timeframe outlined by
the Town. They were determined with consideration of a variety of community
expectations, fiscal capacity, regulatory requirements, corporate goals, and long-term
sustainability. The Town will identify a lifecycle management and financial strategy
which will allow these targets to be achieved.
Annual Review
The annual review must address the municipality's progress in implementing its asset
management plan, any factors impeding the municipality's ability to implement its asset
management plan as well as a strategy to address any of the identified factors.
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4
Portfolio Overview
4.1 Community Profile
The Town of Lincoln holds a prominent location in Ontario's Niagara Peninsula. As one
of the fastest-growing communities in Niagara, Lincoln is an ideal place to establish or
expand a business. Lincoln is a recognized Agricultural Centre of Excellence with
thriving agriculture, food and beverage, technology, manufacturing and tourism sectors.
Promoting an "Open for Business" message and attracting new investment are key
drivers towards economic growth and prosperity in Lincoln.
The Town of Lincoln is made up of several communities and hamlets that together
create Lincoln's strong and diverse economy. The eight, and soon to be nine hamlets,
possess their own unique identity, making each community their own micro-destination
for tourists and residents alike.
Figure 5 A Map of Lincoln
The Town of Lincoln's population increase between 2016 and 2021 exceeded previous
growth targets as established in the 2016 Lincoln Official Plan and exceeded overall
growth across Niagara Region. The Town is working to provide diverse housing stock
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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well within the reach of many families so that residents of all backgrounds and lifestyles
can find a place to call home within our community.
Lincoln is situated along the QEW and the Niagara Escarpment, with scenic frontage on
Lake Ontario. Beamsville serves as the administrative centre and main business area,
while other population clusters include Vineland, Jordan, Campden, Rockway, Tintern,
and the future Prudhommes development. Lincoln's superior natural beauty features
the waterfront and picturesque Jordan Harbour, orchards, vineyards, and conservation
areas. Lincoln's highly productive agriculture sector thrives thanks to the region's fertile
soil and the temperature moderating effects of Lake Ontario and the Niagara
Escarpment. The latter is recognized as an environmentally protected UN World
Biosphere Reserve, making the escarpment and the land in its vicinity as internationally
significant.
4.2 Inventory & Valuation
The Town's inventory has an asset hierarchy of categories and segments as outlined
below where the dark blue headings are the categories and the listings in grey are the
segments.
Figure 6 Asset Hierarchy
- Collector Roads
- Local Roads
- Streetlights
Road Network
- Bridges
- Culverts >3m
- Culverts <3m
Bridges &
Culverts
- Booster Station
- Curbstops
- Hydrants
- Valves
- Water Meters
- Water Services/Laterals
- Watermains
Water Network
- Maintenance Holes
- Sanitary Laterals
- Sanitary Mains
Sanitary Network
- Catchbasins
- Maintenance Holes
- Stormwater
Laterals/Leads
- Stormwater Mains
- OGS
- SWMF
Stormwater
Network
- Administration
- Cemeteries
- Community Services
- Fire Services
- Operation Services
Facilities
- Cemeteries
- Natural Assets
- Park Amenities
- Parking
- Pedestrian Bridges
- Playground Equipment
- Playing Fields
- Pools
Land
Improvements &
Parks
- Administration
- Bylaw
- Community Services
- Road Services
- Technical Services
Fleet &
Equipment
- Equipment
- Fleet
Fire Fleet &
Equipment
- End User Devices and
Equipment
- Infrastructure
Information
Technology
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4.2.1
State of the Infrastructure
The table below outlines the current state of each asset category as well as shows the
current service trend. The service trend arrows show an overall downward trend based
on current funding levels and condition declines. The core infrastructure categories of
roads, sanitary and stormwater are almost maintaining their services with the water
network maintaining the service level historically.
Asset Category
Replacement
Cost
Average Asset
Condition
Service Trend
Bridges & Culverts
$92,875,400
Good (70%)
Facilities
$86,391,701
Good (61%)
Fire Fleet & Equipment
$16,752,200
Fair (57%)
Fleet & Equipment
$9,499,981
Good (66%)
Information Technology
$2,419,636
Fair (46%)
Land Improvements & Parks $44,704,585
Good (64%)
Road Network
$372,849,146
Fair (63%)
Sanitary Network
$244,302,089
Very Good (88%)
Stormwater Network
$267,087,730
Very Good (92%)
Water Network
$423,884,136
Very Good (88%)
Overall
$1,560,766,603
Good (79%)
4.2.2
Replacement Cost
All of Lincoln's asset categories have a total replacement cost of $1.56 billion based on
available inventory data. This total was determined based on a combination of user-
defined costs and historical cost inflation. This estimate reflects the replacement of
historical assets with similar, not necessarily identical, assets available for procurement
today.
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Figure 7 Portfolio Replacement Value
4.3 Condition & Age
The current condition of the assets is central to all asset management planning.
Collectively, 89% of assets in Lincoln are in fair or better condition. This estimate relies
on both age-based and field condition data.
Assessed condition data is available for all roads, bridges and culverts >3m as well as
facilities; and fire fleet, for the remaining portfolio, age is used as an approximation of
condition. Assessed condition data is invaluable in asset management planning as it
reflects the true condition of the asset and its ability to perform its functions. The table
below identifies the source of condition data.
Table 4 Assessed Condition Data Sources
Asset Category
Source of Condition Data
Road Network
2021 Roads Needs Study
Bridges & Culverts
2024 OSIM Bridge Inspections
Facilities
2023 Building Condition Assessment
Fire Fleet & Equipment
2024 Fire Fleet Assessment
The breakdown of the condition of each asset category is shown in the figure below.
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
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Figure 8 Overall Condition Breakdown by Asset Category
4.4 Service Life Remaining
Based on asset age, available assessed condition data and estimated useful life, 17%
of the Town's assets will require rehabilitation / replacement within the next 10 years.
Details of the capital requirements are identified in each asset section.
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Figure 9 Overall Service Life Remaining by Asset Category
4.5 Risk and Criticality
4.5.1
Qualitative Risk
The Town has noted key trends, challenges, and risks to service delivery that they are
currently facing:
Organizational Capacity
Staff resources have been focused primarily on accommodating
infrastructure requirements. This leaves little time to dedicate towards asset
management planning activities such as data refinement and lifecycle
strategy development.
Asset Data & Information
There was a lack of confidence in the available inventory data for asset
management purposes. Staff have been working on improving the existing
asset inventory including consolidating data sources. Staff plan to prioritize
data refinement efforts to increase confidence in the accuracy and reliability
of asset data and information.
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4.5.2
Quantitative Risk
The overall risk breakdown for the Town of Lincoln's asset inventory is portrayed in
Figure 10. Each asset category has a breakdown of the attributes used to calculate the
asset risk in their associated appendix.
Figure 10 Overall Asset Risk Breakdown
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$797,726,619
$207,645,697
$34,915,485
$256,352,637
$264,126,166
(51%)
(13%)
(2%)
(16%)
(17%)
Based on replacement cost Lincoln has 17% of their asset portfolio in very high risk.
Reviewing the list of very high-risk assets to evaluate how best to mitigate the level of
risk the Town is experiencing will help advance Lincoln's asset management program.
4.6 Climate
The Town has completed a Corporate Climate Adaption Plan (CCAP) as a guideline to
support and inform climate adaptation at the Corporate municipal level. It outlines how
the municipality will adapt its assets, operations, and services to the current and future
impacts of climate change. The following climatic threats were identified as top priority
for the Town of Lincoln:
-
Increased variability in temperature and precipitation
-
More frequent and/or severe freezing rain events
-
More frequent and/or severe extreme weather events
-
More heavy rainfall
-
More frequent and/or severe drought events
-
More days above 30C
The Town is expected to experience notable effects of climate change which include
higher average annual temperatures, an increase in total annual precipitation, and an
increase in the frequency and severity of extreme events. According to Climatedata.ca
- a collaboration supported by Environment and Climate Change Canada (ECCC) - the
Town of Lincoln may experience the following trends:
Higher Average Annual Temperature
- For the 1971-2000 period, the annual average temperature was 8.6 ºC.
- Under a high emissions scenario, annual average temperatures are projected to
be 11.2 ºC for the 2021-2050 period, 13.3.0 ºC for the 2051-2080 period and
15.0 ºC for the last 30 years of this century.
Increase in Total Annual Precipitation
- The average annual precipitation for the 1971-2000 period was 888 mm.
- Under a high emissions scenario, this is projected to be 12% higher for the 2051-
2080 period and 15% higher for the last 30 years of this century.
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4.7 Growth
Understanding the key drivers of growth and demand will allow the Town to plan for new
infrastructure effectively, and the upgrade or disposal of existing infrastructure.
Increases or decreases in demand can affect what assets are needed and what level of
service meets the needs of the community.
The Town has a population of approximately 25,719 residents, as per the 2021 Census
of Canada with an 8.1% change between 2016 and 2021.
Lincoln's population is forecasted to steadily grow at an annual growth rate of one
percent to approximately 32,000 residents by 2041. Similarly, the employment within
the Town is also expected to grow at a steady annual rate of one percent to
approximately 14,700 jobs in 2041.
4.7.1
Regional Growth
By 2051, the Niagara Region is expected to grow to 694,000 people and 272,000 jobs.
The 2022 Niagara Official Plan is a long-range land use planning framework that guides
how and where this growth will be accommodated, while also protecting key regional
assets.
The Plan supports the creation of sustainable, resilient, and prosperous communities by
providing clear direction on a range of critical topics, including:
-
Natural Environment
-
Climate Change
-
Housing
-
Employment
-
Transportation
To ensure consistent and coordinated growth management across the Region, the
policies outlined in the Niagara Official Plan will be integrated into local municipal official
plans. These policies serve as a foundation for future community planning and decision-
making across Niagara's municipalities.
4.7.2
Lincoln Official Plan (November 2016)
The Town of Lincoln is currently working on updating their official plan in 2025 which
bases its projections and goals for growth on Niagara Region's official plan recently
approved in November 2022. The Official Plan is the cornerstone document essential
for the management of future growth, development, and change in Lincoln.
The Town of Lincoln is aligning its land use plan with updated population and
employment growth forecasts to the year 2051, as allocated by the Niagara Official Plan
(NOP, 2022). Key initiatives supporting this growth include:
-
Intensification and Strategic Growth Areas: In line with the Growth Plan policies,
Lincoln is planning to accommodate growth primarily through intensification. This
includes the designation of a Strategic Growth Area, which will support higher-
density development and efficient use of land.
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-
Housing Affordability and Diversity: The Town is promoting a more affordable and
diverse housing stock by enabling a mix of housing types. This includes
supporting Additional Residential Units (second and third units) on existing
residential lots, in accordance with recent changes to the Planning Act.
-
Protected Major Transit Station Area (PMTSA): A new PMTSA designation is being
introduced within the Beamsville GO Secondary Plan area. As a Strategic Growth
Area under the Growth Plan and NOP, the Town must define its boundaries, set a
minimum density target, and ensure the area is planned to support that target in
terms of both population and employment.
-
Prudhomme Area Conformity Exercise: Planning work is also underway in the
Prudhomme area to revise the layout of low-rise residential and employment
blocks. These changes conform to the approved concept plan and Zoning By-law
Amendment (2022).
The Town of Lincoln's current Official Plan, approved in November 2016, now requires a
comprehensive review to ensure alignment with recent and significant changes to
provincial planning policy. Since 2016, the Province of Ontario has introduced
numerous updates affecting municipal land use planning, including:
-
Amendments to the Planning Act
-
Revisions to the Clean Water Act
-
Updated versions of the Greenbelt Plan and Niagara Escarpment Plan
-
The release of a new Provincial Planning Statement (PPS 2024) in October 2024,
which revoked both the Provincial Policy Statement and the Growth Plan
These changes reflect a shift in provincial planning priorities and policy direction. As
such, Lincoln must update its Official Plan to ensure consistency with the PPS 2024
and other updated legislation, and to effectively plan for future growth and development
in a manner that reflects current provincial objectives and local community needs.
4.7.3
Development Charges Background Study -
Consolidated Report
The Town has identified as part of the report developed by Watson & Associates
Economists Ltd. Infrastructure projects required to accommodate the growth projected
to 2041. The summary table identifies the total additional infrastructure needed to
maintain the current level of service of the Town to accommodate that growth.
