Asset Management Plan 2024
Niagara-on-the-Lake, Ontario
This is the exact embedded text of the captured official document.
Snapshot 49d46b89e5d4 · verified 2026-06-10 ·
original document ·
archived snapshot ·
unofficial consolidation, the official version is held by the municipal clerk.
Asset Management
Plan 2024
Town of Niagara-on-the-Lake
January 2026
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
i
This Asset Management Plan was prepared by:
Empowering your organization through advanced asset management,
budgeting & GIS solutions
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
ii
Key Statistics
$1.07 b
2024 Replacement Cost of Asset Portfolio
$124.7 k Replacement Cost of Infrastructure Per
Household
79%
Percentage of Assets in Fair or Better
Condition
74%
Percentage of Assets with Assessed Condition
Data
$13.08 m Annual Capital Infrastructure Deficit
20 Years
Recommended Timeframe for Eliminating
Annual Infrastructure Deficit (Tax funded
Assets)
2.08%
Target Investment Rate
0.86%
Actual Investment Rate
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
iii
Table of Contents
1
Executive Summary ............................................................................ 4
2
Introduction & Context ........................................................................ 7
3
Portfolio Overview - State of the Infrastructure ..................................... 24
Core Assets ........................................................................................... 33
4
Road Network .................................................................................. 34
5
Bridges & Culverts ............................................................................ 45
6
Water Network Assets ....................................................................... 54
7
Wastewater Network Assets ............................................................... 62
8
Stormwater Network ......................................................................... 71
Non-Core Assets ................................................................................... 79
9
Facilities ......................................................................................... 80
10
Land Improvements .......................................................................... 87
11
Vehicles .......................................................................................... 95
12
Machinery & Equipment .................................................................... 103
Growth, Financial Analysis & Key Recommendations .......................... 111
13
Growth .......................................................................................... 112
14
Financial Strategy ........................................................................... 114
15
Recommendations & Key Considerations ............................................. 128
Appendices ......................................................................................... 131
16
Appendix A - Infrastructure Report Card ............................................. 132
17
Appendix B - 10-Year Capital Requirements ........................................ 133
18
Appendix C - Level of Service Maps & Photos ....................................... 137
19
Appendix D - Risk Rating Criteria ....................................................... 161
20
Appendix E - Niagara District Airport AMP ........................................... 167
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
4
1 Executive Summary
Municipal infrastructure delivers critical services that are foundational to the economic, social,
and environmental health and growth of a community. The goal of asset management is to
enable infrastructure to deliver an adequate level of service in the most cost-effective manner.
This involves the ongoing review and update of infrastructure information and data alongside the
development and implementation of asset management strategies and long-term financial
planning.
1.1 Scope
This Asset Management Plan (AMP) identifies the current practices and strategies that are in
place to manage public infrastructure and makes recommendations where they can be further
refined. Through the implementation of sound asset management strategies, the Town of
Niagara-on-the-Lake can ensure that public infrastructure is managed to support the sustainable
delivery of municipal services.
This AMP includes the following asset categories:
Figure 1 Core and Non-Core Asset Categories
1.2 Compliance
With the development of this AMP the Town of Niagara-on-the-Lake has achieved compliance
with July 1, 2024, requirements under O. Reg. 588/17. This includes requirements for levels of
service and inventory reporting for all asset categories.
-Road Network
-Bridges & Culverts
-Water Network
-Wastewater Network
-Stormwater Network
Core Assets
-Facilities
-Land Improvements
-Vehicles
-Machinery & Equipment
Non-Core Assets
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
5
1.3 Findings
The overall replacement cost of the asset categories included in this AMP totals $1.07 billion.
79% of all assets analyzed in this AMP are in fair or better condition and assessed condition data
was available for 74% of assets. For the remaining 26% of 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 in this AMP.
The development of a long-term, sustainable financial plan requires an analysis of whole lifecycle
costs. This AMP uses a combination of proactive lifecycle strategies (paved roads and bridges
and culverts) and replacement only strategies (all other assets) to determine the lowest cost
option to maintain the current level of service.
To fund all capital replacement and rehabilitation needs for existing infrastructure, prevent
infrastructure backlogs, and achieve long-term sustainability, the Town's average annual capital
requirement totals $22.3 million. Based on a historical analysis of sustainable capital funding
sources, the Town is committing approximately $9.2 million towards capital projects or reserves
per year. As a result, there is currently an annual funding gap of $13.08 million. This funding
gap is based on replacing every single asset when it reaches the end of its useful life and
completing each recommended rehabilitation activity on schedule. This is an optimal investment
level. It is recognized that this level of investment may not be achievable or affordable for the
municipality and that further investigation of feasible and appropriate service levels will be
required. The forthcoming 2025 AMP will further investigate different investment levels and the
service level outcomes projected. This will establish the proposed LOS and the associated annual
capital investments required to support it. It is possible that tax and rate changes to support the
selected proposed LOS will be different from those noted in the 2024 AMP. The 2024 AMP
represents the optimal capital funding levels based on replacing every single asset when it
reaches the end of its useful life and completing every recommended rehabilitation to the scope
and schedule professionally recommended.
It is important to note that this AMP represents a snapshot in time and is based on the best
available processes, data, and information at the Town. Strategic asset management planning is
an ongoing and dynamic process that requires continuous improvement and dedicated
resources.
2024 AMP: Optimal Funding Level is identified.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
6
1.4 Financial Recommendations
A financial strategy was developed to address the annual capital funding gap. The following
graphics shows annual tax/rate change required to eliminate the Town's infrastructure deficit
based on a 20-year plan for tax funded assets, and for rate funded assets a 5-year plan1 for
water and waste water assets, and a 20-year plan for stormwater assets.:
Figure 2 Proposed Tax/Rate Changes
1 As discussed in the financial strategy, considering the lower degree of increase required a phase-in period of less than 5 years for
the Wastewater Network is suggested.
Tax-Funded
ASSETS
Average
Annual Tax
Change
2.4%
Rate-Funded
WATER
Average
Annual Rate
Change
1.9%
Rate-Funded
WASTEWATER
Average
Annual Rate
Change
0.6%
Rate-Funded
STORMWATER
Average
Annual Rate
Change
4.3%
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
7
2 Introduction & Context
2.1 Community Profile
The Town of Niagara-on-the-Lake is a lower-tier municipality located in the Regional Municipality
of Niagara in Ontario. The town comprises several distinct communities, including the historic
Old Town, Virgil, Queenston, St. Davids, and Glendale. Positioned at the northern tip of the
Niagara Peninsula, it is bordered by Lake Ontario to the north and the Niagara River to the east,
with the United States directly across the river.
Niagara-on-the-Lake is known for its scenic countryside, charming downtown core, and
significant historic sites. Residents and visitors enjoy beautifully maintained parks and a variety
of recreational facilities, schools, and community events, all contributing to the high quality of
life in the town. The town's heritage district, with its 19th-century British Classical architecture
and tree-lined streets, offers a unique glimpse into Canada's Loyalist and early colonial past.2
Niagara-on-the-Lake offers a blend of small-town charm and access to urban amenities, making
it an attractive place to live and visit. Its historic sites, including Fort George and the Old Town,
provide an insight into the town's rich past, while the abundance of wineries, cultural festivals,
and outdoor recreation opportunities ensure a vibrant community life. These events alongside
the presence of several community organizations foster a welcoming, family-friendly
environment.3
The Town has experienced steady and above-average population growth. Between the 2016 and
2021 Census years, Niagara-on-the-Lake's population increased by 9.0%, reaching 19,088
residents. A significant portion of the population is made up of seniors, with 36.2% aged 65
years or older. Working-aged adults (15 to 64 years) represent 52.8% of the population, while
children aged 0 to 14 years make up 11.0%.4
Census Characteristic
Town of Niagara-on-the-
Lake
Ontario
Population 2021
19,088
14,223,942
Population Change 2016-2021
9%
5.8%
Total Private Dwellings
8,578
5,929,250
Population Density
145.3/km2
15.9/km2
Land Area
131.35 km2
892,411.76 km2
Table 1 Town of Niagara-on-the-Lake Community Profile
2 Parks Canada. (n.d.). Niagara-on-the-Lake National Historic Site of Canada.
3 Wikipedia contributors. (n.d.). Niagara-on-the-Lake.
4 Census Profile, 2021 Census of Population: Niagara-on-the-Lake, Town
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
8
2.2 Climate Change
Climate change can cause severe impacts on human and natural systems around the world. The
effects of climate change include increasing temperatures, higher levels of precipitation,
droughts, and extreme weather events. In 2019, Canada's Changing Climate Report (CCCR
2019) was released by Environment and Climate Change Canada (ECCC).
The report revealed that between 1948 and 2016, the average temperature increase across
Canada was 1.7°C; moreover, during this time, Northern Canada experienced a 2.3°C increase.
The temperature increase in Canada has doubled that of the global average. If emissions are not
significantly reduced, the temperature could increase by 6.3°C in Canada by the year 2100.
Observed precipitation changes in Canada increases by approximately 20% between 1948 and
2012. By the late 21st century, the projected increase could reach an additional 24%. During the
summer months, many regions in Canada are expected to experience periods of extreme
weather, including drought, flooding, extreme temperatures, and wildfires, at a higher rate.
The changing climate poses a significant risk to the Canadian economy, society, environment,
and infrastructure. The impacts on infrastructure are often a result of climate-related extremes
such as droughts, floods, higher frequency of freeze-thaw cycles, extended periods of high
temperatures, high winds, and wildfires. Physical infrastructure is vulnerable to damage and
increased wear when exposed to these extreme events and climate variabilities. Canadian
Municipalities are faced with the responsibility to protect their local economy, citizens,
environment, and physical assets.
2.2.1
Town of Niagara-on-the-Lake Climate Profile
Niagara-on-the-Lake is in southern Ontario at the confluence of the Niagara River and Lake
Ontario. The town experiences a humid continental climate moderated by the Great Lakes,
resulting in milder winters and cooler summers compared to inland areas. The area is expected
to experience notable effects of climate change, including rising average annual temperatures,
shifting precipitation patterns, and increased frequency and severity of extreme weather events.
2.2.1.1
Higher Average Annual Temperature
Average annual temperatures in Niagara-on-the-Lake are anticipated to increase steadily over
the next several decades. Based on the high-emissions scenario5, models project average annual
temperature increases to about 11.5°C by mid-century from historical baseline of approximately
8.9°C (1971-2000). Projections estimate further warming, with averages reaching 13.7°C
between 2051 and 2080 and potentially climbing to 15.4°C by the end of the century.
2.2.1.2
Increase in Total Annual Precipitation
Based on a high-emissions scenario, the Town is expected to see a 12% increase (representing
an additional 111mm annually) in total yearly precipitation during the 2051-2080 period, with
projections indicating a 15% (representing 138mm annually) rise in the final three decades of
5 The high emissions scenario (based on no reduction of greenhouse gas emissions) is selected for reporting to support asset
management planning and decision making that considers the worst outcomes and thereby improves treatment and response
efficacy.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
9
the century.6 In addition to increased total annual precipitation, increased maximum 1-day total
precipitation (largest amount of precipitation, rain or snow, that falls within a 24 hour period)
are anticipated over the same period.
2.2.1.3
Increase in Frequency of Extreme Weather Events
The Town is likely to face more frequent and severe extreme weather events, including
heatwaves, heavy rainfall, and variable freeze-thaw cycles, all of which could impact
infrastructure, agriculture, and public safety.7
2.2.2 Integration of Climate Change and Asset Management
Asset management practices aim to deliver sustainable service delivery - the delivery of services
to residents today without compromising the services and well-being of future residents. Climate
change threatens sustainable service delivery by reducing the useful life of an asset and
increasing the risk of asset failure. Desired levels of service can be more difficult to achieve
because of climate change impacts such as flooding, high heat, drought, and more frequent and
intense storms.
To achieve sustainable delivery of services, climate change considerations should be
incorporated into asset management practices. The integration of asset management and
climate change adaptation observes industry's best practices and enables the development of a
holistic approach to risk management. Climate changes can be effectively integrated into asset
management decisions throughout an asset's lifecycle. For example, asset acquisition and design
decisions (e.g. storm main sizing) that consider climate projections better ensure that assets are
appropriate for future weather conditions such as increased total annual and/or maximum 1-day
total precipitation.
6 ClimateData.ca. (n.d.). Niagara-on-the-Lake, ON.
7 Town of Niagara-on-the-Lake. (2022, March 25). Climate Change Adaptation Plan
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
10
2.3 Asset Management Overview
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 ratepayers receive from the asset portfolio.
Typically, the acquisition of capital assets accounts for about 10-20% of their total cost of
ownership. The remaining 80-90% comes from operations and maintenance. This AMP focuses
its analysis on the capital costs to rehabilitate and replace existing municipal infrastructure
assets. Operating costs are not included in the analysis herein.
Figure 3 Total Cost of Asset Ownership
These 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 broader asset management program.
2.3.1 Foundational Asset Management Documentation
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.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
11
Figure 4 Foundational Asset Management Documents
This industry standard, defined by the Institute of Asset Management (IAM), emphasizes the
alignment between the corporate strategic plan and various asset management documents. The
strategic plan has a direct, and cascading impact on asset management planning and reporting.
2.3.1.1
Asset Management Policy
An asset management policy represents a statement of the principles guiding the Town's
approach to asset management activities. It aligns with the organizational strategic plan and
provides clear direction to municipal staff on their roles and responsibilities as part of the asset
management program.
The Town of Niagara-on-the-Lake's Asset Management Policy outlines their commitment to asset
management and details assets in scope, asset data practices, principles and strategies to adopt
and apply, and commitments to updates and innovation. Some key details from the policy
include the following strategic considerations:
-
Cross asset integration: consideration of assets that may be affected by or may affect
other assets (e.g. replacement of mains may affect related roadway assets).
-
Programming and Funding Levels Analysis: Understanding the long-term costs of assets
over their lifecycle and updating the analysis to reflect the current year's cost estimates.