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Table 5 Gross Expenditures over the life of the Development Charges Bylaw
Service
Cost
Stormwater Drainage and Control Services
-
Channels, drainage and ponds
-
Campden Stormwater Drainage
$8,601,400
$2,329,000
Wastewater Services
$32,934,789
Water Services
$52,314,829
Services Related to a Highway
-
Roads and Related
-
Public Works (Facility & Fleet)
$128,696,213
$47,336,000
Fire Protection Services
$30,609,033
Library Services
$6,499,536
Parks and Recreation Services
$53,652,335
Total
$362,973,134
4.8 Levels of Service
The strategic plan has a direct, and cascading impact on asset management planning
and reporting, making it a foundational element. The long-term community vision
statement for the Town is:
A place to grow:
Youth, aging in place, agriculture - growing crops, farming, greenhouse support,
business growth, early childhood development (youth), proper planning and growing
smart, growing your family here in Lincoln
A place to prosper:
A place for small/medium businesses to succeed, opportunities, job creation, tourism,
destination, local markets, festivals, beautification, industrial parks, prosperity,
community vibrancy, innovation
A place to belong:
Maintain community feeling, connectedness, more local events, support for families,
history and heritage, local markets, local and unique festivals, moving around town, one
community
Council priorities are outlined in the following figure.
A place to
GROW
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Figure 11 Council Priorities
The organizational mission is the Town of Lincoln takes pride in delivering municipal
services with an efficient, effective, and customer centered approach, resulting in a
livable and sustainable community.
Levels of service are a measure of the quality and scope of the services that municipal
infrastructure provides to the community. Both quantitative and qualitative metrics are
used
4.8.1
Current Levels of Service
To measure the current level of service as a guide to developing and measuring service
delivery, service attributes were identified that align staff work practices and with
community expectations.
Scope - Is a description of the services being provided and the assets that are
utilized to provide the services.
Sustainability - The practice of meeting present needs without compromising the
ability of future generations to meet their own, by prioritizing long-term planning,
resource efficiency, and responsible decision-making. This includes:
- Financial Stewardship - The efficient and transparent use of public funds,
ensuring that financial strategies support the long-term health and sustainability
of municipal assets -- reflecting the Town's commitment to fiscal responsibility
and good governance.
- Environmental Stewardship - The integration of environmental considerations
into asset management and service delivery, promoting actions that protect
and sustain natural resources for current and future generations
Responsibility - The obligation and accountability to ensure that assets and
services are:
- Safe to operate, minimizing health, safety, and security risks to people and the
environment.
- Compliant with all applicable laws, regulations, standards, and guidelines
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Resiliency - The capacity to adapt to stressors and recover quickly from
challenges, ensuring continuity of services and well-being of the community in the
face of adversity. Resiliency means having systems and infrastructure that can
withstand disruptions and "bounce back" effectively. This is supported by:
- Quality - A measure of the overall performance and effectiveness of a service,
reflecting how well it meets defined standards and community expectations.
- Reliability - Ensuring that assets are well-maintained and in acceptable
condition, enabling services to be delivered consistently with minimal
interruptions.
- Availability - Services and infrastructure are operational when needed and
accessible to all users, including those with specific needs or limitations.
- Coordination - Fostering collaboration and effective communication between
departments, stakeholders, and the community to support responsible,
accountable, and transparent asset management and service delivery.
- Connectivity - Maintaining a well-connected and integrated infrastructure
network, enabling efficient movement, communication, and access across the
community.
All community and technical levels of service are linked to the service attributes and can
be found in the appendix for each asset category.
4.8.2
Proposed Levels of Service
Following an evaluation of current practices, community engagement efforts, and asset
lifecycle activities, the Town has determined that the current levels of service (LOS) can
be defined as an average condition of good. Maintaining this standard has been
identified as the most appropriate LOS for the community.
A comprehensive assessment process was undertaken to establish proposed levels of
service that ensure long-term sustainability and feasibility. The following key principles
were integral to the development of the LOS methodology:
Stakeholder Engagement: Engage regularly with community stakeholders to gather
feedback, communicate updates, and ensure transparency in decision-making.
Data-Driven Decision Making: Utilize analytics and performance data to guide strategic
decisions and target areas for improvement.
Flexibility and Adaptability: Maintain a flexible approach to LOS, allowing for
adjustments based on shifting community priorities and emerging needs.
Continuous Improvement: Implement an ongoing review process to refine and enhance
the LOS methodology over time.
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4.8.3
Scenarios
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to
ensure all the lifecycles were included at least once. They are also all based on the
data available in the asset management system which outlines estimated useful life and
condition as well as replacement costs which all the results are based on.
Scenario 1: Current Capital Reinvestment Rate
Purpose: This scenario builds upon the current capital reinvestment rate, where the
total amount of investment being made into capital improvements (like replacement or
major repairs) remains the same. In this scenario, the focus is on the impact that
current investment levels have on the condition of the infrastructure over time.
Key Focus: The annual investment stays constant, and the condition of the
infrastructure is evaluated based on that level of reinvestment.
Outcome: This helps to see if the current capital reinvestment rate is enough to
maintain the infrastructure in a sustainable way over the long term, or if it's falling short
and leading to degradation in condition.
Scenario 2: Current Condition
Purpose: This scenario aims to achieve a specific, target condition level for the
infrastructure, where the goal is to maintain the current average condition of the
infrastructure in each asset category. By fixing the condition, the model determines
what the required annual investment would be to reach and maintain that target.
Key Focus: This scenario focuses on achieving a targeted condition level (current
condition) and determining how much investment would be necessary to maintain that
condition.
Outcome: This scenario gives insights into how much investment would be needed to
keep the infrastructure at its current level.
Scenario 3: Current Lifecycle Activities
Purpose: This scenario examines the current state of the infrastructure based on
existing lifecycle practices. It looks at how the infrastructure is currently being
maintained, the condition it's in, and projects the amount of annual investment needed
to be made in each asset category.
Key Focus: The condition of the infrastructure and the annual investment levels based
on currently identified lifecycle activities.
Outcome: This scenario provides a baseline for understanding how the infrastructure is
currently being maintained. It helps identify whether there are any gaps between current
practices and long-term sustainability goals.
4.8.4
Results
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current
capital reinvestment within each asset category. The current annual investment was
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held, and the condition was determined. The table below summarizes the results of
each asset category and overall.
Table 6 Scenario 1 Current Capital Reinvestment Summary
Asset Category
Current Average
Condition
Projected Average
Condition
Funding
Required
Bridges & Culverts
Good (70%)
Very Poor (18%)
$209,314
Facilities
Good (61%)
Very Poor (13%)
$347,004
Fire Fleet & Equipment
Fair (57%)
Very Poor (12%)
$158,809
Fleet & Equipment
Good (66%)
Very Poor (14%)
$101,207
Information Technology
Fair (46%)
Very Poor (11%)
$66,647
Land Improvements &
Parks
Good (64%)
Poor (20%)
$178,316
Road Network
Fair (63%)
Fair (54%)
$3,021,572
Stormwater Network
Very Good (92%)
Fair (52%)
$447,039
Sanitary Network
Very Good (88%)
Fair (54%)
$826,276
Water Network
Very Good (88%)
Good (70%)
$3,295,810
Overall
Good (79%)
Fair (52%)
$8,651,994
Scenario 2: Target Current Condition - this scenario utilizes a target of the average
condition within each asset category. The condition value was held, and the annual
investment was then determined. The table below summarizes the results of each asset
category and overall.
Table 7 Scenario 2 Target Current Average Condition Summary
Asset Category
Current Average
Condition
Projected Average
Condition
Funding
Required
Bridges & Culverts
Good (70%)
Good (70%)
$1,513,740
Facilities
Good (61%)
Good (61%)
$2,192,596
Fire Fleet & Equipment
Fair (57%)
Fair (57%)
$809,614
Fleet & Equipment
Good (66%)
Good (66%)
$618,312
Information Technology
Fair (46%)
Fair (46%)
$285,612
Land Improvements &
Parks
Good (64%)
Good (64%)
$1,145,652
Road Network
Fair (63%)
Fair (63%)
$5,143,207
Stormwater Network
Very Good (92%)
Good (79%)*
$3,126,867
Sanitary Network
Very Good (88%)
Good (78%)*
$2,647,104
Water Network
Very Good (88%)
Good (79%)*
$5,604,572
Overall
Good (79%)
Good (73%)
$23,087,275
*Note: lifecycle activities will only maintain the infrastructure to the average condition
identified.
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Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle
activities outlined as current practice within each asset category. The condition and
annual investment were then determined.
The table below summarizes the results of each asset category and overall.
Table 8 Scenario 3 Current Lifecycle Activities Summary
Asset Category
Current Average
Condition
Projected Average
Condition
Funding
Required
Bridges & Culverts
Good (70%)
Good (75%)
$1,939,330
Facilities
Good (61%)
Good (78%)
$2,852,737
Fire Fleet & Equipment
Fair (57%)
Good (77%)
$1,112,576
Fleet & Equipment
Good (66%)
Good (79%)
$752,863
Information Technology
Fair (46%)
Good (74%)
$471,876
Land Improvements &
Parks
Good (64%)
Good (76%)
$1,342,354
Road Network
Fair (63%)
Good (73%)
$6,460,875
Stormwater Network
Very Good (92%)
Good (79%)
$3,126,867
Sanitary Network
Very Good (88%)
Good (78%)
$2,647,104
Water Network
Very Good (88%)
Good (79%)
$5,604,572
Overall
Good (79%)
Good (77%)
$26,311,155
4.8.5
Summary
Lincoln is taking a strategic approach to ensure the long-term sustainability of its
municipal services by focusing on the condition of the assets that support them. This
helps balance service quality with cost-efficiency, avoiding unsustainable over-
investment while still meeting community needs.
The Town is also improving the accuracy of its asset management system, which is
essential for informed decision-making about capital planning and long-term
sustainability.
By targeting Scenario 3, which maintains current lifecycle activities, the Town is setting
a prudent long-term financial goal aimed at keeping its infrastructure in good condition.
This approach supports the Town's ability to deliver sustainable and resilient municipal
services, while upholding fiscal responsibility and accountability to the community.
Maintaining this standard ensures that critical assets continue to perform effectively and
efficiently over time, reducing the risk of costly emergency repairs or service
disruptions.
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5
Financial Management
5.1 Financial Strategy Overview
Each year, the Town of Lincoln makes important investments in its infrastructure's
maintenance, renewal, rehabilitation, and replacement to ensure assets remain in a
state of good repair. However, spending needs typically exceed fiscal capacity. In fact,
most municipalities continue to struggle with annual infrastructure deficits. Achieving full
funding for infrastructure programs will take many years and should be phased-in
gradually to reduce the burden on the community.
This financial strategy is designed for the municipality's existing asset portfolio and is
premised on two key inputs: the average annual capital requirements and the average
annual funding typically available for capital purposes. The annual requirements are
based on the replacement cost of assets and their serviceable life, and where available,
lifecycle modeling. This figure is calculated for each individual asset and aggregated to
develop category-level values.
The annual funding typically available is determined by reviewing historical capital
expenditures on infrastructure, inclusive of any allocations to reserves for capital
purposes.
Only reliable and predictable sources of funding are used to benchmark funds that may
be available in any given year. The funding sources include:
-
Revenue from taxation allocated to reserves for capital purposes
-
Revenue from water and wastewater rates allocated to capital reserves
-
The Canada Community Benefits Fund (CCBF), formerly the Federal Gas Tax
Fund
-
The Ontario Community Infrastructure Fund (OCIF)
Although provincial and federal infrastructure programs can change with evolving
policies, CCBF and OCIF are considered permanent and predictable revenue sources.
Through the development of proposed levels of service the Town of Lincoln has
established the long-term target of funding the lifecycle activities
5.1.1 Annual Capital Requirements
The annual requirements represent the amount the Town should allocate annually to
each asset category to meet replacement needs as they arise, prevent infrastructure
backlogs, and achieve long-term sustainability.
As part of its proposed level of service analysis, the Town assessed the annual funding
requirements needed to support the full lifecycle of its existing infrastructure. The
analysis identified an estimated annual requirement of $26.3 million to sustain
infrastructure assets over the long term.
To address this, the Town is recommending Scenario 3, which focuses on maintaining
current lifecycle activities. This scenario balances financial feasibility with asset
performance, helping to ensure infrastructure remains in Good condition while
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supporting sustainable and resilient service delivery. Table 9 outlines the forecasted
average annual requirements for existing assets in each asset category to maintain the
proposed level of service.
Table 9 Average Annual Capital Requirements
Asset Category
Replacement Cost
Forecasted Annual
Capital Requirements
Bridges & Culverts
$92.9m
$1.9m
Facilities
$86.4m
$2.9m
Fire Fleet & Equipment
$16.8m
$1.1m
Fleet & Equipment
$9.5m
$753k
Information Technology
$2.4m
$472k
Land Improvements & Parks
$44.7m
$1.3m
Road Network
$372.8m
$6.5m
Stormwater Network
$267.1m
$3.1m
Tax Funded Total
$892.6m
$18.1m
Sanitary Network
$244.3m
$2.6m
Water Network
$423.9m
$5.6m
Rate Funded Total
$668.2m
$8.3m
Overall Total
$1,560.8m
$26.3m
5.1.2
Current Funding Levels
Table 10 summarizes how current capital funding levels compare with funding required
for each asset category. At existing levels, the Town is funding 33% of its forecasted
annual capital requirements to maintain the proposed level of service of maintaining
current lifecycle activities. This creates a total annual funding deficit of $17.7 million.
Table 10 Current Funding Position vs Required Funding
Asset Category
Forecasted
Annual Capital
Requirements
Current Available
Funding
Annual Deficit
Bridges & Culverts
$2.9m
$266k
$1.7m
Facilities
$1.1m
$391k
$2.5m
Fire Fleet & Equipment
$753k
$152k
$960k
Fleet & Equipment
$472k
$103k
$650k
Information Technology
$1.3m
$65k
$407k
Land Improvements & Parks
$6.5m
$184k
$1.2m
Road Network
$1.9m
$2.9m
$3.5m
Stormwater Network
$3.1m
$428k
$2.7m
Tax Funded Total
$18.1m
$4.5m
$13.5m
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Asset Category
Forecasted
Annual Capital
Requirements
Current Available
Funding
Annual Deficit
Sanitary Network
$2.6m
$826k
$2.3m
Water Network
$5.6m
$3.3m
$1.8m
Rate Funded Total
$8.3m
$4.1m
$4.1m
Overall Total
$26.3m
$8.7m
$17.7m
5.1.3
Closing the Gap
Eliminating annual infrastructure funding shortfalls is a difficult and long-term endeavor
for municipalities. Considering the Town's current funding position, it will require many
years to reach full funding for current assets.
This section outlines how the Town can close the annual funding deficits using
sustainable revenue sources, i.e., property taxation, water & wastewater rates.
Full Funding Requirements
In 2025, Lincoln has an annual tax revenue of $26 million. As illustrated in the following
table, without consideration of any other sources of revenue or cost containment
strategies, full funding would require a 51.7% tax change over time.
To achieve this increase, several scenarios have been developed using phase-in
periods ranging from five to twenty years. Shorter phase-in periods may place too high
a burden on taxpayers, whereas a phase-in period beyond 20 years may see a
continued deterioration of infrastructure, leading to larger backlogs.
Table 11 Phasing in Annual Tax Increases
Total % Increase Needed in
Annual Property Taxation
Revenues
Phase-in Period
5 Years
10 Years
15 Years
20 Years
51.7%
8.7%
4.3%
2.8%
2.1%
For the water and sanitary rate funding, the water rate revenue in 2025 is estimated to
be $8.4 million, while the sanitary is $6.9 million. Without consideration of any other
sources of revenue or cost containment strategies, full funding would require a 27.7%
water rate change over time according to the asset management system forecast and a
26.4% increase for sanitary.
The water and sanitary financial plan and rate study developed by BMA Management
Consulting Inc. in accordance with O.Reg. 453/07, have estimated overall rate
increases to 2030.
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Table 12 Forecasted Revenues and Expenditures for Water
Water
2025
2026
2027
2028
2029
2030
Total Revenues
$8,404,141
$8,859,996
$9,340,732
$9,847,711
$10,382,372
$10,946,230
Operating Expenses
$2,615,185
$2,722,406
$2,884,468
$2,987,664
$3,094,628
$3,205,500
Regional Expenses
$2,482,070
$2,599,075
$2,721,554
$2,849,759
$2,983,959
$3,124,430
Transfers to Water Capital
Reserve
$3,274,139
$3,332,167
$3,528,328
$3,803,871
$4,097,332
$4,409,808
Debt Charges
$32,747
$206,347
$206,381
$206,417
$206,454
$206,492
Total Expenditures
$8,404,141
$8,859,996
$9,340,732
$9,847,711
$10,382,372
$10,946,230
Water Capital to Reserve
Change as a % of Rate Revenue
0.69%
2.21%
2.95%
2.98%
3.01%
1.2%
recommended
value to 2039
The rate study and financial plan only forecasted to 2030, to reach the full funding lifecycle activity funding continuing to increase
the capital transfer by 2.8% will reach full funding by 2034 (10-years) or 1.2% will reach full funding by 2039 (15-years)
Table 13 Forecasted Revenues and Expenditures for Sanitary
Sanitary
2025
2026
2027
2028
2029
2030
Total Revenues
$6,900,878 $7,618,533
$8,411,333
$9,204,031
$10,071,844
$11,021,901
Operating Expenses
$870,695
$903,679
$999,393
$1,033,771
$1,069,358
$1,106,194
Regional Expenses
$4,943,906 $5,363,149
$5,817,944
$6,311,305
$6,846,504
$7,427,088
Transfers to Sanitary Capital
Reserve
$668,634
$934,062
$1,176,354
$1,441,311
$1,738,339
$2,070,976
Debt Charges
$417,643
$417,643
$417,643
$417,643
$417,643
$417,643
Total Expenditures
$6,900,878 $7,618,533
$8,411,333
$9,204,031
$10,071,844
$11,021,901
Sanitary Capital to Reserve
Change as a % of Rate Revenue
3.85%
3.18%
3.15%
3.23%
3.30%
%1.2
recommended
value to 2034
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The rate study and financial plan forecasted to 2030, to reach the full funding lifecycle
activity funding it is necessary to continuing to increase the capital transfer by 1.2% per
year and the Town will reach full funding by 2034 (10-years) or 0.6% annually Lincoln
will reach full funding by 2039 (15-years).
Funding 100% of annual capital requirements ensures that major capital events,
including replacements, are completed as required. Under this scenario, projects are
unlikely to be deferred to future years. This delivers the chosen proposed level of
service for the community.
5.2 Estimated Growth Financial Requirements
The Town's annual net operating costs will increase because of the capital programs
proposed under the DC background study. Table 5 outlines the gross project expenses
forecasted due to growth in the Town at $362.9 million.
The Town regularly conducts long-term financial analyses of its operating and capital
programs to ensure long-term sustainability and affordability in maintaining service
levels as the Town grows. This demonstrates the Town's commitment to ensuring the
long-term financial sustainability of future capital projects prior to their approval.
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
33
5.3 Ten-Year Financial Plan
The Town is working with a clear long-term financial strategy aimed at reaching sustainable funding levels for its
infrastructure services in 15-years and with that sustainable level of funding in 2039 the Town is still operating with an
infrastructure deficit. The table below show a 10-year capital projection for each asset category with proposed funding.
Table 14 Ten-Year Tax Funded Financial Plan
Asset Category
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Bridges & Culverts
$732k
$1.2m
$881k
$695k
$2.4m
$1.8m
$1.2m
$657k
$3.1m
$4.1m
Facilities
$4.0m
$915k
$297k
$1.0m
$145k
$4.5m
$610k
$745k
$50k
$975k
Fire Fleet &
Equipment
$331k
$555k
$650k
$254k
$1.7m
$1.4m
$2.1m
$698k
$5.4m
$322k
Fleet & Equipment
-
$706k
$660k
$730k
$730k
$720k
$751k
$710k
$814k
$1.3m
Information
Technology
$344k
$615k
$265k
$550k
$346k
$282k
$287k
$367k
$299k
-
Land Improvements
& Parks
$9k
$66k
$69k
$46k
$3.3m
$459k
$9.8m
-
$1.5m
$168k
Road Network
$1.8m
$7.3m
$8.1m
$13.5m
$7.5m
$12.8m
$6.6m
$3.2m
$5.6m
$4.5m
Stormwater Network
$300k
$125k
$360k
$120k
$230k
$960k
$300k
$525k
$300k
$390k
Tax Funded Total
$7.6m
$11.5m $11.3m $17.0m $16.3m $22.9m $21.7m
$6.9m
$17.0m $11.8m
Proposed Funding
$4.5m
$5.3m
$6.0m
$6.8m
$7.6m
$8.4m
$9.2m
$10.1m $11.0m $11.9m
The current 10-year program requires $144 million in funding over its duration, while the proposed available funding is
$80.9 million. This indicates that the financial strategy's annual funding targets will not be met within the 10-year period,
but the Town is projecting to reach the annual requirement in 15-years. Moreover, the Town will not be able to fully fund
the outlined 10-year plan but will need to continue to prioritize projects and infrastructure needs.
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
34
34
For water and sanitary alignment with the Financial Plan and Rate Study report identifies the capital funding available for
water and sanitary to 2030, the remaining 4-years is based on the recommended increase to reach full funding for water
in 15 years and sanitary in 10-years.
Table 15 Ten-Year Water and Sanitary Rate Funded Financial Plan
Asset Category
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Water Network
$2.9m
$750k
$3.5m
$1.1m
$1.9m
$550k
$1.7m
$2.3m
$300k
$523k
Proposed Funding
$3.3m
$3.3m
$3.5m
$3.8m
$4.1m
$4.4m
$4.5m
$4.7m
$4.8m
$4.9m
Sanitary Network
$773k
$990k
$1.2m
$1.1m
$855k
$2.7m
$315k
$290k
$290k
$350k
Proposed Funding
$669k
$934k
$1.2m
$1.4m
$1.7m
$2.1m
$2.2m
$2.3m
$2.5m
$2.6m
The current 10-year program for both water and sanitary are fully funded within the 10-year program, however water will
not reach full sustainable funding levels until 2039.
6
Recommendations
1. Review feasibility of adopting a full-funding scenario that achieves 100% of average annual requirements as outlined
in the proposed levels of service and the financial strategy for all asset categories.This involves:
-
Implementing a 2.8% annual tax increase over a 15-year phase-in period and allocating the full increase in
revenue towards capital funding
-
Implementing a 1.2% annual water rate increase over a 9-year phase-in period after the increases identified in
the Financial Plan and Rate Study
-
Implementing a 1.2% annual sanitary rate increase over a 4-year phase-in period after the increases identified in
the Financial Plan and Rate Study
-
Continued allocation of OCIF and CCBF funding as previously outlined
-
Using risk frameworks and staff judgement to prioritize projects, particularly to aid in elimination of existing
infrastructure backlogs
NOTE: Although it is difficult to capture inflation costs, supply chain issues, and fluctuations in commodity prices will
also influence capital expenditures.
2025 TOWN OF LINCOLN ASSET MANAGEMENT PLAN
35
2. Continuously review, refine, and calibrate lifecycle and risk profiles to better reflect actual practices and improve
capital projections. In particular:
-
The timing of various lifecycle events, the triggers for treatment, anticipated impacts of each treatment, and costs
-
The various attributes used to estimate the likelihood and consequence of asset failures, and their respective
weightings
3. The annual review requirement in O.reg. 588/17 the Town must address their progress in implementing its asset
management plan, any factors impeding the ability to implement its asset management plan as well as a strategy to
address any of the identified factors.
36
4.
Appendix A
Road Network
APPENDIX A ROAD NETWORK
37
Appendix A: Road Network
The municipal road allowance, or road right-of-way (ROW), is a network of land owned and
operated by the Town and is primarily used for the transportation of people as well as
goods and services that are essential to the community's ability to function, grow and
prosper. In Lincoln, the ROW network is a two-tier system with the majority of ROW being
under the jurisdiction of the Town of Lincoln. However, primary collectors and arterial type
road allowances are typically owned and operated by the Niagara Region.
Although most assets within Regional ROW's are under the jurisdiction of the Niagara
Region, the Town of Lincoln is still responsible for many assets within these corridors as
well. It is important to note that this AMP provides a plan to manage all roadway assets
maintained and operated by the Town of Lincoln, regardless of whether they are located
within municipal or Regional ROW.
Lincoln's road network comprises a large share of its infrastructure portfolio, with a current
replacement cost of $372.8 million, distributed primarily between asphalt and surface
treated roads.
The Town also owns and manages other supporting infrastructure and capital assets,
including streetlights.
Inventory & Valuation
The figure below displays the replacement cost of each asset segment in the Town's road
inventory.
Figure 12 Road Network Replacement Value
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed to more accurately represent realistic capital requirements.
APPENDIX A ROAD NETWORK
38
Asset Condition & Age
The graph below identifies the average age, and the estimated useful life for each asset
segment. It is all weighted by replacement cost.
Figure 13 Road Network Average Age vs Average EUL
The analysis shows that, based on in-service dates the roads continue to remain in
operation beyond their expected useful life. This is due to the use of field conditions and
the lifecycle management strategies currently being utilized which will be outlined in greater
detail in a later section.
The graph below visually illustrates the average condition for each asset segment on a
very good to very poor scale.
Figure 14 Road Network Condition Breakdown
To ensure that Lincoln's roads continue to provide an acceptable level of service, the Town
should monitor the average condition of all assets. If the average condition declines, staff
should re-evaluate their lifecycle management strategy to determine what combination of
maintenance, rehabilitation, and replacement activities is required to increase the overall
condition of the roads.