-
Financial Analysis and Planning: lifecycle strategies that are integrated into financial
planning analysis; financing strategy that identifies funding shortfalls, funding sources,
and explores strategies for addressing the funding gap.
2.3.1.2
Strategic Plan (2022-2027)
The Town of Niagara-on-the-Lake's Strategic Plan, developed for the period of 2022-2027,
advances a mission to deliver a high standard of municipal service. This mission is supported by
dependable infrastructure and leadership in planning that supports a healthy and financially
Strategic Plan
Asset
Management
Policy
Asset
Management
Strategy
Asset
Management
Plan
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
12
sustainable future. Enshrined in this mission are three pillars to support and advance it, these
pillars are:
1. Vibrant & Complete Community
2. Good Governance
3. Enrich Community Assets, Environment & Infrastructure
Several associated deliverables and indicators of success are attributed to each pillar. The pillar
of Enrich Community Assets, Environment & Infrastructure has several actions and indicators of
success of relevance to this asset management plan. These are:
Figure 5: Niagara-on-the-Lake, Strategic Plan: Enrich Community Assets, Environment &
Infrastructure
This AMP is a culmination of significant efforts to compile asset inventory information into a
central database and to complete analysis to understand asset performance and condition,
forecasted capital investment needs, and a financial strategy. This AMP supports and advances
many of the objectives of the Strategic Plan.
2.3.1.3
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 Town plans to achieve
asset management objectives through planned activities and decision-making criteria.
The Town's Asset Management Policy contains many of the key components of an asset
management strategy and may be expanded on in future revisions or as part of a separate
strategic document.
2.3.1.4
Asset Management Plan
The asset management plan (AMP) presents the outcomes of the Town's asset management
program and identifies the resource requirements needed to achieve a defined level of service.
The AMP typically includes the following content:
State of Infrastructure
Asset Management Strategies
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
13
Levels of Service
Financial Strategies
The AMP is a living document that should be updated regularly as additional asset and financial
data becomes available. This will allow the Town to re-evaluate the state of infrastructure and
identify how the organization's asset management and financial strategies are progressing.
2.3.2 Key Concepts in Asset Management
Effective asset management integrates several key components, including lifecycle
management, risk & criticality, and levels of service. These concepts are applied throughout this
asset management plan and are described below in greater detail.
2.3.2.1
Lifecycle Management Strategies
The condition or performance of most assets will deteriorate over time. This process is affected
by a range of factors including an asset's 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
customers, 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.
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.
Lifecycle Activity
Cost
Typical Associated Risks
Maintenance
Activities that
prevent defects or
deteriorations from
occurring
$
Balancing limited resources between planned maintenance
and reactive, emergency repairs and interventions;
Diminishing returns associated with excessive maintenance
activities, despite added costs;
Intervention selected may not be optimal and may not
extend the useful life as expected, leading to lower payoff
and potential premature asset failure;
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
14
Rehabilitation/
Renewal
Activities that
rectify defects or
deficiencies that
are already present
and may be
affecting asset
performance
$$$
Useful life may not be extended as expected;
May be costlier in the long run when assessed against full
reconstruction or replacement;
Loss or disruption of service, particularly for underground
assets;
Replacement/
Reconstruction
Asset end-of-life
activities that often
involve the
complete
replacement of
assets
$$$$$
Incorrect or unsafe disposal of existing asset;
Costs associated with asset retirement obligations;
Substantial exposure to high inflation and cost overruns;
Replacements may not meet capacity needs for a larger
population;
Loss or disruption of service, particularly for underground
assets;
Table 2 Lifecycle Management: Typical Lifecycle Interventions
The Town's approach to lifecycle management is described within each asset category outlined in
this AMP. Staff will continue to evolve and innovate current practices for developing and
implementing proactive lifecycle strategies to determine which activities to perform on an asset
and when they should be performed to maximize useful life at the lowest total cost of ownership.
2.3.2.2
Risk & Criticality
Asset risk and criticality are essential facility blocks of asset management, integral in prioritizing
projects and distributing funds where they are needed most based on a variety of factors. Assets
in disrepair may fail to perform their intended function, pose substantial risk to the community,
lead to unplanned expenditures, and create liability for the municipality. In addition, some assets
are simply more important to the community than others, based on their financial significance,
their role in delivering essential services, the impact of their failure on public health and safety,
and the extent to which they support a high quality of life for community stakeholders.
Risk is a product of two variables: the probability that an asset will fail, and the resulting
consequences of that failure event. It can be a qualitative measurement, (i.e. low, medium,
high) or quantitative measurement (i.e. 1-5), that can be used to rank assets and projects,
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
15
identify appropriate lifecycle strategies, optimize short- and long-term budgets, minimize service
disruptions, and maintain public health and safety.
Figure 6 Risk Equations
The approach used in this AMP relies on a quantitative measurement of risk associated with each
asset. The probability and consequence of failure are each scored from 1 to 5, producing a
minimum risk index of 1 for the lowest risk assets, and a maximum risk index of 25 for the
highest risk assets.
2.3.2.2.1
Probability of Failure
Several factors can help decision-makers estimate the probability or likelihood of an asset's
failure, including its condition, age, previous performance history, and exposure to extreme
weather events, such as flooding and ice jams--both a growing concern for municipalities in
Canada.
2.3.2.2.2
Consequence of Failure
Estimating criticality also requires identifying the types of consequences that the organization
and community may face from an asset's failure, and the magnitude of those consequences.
Consequences of asset failure will vary across the infrastructure portfolio; the failure of some
assets may result primarily in high direct financial cost but may pose limited risk to the
community. Other assets may have a relatively minor financial value, but any downtime may
pose significant health and safety hazards to residents.
Table 3 illustrates the various types of consequences that can be integrated in developing risk
and criticality models for each asset category and segments within. We note that these
consequences are common, but not exhaustive.
Type of Consequence
Description
Direct Financial
Direct financial consequences are typically measured as the
replacement costs of the asset(s) affected by the failure event,
including interdependent infrastructure.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
16
Economic
Economic impacts of asset failure may include disruption to local
economic activity and commerce, business closures, service
disruptions, etc. Whereas direct financial impacts can be seen
immediately or estimated within hours or days, economic impacts can
take weeks, months and years to emerge, and may persist for even
longer.
Socio-political
Socio-political impacts are more difficult to quantify and may include
inconvenience to the public and key community stakeholders,
adverse media coverage, and reputational damage to the community
and the Municipality.
Environmental
Environmental consequences can include pollution, erosion,
sedimentation, habitat damage, etc.
Public Health and
Safety
Adverse health and safety impacts may include injury or death, or
impeded access to critical services.
Strategic
These include the effects of an asset's failure on the community's
long-term strategic objectives, including economic development,
business attraction, etc.
Table 3 Risk Analysis: Types of Consequences of Failure
This AMP includes a preliminary evaluation of asset risk and criticality. 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.
These models have been built in Citywide for continued review, updates, and refinements.
2.3.2.3
Levels of Service
A level of service (LOS) is a measure of the services that the Town is providing to the
community and the nature and quality of those services. 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.
The Town measures the level of service provided at two levels: Community Levels of Service,
and Technical Levels of Service. The Town has reported on all mandated metrics that are
required for core assets under O. Reg and has selected additional metrics for their non-core
assets.
2.3.2.3.1
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 as applicable (Roads, Bridges & Culverts,
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 assets that Town has
selected qualitative metrics.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
17
2.3.2.3.2
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 as applicable the province, through O. Reg. 588/17, has also provided
technical metrics that are required to be included in this AMP. For non-core assets, the town has
selected technical metrics.
2.3.2.3.3
Current and Proposed Levels of Service
This AMP focuses on measuring the current level of service provided to the community and
determining the optimal funding required to replace every single asset at the end of its useful
life and complete every single recommended rehabilitation. Once current levels of service have
been measured, the Town plans to establish proposed levels of service over a 10-year period, in
accordance with O. Reg. 588/17. This will be reported in the 2025 Compliant AMP.
Proposed levels of service should be realistic and achievable within the timeframe outlined by
the Town. They should also be determined with consideration of a variety of community
expectations, fiscal capacity, regulatory requirements, corporate goals and long-term
sustainability. Once proposed levels of service have been established, the Town must identify a
lifecycle management and financial strategy which allows these targets to be achieved. The
outcome of this analysis will be presented in the 2025 Compliant AMP.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
18
2.4 Scope & Methodology
2.4.1 Asset Categories for this AMP
This AMP for the Town of Niagara-on-the-Lake is produced in compliance with O. Reg. 588/17.
The July 2024 deadline under the regulation--the second of three AMPs--requires analysis of
core and non-core asset categories.
The AMP summarizes the state of the infrastructure for the Town's asset portfolio, establishes
current levels of service and the associated technical and customer oriented key metrics,
outlines lifecycle strategies for optimal asset management and performance, and provides
financial strategies to reach sustainability for the asset categories listed below.
Figure 7 Tax Funded and Rate Funded Asset Categories
2.4.2 Data Effective Date
It is important to note that this plan is based on data as of December 2024; therefore, it
represents a snapshot in time using the best available processes, data, and information at the
Town. Strategic asset management planning is an ongoing and dynamic process that requires
continuous data updates and dedicated data management resources.
-Road Network
-Bridges & Culverts
-Facilities
-Land Improvements
-Vehicles
-Machinery & Equipment
Tax Funded Assets
-Water Network
-Wastewater Network
-Stormwater Network
Rate Funded Assets
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
19
2.4.3 Deriving 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. This AMP relies on two methodologies:
2.4.3.1
User-Defined Cost and Cost Per 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.
2.4.3.2
Cost Inflation / CPI Tables
Historical costs of the assets are inflated based on Consumer Price Index or Non-Residential
Facility 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.
2.4.4 Estimated Service Life & 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 in this AMP 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 data 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 8 Service Life Remaining Calculation
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
20
2.4.5 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. The reinvestment rate is calculated as follows:
Figure 9 Target Reinvestment Rate Calculation
Figure 10 Actual Reinvestment Rate Calculation
2.4.6 Deriving Asset Condition
An incomplete or limited understanding of asset conditions can mislead long-term planning and
decision-making. 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. The table below outlines the
condition rating system used in this AMP to determine asset condition. This rating system is
aligned with the Canadian Core Public Infrastructure Survey which is used to develop the
Canadian Infrastructure Report Card. When assessed condition data is not available, service life
remaining is used to approximate asset condition.
Please note: This condition scale does not apply to the road network or the bridges and culverts.
The condition scale used for the road network and bridge and culverts is detailed in Sections 4
and 5.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
21
Condition
Description
Criteria
Service Life
Remaining (%)
Very Good
Fit for the
future
Well maintained, good condition, new or
recently rehabilitated
>80
Good
Adequate for
now
Acceptable, generally approaching mid-
stage of expected service life
60-80
Fair
Requires
attention
Signs of deterioration, some elements
exhibit significant deficiencies
40-59.99
Poor
Increasing
potential of
affecting
service
Approaching end of service life, condition
below standard, large portion of system
exhibits significant deterioration
20-39.99
Very Poor
Unfit for
sustained
service
Near or beyond expected service life,
widespread signs of advanced
deterioration, some assets may be
unusable
< 20
Table 4 Standard Condition Rating Scale
The analysis in this AMP 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.
Age-based condition is calculated based on the age of the asset relative to its useful life. For
example, if an asset is anticipated to last 10 years and is one year old, the age-based condition
is 90%. Conversely, if the same asset is nine years old, the age-based condition is 10%. This
methodology is applied to all land improvements, vehicles, machinery and equipment assets and
a portion of assets in the remaining asset categories. Age-based conditions provide a helpful
proxy for asset condition and is a good initial step in evaluating asset condition.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
22
2.5 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 (O. Reg
588/17)8. Along with creating better performing organizations, more liveable 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.
Figure 11 below outlines key reporting requirements under O. Reg 588/17 and the associated
timelines.
Figure 11 O. Reg. 588/17 Requirements and Reporting Deadlines
8 O. Reg. 588/17: Asset Management Planning for Municipal Infrastructure https://www.ontario.ca/laws/regulation/170588
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
23
2.5.1 O. Reg. 588/17 Compliance Review
Requirement
O. Reg.
588/17
Section
AMP Section
Reference
Status
Summary of assets in each category
S.5(2), 3(i)
4.1 - 12.1
Complete
Replacement cost of assets in each
category
S.5(2), 3(ii)
4.1 - 12.1
Complete
Average age of assets in each category
S.5(2), 3(iii)
4.3 - 12.3
Complete
Condition of core assets in each category
S.5(2), 3(iv)
4.2 - 12.2
Complete
Description of municipality's approach to
assessing the condition of assets in each
category
S.5(2), 3(v)
4.4 - 12.4
Complete
Current levels of service in each category
S.5(2), 1(i-ii)
4.7 - 12.7
Complete
Current performance measures in each
category
S.5(2), 2
4.7 - 12.7
Complete
Lifecycle activities needed to maintain
current levels of service for 10 years
S.5(2), 4
4.4 - 12.4
Complete
Costs of providing lifecycle activities for 10
years
S.5(2), 4
Appendix B
Complete
Growth assumptions
S.5(2), 5(i-ii)
S.5(2), 6(i-vi)
13.1 - 13.2
Complete
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
24
3 Portfolio Overview - State of the Infrastructure
The state of the infrastructure (SOTI) summarizes the inventory, condition, age profiles, and
other key performance indicators for the Town's infrastructure portfolio. This information is also
presented for each asset category providing more detailed insights and understanding.
3.1 Asset Hierarchy & Data Classification
Asset hierarchy explains 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. Assets were structured to support meaningful, efficient
reporting and analysis. Key category details are summarized at asset segment level.