APPENDIX A ROAD NETWORK
39
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. The Town's
current approach as part of the Road Needs Study is to measure the Pavement Condition
Index (PCI) of the road network approximately every 5 years to evaluate the road condition
Staff update the condition of the roads once work is completed.
The following rating criteria is used to determine the current condition of road segments
and forecast future capital requirements. The condition scale for roads utilized is the
pavement condition index (PCI) range from 0 to 100 from Very Poor to Very Good.
Table 16 Pavement Condition Photo Description
Condition
Photo Descrition
Rating (PCI
Equivalents)
Very Good
85-100
Good
70-85
Fair
55-70
Poor
40-55
Very Poor
0-40
APPENDIX A ROAD NETWORK
40
Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. This process is
affected by a range of factors including asset characteristics, location, utilization,
maintenance history and environment.
The Town's annual Road Rehabilitation and Resurfacing Program takes a balanced
approach to road network maintenance and renewal. The Town employs a strategy of
focusing on both "keeping the good roads good" through maintenance while also
addressing roads in very poor condition through major rehabilitation work.
Figure 15 Road Network Current Lifecycle Strategy
PCI scores, staff judgment, traffic loads, and the opportunity to bundle projects help inform
the optimal lifecycle intervention, ranging from pothole repairs to potential replacements.
Lifecycle models used to estimate the savings to annual capital requirement are shown
below.
Figure 16 Collector Asphalt Roads (HCB) Road Lifecycle Model
Figure 18
-deficiency repairs as required from patrols for minimum maintenance
standards such as patching, shoulder grading, etc.
-crack sealing
Maintenance
-for asphalt minor resurfacing and major resurfacing
-for surface treated single surface addition and double surface replacement
-streetlights are straight replacement
Rehabilitation / Renewal / Replacement
APPENDIX A ROAD NETWORK
41
Figure 17 Local Asphalt Roads (HCB) Road Lifecycle Model
Figure 18 Surface Treatment (LCB) Road Lifecycle Model
For the road network lifecycle management strategies have been developed to identify
costs that are realized through strategic rehabilitation and renewal. The development of
these strategies allows for a comparison of potential cost avoidance.
The following table compares two scenarios:
Replacement Only Scenario: Based on the assumption that assets deteriorate and -
without regularly scheduled maintenance and rehabilitation - are replaced at the end of
their service life.
Lifecycle Strategy Scenario: Based on the assumption that lifecycle activities are
performed at strategic intervals to extend the service life of assets until replacement is
required.
APPENDIX A ROAD NETWORK
42
Table 17 Road Network Annual Capital Requirement Comparison
Asset Segment
Annual Requirements
(Replacement Only)
Annual Requirements
(Lifecycle Strategy)
Difference
Collector Roads
$3,783,032
$1,754,465
$2,028,567
Local Roads
$9,517,742
$4,402,434
$5,115,308
Streetlights
$303,976
$303,976
$0
Total
$13,604,750
$6,460,875
$7,143,875
The use of a proactive lifecycle strategy for roads both asphalt and surface treated, leads
to a potential annual cost avoidance of approximately $7.1 million. This represents a
reduction of the annual capital requirement for the road network of 53%.
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 19 Road Network Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
Table 18 Road Network Risk Model Probability of Failure Criteria (Roads and Streetlights)
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
Table 19 Road Risk Model Consequence of Failure Criteria Roads
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$9,840,850
$12,505,560
$13,184,820
$153,449,116
$183,868,800
(3%)
(3%)
(4%)
(41%)
(49%)
APPENDIX A ROAD NETWORK
43
Criteria
Criteria
Weighting
Value/Range
Score
Surface Type
100%
Surface Treated
2
Minor
Asphalt
4
Major
Table 20 Road Risk Model Consequence of Failure Criteria Streetlights
Criteria
Criteria
Weighting
Value/Range
Score
Replacement
Cost
100%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the road network. These
metrics include the technical and community level of service metrics that are required as
part of O. Reg. 588/17 as well as any additional performance measures that the Town has
selected.
APPENDIX A ROAD NETWORK
44
44
Table 21 Road Network Current Level of Service
Community LOS
Service
Attribute
Technical LOS
Description, which
may include maps of
the road network in
the municipality and
its level of
connectivity
See Figure 20 Map of Roads Scope
Replacement Cost
$372,849,146
Quantity - kms of local roads
255
Quantity - kms of collector
roads
55
Quantity - number of lights
3,023
Lane-km of arterial roads
(MMS classes 1 and 2) per
land area (km/km2)
0
Lane-km of collector roads
(MMS classes 3 and 4) per
land area (km/km2)
0.43
Lane-km of local roads (MMS
classes 5 and 6) per land
area (km/km2)
0.84
Infrastructure will be managed with the practice of
meeting present needs without compromising the
ability of future generations to meet their own, by
prioritizing long-term planning, resource efficiency,
and responsible decision-making.
Sustainability % Risk that is High and Very
High
0.90
Average Risk
14.74
Annual reinvestment
$2,940,651
(Actual) Capital reinvestment
rate
0.79%
Services will be provided with the obligation and
accountability to ensure assets and services are
safe to operate and in compliance with all
applicable laws, regulations, standards, and
guidelines
Responsibility Minimum Maintenance
Standards are met
Yes
APPENDIX A ROAD NETWORK
45
Community LOS
Service
Attribute
Technical LOS
Description or
images that illustrate
the different levels of
road class pavement
condition
See Table 16 Pavement
Condition Photo Description
for the description of road
condition
Resiliency
Average surface condition for
unpaved roads in the
municipality (e.g., excellent,
good, fair, poor)
Collector Roads =
Poor (46%)
Local Roads = Fair
(66%)
Average Condition
Good (68%)
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges,
ensuring continuity of services and well-being of
the community in the face of adversity. Resiliency
means having systems and infrastructure that can
withstand disruptions and "bounce back"
effectively.
% Risk that is High and Very
High
13%
Average Asset Risk
Very Low
Capital re-investment rate
0.5%
46
Figure 20 Map of Roads
APPENDIX A ROAD NETWORK
47
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on. The table below
outlines the results for each scenario for the road network.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 22 Scenario Results Summary
Scenarios
Replacement Cost Average Condition Annual Capital Reinvestment
Scenario 1 - Current Capital Investment Rate
$372,849,146
Fair (54%)
$2,940,651
Scenario 2 - Maintain Current Condition
$372,849,146
Fair (63%)
$5,143,207
Scenario 3 - Lifecycle
$372,849,146
Good (73%)
$6,460,875
The proposed level of service recommended for the road network is Scenario 3, which maintains current lifecycle
activities.
APPENDIX B BRIDGES & CULVERTS
48
Appendix B
Bridges & Culverts
APPENDIX B BRIDGES & CULVERTS
49
Appendix B Bridges & Culverts
Bridges and culverts represent a critical portion of the transportation system in the Town of
Lincoln. This is a combination of bridges, culverts greater than 3m as well as culverts less
than 3m.
Inventory & Valuation
The figure below displays the replacement cost of each asset segment in the Town's
bridges and culverts inventory.
Figure 21 Bridges & Culverts Replacement Cost
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed. This can be included in the Ontario Structures Inspection Manual
(OSIM) inspections as the replacement cost is part of the calculation for the bridge
condition index (BCI).
Asset Condition & Age
The graph below identifies the average age and the estimated useful life for each asset
segment. The values are replacement cost weighted.
Figure 22 Bridges & Culverts Average Age vs Average EUL
APPENDIX B BRIDGES & CULVERTS
50
Each asset's estimated useful life should also be reviewed periodically to determine
whether adjustments need to be made to better align with the observed length of service
life for each asset type. The graph below visually illustrates the average condition for each
asset segment on a very good to very poor scale.
Figure 23 Bridges & Culverts Condition Breakdown
To ensure that the Town's bridges and culverts continue to provide an acceptable level of
service, the staff should monitor the average condition of all assets.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. Lincoln's current
approach is to assess all bridges and culverts >3m every 2 years in accordance with the
Ontario Structure Inspection Manual (OSIM). The most recent assessment was completed
in 2024 by qualified engineers from ELLIS Engineering Inc. The condition scale for bridges
and culverts utilized is from 0 to 100 from Very Poor to Very Good.
APPENDIX B BRIDGES & CULVERTS
51
Figure 24 Bridges & Culverts Condition Images
Condition
Photo Descrition
Rating (PCI
Equivalents)
Very Good
85-100
Good
70-85
Fair
60-70
Poor
30-60
Very Poor
No Photo
0-30
Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of residents, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration. Figure 25 outlines Lincoln's current lifecycle management strategy.
APPENDIX B BRIDGES & CULVERTS
52
Figure 25 Bridges & Culverts Current Lifecycle Strategy
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 26 Bridges & Culverts Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
Table 23 Bridges & Culverts Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
-All maintenance and repair activities are driven by the results of inspections
competed according to the Ontario Structure Inspection Manual (OSIM) as
well as internal staff monitoring
Maintenance
-Replacement occurs when the OSIM inspection recommends it and funding is
available
Rehabilitation / Renewal / Replacement
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$3,475,767
$21,144,008
$624,000
$16,523,125
$51,108,500
(4%)
(23%)
(<1%)
(18%)
(55%)
APPENDIX B BRIDGES & CULVERTS
53
Table 24 Bridges & Culverts Risk Model Consequence of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Replacement
Cost
100%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the municipal bridges &
culverts. These metrics include the technical and community level of service metrics that
are required as part of O. Reg. 588/17 as well as any additional performance measures
that the Town has selected.
APPENDIX B BRIDGES & CULVERTS
54
54
Table 25 Bridges & Culverts Current Levels of Service
Community LOS
Service
Attribute
Current Technical LOS
Description of the traffic that
is supported by municipal
bridges (e.g. heavy transport
vehicles, motor vehicles,
emergency vehicles,
pedestrians, cyclists)
Bridges in the Town of
Lincoln allow the movement
of heavy transport vehicle,
motor vehicles, emergency
vehicles, pedestrians and
cyclists.
Scope
Replacement Cost
$92,875,400
Quantity (Bridges)
56
Quantity (Structural
Culverts)
14
Infrastructure will be managed with the practice of meeting
present needs without compromising the ability of future
generations to meet their own, by prioritizing long-term
planning, resource efficiency, and responsible decision-
making.
Sustainability
% Risk that is High and
Very High
73%
Average Risk
13.06
Annual reinvestment
$265,730
(Actual) Capital
reinvestment rate
0.29%
Services will be provided with the obligation and
accountability to ensure assets and services are safe to
operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility Average Condition Rating
Good (60)
Description or images of the
condition of bridges and
culverts and how this would
affect the use
See
Figure 24 Bridges & Culverts
Condition Images
Resiliency
Average bridge condition
index value for bridges in
the Municipality
Good (72%)
Average bridge condition
index value for structural
culverts in the Municipality
Good (63%)
Services are provided with the capacity to adapt to stressors
and recover quickly from challenges, ensuring continuity of
services and well-being of the community in the face of
adversity. Resiliency means having systems and
infrastructure that can withstand disruptions and "bounce
back" effectively.
Average Condition (Entire
Category)
Good (70%)
% Condition > Fair
99%
% Condition poor and
very poor
1%
APPENDIX B BRIDGES & CULVERTS
55
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on. The table below
outlines the results for each scenario for the municipal bridges and culverts.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 26 Bridges & Culverts Scenario Results
Scenarios
Replacement Cost Average Condition Annual Capital Reinvestment
Scenario 1 - Current Capital Investment Rate
$92,875,400
Very Poor (18%)
$265,730
Scenario 2 - Maintain Current Condition
$92,875,400
Good (70%)
$1,513,740
Scenario 3 - Lifecycle
$92,875,400
Good (75%)
$1,939,330
The proposed level of service recommended for bridges & culverts is Scenario 3, which maintains current lifecycle
activities.
56
Appendix C
Stormwater Network
APPENDIX C STORMWATER NETWORK
57
Appendix C: Stormwater Network
The Town is responsible for managing stormwater runoff through creeks, drainage
channels and stormwater management facilities, and these are essential to the safe
operation of roads. Lincoln owns $267.1 million in stormwater infrastructure.
Asset Inventory & Costs
The figure below displays the replacement cost of each asset segment in the Town's
stormwater network inventory.
Figure 27 Stormwater Network Replacement Cost
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed.
Asset Condition & Age
The graph below identifies the average age and the estimated useful life for each asset
segment. The values are replacement cost weighted.
APPENDIX C STORMWATER NETWORK
58
Figure 28 Stormwater Network Average Age vs Average EUL
Each asset's estimated useful life should also be reviewed periodically to determine
whether adjustments need to be made to better align with the observed length of
service life for each asset type. The graph below visually illustrates the average
condition for each asset segment on a very good to very poor scale.
Figure 29 Stormwater Network Condition Breakdown
To ensure that the Town's stormwater network assets continue to provide an acceptable
level of service, the staff should monitor the average condition of all assets.
APPENDIX C STORMWATER NETWORK
59
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the
remaining service life of assets and identify the most cost-effective approach to
managing assets. The following describes the Town's current approach:
- The Town visually inspects the SWMFs annually as well as OGS's and catch basins
- CCTV program is currently under development
The following rating criteria are used to determine the current condition of stormwater
segments and forecast future capital requirements:
Condition
Rating
Very Good
80-100
Good
60-80
Fair
40-60
Poor
20-40
Very Poor
0-20
Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of residents, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration. The following table outlines the Town's current lifecycle management
strategy.
Figure 30 Stormwater Network Current Lifecycle Strategy
-Maintenance activities include catch basin inspections/cleaning on an annual
basis.
-SWMF visual inspections are completed annually to determine maintenance
needs
Maintenance
-The 2023 SWMF condition assessment will build a 10-year capital plan for
ponds.
-The Town will continue to review priority areas to CCTV to gain an
understanding of condition to inform future work.
Rehabilitation / Renewal / Replacement
APPENDIX C STORMWATER NETWORK
60
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset
category based on available inventory data. For the criteria used to determine the risk
rating of each asset see the tables below.
Figure 31 Stormwater Network Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences
of asset failure.
Table 27 Stormwater Network Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining
(%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
Table 28 Stormwater Network Risk Model Consequence of Failure Criteria (Stormwater Mains)
Criteria
Criteria
Weighting
Value/Range
Score
Diameter
100%
< 225
1
Low
225-300
2
Minor
300-450
3
Moderate
450-750
4
Major
> 750
5
Severe
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$184,091,943
$79,301,587
$267,900
$3,426,300
-
(69%)
(30%)
(<1%)
(1%)
(0%)
APPENDIX C STORMWATER NETWORK
61
Table 29 Stormwater Network Risk Model Consequence of Failure Criteria (Everything except mains)
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Replacement
Cost
50%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
AMP Segment
50%
Stormwater
Laterals/Leads
2
Minor
Catchbasins;
Maintenance Holes
2
Moderate
OGS
4
Major
SWMF
5
Severe
The identification of critical assets allows the Town to determine appropriate risk
mitigation strategies and treatment options. Risk mitigation may include asset-specific
lifecycle strategies, condition assessment strategies, or simply the need to collect better
asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following table identify the Town's current level of service for the stormwater
network. These metrics include the technical and community level of service metrics
that are required as part of O. Reg. 588/17 and the new CLI-ECA requirements that the
Town will be incorporating, as well as any additional performance measures that the
Town has selected.
APPENDIX C STORMWATER NETWORK
62
Table 30 Stormwater Network Current Levels of Service
Community LOS
Service
Attribute
Technical LOS
Description, which may include
map, of the user groups or
areas of the municipality that
are protected from flooding,
including the extent of
protection provided by the
municipal storm sewer system
See Figure 32 Town of
Lincoln Flood Plain Extent
Map
Scope
Replacement Cost
$267,087,730
Quantity (kms of
main)
80
Infrastructure will be managed with the practice of meeting
present needs without compromising the ability of future
generations to meet their own, by prioritizing long-term
planning, resource efficiency, and responsible decision-making.
Sustainability
% Risk that is High
and Very High
1%
Average Risk
3.66
Annual reinvestment
$428,448
(Actual) Capital
reinvestment rate
0.16%
Services will be provided with the obligation and accountability
to ensure assets and services are safe to operate and in
compliance with all applicable laws, regulations, standards, and
guidelines
Responsibility
MECP Design
Guidelines are met for
all new installations
Yes
Description or images of the
condition of Storm Network
Assets
Condition Description
- Very Good - Fit for the future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential of
affecting service
- Very Poor - Unfit for
sustained service
Resiliency
% of properties in
municipality resilient
to a 100-year storm
TBD
% of the municipal
storm sewer
management system
resilient to a 5-year
storm
TBD
Services are provided with the capacity to adapt to stressors
and recover quickly from challenges, ensuring continuity of
services and well-being of the community in the face of
adversity. Resiliency means having systems and infrastructure
that can withstand disruptions and "bounce back" effectively.
Average Condition
(Entire Category)
Very Good
(92%)
% Condition > Fair
99%
% Condition poor and
very poor
1%
APPENDIX C STORMWATER NETWORK
63
Figure 32 Town of Lincoln Flood Plain Extent Map
APPENDIX C STORMWATER NETWORK
64
Proposed Levels of Service
The scenarios that were used to analyse Lincoln inventory were run for 100-years to ensure all the lifecycles were included
at least once. They are also all based on the data available in the asset management system which outlines estimated
useful life and condition as well as replacement costs which all the results are based on. The table below outlines the
results for each scenario for the Stormwater Network.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 31 Stormwater Network Scenario Results
Scenarios
Replacement Cost Average Condition
Annual Capital
Reinvestment
Scenario 1 - Current Capital Investment Rate
$267,087,730
Fair (52%)
$428,448
Scenario 2 - Maintain Current Condition
$267,087,730
Very Good (92%)
$3,126,867
Scenario 3 - Lifecycle
$267,087,730
Good (79%)
$3,126,867
The current condition cannot be maintained with the lifecycle activities as identified. The proposed level of service
recommended for the stormwater network is Scenario 3, which maintains current lifecycle activities.
APPENDIX C STORMWATER NETWORK
65
Appendix D
Facilities
APPENDIX D FACILITIES
66
Appendix D Facilities
Lincoln owns and maintains several facilities that provide key services to the community.
These include:
- Administration
- Cemeteries
- Community Services
- Operation Services
- Fire facilities
Inventory & Valuation
The graph below displays the total replacement cost of each asset segment in Lincoln's
buildings inventory. As the Town has had a componentization of their facilities, their
inventory tracks buildings as separate components.
Figure 33 Facilities Replacement Cost
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed to represent capital requirements more accurately.
Asset Condition & Age
The graph below identifies the average age, and the estimated useful life for each asset
segment. The values are weighed based on replacement cost.
APPENDIX D FACILITIES
67
67
Figure 34 Facilities Average Age vs Average EUL
The graph below visually illustrates the average condition for each asset segment on a
very good to very poor.
Figure 35 Facilities Condition Breakdown
To ensure that the municipal facilities continue to provide an acceptable level of service,
the Town should monitor the average condition of all assets. If the average condition
declines, staff should re-evaluate their lifecycle management strategy to determine what
combination of maintenance, rehabilitation and replacement activities is required to
increase the overall condition of the buildings. Each asset's estimated useful life should
also be reviewed to determine whether adjustments need to be made to better align with
the observed service life.
Current Approach to Condition Assessment
Accurate and reliable conditions data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. Facilities are
repaired as required based on deficiencies identified by outside experts, staff, or residents.
APPENDIX D FACILITIES
68
Lifecycle Management Strategy
To ensure that municipal assets are performing as expected and meeting the needs of
residents, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
aFigure 36 Facilities Current Lifecycle Strategy
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 37 Facilities Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
-Inspection walk through daily
-Fire alarms and generators monthly checks
-Cleaning Services
-HVAC checks
Maintenance
-Weatherproofing and structural reinforcement
-Modernization
-Rebuilding if can (ie. chiller) otherwise replace at end of life (utilize condition to
extend when possible)
Rehabilitation / Replacement
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$7,551,790
$33,870,052
$4,930,036
$38,208,341
$1,831,483
(9%)
(39%)
(6%)
(44%)
(2%)
APPENDIX D FACILITIES
69
69
Table 32 Facilities Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
Table 33 Facilities Risk Model Consequence of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Replacement
Cost
100%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the municipal facilities.
These metrics include the technical and community level of service metrics that are
required as part of O. Reg. 588/17 as well as any additional performance measures that
the Town has selected.
APPENDIX D FACILITIES
70
70
Table 34 Facilities Current Levels of Service
Community LOS
Service
Attribute
Technical LOS
Description of the
services provided
by municipal
facilities
Facilities are broken into
administration, cemeteries,
community services, fire
services and operation
services.
Scope
Replacement Cost
$86,391,701
Quantity - number of
facilities
141
Infrastructure will be managed with the practice of
meeting present needs without compromising the
ability of future generations to meet their own, by
prioritizing long-term planning, resource efficiency,
and responsible decision-making.
Sustainability
% Risk that is High
and Very High
46%
Average Risk
9.47
Annual reinvestment
$390,886
(Actual) Capital
reinvestment rate
0.45%
Services will be provided with the obligation and
accountability to ensure assets and services are safe
to operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility
Facility assets comply
with accessibility
regulations
Priority #1 sites - 90%
Priority #2 sites - 80%
Priority #3 sites - 50%
Description or
images of the
condition of facility
assets
Condition Description
- Very Good - Fit for the future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential of
affecting service
- Very Poor - Unfit for
sustained service
Resiliency
Average Condition
Good (61%)
% Condition > Fair
100%
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges,
ensuring continuity of services and well-being of the
community in the face of adversity. Resiliency means
having systems and infrastructure that can withstand
disruptions and "bounce back" effectively.
% Condition poor and
very poor
0%
APPENDIX D FACILITIES
71
71
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 35 Facilities Scenario Results
Scenarios
Replacement Cost Average Condition
Annual Capital
Reinvestment
Scenario 1 - Current Capital Investment Rate
$86,391,701
Very Poor (13%)
$390,886
Scenario 2 - Maintain Current Condition
$86,391,701
Good (61%)
$2,192,596
Scenario 3 - Lifecycle
$86,391,701
Good (78%)
$2,852,737
The proposed level of service recommended for the municipal facilities is Scenario 3, which maintains current lifecycle
activities.
APPENDIX E FIRE FLEET & EQUIPMENT
72
Appendix E
Fire Fleet & Equipment
APPENDIX E FIRE FLEET & EQUIPMENT
73
73
Appendix E: Fire Fleet & Equipment
Lincoln Fire Rescue is a composite fire department that relies on four full-time staff and
paid on-call volunteer firefighters from the community. The administration of Lincoln Fire
Rescue is completed from Fire Station #61 and the service is dispatched from 4 locations
throughout the Town. To maintain the quality stewardship of Lincoln's fire services, staff
utilize various types of fleet vehicles and equipment.
Examples are:
-
Fleet: all apparatus
-
Communications: radios
-
Personal protective equipment: bunker gear and helmets
-
Equipment: hose, self-contained breathing apparatus (SCBA), nozzles, jaws of life
and thermal imagers
Inventory & Valuation
The graph below displays the total replacement cost of each asset segment in Lincoln's fire
fleet and equipment inventory.
Figure 38 Fire Fleet & Equipment Replacement Costs
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed to more accurately represent capital requirements.
Asset Condition & Age
The graph below identifies the average age and the estimated useful life for each asset
segment. The values are weighed based on replacement cost.
APPENDIX E FIRE FLEET & EQUIPMENT
74
Figure 39 Fire Fleet & Equipment Average Age vs Average EUL
Each asset's estimated useful life should also be reviewed periodically to determine
whether adjustments need to be made to better align with the observed length of service
life for each asset type. The graph below visually illustrates the average condition for each
asset segment on a very good to very poor scale.
Figure 40 Fire Fleet & Equipment Condition Breakdown
To ensure that the Town's fire fleet & equipment continues to provide an acceptable level of
service, Lincoln should continue to monitor the average condition. If the average condition
declines, staff should re-evaluate their lifecycle management strategy to determine what
combination of maintenance, rehabilitation and replacement activities is required to
increase the overall condition.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. The current
approach is varied because of the broad range of types of equipment included in this
category.
APPENDIX E FIRE FLEET & EQUIPMENT
75
75
Lifecycle Management Strategy
To ensure that municipal assets are performing as expected and meeting the needs of
residents, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
Figure 41 Fire Fleet & Equipment Current Lifecycle Strategy
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 42 Fire Fleet & Equipment Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
-Inspection walk around weekly
-Annual Servicing
-Inspections and testing done to manufacturer's recommendations ULC and
NFPA requirements, and provincial regulations
Maintenance
-Replace at end of life, extend items with condition assessments when feasible
Rehabilitation / Replacement
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$3,747,700
$5,663,950
$1,122,650
$3,237,300
$2,980,600
(22%)
(34%)
(7%)
(19%)
(18%)
APPENDIX E FIRE FLEET & EQUIPMENT
76
Table 36 Fire Fleet & Equipment Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
Table 37 Fire Fleet & Equipment Risk Model Consequence of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Replacement
Cost
50%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
Asset-Type
25%
Light-Duty Vehicles
1
Low
Medium-Duty; Trailers
3
Moderate
Equipment
4
Major
Fire Equipment; Heavy-
Duty Vehicles; PPE;
SCBA; Cylinders;
Thermal Imaging
5
Severe
AMP Segment
25%
Administration;
Operational
Engineering; Bylaw
1
Low
Community Services
3
Moderate
Road Services
4
Major
Environmental
Services; Fire Services
5
Severe
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
APPENDIX E FIRE FLEET & EQUIPMENT
77
77
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the fire fleet &
equipment. These metrics include the technical and community level of service metrics that
the Town has selected.