Figure 12 Asset Hierarchy and Data Classification
-Asphalt Roads
-Gravel & Other Roads
-Guiderails
-Sidewalks
-Street & Light Fixtures
-Surface Treated Roads
Road
Network
-Bridges
-Culverts
-Pedestrian Bridges
Bridges &
Culverts
-Hydrants
-Machinery & Equipment
-Mains
-Valves
Water
Network
-Machinery & Equipment
-Mains
-Manholes
Wastewater
Network
-Mains
-Manholes
-Catch Basins
-Stormwater
Management Ponds
Stormwater
Network
-Administration
-Fire
-Operations
-Recreation
Facilities
-Lighting
-Outdoor Structures
-Parking Lots
-Paved Paths
-Play Structures
-Sport Fields & Courts
-Sprinklers
Land
Improve-
ments
-By-Law Enforcement
-Fire
-Parks & Recreation
-Public Works
Vehicles
-Administration
-Cemetery
-Fire
-IT
-Parks & Recreation
-Public Works
-Roads
Machinery &
Equipment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
25
3.2 Portfolio Overview
3.2.1 Total Replacement Cost of Asset Portfolio
The nine asset categories analyzed in this Asset Management Plan have a total current
replacement cost of $1.07 billion. This estimate was calculated using user-defined costing, as
well as inflation of historical costs to the data-effective date. This estimate reflects replacement
of historical assets with similar, not necessarily identical, assets available for procurement today.
Figure 13 illustrates the replacement cost of each asset category; at nearly half (47%) of the
total portfolio replacement value, the road network holds the largest share of the Town's asset
portfolio, followed by the water network at 15%.
Figure 13 Current Replacement Cost by Asset Category9
9 As reflected in the consolidated financial statements, Niagara-on-the-Lake owns a share of assets operated by the Niagara District
Airport Commission. Niagara-on-the-Lake contributes 6% of the total cost of these assets through an operational funding transfer.
The long-term Asset Management Plan for these assets was produced by the City of St. Catherines and is included in Appendix E -
Niagara District Airport AMP. It can also be found online, here.
$9.6m
$13.2m
$18.8m
$58.3m
$80.0m
$107.6m
$111.9m
$162.5m
$508.0m
$200m
$400m
$600m
Land Improvements
Machinery & Equipment
Vehicles
Bridges & Culverts
Wastewater Network
Stormwater Network
Facilities
Water Network
Road Network
Replacement Cost by Category
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
26
3.2.2 Target vs. Actual Reinvestment Rate
The graph below depicts funding gaps by comparing the target to the current reinvestment rate. To meet the existing long-term
capital requirements, the Town requires an annual capital investment of $22.27 million, for a target portfolio reinvestment rate
of 2.08%. Currently, annual investment from sustainable revenue sources is $9.19 million, for a current portfolio reinvestment
rate of 0.86%. Target and current re-investment rates by asset category are detailed below.
Figure 14 Current Vs. Target Reinvestment Rate
1.85%
1.93%
1.42%
3.28%
6.19%
8.75%
4.13%
1.66%
1.41%
0.87%
0.39%
0.26%
0.66%
1.24%
0.69%
2.33%
1.25%
1.19%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Road Network
Stormwater Network
Vehicles
Land Improvements
Wastewater Network
Target Reinvestment Rate
Actual Reinvestment Rate
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
27
3.2.3 Condition of Asset Portfolio
Figure 15 and Figure 16 summarize asset conditions at the portfolio and category levels,
respectively. Based on both assessed condition and age-based analysis, slightly more than
three-quarters (79%) of the Town's infrastructure portfolio is in fair or better condition, with the
remaining quarter (21%) in poor or worse condition. Typically, assets in poor or worse
conditions may require replacement or major rehabilitation in the immediate or short-term.
Targeted condition assessments may help further refine the list of assets that may be candidates
for immediate intervention, including potential replacement or reconstruction.
Similarly, assets in fair condition should be monitored for disrepair over the medium term.
Keeping assets in fair or better condition is typically more cost-effective than addressing asset
needs when they enter the latter stages of their lifecycle or decline to a lower condition rating,
e.g., poor or worse. Condition data was available for majority of the road network, bridges &
culverts, facility, and water network assets while condition data for stormwater and wastewater
assets was available for 12% and 20% of assets respectively. For all remaining assets, age was
used as an approximation of condition for these assets. Age-based condition estimations can
skew data and lead to potential under- or overstatement of asset needs.
Assessed condition data was collected between 2017 and 2024 Where assessed condition data
was available, it was projected to current year-end (2024). Figure 15 below summarizes the
portfolio condition breakdown. As indicated, most assets are in fair or better condition.
Figure 15 Asset Condition: Portfolio Overview
As further illustrated in Figure 16 at the category level, the majority of all major, core
infrastructure including roads, bridges and culverts, water network, stormwater network, and
wastewater network are in fair or better condition, based on in-field condition assessment data
Very Poor,
$94,798,560
(9%)
Poor,
$129,972,136
(12%)
Fair,
$183,002,783
(17%)
Good,
$184,834,735
(17%)
Very Good,
$477,380,425
(45%)
Overall Portfolio Condition
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
28
and age data. More than half of facilities (57%) are also in poor or worse condition, based on
assessments. See Table 5 for details on how condition data was derived for each asset segment.
Figure 16 Asset Condition by Asset Category
Facilities are componentized into their major elements and components following the Uniformat
II classification standard, allowing condition estimates to be made at both the 'parent' asset
level and the individual component level, improving the accuracy and validity of condition
assessments.
3.2.3.1
Source of Condition Data
This AMP relies on assessed conditions for 74% of assets, based on and weighted by
replacement cost. For the remaining assets, age is used as an approximation of condition.
Assessed condition data tends to significantly improve the accuracy of condition estimates which
in turn improves the accuracy of all other analyses (i.e. capital investment requirements, risk
calculations). Table 5 below identifies the source of condition data used throughout this AMP. All
assessed conditions are projected to the data effective date based on the assets estimated
useful life.
$15.4m
$142.0m
$2.9m
$4.5m
$2.9m
$14.7m
$5.5m
$289.4m
$24.9m
$6.5m
$1.7m
$2.5m
$3.2m
$6.1m
$46.8m
$15.6m
$77.4m
$21.3m
$7.5m
$1.7m
$1.2m
$3.1m
$42.0m
$20.9m
$30.6m
$54.8m
$17.4m
$1.2m
$1.2m
$2.4m
$39.2m
$16.1m
$4.7m
$44.3m
$3.2m
$2.2m
$3.8m
$7.2m
$24.4m
$9.0m
$1.9m
$42.1m
0%
20%
40%
60%
80%
100%
Wastewater Network
Water Network
Land Improvements
Machinery & Equipment
Vehicles
Facilities
Stormwater Network
Bridges & Culverts
Road Network
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
29
Asset Category
Asset Segment(s)
% of Assets
with
Assessed
Conditions
Source of Condition Data
Road Network
Asphalt Roads
Surface Treated Roads
Gravel & Other Roads
100%
2023 Roads Needs Study
Guiderails
2021 Engineering Firm
Assessment
Bridges & Culverts
Bridges
100%
2023 OSIM Report
Culverts
97%
2023 & 2024 OSIM Report
Pedestrian Bridges
100%
2023 OSIM Report
Water Network
Assets
Mains
91%
2024 Condition Assessments:
Third Party Engineering Firm
Wastewater
Network Assets
Mains
22%
CCTV Assessments completed
in 2024.
Stormwater Network
Mains
15%
CCTV Assessments completed
in 2024
SWMP
85%
Staff Assessments
Facilities
Administration
100%
2017 Facilities Master Plan
Assessments
Fire
99%
Operations
100%
Recreation
98%
Land Improvements
All
0%
N/A
Vehicles
All
0%
N/A
Machinery &
Equipment
All
0%
N/A
Table 5 Source of Condition Data
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
30
3.2.4 Service Life Remaining
Based on asset age, available assessed condition data and estimated useful life, 14% of the Town's assets will require
replacement within the next 10 years. Service life remaining by category is summarized in Figure 17 below. Please refer to
Appendix B - 10-Year Capital Requirements for an annual summary of the forecasted expenditures by asset category and
segment.
Figure 17 Service Life Remaining by Asset Category
$1.6m
$2.0m
$3.4m
$4.9m
$5.3m
$18.7m
$619k
$4.7m
$4.3m
$19.0m
$387k
$1.4m
$2.7m
$4.6m
$29.0m
$2.4m
$4.1m
$36.6m
$79.1m
$159.3m
$6.0m
$3.8m
$6.5m
$59.0m
$98.6m
$54.2m
$449.7m
0%
25%
50%
75%
100%
Wastewater Network
Water Network
Land Improvements
Machinery & Equipment
Vehicles
Facilities
Stormwater Network
Bridges & Culverts
Road Network
Service Life Remaining by Category
Service Life Expired
0 - 5 Years Remaining
6 - 10 Years Remaining
Over 10 Years Remaining
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
31
3.2.5 Risk Matrix
Using the risk equation and preliminary risk models outlined in Appendix D - Risk Rating
Criteria, Figure 18 shows how assets across the different asset categories are stratified within a
risk matrix.
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$536,095,357
$125,917,768
$111,931,417
$164,694,845
$131,349,253
(50%)
(12%)
(10%)
(15%)
(12%)
Figure 18 Risk Matrix: All Assets
The analysis shows that based on current risk models, approximately 12% of the Town's assets,
with a current replacement cost of approximately $131.35 million, carry a very high risk rating
(15 or higher (red) out of 25). However, the largest proportion of assets (50%) hold a very low
risk score; in many cases this is due to the assets' good condition and modest replacement cost
should it fail.
As new asset attribute information and condition assessment data are integrated with the asset
register, asset risk ratings will evolve, resulting in a redistribution of assets within the risk
matrix. Staff should also continue to calibrate risk models.
We caution that since risk ratings rely on many factors beyond an asset's physical condition or
age, assets in a state of disrepair can sometimes be classified as low-risk, despite their poor
condition rating. In such cases, although the probability of failure for these assets may be high,
their consequence of failure ratings was determined to be low based on the attributes used and
the data available.
Similarly, assets with very high condition ratings can receive a moderate to high-risk rating
despite a low probability of failure. These assets may be deemed as highly critical to the Town
based on their costs, economic importance, social significance, and other factors. Continued
calibration of an asset's criticality and regular data updates are needed to ensure these models
more accurately reflect an asset's actual risk profile.
3.2.6 Forecasted Capital Requirements
Aging assets require maintenance, rehabilitation, and replacement. Figure 19 below illustrates
the forecasted infrastructure capital investment requirements for all asset categories analyzed in
this AMP over a 100-year time horizon. On average, $22.27 million is required each year to
remain current with capital replacement and rehabilitation needs for the Town's asset portfolio
(red dotted line). Although capital forecasts (reported here in 5-year cumulative amounts) do
fluctuate substantially from year to another, this figure is a useful benchmark for annual capital
expenditure targets (or allocations to reserves) to support capital investment needs as they
arise. This figure relies on capital costs as of 2024-year end alongside age and available
condition data.
The chart also illustrates a backlog of more than $37.8 million, comprising assets that remain in
service beyond their estimated useful life. It is unlikely that all such assets are in a state of
disrepair, requiring immediate replacements. This makes continued and expanded targeted and
consistent condition assessments integral. Risk frameworks, proactive lifecycle strategies, and
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
32
levels of service targets can then be used to prioritize projects, continuously refine estimates for both backlogs and ongoing
capital needs, and help select the right treatment for each asset.
Figure 19 Capital Replacement Needs: Portfolio Overview 2025-2124
$22.3m
$37.8m
$46.3m
$83.6m
$92.3m
$80.1m
$76.5m
$77.2m
$87.6m
$70.4m
$119.8m
$129.8m
$90.1m
$172.5m
$105.1m
$142.1m
$130.9m
$87.8m
$201.6m
$65.9m
$51.9m
$149.1m
$0
$50m
$100m
$150m
$200m
$250m
Forecasted Capital Requirements
Road Network
Bridges & Culverts
Stormwater Network
Facilities
Vehicles
Machinery & Equipment
Land Improvements
Water Network
Wastewater Network
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
33
Core Assets
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
34
4 Road Network
The Town's Road Network comprises the largest share of its infrastructure portfolio, with a
current replacement cost of more than $508 million, distributed primarily between asphalt roads
and surface treated roads. The Town also owns and manages other supporting infrastructure and
capital assets, including sidewalks, guiderails, and street and light fixtures.
4.1 Inventory & Valuation
Table 6 and Figure 20 below summarizes the quantity and current replacement cost of the
Town's various Road Network assets as managed in its primary asset management register,
Citywide. Most of the replacement costs are associated with asphalt roads.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary RC
Method
Asphalt Roads
123,289
Meters
$291,432,000
CPI
Gravel & Other Roads
31,615
Meters
$31,568,000
CPI
Guiderails
7,657
Meters
$3,905,000
User-Defined
Sidewalks
80,190
Meters
$26,628,000
Cost per Unit
Street & Light Fixtures
2,336
Assets
$17,520,000
User-Defined
Surface Treated Roads
106,199
Meters
$136,953,000
CPI
TOTAL
$508,006,000
Table 6 Detailed Asset Inventory: Road Network
Figure 20 Portfolio Valuation: Road Network
$3.9m
$17.5m
$26.6m
$31.6m
$137.0m
$291.4m
$100m
$200m
$300m
Guiderails
Street & Light Fixtures
Sidewalks
Gravel & Other Roads
Surface Treated Roads
Asphalt Roads
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
35
4.2 Asset Condition
Figure 21 summarizes the replacement cost-weighted condition of the Town's Road Network.
Based on a combination of field inspection data and age, 83% of assets are in fair or better
condition; the remaining 17% of assets are in poor to very poor condition. Condition
assessments were available for 100% of asphalt roads, surface treated roads, gravel and other
roads, and guiderails, based on replacement cost. This condition data was projected from
inspection date to current year to estimate their condition today. No condition data was available
for the remaining asset segments (i.e. Street & Light Fixtures, sidewalks).
Assets in poor or worse conditions may be candidates for replacement in the short term;
similarly, assets in fair condition may require rehabilitation or replacement in the medium term
and should be monitored for further degradation in condition. As illustrated in Figure 21, the
majority of the Town's Road Network assets are in fair or better condition.
Figure 21 Asset Condition: Road Network Overall
As illustrated in Figure 22, based on condition assessments, the majority of the Town's asphalt
roads and surface treated roads are in fair or better condition; however, 66% of gravel and
other roads are in poor or worse condition.
Very Poor,
$42,124,283
(8%)
Poor,
$44,317,571
(9%)
Fair,
$54,750,339
(11%)
Good,
$77,428,299
(15%)
Very Good,
$289,385,152
(57%)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
36
Figure 22 Asset Condition: Road Network by Segment
This condition data is sourced from the 2023 Roads Inspection and is projected to 2024, the
data effective date. Based on in-field condition assessments most guiderails (89%), asphalt
roads (92%) and surface treated roads (86%) are in fair or better condition, a much smaller
percentage of gravel roads (34%) are in fair or better condition. No condition data was available
for the street and light fixtures and sidewalks.
Where assessed conditions are reported for road network assets, it is based on the following
condition scale:
$54.1m
$5.4m
$3.1m
$1.0m
$8.8m
$216.9m
$35.1m
$2.1m
$5.3m
$2.0m
$32.6m
$27.9m
$1.7m
$4.3m
$465k
$1.4m
$18.9m
$15.7m
$1.3m
$1.5m
$3.7m
$22.2m
$4.1m
$7.0m
$12.5m
$395k
$17.3m
0%
20%
40%
60%
80%
100%
Surface Treated
Roads
Street & Light
Fixtures
Sidewalks
Guiderails
Gravel & Other
Roads
Asphalt Roads
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Condition
Description
Criteria
Condition Range
(%)
Very Good
Fit for the
future
Well maintained, good condition, new or
recently rehabilitated and expected to
have at least 10 years of remaining
service life
70-100
Good
Adequate for
now
Acceptable, generally approaching mid-
stage of expected service life with close to
10 years of service life remaining
55-69
Fair
Requires
attention
Signs of deterioration, some elements
exhibit significant deficiencies with 1 to 10
years of expected service life remaining
35-54
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
37
Table 7: Road Network Condition Scale
4.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential long-term replacement spikes.
Figure 23 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets.
Figure 23 Estimated Useful Life vs. Asset Age: Road Network
3.3
2.8
13.6
38.4
21.6
3.9
40
50
35
40
39.4
30
0
10
20
30
40
50
60
Asphalt
Roads
Gravel &
Other Roads
Guiderails
Sidewalks
Street & Light
Fixtures
Surface
Treated
Roads
Number of Years
Weighted Average Age
Weighted Average EUL
Condition
Description
Criteria
Condition Range
(%)
Poor
Increasing
potential of
affecting
service
Approaching end of service life, condition
below standard, large portion of system
exhibits significant deterioration. Limited-
service life remaining.
20-34
Very Poor
Unfit for
sustained
service
Near or beyond expected service life,
widespread signs of advanced
deterioration, some assets may be
unusable
0-19
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
38
Age analysis shows that most road assets except for sidewalks are in the early stages of their
expected useful life.
4.4 Current Approach to Lifecycle Management
The condition or performance of most assets will deteriorate over time. This process is affected
by a range of factors including an asset's characteristics, location, utilization, maintenance
history and environment.
The following lifecycle strategies have been developed as a proactive approach to managing the
lifecycle of asphalt and surface treated roads. Instead of allowing the roads to deteriorate until
replacement is required, strategic rehabilitation is expected to extend the service life of roads at
a lower total cost.
Asphalt Roads
Event Name
Event Class
Event Trigger
Crack Sealing
Preventative
Maintenance
5 Years (Repeated 2 times)
Basic resurfacing- Single Lift
Rehabilitation
Condition of 60% to 65%
Pulverizing and Resurfacing-
Double Lift
Rehabilitation
Condition of 40% to 45%
Full Reconstruction
Replacement
Condition of 0%
Table 8 Lifecycle Management Strategy: Road Network (Asphalt Roads)
Surface Treated Roads
Event Name
Event Class
Event Trigger
Single Surface Treatment
Rehabilitation
Condition of 60% to 65%
Double Surface Treatment
Rehabilitation
Condition of 35% to 40%
Full Reconstruction
Replacement
Condition of 0%
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
39
Table 9 Lifecycle Management Strategy: Road Network (Surface Treated Roads)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
40
The following table outlines the Town's current lifecycle management strategy for their road
network assets.
Activity
Type
Description of Current Strategy
Maintenance
Routine maintenance includes inspections, cleaning, vegetation management,
and minor repairs. Work is conducted monthly or as triggered by visual
inspections or service requests identifying cracks, potholes, or safety issues.
Rehabilitation
Rehabilitation includes resurfacing and structural repairs. A subset of the road
network receives rehabilitation investment annually and activities are typically
triggered by PCI results or visible deterioration.
Replacement
Replacement is considered when an asset is beyond rehabilitation or when
lifecycle cost analysis shows that continued maintenance is not cost-effective.
Assets nearing the end of life or requiring frequent costly repairs are
prioritized.
Inspection
Road assets are assessed every five (5) years, with the last assessment
completed in 2023. Assessments are conducted by external contractors using
the Pavement Condition Index (PCI). Supporting infrastructure like sidewalks
and streetlights is assessed annually by internal staff using a standardized
checklist method that assesses structural integrity, lighting quality, and trip
hazards. The Town plans to explore outsourcing assessments to an external
contractor.
Table 10 Lifecycle Management Strategy: Road Network
4.5 Forecasted Long-Term Replacement Needs
Figure 24 illustrates the forecasted capital investment needs for the Town's Road Network. This
analysis was run until 2109 to capture at least one iteration of replacement for the longest-lived
asset in inventory. The Town's average annual requirements (red dotted line) total $9.4 million
for all assets in the road network. This figure is a useful benchmark value for annual capital
expenditure targets (or allocations to reserves) to ensure capital investments are not deferred.
The chart illustrates substantial capital needs throughout the forecast period. It also shows a
backlog of $18.7 million, dominated by sidewalks followed by street and light fixtures. However,
as no condition data was available for these assets, this estimate may not be accurate. These
projections are based on asset replacement costs, age analysis, and condition data when
available, as well as lifecycle modeling (asphalt roads and surface treated roads only). They are
designed to provide a long-term, portfolio-level overview of capital needs and should be used to
support improved financial planning over several decades.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
41
Figure 24 Forecasted Capital Replacement Needs: Road Network 2025-2109
$9.4m
$18.7m
$10.8m
$25.9m
$46.0m
$22.3m
$23.5m
$21.5m
$46.8m
$19.2m
$51.3m
$85.0m
$31.1m
$23.9m
$33.6m
$38.3m
$77.9m
$40.4m
$144.7m
$0
$20.0m
$40.0m
$60.0m
$80.0m
$100.0m
$120.0m
$140.0m
$160.0m
Forecasted Capital Requirements
Asphalt Roads
Gravel & Other Roads
Guiderails
Sidewalks
Street & Light Fixtures
Surface Treated Roads
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
42
Often, the magnitude of replacement needs is substantially higher than most municipalities can
afford to fund. In addition, assessed conditions may indicate that assets forecasted for
replacement based on age may not require investment within the time estimated, supporting the
recommendation to complete condition assessments. Nonetheless, quantifying and monitoring
these spikes is essential for long-term financial planning, including establishing dedicated
reserves. Regular condition assessments and a robust risk framework will ensure that high-
criticality assets receive proper and timely lifecycle intervention, including replacements.
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital
Requirements.
4.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, service type,
replacement costs, traffic data, and roadside environment. The risk ratings for assets without
useful attribute data were calculated using only condition, service type, and their replacement
costs.
The matrix stratifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1-25. Assets with the
highest criticality and likelihood of failure receive a risk rating of 25; those with lowest
probability of failure and lowest criticality carry a risk rating of 1. As new data and information is
gathered, the Town may consider integrating relevant information that improves confidence in
the criteria used to assess asset risk and criticality.
These risk models have been built into the Town's Asset Management Database (Citywide
Assets). See Risk & Criticality section for further details on approach used to determine asset
risk ratings and classifications. As highlighted in Figure 25 the majority (59%) of road network
assets have very low risk scores.
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$301,802,641
$44,628,568
$51,759,462
$56,747,378
$53,067,594
(59%)
(9%)
(10%)
(11%)
(10%)
Figure 25 Risk Matrix: Road Network
4.6.1 Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Lifecycle Management Strategies
Current lifecycle strategies are described as proactive and effective.
However, the Municipality acknowledges that deferred maintenance may
result in higher long-term costs, emergency repairs, and safety risks.
While trigger points for interventions are reviewed regularly, reliance on
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
43
visual inspections and annual scheduling can still leave room for reactive
responses.
Aging Infrastructure
There is acknowledgement that a significant portion of the road network
may be reaching or exceeding its useful life. This heightens the need for
prioritization in capital works planning, especially where cost-effective
rehabilitation may no longer be viable.
4.7 Levels of Service
The tables that follow summarize the Town's current levels of service with respect to prescribed
Metrics under Ontario Regulation 588/17, as well as any additional performance measures that
the Town selected for this AMP.
4.7.1 Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Scope
Description, which may include maps of
the road network in the municipality
and its level of connectivity
The Town of Niagara-on-the-Lake
boasts a network of approximately 523
lane kilometers of roadway, most of
which are surface treatment and
asphalt. The system mostly consists of
collector and local roads. Please refer
to Appendix C for a map of the road
network.
Quality
Description or images that illustrate the
different levels of road class pavement
condition
The condition of the road network
ranges from very poor to very good,
with most (83%) of the roadway
assets being in fair or better condition.
Condition details by asset segment are
provided in the Asset Condition section
above.
Table 11 O. Reg. 588/17 Community Levels of Service: Road Network
4.7.2 Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS (2024)
Scope
Lane-km of arterial roads (MMS classes 1 and 2)
per land area (km/km2)
0 km/km2
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
44
Service
Attribute
Technical Metric
Current LOS (2024)
Lane-km of collector roads (MMS classes 3 and
4) per land area (km/km2)
1.95 km/km2
Lane-km of local roads (MMS classes 5 and 6)
per land area (km/km2)
2.04 km/km2
Quality
Average pavement condition index for paved
roads in the Town
Asphalt roads: 79%
Surface Treated Roads: 62%
Average surface condition for gravel and other
roads in the Town (e.g. excellent, good, fair,
poor)
Poor
Performance
Current vs. Target Capital Reinvestment Rate
0.87% vs. 1.85%
Average Risk of road network
6.76
Table 12 O. Reg. 588/17 Technical Levels of Service: Road Network
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
45
5 Bridges & Culverts
The Town's transportation network also includes a total of 38 bridges, two (2) pedestrian bridges
and 33 structural culverts, with a current replacement cost of $58.3 million.
5.1 Inventory & Valuation
Table 13 and Figure 26 summarizes the quantity and current replacement cost of assets within
the bridges and culverts category. Replacement costs are determined based on the 2023 user-
defined replacement cost sourced from the 2023 OSIM study; this value is inflated to December
2024 using the Non-residential CPI indices.
Segment
Quantity
Unit of
Measure
Replacement Cost
Primary RC
Method
Bridges
38
Assets
$22,715,000
CPI
Culverts
33
Assets
$34,667,000
CPI
Pedestrian Bridges
2
Assets
$902,000
CPI
TOTAL
$58,284,000
Table 13 Detailed Asset Inventory: Bridges & Culverts
Figure 26 Portfolio Valuation: Bridges & Culverts
$902k
$22.7m
$34.7m
$10m
$20m
$30m
$40m
Pedestrian
Bridges
Bridges
Culverts
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
46
5.2 Asset Condition
Figure 27 summarizes the replacement cost-weighted condition of the Town's bridges and
culverts. Based on the Town's recent Ontario Structures Inspection Manual (OSIM) assessments,
89% of bridges and culverts are in fair or better condition. Some elements or components of
these structures may be candidates for replacement or rehabilitation in the medium term and
should be monitored for further degradation in condition. A small proportion (11%) of the
bridges and culverts portfolio is in poor or worse condition and may require replacement in the
immediate or short term.
Figure 27 Asset Condition: Bridges & Culverts Overall
As further detailed in Figure 28, condition values are presented by asset segment. Over 80%
($19.6 million) of the bridges are in fair or better condition. Similarly, 90% of culverts, with a
current replacement cost of $31.2 million and 100% of pedestrian bridges are in fair or better
condition. Bridges and culverts with a poor or worse rating (i.e., a bridge condition index of less
than 20) are not necessarily unsafe for regular use. The OSIM ratings are designed to identify
repairs needed to elevate condition ratings to a fair or higher.
Figure 28 Asset Condition: Bridges & Culverts by Segment
Very Poor,
$1,917,794 (3%)
Poor, $4,689,559
(8%)
Fair, $30,578,675
(52%)
Good,
$15,616,814
(27%)
Very Good,
$5,481,346 (9%)
$4.3m
$1.2m
$451k
$6.0m
$9.1m
$451k
$20.8m
$9.3m
$2.5m
$2.2m
$994k
$923k
0%
20%
40%
60%
80%
100%
Pedestrian
Bridges
Culverts
Bridges
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
47
Bridge conditions are defined by the OSIM's study and are described as follows:
Table 14: Bridge Condition Scale
Condition
Criteria
Condition
Range (%)
Very Good
Overall, the components of the structure are in very good
condition. Generally, the structure has been constructed
within the last 10 years and does not require any work within
the next 10 years.
80-100
Good
Overall, the components of the structure are in good
condition. Generally, the structure is adequate or requires
only minor maintenance within the next 10 years.
70-79
Fair
Overall, the components of the structure are in fair condition.