APPENDIX E FIRE FLEET & EQUIPMENT
78
Table 38 Fire Fleet & Equipment Current Levels of Service
Community LOS
Service
Attribute
Technical LOS
Description of the
services provided by
fire fleet &
equipment
Fire fleet & equipment assist in
public education services, fire
safety standards and enforcement
as well as emergency response.
Scope
Replacement Cost
$16,752,200
Quantity - Entire
Category(assets)
8,455
Infrastructure will be managed with the practice of
meeting present needs without compromising the ability
of future generations to meet their own, by prioritizing
long-term planning, resource efficiency, and responsible
decision-making.
Sustainability
% Risk that is High and Very
High
37%
Average Risk
9.72
Annual reinvestment
$152,447
(Actual) Capital
reinvestment rate
0.91%
Services will be provided with the obligation and
accountability to ensure assets and services are safe to
operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility
% Compliance with all
applicable fire services
legislation and regulations
100%
% annual safety inspection
MTO mandate
100%
%compliance with fleet
vehicle standards
100%
Description or
images of the
condition of fire fleet
& equipment
Condition Description
- Very Good - Fit for the future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential of
affecting service
- Very Poor - Unfit for sustained
service
Resiliency
Average Condition
Fair (57%)
% Condition > Fair
79%
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges, ensuring
continuity of services and well-being of the community in
the face of adversity. Resiliency means having systems
and infrastructure that can withstand disruptions and
"bounce back" effectively.
% Condition poor and very
poor
21%
APPENDIX E FIRE FLEET & EQUIPMENT
79
79
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were included
at least once. They are also all based on the data available in the asset management system which outlines estimated
useful life and condition as well as replacement costs which all the results are based on.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice within
each asset category. The condition and annual investment were then determined.
Table 39 Fire Fleet & Equipment Scenario Results
Scenarios
Replacement Cost Average Condition
Annual Capital
Reinvestment
Scenario 1 - Current Capital Investment Rate
$16,752,200
Very Poor (12%)
$152,447
Scenario 2 - Maintain Current Condition
$16,752,200
Fair (57%)
$809,614
Scenario 3 - Lifecycle
$16,752,200
Good (77%)
$1,112,576
The proposed level of service recommended for the fire fleet & equipment is Scenario 3, which maintains current lifecycle
activities.
APPENDIX F FLEET & EQUIPMENT
80
Appendix F
Fleet & Equipment
APPENDIX F FLEET & EQUIPMENT
81
81
Appendix F: Fleet & Equipment
The Fleet Services Division, which is part of the Public Works Department, provides
responsive and efficient fleet management services to the Town's internal departments
while maximizing safety and environmental sustainability and minimizing lifecycle costs.
Fleet Services has an in-house mechanic team that services all equipment from push
mowers to snowplows. The Town of Lincoln's fleet services include the following asset
types:
-
Heavy-duty vehicles
-
Medium-duty vehicles
-
Light-duty vehicles
-
Capital equipment
Inventory & Valuation
The graph below displays the total replacement cost of each asset segment in Lincoln's
fleet and equipment inventory.
Figure 43 Fleet & Equipment Replacement Costs
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed to more accurately represent capital requirements.
Asset Condition & Age
The graph below identifies the average age and the estimated useful life for each asset
segment. The values are weighed based on replacement cost.
APPENDIX F FLEET & EQUIPMENT
82
Figure 44 Fleet & Equipment Average Age vs Average EUL
Each asset's estimated useful life should also be reviewed periodically to determine
whether adjustments need to be made to better align with the observed length of service
life for each asset type. The graph below visually illustrates the average condition for each
asset segment on a very good to very poor scale.
Figure 45 Fleet & Equipment Condition Breakdown
To ensure that the Town's fleet & equipment assets continue to provide an acceptable level
of service, Lincoln should continue to monitor the average condition. If the average
condition declines, staff should re-evaluate their lifecycle management strategy to
APPENDIX F FLEET & EQUIPMENT
83
83
determine what combination of maintenance, rehabilitation and replacement activities is
required to increase the overall condition.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. The current
approach is varied because of the broad range of types of equipment included in this
category.
Lifecycle Management Strategy
To ensure that the Town's fleet and equipment are performing as expected and meeting the
needs of staff and residents, it is important to establish a lifecycle management strategy to
proactively manage asset deterioration. The following table outlines the Town's current
lifecycle management strategy.
Figure 46 Fleet & Equipment Current Lifecycle Strategy
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 47 Fleet & Equipment Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
-Inspection walk around weekly
-Annual Servicing and inspection
-Equipment inspections and testing done to manufacturer's recommendations
Maintenance
-Replace at end of life, extend items with condition assessments when feasible
-Fleet typically has a 10-year life expectancy
Rehabilitation / Replacement
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$5,327,734
$944,264
$536,204
$665,522
$2,026,258
(56%)
(10%)
(6%)
(7%)
(21%)
APPENDIX F FLEET & EQUIPMENT
84
Table 40 Fleet & Equipment Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
Table 41 Fleet & Equipment Risk Model Consequence of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Replacement
Cost
50%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
Asset-Type
25%
Light-Duty Vehicles
1
Low
Medium-Duty; Trailers
3
Moderate
Equipment
4
Major
Fire Equipment; Heavy-
Duty Vehicles; PPE;
SCBA; Cylinders;
Thermal Imaging
5
Severe
AMP Segment
25%
Administration;
Operational
Engineering; Bylaw
1
Low
Community Services
3
Moderate
Road Services
4
Major
Environmental
Services; Fire Services
5
Severe
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
APPENDIX F FLEET & EQUIPMENT
85
85
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the fleet & equipment
assets. These metrics include the technical and community level of service metrics that the
Town has selected.
APPENDIX F FLEET & EQUIPMENT
86
Table 42 Fleet & Equipment Current Levels of Service
Community LOS
Service
Attribute
Technical LOS
Description of the
services provided
by fleet &
equipment
Fleet Services is responsible for
driver training, vehicle
maintenance, asset management,
green fleet initiatives, and licensing
of vehicles.
Scope
Replacement Cost
$9,499,981
Quantity - Entire
Category(assets)
100
Infrastructure will be managed with the practice of
meeting present needs without compromising the ability of
future generations to meet their own, by prioritizing long-
term planning, resource efficiency, and responsible
decision-making.
Sustainability
% Risk that is High and
Very High
37%
Average Risk
9.72
Annual reinvestment
$152,447
(Actual) Capital
reinvestment rate
0.91%
Services will be provided with the obligation and
accountability to ensure assets and services are safe to
operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility
% annual safety inspection
MTO mandate
100%
%compliance with fleet
vehicle standards
100%
Description or
images of the
condition of fleet &
equipment
Condition Description
- Very Good - Fit for the future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential of
affecting service
- Very Poor - Unfit for sustained
service
Resiliency
Average Condition
Good (66%)
% Condition > Fair
74%
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges, ensuring
continuity of services and well-being of the community in
the face of adversity. Resiliency means having systems
and infrastructure that can withstand disruptions and
"bounce back" effectively.
% Condition poor and very
poor
26%
87
87
APPENDIX F FLEET & EQUIPMENT
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 43 Fleet & Equipment Scenario Results
Scenarios
Replacement Cost Average Condition
Annual Capital
Reinvestment
Scenario 1 - Current Capital Investment Rate
$9,499,981
Very Poor (14%)
$103,158
Scenario 2 - Maintain Current Condition
$9,499,981
Good (66%)
$618,312
Scenario 3 - Lifecycle
$9,499,981
Good (79%)
$752,863
The proposed level of service recommended for the fleet & equipment assets is Scenario 3, which maintains current
lifecycle activities.
APPENDIX E FIRE FLEET & EQUIPMENT
88
Appendix G
Information
Technology
APPENDIX G INFORMATION TECHNOLOGY
89
89
Appendix G: Information Technology
The Enterprise Services Team consists of 4 full-time IT Professionals that are responsible
for keeping all devices, infrastructure, and software applications in good working order.
Inventory & Valuation
The graph below displays the total replacement cost of each asset segment in Lincoln's
information technology inventory.
Figure 48 Information Technology Replacement Costs
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed to more accurately represent capital requirements.
Asset Condition & Age
The graph below identifies the average age and the estimated useful life for each asset
segment. The values are weighed based on replacement cost.
APPENDIX G INFORMATION TECHNOLOGY
90
Figure 49 Information Technology Average Age vs Average EUL
Each asset's estimated useful life should also be reviewed periodically to determine
whether adjustments need to be made to better align with the observed length of service
life for each asset type. The graph below visually illustrates the average condition for each
asset segment on a very good to very poor scale.
Figure 50 Information Technology Condition Breakdown
To ensure that the Town's information technology assets continue to provide an acceptable
level of service, Lincoln should continue to monitor the average condition. If the average
condition declines, staff should re-evaluate their lifecycle management strategy to
determine what combination of maintenance, rehabilitation and replacement activities is
required to increase the overall condition.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. The current
approach is varied because of the broad range of types of equipment included in this
category.
APPENDIX G INFORMATION TECHNOLOGY
91
91
Lifecycle Management Strategy
To ensure that municipal assets are performing as expected and meeting the needs of
residents, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration. Information technology assets in terms of end user devices
and equipment have a very short lifecycle and as such they are generally replaced at end
of life.
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 51 Information Technology Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
Table 44 Information Technology Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$776,622
$886,842
$65,593
$427,336
$263,243
(32%)
(37%)
(3%)
(18%)
(11%)
APPENDIX G INFORMATION TECHNOLOGY
92
Table 45 Information Technology Risk Model Consequence of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Replacement
Cost
50%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
AMP Segment
50%
End User Devices and
Equipment
2
Minor
Infrastructure
4
Major
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for information technology.
These metrics include the technical and community level of service metrics that the Town
has selected.
APPENDIX G INFORMATION TECHNOLOGY
93
93
Table 46 Information Technology Current Levels of Service
Community LOS
Service
Attribute
Technical LOS
Description of the
services provided
by information
technology
Secure, reliable, and affordable
infrastructure and end user
devices. Effective coordination
and secure reliable infrastructure
to mitigate cyber attacks
environment
Scope
Replacement Cost
$2,419,636
Quantity - Entire
Category(assets)
825
Infrastructure will be managed with the practice of
meeting present needs without compromising the ability
of future generations to meet their own, by prioritizing
long-term planning, resource efficiency, and responsible
decision-making.
Sustainability
% Risk that is High and
Very High
29%
Average Risk
6.97
Annual reinvestment
$64,657
(Actual) Capital
reinvestment rate
2.67%
Services will be provided with the obligation and
accountability to ensure assets and services are safe to
operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility % compliance with MFIPPA
100%
Description or
images of the
condition of
information
technology
Condition Description
- Very Good - Fit for the future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential of
affecting service
- Very Poor - Unfit for sustained
service
Resiliency
Average Condition
Fair (46%)
% Condition > Fair
61%
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges, ensuring
continuity of services and well-being of the community in
the face of adversity. Resiliency means having systems
and infrastructure that can withstand disruptions and
"bounce back" effectively.
% Condition poor and very
poor
39%
APPENDIX G INFORMATION TECHNOLOGY
94
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 47 Information Technology Scenario Results
Scenarios
Replacement Cost Average Condition
Annual Capital
Reinvestment
Scenario 1 - Current Capital Investment Rate
$2,419,636
Very Poor (11%)
$64,657
Scenario 2 - Maintain Current Condition
$2,419,636
Fair (46%)
$285,612
Scenario 3 - Lifecycle
$2,419,636
Good (74%)
$471,876
The proposed level of service recommended for the information technology is Scenario 3, which maintains current
lifecycle activities.
APPENDIX D FACILITIES
95
95
Appendix H
Land Improvements &
Parks
APPENDIX H LAND IMPROVEMENTS & PARKS
96
Appendix H Land Improvements & Parks
Lincoln owns and maintains several land improvements and parks that provide key
services to the community. These include:
- Natural Assets
- Cemeteries
- Park Amenities
- Pedestrian Bridges
- Playground Equipment
- Playing Fields
- Pools
Inventory & Valuation
The graph below displays the total replacement cost of each asset segment in Lincoln's
land improvements and parks inventory. There are many different types of segments within
this category.