Generally, the structure requires major rehabilitation or
replacement within the next 10 years or requires Condition
Survey (C/S) Load Capacity Evaluation (LCE) or
Rehabilitation/Replacement Analysis (RRA).
60-69
Poor
Overall, the components of the structure are in poor condition.
Generally, the structure requires replacement within the next
5 years.
20-59
Very Poor
Near or beyond expected service life, widespread signs of
advanced deterioration, some assets may be unusable
0-19
5.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential replacement spikes.
Figure 29 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
48
Figure 29 Estimated Useful Life vs. Asset Age: Bridges & Culverts
Age analysis reveals that on average, bridges have consumed their estimated useful life, with an
average age of 60.1 years against an average EUL of 50 years. On average, culverts are also in
the latter stages of their lifecycle, with an average age of 47.1 years, against an average EUL of
50 years while pedestrian bridges are in the middle stages of their lifespan. However, it is
important to note that based on assessed conditions most assets are in fair or better condition.
In this case, age-based information has limited utility.
5.4 Current Approach to Lifecycle Management
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 customers, it is important to
establish a lifecycle management strategy to proactively manage asset deterioration.
Table 15 outlines the Town's current lifecycle management strategy.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance activities include inspections, cleaning, minor repairs,
and vegetation management. These are carried out annually and are triggered
by inspection findings or service requests.
Rehabilitation
Rehabilitation activities include structural repairs or replacements as required.
These are generally initiated based on recommendations from inspection
reports.
Replacement
Replacement is considered when the condition of an asset has deteriorated
significantly and rehabilitation is no longer cost-effective. Assets nearing the
end of their service life or those with frequent costly repairs are prioritized
60.1
47.1
25
50
50
50
0
10
20
30
40
50
60
70
Bridges
Culverts
Pedestrian Bridges
Number of Years
Weighted Average Age
Weighted Average EUL
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
49
Activity Type
Description of Current Strategy
Inspection
As legislatively required, all structures with a span greater than 3 metres are
inspected at least once every two years. The most recent inspection was
completed in 2023, with the next scheduled for 2025, in accordance with
provincial guidelines. These inspections are conducted by qualified external
contractors, and reported data includes key indicators such as the Bridge
Condition Index (BCI), which inform maintenance and capital planning
decisions.
Smaller structures, such as the culverts at One Mile Creek that do not meet
the 3-metre span, are assessed on a five-year cycle and are documented in a
separate report.
Table 15 Lifecycle Management Strategy: Bridges & Culverts
5.5 Forecasted Long-Term Replacement Needs
Figure 30 illustrates the forecasted capital investment requirements for the Town's bridges and
culverts. This analysis was run until 2074 to capture at least one iteration of replacement for the
longest-lived asset in Citywide Assets, the Town's primary asset management system and asset
register. The Town's average annual requirements (red dotted line) for bridges and culverts total
$1.1 million. Although actual investment requirements may fluctuate substantially from year to
year, this figure is a useful benchmark value for annual capital expenditure targets (or
allocations to reserves) to support capital planning.
The chart illustrates substantial capital needs through the forecast period with major investment
spikes estimated at $15.6 million between 2030 and 2034, and $14.9 million between 2040 and
2044 as assets reach the end of their useful life. These projections consider asset condition, and
the associated costs are based on asset replacement costs coupled with OSIM report
recommendations for rehabilitations. They are designed to provide a long-term, portfolio-level
overview of capital needs and should be used to support long-term financial planning.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
50
Figure 30 Forecasted Capital Replacement Needs: Bridges & Culverts 2025-2074
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital
Requirements.
5.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition and
replacement costs.
The matrix stratifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1 (lowest) to 25 (highest).
A high-risk rating is due to a high probability and/or consequence of failure increase.
These risk models have been built into the Town's Asset Management Database and are outlined
in Appendix D. As indicated in Figure 31 below, about half of bridge and culvert assets have a
high or very high-risk rating. This is most often due to the assets' condition and the significant
replacement cost of these assets.
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$6,507,321
$10,250,159
$7,185,147
$14,818,031
$19,523,530
(11%)
(18%)
(12%)
(25%)
(33%)
Figure 31 Risk Matrix: Bridges & Culverts
$1.1m
$0
$5.1m
$15.6m
$9.4m
$14.9m
$9.2m
$1.7m
$599k $1.2m
$0
$2.9m
$0
$2m
$4m
$6m
$8m
$10m
$12m
$14m
$16m
Forecasted Capital Requirements
Bridges
Culverts
Pedestrian Bridges
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
51
An asset's criticality rating, determined by the nature and magnitude of the consequences of its
potential failure should be used to prioritize projects, particularly lifecycle management
strategies. Using risk in conjunction with levels of service, and the recommended workplans in
OSIM inspections, can assist in optimizing limited funds.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
52
5.6.1 Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Lifecycle Management Strategies
While inspection cycles and maintenance programs are in place, the
municipality indicated that lifecycle trigger points are only "somewhat"
reviewed. This suggests a partially reactive approach, where repairs or
replacements may be initiated based on need rather than proactive
forecasting. Deferred maintenance was acknowledged as a contributor to
higher long-term costs and emergency repair risk.
Organizational Capacity
While staff are familiar with assets and their condition, historically limited
time and resources have made it difficult to maintain accurate, up-to-date
data. This affects the ability to plan replacements proactively and reduces
confidence in lifecycle forecasting. This risk is expected to be substantially
reduced through the development of this asset management plan and the
associated asset inventory information.
5.7 Levels of Service
The tables that follow summarize the Town's current levels of service with respect to prescribed
metrics under Ontario Regulation 588/17 as well as any additional performance measures that
the Town has selected for this AMP.
5.7.1 Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Scope
Description of the traffic
that is supported by
municipal bridges (e.g.,
heavy transport vehicles,
motor vehicles, emergency
vehicles, pedestrians,
cyclists)
Bridges and culverts are a key component of the
municipal transportation network. All structures
besides bridges B4 and B16, do not have loading
restrictions, meaning that most types of vehicles,
including heavy transport, motor vehicles, and
emergency vehicles can cross them without
restriction.
Quality
Description or images of the
condition of bridges &
culverts and how this would
affect use of the bridges &
culverts
The condition of bridges and structural culverts
varies but as noted in Figure 28 most assets are
in fair or better condition. Photographs of bridges
and structural culverts is provided in Appendix C -
Level of Service Maps & Photos
Table 16 O. Reg. 588/17 Community Levels of Service: Bridges & Culverts
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
53
5.7.2 Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS (2024)
Scope
% of bridges in the Town with loading or
dimensional restrictions
5%10
Quality
Average bridge condition index value for bridges in
the Town
66%
Average bridge condition index value for pedestrian
bridges in the Town
70%
Average bridge condition index value for structural
culverts in the Town
67%
Performance
Current vs. Target Capital Reinvestment Rate
0.39% vs. 1.93%
Average Risk
10.39
Table 17 O. Reg. 588/17 Technical Levels of Service: Bridges & Culverts
10 The 2023 OSIM report indicated a total of two bridges (Soth Shore Lane and Queenston Street) with loading or dimensional
restrictions.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
54
6 Water Network Assets
The Town of Niagara-on-the-Lake owns and operates the water distribution system. Niagara
Region owns and manages Decew and Niagara Falls water treatment plants which provide water
to the Town of Niagara-on-the-Lake. The Town is responsible for water distribution which is
enabled by over 207 km of water mains and other infrastructures such as hydrants, valves, and
machinery and equipment.
6.1 Inventory & Valuation
Table 18 and Figure 32summarizes the quantity and current replacement cost of the Town's
various water linear assets as managed in its primary asset management register, Citywide
Assets.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary RC
Method
Hydrants
1,428
Assets
$8,568,000
User-Defined
Machinery & Equipment
15
Assets
$707,000
CPI
Mains
207,247
Meters
$145,430,000
Cost per Unit
Valves
2,612
Assets
$7,836,000
User-Defined
TOTAL
$162,541,000
Table 18 Detailed Asset Inventory: Water Network Assets
Figure 32 Portfolio Valuation: Water Network Assets
$707k
$7.8m
$8.6m
$145.4m
$50m
$100m
$150m
Machinery &
Equipment
Valves
Hydrants
Mains
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
55
6.2 Asset Condition
Figure 33 summarizes the replacement cost-weighted condition of the Town's water network.
Based on mostly in-field condition assessment and limited age data, a vast majority (96%) of
assets are in fair or better condition; the remaining 4% of assets are in poor to very poor
condition.
Assets in poor or worse conditions may be candidates for replacement in the short term;
similarly, assets in fair condition may require rehabilitation or replacement in the medium term
and should be monitored for further degradation in condition.
Figure 33 Asset Condition: Water Network Assets Overall
As illustrated in Figure 34, based on mostly in-field condition assessment, the majority of the
Town's water mains are in very good condition. Based on age data, hydrants, machinery and
equipment, and valves are mostly in fair or better condition.
Figure 34 Asset Condition: Water Network Assets by Segment
Very Poor,
$3,181,450
(2%)
Poor, $3,418,419
(2%)
Fair, $7,481,017
(5%)
Good,
$6,491,309
(4%)
Very Good,
$141,968,728
(87%)
$1.1m
$139.8m
$1.1m
$1.9m
$2.1m
$533k
$1.9m
$2.4m
$2.1m
$69k
$2.8m
$1.1m
$21k
$1.3m
$1.3m
$85k
$1.5m
0%
20%
40%
60%
80%
100%
Valves
Mains
Machinery &
Equipment
Hydrants
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
56
Assessed conditions are reported for water main assets, based on condition assessments
conducted by a third-party in August 2024. These assessments are projected to the data
effective data (December 2024) for consistent reporting. For water main assets, condition scores
are derived based on an assessment of the following key deficiency factors:
1. Sub-Standard Size (10% weight)
2. High Break Rate (20% weight)
3. Hydraulic Capacity (50% weight)
4. Potential Water Quality Problem (20% weight)
A score for each factor is determined and then multiplied by its respective weight (as noted
above) to determine an overall score. The overall score may range from 1 (best rating) to 10
(worst rating) and is defined and described as follows:
Table 19: Water Network Condition Scale
Condition
Description
Criteria
Condition Range
Very Good
Fit for the
future
Appropriately sized, low break rate,
adequate hydraulic capacity, no water
quality concerns.
0-2.49
Good
Adequate for
now
Most factors (size, break rate, hydraulic
capacity, water quality problems) are
generally performing well, but typically
one factor is performing at a moderate
level.
2.5-4.49
Fair
Requires
attention
There is mixed performance amongst the
performance factors (size, break rate,
hydraulic capacity, water quality
problems).
4.5-6.49
Poor
Increasing
potential of
affecting
service
More factors (size, break rate, hydraulic
capacity, water quality problems) are
performing poorly than well.
6.5-8.49
Very Poor
Unfit for
sustained
service
Not appropriately sized, significant break
rates, inadequate hydraulic capacity,
water quality concerns due to pipe
material.
8.5-10
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
57
6.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential long-term replacement spikes.
Figure 35 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets. For all segments, the
weighted average age is less than the weighted average EUL.
Figure 35 Estimated Useful Life vs. Asset Age: Water Network Assets
6.4 Current Approach to Lifecycle Management
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 customers, 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.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance includes inspections, flushing, valve turning, and
minor repairs. Valve turning and flushing are done annually, with other
27.3
9.8
30.6
25.5
50
24.1
62.4
50
0
10
20
30
40
50
60
70
Hydrants
Machinery &
Equipment
Mains
Valves
Number of Years
Weighted Average Age
Weighted Average EUL
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
58
Activity Type
Description of Current Strategy
maintenance as needed. Maintenance is triggered by leaks or inspections.
Estimated annual cost: $200,000.
Rehabilitation
Rehabilitation includes replacement of aging infrastructure components,
generally initiated on an annual basis based on age and deterioration.
Structural repair strategies are limited; most assets considered for
rehabilitation are fully replaced.
Replacement
Asset replacement is typically triggered when infrastructure reaches the
end of its useful life or when it begins to experience frequent failures and
high repair costs. Replacement priorities are informed by the Water Needs
Study, the most recent of which was completed in draft form in 2024, with
the final report pending.
The study includes condition assessments, flow testing results, and
material recommendations, and is used to guide both short- and long-term
investment planning. Based on the available funding envelope, consultants
develop a five-year capital plan that prioritizes projects accordingly.
Inspection
Watermains are assessed every five (5) years, with the last completed in
2024. Assessments are carried out by consultants in conjunction with
internal staff. Standard age-based criteria are used. Supporting
infrastructure like hydrants and valves are assessed annually using
maintenance inspection checklists.
Table 20 Lifecycle Management Strategy: Water Network Assets
6.5 Forecasted Long-Term Replacement Needs
Figure 36 illustrates the cyclical short, medium and long-term infrastructure replacement
requirements for the Town's water linear assets. This analysis was run until 2089 to capture at
least one iteration of replacement for the longest-lived asset in Citywide Assets, the Town's
primary asset management system and asset register. The Town's average annual requirements
(red dotted line) total $2.7 million for all assets in water network. Although actual spending may
fluctuate substantially from year to year, this figure is a useful benchmark value for annual
capital expenditure targets (or allocations to reserves) to ensure projects are not deferred and
replacement needs are met as they arise.
The chart illustrates moderate capital needs throughout the forecast period with a replacement
spike of $105.5 million between 2080 and 2084. These projections are based on asset
replacement costs and assessed conditions when available. As noted in section 6.2, water main
assets received condition assessments in 2024. These assessments are based on asset attributes
such as pipe material and break history. The condition scores have small ranges, and almost all
water mains received a score within the very good range. For this reason, the forecasted
replacement date of mains is almost all within the same few years. This is the cause of the
significant capital spike between 2080 and 2084. Camera inspection of pipes may reveal more
variability in condition, and consequently also in the projected timing of forecasted
replacements. As a next step to advancing asset information, it is recommended that the Town
consider a CCTV assessment of their water mains.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
59
Figure 36 Forecasted Capital Replacement Needs: Water Network Assets 2025-2089
Often, the magnitude of replacement needs is substantially higher than most municipalities can
afford to fund. In addition, further investigation (i.e. condition assessments) may reveal that not
all assets in fact require replacement as forecasted. Age-based conditions provide a valuable
initial assessment to enable quantification of capital forecasts and support long-term financial
planning, including establishing dedicated reserves. Regular condition assessments and a robust
risk framework can advance the accuracy of estimates and support timely lifecycle interventions,
including replacements.
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital
Requirements.
6.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, service type,
diameter (for mains only), and replacement costs.
The matrix stratifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1 (lowest) to 25 (highest).
A high-risk rating is due to a high probability and/or consequence of failure increase.
These risk models have been built into the Town's Asset Management Database (Citywide
Assets). See Risk & Criticality section for further details on approach used to determine asset
$2.7m
$1.4m
$847k
$819k
$1.2m
$2.7m
$2.6m
$3.6m
$3.1m
$3.3m
$2.6m
$1.5m
$3.4m
$105.5m
$1.2m
$0
$20m
$40m
$60m
$80m
$100m
$120m
Forecasted Capital Requirements
Hydrants
Machinery & Equipment
Mains
Valves
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
60
risk ratings and classifications. As indicated in Figure 37 below, almost all assets have a very low
risk rating.
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$147,108,845
$7,766,310
$4,330,265
$2,791,528
$543,975
(91%)
(5%)
(3%)
(2%)
(<1%)
Figure 37 Risk Matrix: Water Network Assets
6.6.1 Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Aging Infrastructure
A portion of the water infrastructure is identified as being between 50 to 60
years old, approaching or exceeding its expected useful life. Older systems
are more prone to leakage and repair needs. These aging assets present an
increasing capital pressure, particularly if replacement continues to be
driven by reactive intervention.
6.7 Levels of Service
The tables that follow summarize the Town's current levels of service with respect to prescribed
metrics under Ontario Regulation 588/17 as well as any additional performance measures that
the Town has selected for this AMP.
6.7.1 Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Scope
Description, which may include maps,
of the user groups or areas of the
municipality that are connected to the
municipal water system
The Town receives treated water from
the Decew Falls Water Treatment Plant
and the Niagara Falls Water Treatment
Plant, both owned and operated by
Niagara Region. The Town distributes
this treated water through
approximately 207 kilometers of Town-
owned watermains. The service area is
bounded by Lake Ontario, the Niagara
River, the City of Niagara Falls and the
City of St. Catharines.
Description, which may include maps,
of the user groups or areas of the
municipality that have fire flow
Fire flow is available to properties with
municipal water services. This
predominantly covers properties within
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
61
Service
Attribute
Qualitative Description
Current LOS (2024)
the urban areas of the historic old
town, Glendale, Queenston, St. Davids
and Virgil.
Reliability
Description of boil water advisories and
service interruptions
There was one water main break in
2024 that occurred on an old section of
pipe near a dead-end. Only three
properties were impacted, with water
unavailable to them for approximately
5 hours in total.
Table 21 O. Reg. 588/17 Community Levels of Service: Water Network Assets
6.7.2 Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS (2024)
Scope
% of properties connected to the municipal water
system
78%
% of properties where fire flow is available
77%11
Reliability
# 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 (No boil water advisories
in 2024)
# of connection-days12 per year where water is not
available due to water main breaks compared to
the total number of properties connected to the
municipal water system
3 vs.9678
Performance
Current vs. Target Capital Reinvestment Rate
1.25% vs. 1.66%
Average Risk
4.51
Table 22 O. Reg. 588/17 Technical Levels of Service: Water Network Assets
11 This is an estimated figure based on a Water Needs Study in draft at the time this AMP was completed.
12 "Connection-days" means the number of properties connected to a municipal system that are affected by a service issue,
multiplied by the number of days on which those properties are affected by the service issue.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
62
7 Wastewater Network Assets
The Town owns and operates the essential wastewater collection system that services the
community. Once collected, the wastewater is transmitted to the Wastewater Treatment Plant
which is owned and managed by Niagara Region.
7.1 Inventory & Valuation
Table 23 and Figure 38 summarizes the quantity and current replacement cost of the Town's
various wastewater linear assets as managed in asset inventory. The largest proportion of
replacement cost is associated with water mains.
Segment
Quantity
Unit of
Measure
Replacement Cost
Primary RC
Method
Machinery &
Equipment
5
Assets
$66,000
CPI
Mains
99,059
Meters
$71,107,000
Cost per Unit
Manholes
1,473
Assets
$8,838,000
User-Defined
TOTAL
$80,011,000
Table 23 Detailed Asset Inventory: Wastewater Network Assets
Figure 38 Portfolio Valuation: Wastewater Network Assets
$66k
$8.8m
$71.1m
$20m
$40m
$60m
$80m
Machinery &
Equipment
Manholes
Mains
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
63
7.2 Asset Condition
Figure 39 summarizes the condition (weighted by replacement cost) of the Town's wastewater
linear assets. Based on mostly age and limited in-field condition assessment data, slightly more
than three-quarters (77%) of assets are in fair or better condition; the remaining 23% of assets
are in poor to very poor condition.
Assets in poor or worse conditions may be candidates for replacement in the short term;
similarly, assets in fair condition may require rehabilitation or replacement in the medium term
and should be monitored for further degradation in condition.
Figure 39 Asset Condition: Wastewater Network Assets Overall
As illustrated in Figure 40, the majority of the Town's sanitary sewer mains and manholes are in
fair or better condition, however, all machinery and equipment are in poor or worse condition.
This is due to the average age relative to the average EUL as discussed in section 7.3 to follow.
Condition assessments for these assets may indicate more variability in their condition.
Very Poor,
$944,331
(1%)
Poor,
$17,433,307
(22%)
Fair,
$21,263,191
(27%)
Good,
$24,942,599
(31%)
Very Good,
$15,427,460
(19%)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
64
Figure 40 Asset Condition: Wastewater Network Assets by Segment
Assessed conditions are reported for a selection of wastewater main assets, based on condition
assessments conducted by a third-party in 2024. These assessments applied the Pipeline
Assessment Certification Program (PACP) rating methodology13. For wastewater main assets,
condition scores are defined as follows:
Table 24: Wastewater Network Condition Scale
13 The overall quick rating value was used as the assessed condition and is the metric reported herein. The overall quick rating
reports the worst structural and worst operations and maintenance rating which provides a single high-level indicator of the pipes
overall condition. Additional details on the frequency of defects within each section of pipe is retained in the asset management
database.
$1.5m
$13.9m
$3.3m
$21.6m
$2.1m
$19.2m
$1.7m
$15.7m
$138k
$740k
$66k
0%
20%
40%
60%
80%
100%
Manholes
Mains
Machinery &
Equipment
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Condition
Description
Criteria
Condition Range
Very Good
Fit for the future
No or only minor defect grade
<1.50
Good
Adequate for now
Minor to moderate defect grade
1.51-2.50
Fair
Requires attention
Moderate defect grade
2.51-3.49
Poor
Increasing potential of
affecting service
Significant defect grade
3.5-4.49
Very Poor
Unfit for sustained
service
Most significant defect grade
4.5-5
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
65
7.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential long-term replacement spikes.
Figure 41 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets.
Figure 41 Estimated Useful Life vs. Asset Age: Wastewater Network Assets
7.4 Current Approach to Lifecycle Management
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 customers, 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.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance includes CCTV inspections, cleaning, minor repairs,
and a flushing program in which approximately 20% of the network is
flushed each year to ensure full system coverage over a five-year cycle.
Maintenance activities are typically triggered by inspections, blockages,
23
32.1
30.2
11.6
71.5
75
0
10
20
30
40
50
60
70
80
Machinery & Equipment
Mains
Manholes
Number of Years
Weighted Average Age
Weighted Average EUL
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
66
Activity Type
Description of Current Strategy
breaks, leaks, and service complaints. The estimated annual maintenance
cost is approximately $200,000.
Rehabilitation
Rehabilitation includes trenchless relining, grouting, and structural repairs.
Rehabilitation is typically initiated when defects are identified during
inspections or when condition scores indicate deterioration.
Replacement
Replacement is considered when assets have significantly deteriorated or
when rehabilitation is no longer cost-effective. Assets nearing the end of
life or with frequent and costly repairs are prioritized. Budgeting is
informed by condition assessments and critical need.
Inspection
The Town performs CCTV inspections on the sanitary system annually, with
the goal of inspecting and flushing approximately 20% of the network each
year to achieve full system coverage over a five-year cycle. This phased
approach is outlined in the Town's Sanitary Needs Study, which is updated
every five years to guide system-wide inspection planning.
Inspections are conducted by a combination of internal staff and external
contractors using standardized methods for mains, manholes, and pump
stations. While formal condition ratings may not be consistently produced,
inspections are primarily used to identify and document deficiencies in
specific sections of the system. These findings support ongoing
maintenance activities and inform future repair and capital planning efforts
Table 25 Lifecycle Management Strategy: Wastewater Network Assets
7.5 Forecasted Long-Term Replacement Needs
Figure 42 illustrates the forecasted capital investment requirements for the Town's wastewater
linear assets. This analysis was run until 2099 to capture at least one iteration of replacement
for the longest-lived asset in Citywide Assets, the Town's primary asset management system
and asset register. The Town's average annual requirements (red dotted line) total $1.1 million
for all assets in the wastewater network. Although actual spending may fluctuate substantially
from year to year, this figure is a useful benchmark value for annual capital expenditure targets
(or allocations to reserves) to ensure projects are not deferred and replacement needs are met
as they arise.
Figure 42 below illustrates substantial capital needs throughout the forecast period with the
largest replacement spike of $13.7 million occurring between 2040 and 2044. It also shows a
small backlog of $500,000, dominated by mains. These projections are based on asset
replacement costs and assessed conditions when available. They are designed to provide a long-
term, portfolio-level overview of capital needs and should be used to support improved long-
term financial planning.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
67
Figure 42 Forecasted Capital Replacement Needs: Wastewater Network Assets 2025-2099
Often, the magnitude of replacement needs is substantially higher than most municipalities can
afford to fund. However, quantifying and monitoring these spikes is essential for long-term
financial planning, including establishing dedicated reserves. Regular condition assessments and
a robust risk framework will ensure that high-criticality assets receive proper and timely lifecycle
intervention, including replacements. A summary of the 10-year replacement forecast can be
found in Appendix B - 10-Year Capital Requirements.
7.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, service type,
diameter (for mains only), and replacement costs. The matrix stratifies assets based on their
individual probability and consequence of failure, each scored from 1 to 5. Their product
generates a risk index ranging from 1-25. Assets with the highest criticality and likelihood of
failure receive a risk rating of 25; those with lowest probability of failure and lowest criticality
carry a risk rating of 1. The existing risk models are summarized in Appendix D.
As indicated below, the largest proportion (30%) of assets are very low risk, however there are
a notable portion in high and very high-risk ranges (19% and 13% respectively).
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$24,177,666
$20,176,470
$10,513,231
$14,825,899
$10,317,622
(30%)
(25%)
(13%)
(19%)
(13%)
Figure 43 Risk Matrix: Wastewater Network Assets
$1.1m
$500k
$57k
$270k
$1.7m
$13.7m
$542k
$5.6m
$2.6m
$9.5m
$3.1m
$8.7m
$8.9m
$4.4m
$7.7m
$3.3m
$10.2m
$0
$2m
$4m
$6m
$8m
$10m
$12m
$14m
$16m
Forecasted Capital Requirements
Machinery & Equipment
Mains
Manholes
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
68
These risk models have been built into the Town's Asset Management Database (Citywide
Assets). See Risk & Criticality section for further details on approach used to determine asset
risk ratings and classifications.
7.6.1 Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Lifecycle Management Strategies
The current lifecycle management strategy is considered more reactive than
proactive. A more clearly defined strategy would reduce the risk of increased
O&M costs, deferred maintenance, and service disruption
Asset Data
While assessments are conducted on a structured five-year cycle, some
actions remain reactive, and trigger points are not regularly reviewed. This
limits the ability to implement fully proactive lifecycle planning
7.7 Levels of Service
The tables that follow summarize the Town's current levels of service with respect to prescribed
metrics under Ontario Regulation 588/17 as well as any additional performance measures that
the Town has selected for this AMP.
7.7.1 Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Scope
Description, which may include
maps, of the user groups or areas
of the municipality that are
connected to the municipal
wastewater system
The Town owns and operates the essential
wastewater collection systems that services
the community, managing the conveyance
of wastewater from residences, businesses,
and institutions. Once collected, the
wastewater is transmitted to the
Wastewater Treatment Plant owned and
operated by the Niagara Region.
Reliability
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
There are no combined sewers in the Town
of Niagara-on-the-Lake.
Description of the frequency and
volume of overflows in combined
There are no combined sewers in the Town
of Niagara-on-the-Lake.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
69
Service
Attribute
Qualitative Description
Current LOS (2024)
sewers in the municipal wastewater
system that occur in habitable
areas or beaches
Description of how stormwater can
get into sanitary sewers in the
municipal wastewater system,
causing sewage to overflow into
streets or backup into homes
Stormwater can enter sanitary sewers due
to cracks in sanitary mains. In the case of
heavy rainfall events, sanitary sewers may
experience a volume of water and sewage
that exceeds its designed capacity. In some
cases, this can cause water and/or sewage
to overflow backup into homes. The use of
sump pumps and pits directing storm water
to the storm drain system can help to
reduce the chance of this occurring.
Description of how sanitary sewers
in the municipal wastewater system
are designed to be resilient to
stormwater infiltration
The municipality follows a series of design
standards that integrate servicing
requirements and land use considerations
when constructing or replacing sanitary
sewers. These standards have been
determined with consideration of the
minimization of sewage overflows and
backups. Inflow and infiltration issues are
more commonly an issue in areas with older
infrastructure and rarely an issue in areas
with more recently constructed
infrastructure.