Figure 52 Land Improvements & Parks Replacement Cost
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed to represent capital requirements more accurately.
Asset Condition & Age
The graph below identifies the average age, and the estimated useful life for each asset
segment. The values are weighed based on replacement cost.
APPENDIX H LAND IMPROVEMENTS & PARKS
97
97
Figure 53 Land Improvements & Parks Average Age vs Average EUL
The graph below visually illustrates the average condition for each asset segment on a
very good to very poor.
Figure 54 Land Improvements & Parks Condition Breakdown
APPENDIX H LAND IMPROVEMENTS & PARKS
98
To ensure that the land improvements and parks continue to provide an acceptable level of
service, the Town should monitor the average condition of all assets. If the average
condition declines, staff should re-evaluate their lifecycle management strategy to
determine what combination of maintenance, rehabilitation and replacement activities is
required to increase the overall condition. Each asset's estimated useful life should also be
reviewed to determine whether adjustments need to be made to better align with the
observed service life.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. Land
improvements and parks are repaired as required based on deficiencies identified by
outside experts, staff, or residents.
Lifecycle Management Strategy
To ensure that municipal assets are performing as expected and meeting the needs of
residents, it is important to establish a lifecycle management strategy to proactively
manage asset deterioration. The following table outlines the Town's current lifecycle
management strategy.
Figure 55 Land Improvements & Parks Current Lifecycle Strategy
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 56 Land Improvements & Parks Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
-Inspections are done daily for pools and splashpads
-Monthly inspections for the majority of park infrastructure
Maintenance
-Replacement at the end of the lifecycle
Rehabilitation / Replacement
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$7,966,028
$10,914,515
-
$17,388,705
$8,435,336
(18%)
(24%)
(0%)
(39%)
(19%)
APPENDIX H LAND IMPROVEMENTS & PARKS
99
99
Table 48 Land Improvements & Parks Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
Table 49 Land Improvements & Parks Risk Model Consequence of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Replacement
Cost
100%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the municipal facilities.
These metrics include the technical and community level of service metrics that the Town
has selected.
APPENDIX H LAND IMPROVEMENTS & PARKS
100
Table 50 Land Improvements & Parks Current Levels of Service
Community LOS
Service
Attribute
Technical LOS
Description of the
services provided by
land improvements &
parks
Land improvement and parks
assets are aimed at providing
recreational opportunities,
promoting community and
preserving natural spaces
Scope
Replacement Cost
$44,704,585
Quantity - number of
facilities
3,549
Infrastructure will be managed with the practice of
meeting present needs without compromising the
ability of future generations to meet their own, by
prioritizing long-term planning, resource efficiency,
and responsible decision-making.
Sustainability
% Risk that is High
and Very High
58%
Average Risk
8.97
Annual reinvestment
$183,931
(Actual) Capital
reinvestment rate
0.41%
Services will be provided with the obligation and
accountability to ensure assets and services are safe
to operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility
Facility assets comply
with accessibility
regulations
Priority #1 sites - 90%
Priority #2 sites - 80%
Priority #3 sites - 50%
Description or images
of the condition of
land improvements &
parks
Condition Description
- Very Good - Fit for the
future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential
of affecting service
- Very Poor - Unfit for
sustained service
Resiliency
Average Condition
Good (64%)
% Condition > Fair
80%
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges,
ensuring continuity of services and well-being of the
community in the face of adversity. Resiliency means
having systems and infrastructure that can withstand
disruptions and "bounce back" effectively.
% Condition poor and
very poor
20%
APPENDIX H LAND IMPROVEMENTS & PARKS
101
101
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 51 Land Improvements & Parks Scenario Results
Scenarios
Replacement Cost Average Condition
Annual Capital
Reinvestment
Scenario 1 - Current Capital Investment Rate
$44,704,585
Poor (20%)
$183,931
Scenario 2 - Maintain Current Condition
$44,704,585
Good (64%)
$1,145,652
Scenario 3 - Lifecycle
$44,704,585
Good (76%)
$1,342,354
The proposed level of service recommended for land improvement and parks is Scenario 3, which maintains current
lifecycle activities.
APPENDIX I WATER NETWORK
102
Appendix I
Water Network
APPENDIX I WATER NETWORK
Appendix I Water Network
The water distribution system is part of a network of infrastructure operated by the Town.
Supplying clean safe drinking water within the urban boundary, the Town provides services
essential to the community's ability to function, grow and prosper. In Lincoln, the water
system is a two-tier system with the majority of watermains under the jurisdiction of the
Town of Lincoln, which include the Beamsville Water Distribution System and the Jordan-
Vineland Water Distribution System. However, large diameter transmission mains,
reservoirs and water treatment plants are owned and operated by the Niagara Region.
Inventory & Valuation
The figure below displays the replacement cost of each asset segment in the Town's water
network inventory.
Figure 57 Water Network Replacement Cost
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed.
Asset Condition & Age
The graph below identifies the average age and the estimated useful life for each asset
segment. The values are replacement cost weighted.
APPENDIX I WATER NETWORK
104
Figure 58 Water Network Average Age vs Average EUL
Each asset's estimated useful life should also be reviewed periodically to determine
whether adjustments need to be made to better align with the observed length of service
life for each asset type. The graph below visually illustrates the average condition for each
asset segment on a very good to very poor scale.
Figure 59 Water Network Condition Breakdown
APPENDIX I WATER NETWORK
To ensure that the Town's water network continues to provide an acceptable level of
service, the staff should monitor the average condition of all assets.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. Lincoln's current
approach is to assess inspect hydrants, valves and booster stations on a regular interval
outlined in Figure 60. The condition scale for water network assets is from 0 to 100 from
Very Poor to Very Good as shown below.
Table 52 Water Network Condition Ranges
Condition
Rating (PCI
Equivalents)
Very Good
80-100
Good
60-80
Fair
40-60
Poor
20-40
Very Poor
0-20
Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of residents, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration. Figure 60 outlines Lincoln's current lifecycle management strategy.
Figure 60 Water Network Current Lifecycle Strategy
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
-Leak detection monitoring
-Annual flushing program
-Booster station weekly checks
-Annual valve turning program (including pressure tests for PRVs)
Maintenance
-Replacement occures at the end of life and are extended by condition
assessments when availabe
-Align with other infrastructure replacement whenever possible
Rehabilitation / Renewal / Replacement
APPENDIX I WATER NETWORK
106
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 61 Water Network Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
Table 53 Water Network Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
Table 54 Water Network Risk Model Consequence of Failure Criteria (Water Mains)
Criteria
Criteria
Weighting
Value/Range
Score
Diameter
100%
< 100
1
Low
200-325
2
Minor
325-450
3
Moderate
450-1000
4
Major
> 1000
5
Severe
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$365,673,315
$24,186,693
$12,978,264
$16,955,701
$4,090,162
(86%)
(6%)
(3%)
(4%)
(<1%)
APPENDIX I WATER NETWORK
Table 55 Water Network Risk Model Consequence of Failure Criteria (Everything except mains)
Criteria
Criteria
Weighting
Value/Range
Score
Score Description
Replacement
Cost
50%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
AMP Segment
50%
Curbstops; Water
Meters
1
Low
Water
Service/Laterals
3
Moderate
Bulk Water Station;
Hydrants; Valves
4
Major
Booster Station
5
Severe
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the water network.
These metrics include the technical and community level of service metrics that are
required as part of O. Reg. 588/17, the Town's DWQMS, as well as any additional
performance measures that the Town has selected.
Table 56 Water Network Current Levels of Service
Community LOS
Service
Attribute
Current Technical LOS
Description, which may include maps,
of the user groups or areas of the
municipality that are connected to the
municipal water system.
See Figure 62
Beamsville Water
System and
Figure 63 Jordan
Vineland Water
System
Scope
Replacement Cost
$423,884,136
Quantity (kms of main)
174
Description, which may include maps,
of the user groups or areas of the
municipality that have fire flow.
See Figure 62
Beamsville Water
System and
Figure 63 Jordan
Vineland Water
System
Percentage of properties
connected to the municipal
water system.
70%
Percentage of properties
where fire flow is available.
100%
Infrastructure will be managed with the practice of
meeting present needs without compromising the ability
of future generations to meet their own, by prioritizing
long-term planning, resource efficiency, and responsible
decision-making.
Sustainability
% Risk that is High and Very
High
4%
Average Risk
3.49
Annual reinvestment
3,295,810
(Actual) Capital reinvestment
rate
0.78%
Services will be provided with the obligation and
accountability to ensure assets and services are safe to
operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility
% compliance with all
applicable water quality
regulations
100%
Description or
images of the
condition of water
assets
Condition Description
- Very Good - Fit for the future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential of
affecting service
Resiliency
The number of connection-
days per year where a boil
water advisory notice is in
place compared to the total
number of properties
connected to the municipal
water system.
0%
Community LOS
Service
Attribute
Current Technical LOS
- Very Poor - Unfit for sustained
service
The number of connection-
days per year due to water
main breaks compared to the
total number of properties
connected to the municipal
water system.
TBD
Description of boil
water advisories
and service
interruption.
Water Advisories are related to an
adverse test result. All past events
have likely been caused by
operator errors after completing
resampling as per ministry and PH
requirements.
Service interruptions are typically
related to watermain breaks or
construction work that require a
section of watermain to be
isolated.
# of watermain breaks
6
% of system with low pressure
0%
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges, ensuring
continuity of services and well-being of the community in
the face of adversity. Resiliency means having systems
and infrastructure that can withstand disruptions and
"bounce back" effectively.
Average Condition (Entire
Category)
Very Good
(88%)
% Condition > Fair
94%
% Condition poor and very
poor
6%
Figure 62 Beamsville Water System
Figure 63 Jordan Vineland Water System
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on. The table below
outlines the results for each scenario for the water network.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 57 Water Network Scenario Results
Scenarios
Replacement Cost Average Condition Annual Capital Reinvestment
Scenario 1 - Current Capital Investment Rate
$423,884,136
Good (70%)
$3,295,810
Scenario 2 - Maintain Current Condition
$423,884,136
Good (79%)
$5,604,572
Scenario 3 - Lifecycle
$423,884,136
Good (79%)
$5,604,572
The proposed level of service recommended for the water network is Scenario 3, which maintains current lifecycle
activities.
Appendix J
Sanitary Network
Appendix J Sanitary Network
The sanitary collection system is part of a network of infrastructure operated by the Town.
In Lincoln, the sanitary system is a two-tier system with most sanitary mains under the
jurisdiction of the Town of Lincoln, which include the Beamsville Sanitary Collection System
and the Jordan-Vineland Sanitary Collection System. However, forcemains, sewage
pumping stations and sanitary treatment plants are owned and operated by the Niagara
Region.
Inventory & Valuation
The figure below displays the replacement cost of each asset segment in the Town's
sanitary network inventory.
Figure 64 Sanitary Network Replacement Cost
Each asset's replacement cost should be reviewed periodically to determine whether
adjustments are needed.
Asset Condition & Age
The graph below identifies the average age and the estimated useful life for each asset
segment. The values are replacement cost weighted.
Figure 65 Sanitary Network Average Age vs Average EUL
Each asset's estimated useful life should also be reviewed periodically to determine
whether adjustments need to be made to better align with the observed length of service
life for each asset type. The graph below visually illustrates the average condition for each
asset segment on a very good to very poor scale.
Figure 66 Sanitary Network Condition Breakdown
To ensure that the Town's water network continues to provide an acceptable level of
service, the staff should monitor the average condition of all assets.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to determine the remaining service life of
assets and identify the most cost-effective approach to managing assets. Lincoln's current
approach is to CCTV sanitary sewers approximately every 5 years in a phased approach.
The condition scale for sanitary network assets is from 0 to 100 from Very Poor to Very
Good as shown below.
Table 58 Sanitary Condition Ranges
Condition
Rating
Very Good
80-100
Good
60-80
Fair
40-60
Poor
20-40
Very Poor
0-20
Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of residents, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration. Figure 67 outlines Lincoln's current lifecycle management strategy.
Figure 67 Sanitary Network Current Lifecycle Strategy
Risk & Criticality
The following figure provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on available inventory data. For the criteria used to determine the risk rating of each
asset see the tables below.
Figure 68 Sanitary Network Risk Breakdown
This is a high-level model developed by municipal staff and it should be reviewed and
adjusted to reflect an evolving understanding of both the probability and consequences of
asset failure.