Description of the effluent that is
discharged from sewage treatment
plants in the municipal wastewater
system
N/A: The Town of Niagara-on-the-Lake does
not own water treatment facilities.
Table 26 O. Reg. 588/17 Community Levels of Service: Wastewater Network Assets
7.7.2 Technical Levels of Service
Service
Attribute
Technical Metric
Current
LOS
(2024)
Scope
% of properties connected to the municipal wastewater system
65.7%
Reliability
# 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
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
70
Service
Attribute
Technical Metric
Current
LOS
(2024)
# of connection-days per year having wastewater backups
compared to the total number of properties connected to the
municipal wastewater system
12 vs. 6364
# of effluent violations per year due to wastewater discharge
compared to the total number of properties connected to the
municipal wastewater system
N/A:
Niagara
Region14
Performance
Current vs. Target Capital Reinvestment Rate
1.19% vs.:
1.41%
Average Risk
8.16
Table 27 O. Reg. 588/17 Technical Levels of Service: Wastewater Network Assets
14 Wastewater treatment assets are owned and managed by the Region of Niagara. The 2024 Annual Wastewater Annual report can
be found here.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
71
8 Stormwater Network
The Town's stormwater network is comprised of nearly 100 km of mains and other critical
supporting capital assets with a total current replacement cost of approximately $107.6 million.
8.1 Inventory & Valuation
Table 28 and Figure 44 summarizes the quantity and current replacement cost of all stormwater
network assets available in the Town's asset register. As indicated below, the largest share of
replacement costs is associated with stormwater mains.
Segment
Quantity
Unit of
Measure
Replacement Cost
Primary RC
Method
Catch Basins
2,500
Assets
$13,931,000
User-Defined
Mains
99,495
Meters
$82,090,000
Cost per Unit
Manholes
1,931
Assets
$11,586,000
User-Defined
Stormwater
Management Ponds
(SWMP)
20
Assets
Not Planned for Replacement
TOTAL
$107,607,000
Table 28 Detailed Asset Inventory: Stormwater Network
Figure 44 Portfolio Valuation: Stormwater Network
$11.6m
$13.9m
$82.1m
$20m
$40m
$60m
$80m
$100m
Manholes
Catch Basins
Mains
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
72
8.2 Asset Condition
Figure 45 summarizes the replacement cost-weighted condition of the Town's stormwater
network assets. Based on age data and in-field condition assessments, approximately 77% of
assets are in fair or better condition and 23% of assets are in poor or worse condition. These
assets may be candidates for replacement in the short term; similarly, assets in fair condition
may require rehabilitation or replacement in the medium term and should be monitored for
further degradation in condition. The graph below does not reflect the condition of stormwater
management ponds as these assets are not planned for replacement and therefore have no cost
associated. However, staff complete regular inspections and assessments of stormwater
management ponds, and the most recent assessments indicated the assets to be in good
condition on average.
Figure 45 Asset Condition: Stormwater Network Overall
As illustrated in Figure 46, based on in-field condition assessments for 15% of storm mains and
age-based condition for the remaining stormwater network assets, catch basins have the largest
proportion of assets in poor or very poor condition. On a replacement costs basis, mains have
the most cost ($19.0 million) associated with very poor and poor condition assets. As additional
mains are assessed for condition, this figure may change.
Very Poor,
$9,040,219
(8%)
Poor,
$16,119,685
(15%)
Fair,
$20,887,139
(19%)
Good,
$46,830,799
(44%)
Very Good,
$14,728,920
(14%)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
73
Figure 46 Asset Condition: Stormwater Network by Segment
Assessed conditions are reported for stormwater main assets, based on condition assessments
conducted by a third-party in 2024. These assessments apply the Pipeline Assessment
Certification Program (PACP) rating methodology15. For stormwater main assets, condition scores
are as follows:
Table 29: Stormwater Network Mains Condition Scale
15 The overall quick rating value was used as the assessed condition and is the metric reported herein. The overall quick rating
reports the worst structural and worst operations and maintenance rating which provides a single high-level indicator of the pipes
overall condition. Additional details on the frequency of defects within each section of pipe is retained in the asset management
database.
$4.5m
$8.5m
$1.8m
$3.9m
$37.9m
$5.0m
$1.5m
$16.7m
$2.7m
$1.4m
$13.7m
$1.0m
$318k
$5.3m
$3.4m
0%
20%
40%
60%
80%
100%
Manholes
Mains
Catch Basins
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Condition
Description
Criteria
Condition Range
Very Good
Fit for the future
No or only minor defect grade
<1.50
Good
Adequate for now
Minor to moderate defect grade
1.51-2.50
Fair
Requires attention
Moderate defect grade
2.51-3.49
Poor
Increasing potential of
affecting service
Significant defect grade
3.5-4.49
Very Poor
Unfit for sustained
service
Most significant defect grade
4.5-5
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
74
8.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential replacement spikes.
Figure 47 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets.
Figure 47 Estimated Useful Life vs. Asset Age: Stormwater Network
Age analysis reveals that on average, all the assets are in the mid stages of their lifespan.
8.4 Current Approach to Lifecycle Management
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 customers, 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.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance includes annually cleaning 20% of catch basin and
flushing of storm mains, performed annually or as needed. Blockages and
25.8
27.6
24.3
50
75.1
75
0
10
20
30
40
50
60
70
80
Catch Basins
Mains
Manholes
Number of Years
Weighted Average Age
Weighted Average EUL
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
75
Activity Type
Description of Current Strategy
complaints also trigger service. SWMP maintenance also includes
vegetation control, erosion control, and general site work such as replacing
lights or repairing fencing. The annual maintenance cost is estimated at
$100,000.
Rehabilitation
Rehabilitation activities for mains include trenchless relining and spot
repairs, triggered by condition scores and asset deterioration.
For Stormwater Management Ponds (SWMPs), rehabilitation typically
occurs on a 15-year cycle and may include repairing or replacing inlets and
outlet structures and dredging to remove accumulated sediment. These are
undertaken on an as-needed basis when inspections identify issues.
Replacement
Replacement is considered when assets reach the end of life or fail, and
rehabilitation is no longer viable. Assets with high failure risk or nearing the
end of their service life are prioritized.
SWMPs, however, are rarely fully replaced due to their size, function, and
the substantial cost. Replacement only occurs if a pond's capacity is
insufficient to manage increased volumes from new development or when
significant functionality issues such as persistent aeration problems, cannot
be resolved through rehabilitation.
Inspection
The Town initiated its stormwater inspection program two years ago in
response to emerging provincial requirements for system-wide assessment.
The program aims to inspect the entire storm system within a 3-to-5-year
period, targeting approximately 20% of assets annually. Condition
assessments are carried out by both internal staff and external contractors
using standardized methods. Manholes and pump stations are visually
inspected by staff on an as-needed basis.
Table 30 Lifecycle Management Strategy: Stormwater Network
8.5 Forecasted Long-Term Replacement Needs
Figure 48 illustrates the forecasted capital investment requirements for the Town's stormwater
network assets. This analysis was run until 2124 to capture at least one iteration of replacement
for the longest-lived asset in Citywide Assets, the Town's primary asset management system
and asset register. The Town's average annual requirements (red dotted line) total $1.5 million
for all assets in the stormwater network. Although actual spending may fluctuate substantially
from year to year, this figure is a useful benchmark value for annual capital expenditure targets
(or allocations to reserves) to ensure projects are not deferred and replacement needs are met
as they arise.
The chart illustrates a backlog of $5.3 million, dominated by mains and catch basins. The largest
replacement spikes are forecasted during 2075 to 2089 as most mains reach the end of their
expected design life. These projections and estimates are based on asset replacement costs and
age analysis. They are designed to provide a long-term, portfolio-level overview of capital needs
and should be used to support improved financial planning over several decades.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
76
Figure 48 Forecasted Capital Replacement Needs Stormwater Network 2025-212416
Often, the magnitude of replacement needs is substantially higher than most municipalities can afford to fund. In addition,
assessed condition information may reveal differences in conditions as reported herein, this would result in shifts to capital
forecasts. Nonetheless, the use of age-based projections is an impactful first step to forecasting investment requirements and
supporting long-term financial planning. In addition, a robust risk framework will ensure that high-criticality assets receive
proper and timely lifecycle intervention, including replacements.
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital Requirements.
16 Due to capacity issues, a rehabilitation project is required for one of the stormwater management ponds. The estimated projected costs and anticipated timing is reflected in
this graph. Based on current information, no other capital costs are anticipated for stormwater management ponds.
$1.5m
$5.3m
$1.2m
$2.2m
$500k
$4.1m
$5.9m
$9.5m
$7.4m
$10.6m
$6.4m
$6.5m
$13.0m
$16.0m
$11.4m
$6.9m
$4.2m
$5.8m
$3.3m
$4.1m
$5.5m
$6.6m
$0
$2m
$4m
$6m
$8m
$10m
$12m
$14m
$16m
$18m
Forecasted Capital Requirements
Catch Basins
Mains
Manholes
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
77
8.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, service type,
diameter (for mains only), and replacement costs.
The matrix stratifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1-25. Assets with the
highest criticality and likelihood of failure receive a risk rating of 25; those with lowest
probability of failure and lowest criticality carry a risk rating of 1. As new data and information is
gathered, the Town may consider integrating relevant information that improves confidence in
the criteria used to assess asset risk and criticality.
These risk models have been built into the Town's Asset Management Database (Citywide
Assets). See Risk & Criticality section for further details on approach used to determine asset
risk ratings and classifications. As indicated below, most (42%) stormwater assets are identified
as very-low risk, however there are a portion of assets that are very high risk, and these should
be reviewed and considered in the near-term.
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$45,651,265
$25,530,265
$12,012,563
$17,813,150
$6,599,520
(42%)
(24%)
(11%)
(17%)
(6%)
Figure 49 Risk Matrix: Stormwater Network
8.6.1 Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Asset Data Confidence
The stormwater asset management program is still in the early stages
of implementation. Although condition assessments have begun with
approximately 15 km of storm mains being assessed in 2024,
condition and inventory data for some infrastructure, especially
supporting elements like manholes and ditches, are not yet
comprehensive. Staff have indicated that confidence in data remains
limited, and further work is needed to improve asset tracking and
prioritization.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
78
8.7 Levels of Service
The tables that follow summarize the Town's current levels of service with respect to prescribed
metrics under Ontario Regulation 588/17 as well as any additional performance measures that
the Town has selected for this AMP.
8.7.1 Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Scope
Description, which may include map,
of the user groups or areas of the
Town that are protected from
flooding, including the extent of
protection provided by the municipal
storm water network
The Town's stormwater management
system protects key user groups and
areas within the municipality from
flooding by effectively capturing,
conveying, and controlling stormwater
runoff. This system includes a network of
storm mains, catch basins, manholes,
and stormwater management ponds.
Table 31 O. Reg. 588/17 Community Levels of Service: Stormwater Network
8.7.2 Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS (2024)
Scope
% of properties in municipality designed to be
resilient to a 100-year storm
~90%17
% of the municipal stormwater management
system designed to be resilient to a 5-year storm
~90%
Performance
Current vs. Target Capital Reinvestment Rate
0.26% Vs.
1.42%
Average Risk
6.88
Table 32 O. Reg. 588/17 Technical Levels of Service: Stormwater Network
17 As per the Town's Municipal Engineering Standards report, all storm systems must be designed to a 5-year storm and all major
systems to a 100-year storm system. Based on this standard, the Town estimates that most of its network is resilient to a 5-year
storm and most of its major systems are resilient to a 100-year storm. Considering this, most properties are inferred to be resilient.
There may be however legacy assets constructed before the standard was developed that do not meet the updated standard. It is
anticipated that the proportion of the network not meeting the standards will diminish over time as non-conforming assets age and
are replaced.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
79
Non-Core Assets
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
80
9 Facilities
The Town owns and operates several facilities that support daily operations and provide
municipal services to the community. The facility asset segments can be described as follows:
Administration: Admin facility
Fire: Fire stations
Operations: Operations center and operations yard
Recreation: Washrooms, arenas, community center, courthouse, info center, library,
cemetery, pool, hospital, art center, gazebo, pavilion, and splashpad.
9.1 Inventory & Valuation
Table 33 and Figure 50 summarizes the quantity and current replacement cost of all facility
assets available in the Town's asset register. The quantity listed represents the number of asset
records currently available for each segment.
Segment
Quantity
(components)
Unit of
Measure
Replacement
Cost
Primary RC
Method
Administration
1 (34)
Facilities
(components)
$6,332,000
CPI
Fire
5 (154)
$16,965,000
CPI
Operations
2 (95)
$6,238,000
CPI
Recreation
24 (564)
$82,340,000
CPI
TOTAL
$111,875,000
Table 33 Detailed Asset Inventory: Facilities
Figure 50 Portfolio Valuation: Facilities
$6.2m
$6.3m
$17.0m
$82.3m
$20m
$40m
$60m
$80m
$100m
Operations
Administration
Fire
Recreation
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
81
9.2 Asset Condition
Figure 51 summarizes the replacement cost-weighted condition of the Town's facilities portfolio.
Based mostly on in-field assessed condition data, 43% of facilities assets are in fair or better
condition; however, 57%, with a current replacement cost of more than $63.6 million are in
poor or worse condition. These assets may be candidates for replacement in the short term;
similarly, assets in fair condition may require rehabilitation or replacement in the medium term
and should be monitored for further degradation in condition. The facilities are componentized
according to Uniformat II standards18, and condition data is available at the component level
based on comprehensive assessments, allowing for detailed evaluation.
Figure 51 Asset Condition: Facilities Overall
Figure 52 summarizes the assessed condition of facilities by each segment. A substantial portion
of recreation assets and about half of operations assets are in poor to worse condition.