Table 59 Sanitary Network Risk Model Probability of Failure Criteria
Criteria
Criteria
Weighting
Value/Range
Score
Score
Description
Condition
50%
85-100
1
Rare
70-85
2
Unlikely
55-70
3
Possible
40-55
4
Likely
0-40
5
Almost Certain
Service Life
Remaining (%)
50%
>40
1
Rare
30 - 40
2
Unlikely
20 - 30
3
Possible
10 - 20
4
Likely
0 - 10
5
Almost Certain
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$209,274,870
$18,228,226
$1,206,018
$6,071,190
$9,521,784
(86%)
(7%)
(<1%)
(2%)
(4%)
-CCTV Inspections every 5 years in a phased approach
-Sanitary main flushing program every 1-2 years
-Maintenance hole inspections on a 5 year cycle
-Annual valve turning program (including pressure tests for PRVs)
Maintenance
-Replacement occures at the end of life and are extended by condition
assessments when available
-Grouting or lining of sanitary mains to reduce I&I
-Align with other infrastructure replacement whenever possible
Rehabilitation / Renewal / Replacement
Table 60 Sanitary Network Risk Model Consequence of Failure Criteria (Sanitary Mains)
Criteria
Criteria
Weighting
Value/Range
Score
Diameter
100%
< 100
1
Low
200-325
2
Minor
325-450
3
Moderate
450-1000
4
Major
> 1000
5
Severe
Table 61 Sanitary Network Risk Model Consequence of Failure Criteria (Everything except mains)
Criteria
Criteria
Weighting
Value/Range
Score
Score Description
Replacement
Cost
50%
< $25,000
1
Low
$25,000-$150,000
2
Minor
$150,000-$500,000
3
Moderate
$500,000-$1,000,000
4
Major
> $1,000,000
5
Severe
AMP Segment
50%
Sanitary
Service/Laterals
3
Moderate
Maintenance Holes;
4
Major
The identification of critical assets allows the Town to determine appropriate risk mitigation
strategies and treatment options. Risk mitigation may include asset-specific lifecycle
strategies, condition assessment strategies, or simply the need to collect better asset data.
Levels of Service
The framework created by the Town for levels of service is a valuable tool for assessing
and managing the performance of their assets and/or services provided by their assets.
Proposed levels of service for the Town have been developed through engagement with
Town staff.
Current Levels of Service
The following tables identify the Town's current level of service for the sanitary network.
These metrics include the technical and community level of service metrics that are
required as part of O. Reg. 588/17, and the new CLI-ECA requirements that the Town will
be incorporating, as well as any additional performance measures that the Town has
selected.
Table 62 Sanitary Network Current Levels of Service
Community LOS
Service
Attribute
Technical LOS
Description, which
may include maps, of
the user groups or
areas of the
municipality that are
connected to the
municipal wastewater
system.
See Figure 69 Beamsville
Sanitary System and Figure 70
Jordan Vineland Sanitary System
Scope
Replacement Cost
$244,302,089
Quantity (kms of main)
92
Percentage of properties
connected to the municipal
wastewater system.
71%
Infrastructure will be managed with the practice of meeting
present needs without compromising the ability of future
generations to meet their own, by prioritizing long-term
planning, resource efficiency, and responsible decision-
making.
Sustainability
% Risk that is High and
Very High
6%
Average Risk
3.46
Annual reinvestment
$826,276
(Actual) Capital
reinvestment rate
0.34%
Operating Budget
$1,195,375
Services will be provided with the obligation and
accountability to ensure assets and services are safe to
operate and in compliance with all applicable laws,
regulations, standards, and guidelines
Responsibility
% compliance with all
applicable water quality
regulations
100%
Description of how
combined sewers in
the municipal
wastewater system
are designed with
overflow structures in
place which allow
overflow during storm
events to prevent
backups into homes.
The Town does not have any
combined sewers. Most overflow
events from I/I in the system are
managed by overflow structures
in the Region owned SPSs. The
Town manages overflow events
immediately upstream of the
Bridgeport SPS and the
Campden SPS.
Resiliency
Average Condition (Entire
Category)
Very Good
(88%)
Community LOS
Service
Attribute
Technical LOS
Description of the
frequency and volume
of overflows in
combined sewers in
the municipal
wastewater system
that occur in habitable
areas or beaches.
There are no overflows that
happen in or around beaches.
The events that we do have at
Bridgeport and Campden are
during significant wet weather
events. These are rare:
Between 2017-20: average
1/year
Some damaged cleanouts were
in Campden, along with some
rehabilitation works on sewers
and maintenance holes that
addressed both Jordan Station
and Campden. At the time of
presenting this AMP, the Town
also has an approved pilot
program for removing private
side sources in Jordan Station
(sumps, foundation drains,
downspout connections and
cracks in laterals).
The number of connection-
days per year due to
wastewater backups
compared to the total
number of properties
connected to the municipal
wastewater system.
0
The number of effluent
violations per year due to
wastewater discharge
compared to the total
number of properties
connected to the municipal
wastewater system.
N/A Regional
Assets
Description of how
stormwater can get
into sanitary sewers in
the municipal
wastewater system,
causing sewage to
overflow into streets or
backup into homes.
All stormwater enters as I/I into
the system. This can be from
cracked pipes, seams in MHs,
MH covers, damaged lateral
connections, sump pumps and
foundation drains (grandfathered)
and illegal downspout
connections.
Description of how
sanitary sewers in the
municipal wastewater
Some sewers have higher levels
of I/I in the system area and are
prone to surcharging beyond a 2-
% Condition > Fair
98%
Community LOS
Service
Attribute
Technical LOS
system are designed
to be resilient to avoid
events described in
paragraph 3.
year storm. The Town is working
to remove sources of I/I to
improve system capacity to
support growth and a 5-year
return storm.
Description of the
effluent that is
discharged from
sewage treatment
plants in the municipal
wastewater system.
The treatment plant is owned by
the Region of Niagara. The
Region is also responsible for
testing.
% Condition poor and very
poor
2%
Description or images
of the condition of
wastewater assets
Condition Description
- Very Good - Fit for the future
- Good - Adequate for now
- Fair - Requires attention
- Poor - Increased potential of
affecting service
- Very Poor - Unfit for sustained
service
The number of events per
year where combined
sewer flow in the municipal
wastewater system
exceeds system capacity
compared to the total
number of properties
connected to the municipal
wastewater system.
N/A
Services are provided with the capacity to adapt to
stressors and recover quickly from challenges, ensuring
continuity of services and well-being of the community in
the face of adversity. Resiliency means having systems
and infrastructure that can withstand disruptions and
"bounce back" effectively.
Figure 69 Beamsville Sanitary System
Figure 70 Jordan Vineland Sanitary System
Proposed Levels of Service
The scenarios that were used to analyse Lincoln's inventory were run for 100-years to ensure all the lifecycles were
included at least once. They are also all based on the data available in the asset management system which outlines
estimated useful life and condition as well as replacement costs which all the results are based on. The table below
outlines the results for each scenario for the sanitary network.
Scenario 1: Current Capital Reinvestment Rate - this scenario utilizes the current capital reinvestment within each asset
category. The current annual investment was held, and the condition was determined.
Scenario 2: Current Condition - this scenario utilizes a target of current average condition within each asset category. The
condition value was held, and the annual investment was then determined.
Scenario 3: Current Lifecycle Activities - this scenario utilizes the current lifecycle activities outlined as current practice
within each asset category. The condition and annual investment were then determined.
Table 63 Sanitary Network Scenario Results
Scenarios
Replacement Cost Average Condition Annual Capital Reinvestment
Scenario 1 - Current Capital Investment Rate
$244,302,089
Fair (54%)
$826,276
Scenario 2 - Maintain Current Condition
$244,302,089
Very Good (88%)
$2,647,104
Scenario 3 - Lifecycle
$244,302,089
Good (78%)
$2,647,104
The proposed level of service recommended for the sanitary network is Scenario 3, which maintains current lifecycle
activities.
Appendix K
Condition Assessment
Guidelines
Appendix K Condition Assessment
Guidelines
The foundation of good asset management practice is accurate and reliable data on the
current condition of infrastructure. Assessing the condition of an asset at a single point
in time allows staff to have a better understanding of the probability of asset failure due
to deteriorating conditions.
Condition data is vital to the development of data-driven asset management strategies.
Without accurate and reliable asset data, there may be little confidence in asset
management decision-making which can lead to premature asset failure, service
disruption and suboptimal investment strategies. To prevent these outcomes, the Town's
condition assessment strategy should outline several key considerations, including:
-
The role of asset condition data in decision-making
-
Guidelines for the collection of asset condition data
-
A schedule for how regularly asset condition data should be collected
Role of Asset Condition Data
The goal of collecting asset condition data is to ensure that data is available to inform
maintenance and renewal programs required to meet the desired level of service.
Accurate and reliable condition data allows municipal staff to determine the remaining
service life of assets, and identify the most cost-effective approach to deterioration,
whether it involves extending the life of the asset through remedial efforts or
determining that replacement is required to avoid asset failure.
In addition to the optimization of lifecycle management strategies, asset condition data
also impacts the Town's risk management and financial strategies. Assessed condition
is a key variable in the determination of an asset's probability of failure. With a strong
understanding of the probability of failure across the entire asset portfolio, the Town can
develop strategies to mitigate both the probability and consequences of asset failure
and service disruption. Furthermore, with condition-based determinations of future
capital expenditures, the Town can develop long-term financial strategies with higher
accuracy and reliability.
Guidelines for Condition Assessment
Whether completed by external consultants or internal staff, condition assessments
should be completed in a structured and repeatable fashion, according to consistent
and objective assessment criteria. Without proper guidelines for the completion of
condition assessments there can be little confidence in the validity of condition data and
asset management strategies based on this data.
Condition assessments must include a quantitative or qualitative assessment of the
current condition of the asset, collected according to specified condition rating criteria, in
a format that can be used for asset management decision-making. As a result, it is
important that staff adequately define the condition rating criteria that should be used
and the assets that require a discrete condition rating. When engaging with external
consultants to complete condition assessments, it is critical that these details are
communicated as part of the contractual terms of the project.
There are many options available to the Town to complete condition assessments. In
some cases, external consultants may need to be engaged to complete detailed
technical assessments of infrastructure. In other cases, internal staff may have sufficient
expertise or training to complete condition assessments.
Developing a Condition Assessment Schedule
Condition assessments and general data collection can be both time-consuming and
resource intensive. It is not necessarily an effective strategy to collect assessed
condition data across the entire asset inventory. Instead, the Town should prioritize the
collection of assessed condition data based on the anticipated value of this data in
decision-making. The International Infrastructure Management Manual (IIMM) identifies
four key criteria to consider when making this determination:
-
Relevance: every data item must have a direct influence on the output that is
required
-
Appropriateness: the volume of data and the frequency of updating should align
with the stage in the assets life and the service being provided
-
Reliability: the data should be sufficiently accurate, have sufficient spatial coverage
and be appropriately complete and current
-
Affordability: the data should be affordable to collect and maintain
APPENDIX L DEFINITION OF KEY TERMS
Appendix L
Definition of Key
Terms
APPENDIX L DEFINITION OF KEY TERMS
Appendix L Definition of Key Terms
Term
Definition
Asset Condition
Assessment
The process of continuous or periodic inspection,
assessment, measurement and interpretation of the
resultant data to indicate the condition of a specific asset
so as to determine the need for some preventative or
remedial action. It is a crucial part of asset management to
determine remaining useful life and an assets capability to
meet performance requirements.
Asset Register
Record of asset data and information considered worthy of
separate identification and accountability.
Backlog
Industry term used to calculate the cost to replace assets
that remain in service beyond their estimated useful life.
Community Service
Level
A service level that specifies the level of service that is to
be provided to the community.
Critical Asset
A critical asset is an asset for which the financial, business
or service level consequences of failure are sufficiently
severe to justify proactive inspection and rehabilitation.
Critical assets have a lower threshold for action than non-
critical assets.
Funding Gap
The difference between;
- The amount of funds required annually for satisfactory
operation, maintenance & renewal of an asset over the
useful life, and
- The amount of funds currently being spent on the asset
annually
Level of Service (LOS)
Parameters or a combination of parameters, which reflect
social, political, environmental and economic outcomes
that the organization delivers.
Lifecycle
Stages involved in the management of an asset. These
could include acquisition, rehabilitation, replacement, and
disposal.
Replacement Value
The cost, in today's dollars, to replace an existing asset
with another like asset that performs the same function and
purpose.
Risk
A combination of the likelihood and consequence of an
unforeseen event occurring.
Target Reinvestment
Rate
Annual capital requirement divided by total replacement
cost
Technical Service Level
A service level associated with the physical characteristics
of an asset.
Upgrade
Is capital works carried out on an existing asset to provide
a higher level of service.
APPENDIX L DEFINITION OF KEY TERMS
Term
Definition
Useful Life
The period over which a depreciable asset is expected to
be useful for, or the number of production or similar units
(i.e. intervals, cycles) that is expected to be obtained from
the asset.