Figure 52 Asset Condition: Facilities by Segment
18 This classification system is based on major building groups and nested within that based on component groups
and then specific components. An example, Level 1 is A: Substructure, level 2 is: A10 Foundations and level 3 is
A1030: Slab on Grade. This data structure allows EUL, condition, and replacement cost values to be customized to the
component level which ultimately leads to more detailed and accurate information, including condition and cost
projections.
Very Poor,
$24,382,421
(22%)
Poor,
$39,236,844
(35%)
Fair, $42,044,192
(38%)
Good,
$6,052,434 (5%)
Very Good,
$159,371 (<1%)
$4.6m
$131k
$1.1m
$245k
$27.8m
$2.8m
$8.2m
$3.3m
$30.9m
$1.9m
$4.5m
$1.9m
$18.9m
$1.4m
$3.2m
$858k
0%
20%
40%
60%
80%
100%
Recreation
Operations
Fire
Administration
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
82
9.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential replacement spikes.
Figure 53 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets.
Figure 53 Estimated Useful Life vs. Asset Age: Facilities
Age analysis reveals that, on average, facility assets are in the mid to late stages of their
serviceable life.
24.7
25.5
21.9
31.3
43.6
41.9
40.6
39.9
0
5
10
15
20
25
30
35
40
45
50
Administration
Fire
Operations
Recreation
Number of Years
Weighted Average Age
Weighted Average EUL
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
83
9.4 Current Approach to Lifecycle Management
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 customers, it is important to
establish a lifecycle management strategy to proactively manage asset deterioration.
Table 34 outlines the Town's current lifecycle management strategy.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance includes HVAC, roofing, mechanical, generator, and
life safety system service contracts. Internal staff complete plumbing,
drywall, and minor electrical work. Maintenance is triggered by legislation,
visual inspections, service requests, and health and safety checks.
Estimated annual cost is approximately $400,000.
Rehabilitation
Rehabilitation activities include roof replacements, HVAC upgrades, brick
repointing, foundation drainage, arena mechanical systems, dasher board
replacements, and window retrofits. These are triggered by BCA/FMP
recommendations, consultant input, stakeholder feedback, and major
weather events.
Replacement
Replacement is considered when rehabilitation is no longer cost-effective or
when critical issues such as safety, accessibility, or heritage designation are
involved. Condition, cost comparisons, revenue impact, and end-of-life
status inform prioritization. There is no formal contingency budget; Council
approval is required for material unexpected needs.
Inspections
All facilities were assessed through a Facility Condition Assessment (BCA) in
2017, which informed the 2018 Facilities Master Plan. Inspections are
conducted by external contractors, with internal facility teams performing
frequent walkthroughs. A Facility Condition Index (FCI) is used. The target
reassessment cycle is every 5 years but historically occurs every 6-7 years
due to budget constraints.
Table 34 Lifecycle Management Strategy: Facilities
9.5 Forecasted Long-Term Replacement Needs
Figure 54 illustrates the forecasted capital requirements for the Town's facilities portfolio. This
analysis was run until 2089 to capture at least one iteration of replacement for the longest-lived
asset in inventory. The Town's average annual requirements (red dotted line) total $3.7 million
for all facilities. Although actual spending may fluctuate substantially from year to year, this
figure is a useful benchmark value for annual capital expenditure targets (or allocations to
reserves) to ensure projects are not deferred and replacement needs are met as they arise.
The chart illustrates substantial capital needs throughout the forecast period with the largest
replacement spike of $42.3 million occurring between 2065 and 2069. The chart also illustrates
a backlog of more than $4.9 million, dominated by recreation facilities, and comprising assets
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
84
that have reached the end of their useful life but remain in operation. These projections and
estimates are based on current asset records, their replacement costs, and assessed conditions.
They are designed to provide a long-term, portfolio-level overview of capital needs and should
be used to support improved financial planning over several decades.
Figure 54 Forecasted Capital Replacement Needs Facilities 2025-2089
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital
Requirements.
$3.7m
$4.9m
$19.0m
$29.0m
$21.1m
$6.5m
$19.6m
$24.3m
$14.3m
$10.5m
$42.3m
$13.2m
$17.5m
$7.0m
$27.7m
$0
$5m
$10m
$15m
$20m
$25m
$30m
$35m
$40m
$45m
Forecasted Capital Requirements
Administration
Fire
Operations
Recreation
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
85
9.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, replacement
costs, and component group.
The matrix classifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1-25. Assets with the
highest criticality and likelihood of failure receive a risk rating of 25; those with lowest
probability of failure and lowest criticality carry a risk rating of 1. Figure 55 below indicates the
risk scores for facility assets with the largest proportion of facility assets sitting at a high and
very high-risk rating.
These risk models have been built into the Town's Asset Management Database and are outlined
in Appendix D.
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$2,855,869
$12,333,049
$20,774,472
$50,899,649
$25,012,223
(3%)
(11%)
(19%)
(45%)
(22%)
Figure 55 Risk Matrix: Facilities
9.6.1 Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Aging Infrastructure
Several municipal facilities are approaching or have reached the end of
their useful life. While major facility systems such as HVAC, roofing,
and arena equipment are regularly maintained, aging structures and
legacy facility envelopes continue to pose capital planning challenges.
Replacement needs are prioritized using assessment data; however,
delays in implementation due to funding constraints may increase
lifecycle costs, particularly where facility performance, accessibility, or
life safety is affected.
Organizational Capacity
While staff are familiar with assets and their condition, limited time and
resources have made it difficult to maintain accurate, up-to-date data.
This affects the ability to plan replacements proactively and reduces
confidence in lifecycle forecasting.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
86
9.7 Levels of Service
The tables that follow summarize the Town's current levels of service. There are no specifically
prescribed metrics under Ontario Regulation 588/17 for non-core assets, therefore the metrics
below represent performance measures that the Town has selected for this AMP.
9.7.1 Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Quality
Description of the types of
facilities that the
municipality operates and
maintains
The Town owns and operates several facilities that
support daily municipal operations and provide a
variety of services to the community which include
the following:
Administration is supported through the main
administration facility.
Fire services are provided via multiple fire stations
throughout the Town.
Operations are centered around the operations
center and the operations yard.
Recreation services are offered through numerous
facilities including washrooms, arenas, the
community center, courthouse, information
center, library, cemetery, pool, art center,
gazebo, pavilion, and splashpad.
Sustainability
Summary of key
considerations for capital
investment decisions.
The Town completed comprehensive facility
Condition Assessments in 2017, and this
information is an important consideration to
capital investment decisions. Other notable
considerations include stakeholder feedback,
major unexpected events (e.g. weather events),
criticality of need considering asset conditions,
cost comparisons of approaches (i.e. replacement
vs. rehabilitation), and revenue impacts as
applicable.
Table 35 Community Levels of Service: Facilities
9.7.2 Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS
(2024)
Quality
Average facility condition index value for facilities in the
Town
37%
Average Risk
11.98
Sustainability Current vs. Target Capital Reinvestment Rate
0.66% vs. 3.28%
Table 36 Technical Levels of Service: Facilities
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
87
10 Land Improvements
The Town's land improvements portfolio includes a variety of assets, many of which support
recreation and leisure activities. Examples of common assets within each asset segment are:
-
Lighting: Outdoor lighting most often adjacent to paved paths
-
Outdoor Structures: bandshells, park washrooms, pergolas, benches, bike racks,
sculptural structures
-
Parking Lots: only includes parking lots not otherwise associated with facilities
-
Paved Paths: all park pathways, pedestrian pathway, interlocking brick/pavers
-
Play Structure: playing structures, toddler play pads, rock climbing wall and swing sets
-
Sports Fields & Courts: fencing associated with playing fields, sports fields and courts, and
artificial bowling green
-
Sprinklers: irrigation systems
10.1 Inventory & Valuation
Table 37 and Figure 56 summarizes the quantity and current replacement cost of all land
improvements assets available in the Town's asset register.
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary RC
Method
Lighting
130
Assets
$1,298,470
CPI
Outdoor Structures
23
$1,203,100
CPI
Parking Lots
31
$1,065,589
CPI
Paved Paths
32
$1,310,710
CPI
Play Structures
38
$2,231,752
CPI
Sport Fields & Courts
54
$2,243,369
CPI
Sprinklers
10
$275,839
CPI
TOTAL
$9,628,829
Table 37 Detailed Asset Inventory: Land Improvements
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
88
Figure 56 Portfolio Valuation: Land Improvements
10.2 Asset Condition
Figure 57 summarizes the replacement cost-weighted condition of the Town's land
improvements portfolio. Land improvement assets utilize age-based condition which is calculated
based on the age of the asset relative to its useful life.
Based on age data only, 65% of assets are in fair or better condition, the remaining 35% are in
poor or worse condition. These assets may be candidates for replacement in the short term;
similarly, assets in fair condition may require rehabilitation or replacement in the medium term
and should be monitored for further degradation in condition.
$276k
$1.1m
$1.2m
$1.3m
$1.3m
$2.2m
$2.2m
$500k
$1.0m
$1.5m
$2.0m
$2.5m
Sprinklers
Parking Lots
Outdoor Structures
Lighting
Paved Paths
Play Structures
Sport Fields & Courts
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
89
Figure 57 Asset Condition: Land Improvements Overall
Figure 58 summarizes the age-based condition of land improvements by each service type.
Assets in poor or worse condition are concentrated primarily in parking lots and play structures.
Figure 58 Asset Condition: Land Improvements by Segment
10.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
Very Poor,
$2,155,816
(22%)
Poor,
$1,196,462
(12%)
Fair,
$1,705,921
(18%)
Good,
$1,713,465
(18%)
Very Good,
$2,857,165
(30%)
$132k
$961k
$267k
$62k
$818k
$618k
$22k
$420k
$503k
$386k
$48k
$224k
$110k
$16k
$445k
$341k
$345k
$359k
$99k
$101k
$32k
$122k
$723k
$89k
$135k
$15k
$80k
$74k
$295k
$664k
$224k
$462k
$47k
$390k
0%
20%
40%
60%
80%
100%
Sprinklers
Sport Fields &
Courts
Play Structures
Paved Paths
Parking Lots
Outdoor Structures
Lighting
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
90
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential replacement spikes.
Figure 59 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets. Age analysis reveals that,
on average, most assets are in their early to late stages of their expected life.
Figure 59 Estimated Useful Life vs. Asset Age: Land Improvements
10.4 Current Approach to Lifecycle Management
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 customers, it is important to
establish a lifecycle management strategy to proactively manage asset deterioration.
Table 38 outlines the Township's current lifecycle management strategy.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance includes inspections, cleaning, minor repairs, and
vegetation management. Activities are carried out by parks staff and are
triggered by safety or structural issues identified during inspections. Efforts
are made to extend asset life despite limited resources.
Rehabilitation /
Replacement
There is no formal rehabilitation program. Work on aging assets is done on
an as-needed basis. Replacement is considered when assets are in poor
condition or when maintenance is no longer cost-effective. Capital budget
16
5.4
20.6
13
18.9
11.4
9.4
29.6
33.6
24.3
30.5
26.3
25.2
20
0
10
20
30
40
Lighting
Outdoor
Structures
Parking
Lots
Paved Paths
Play
Structures
Sport Fields
& Courts
Sprinklers
Number of Years
Weighted Average Age
Weighted Average EUL
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
91
inclusion is based on asset age and maintenance cost trends; safety related
investments are prioritized.
Inspections
Full inspections are conducted on parks and assets within on a weekly basis.
Inspections are conducted by internal staff using a three-point condition
scale (Good / Fair / Poor). No formal inspection policy exists, and
inspections do not increase during the off-season due to resource
limitations.
Table 38 Lifecycle Management Strategy: Land Improvements
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
92
10.5 Forecasted Long-Term Replacement Needs
Figure 60 illustrates the forecasted capital requirements for the Town's land improvements
portfolio. This analysis was run until 2084 to capture at least one iteration of replacement for the
longest-lived asset in inventory. The Town's average annual requirements (red dotted line) total
$397,000 for all land improvements. Although actual spending may fluctuate substantially from
year to year, this figure is a useful benchmark value for annual capital expenditure targets (or
allocations to reserves) to ensure projects are not deferred and replacement needs are met as
they arise.
The chart illustrates substantial capital needs throughout the forecast period. These projections
are designed to provide a long-term, portfolio-level overview of capital needs and should be
used to support improved financial planning over several decades.
Figure 60 Forecasted Capital Replacement Needs: Land Improvements 2025-2084
Often, the magnitude of replacement needs is substantially higher than most municipalities can
afford to fund. More refined asset data, particularly assessed condition, may indicate that asset
replacement needs are less immediate than as represented. However, the present age-based
conditions allow for the estimation of investment requirements, which is essential for long-term
$397k
$1.6m
$619k
$1.3m
$2.0m
$1.6m
$2.3m
$1.2m
$2.3m
$2.9m
$2.0m
$1.7m
$2.1m
$1.3m
$500k
$1.0m
$1.5m
$2.0m
$2.5m
$3.0m
Forecasted Capital Requirements
Lighting
Outdoor Structures
Parking Lots
Paved Paths
Play Structures
Sport Fields & Courts
Sprinklers
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
93
financial planning. In addition, a robust risk framework will ensure that high-criticality assets
receive proper and timely lifecycle intervention, including replacements.
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital
Requirements.
10.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, service type,
and replacement costs.
The matrix stratifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1-25. Assets with the
highest criticality and likelihood of failure receive a risk rating of 25; those with lowest
probability of failure and lowest criticality carry a risk rating of 1. As new data and information is
gathered, the Town may consider integrating relevant information that improves confidence in
the criteria used to assess asset risk and criticality.
These risk models have been built into the Town's Asset Management Database and they are
detailed in Appendix D of this report. See Risk & Criticality section for further details on
approach used to determine asset risk ratings and classifications. As indicated below, about one
third of land improvement assets have a very high-risk rating; and about a third have a low-risk
rating.
Figure 61 Risk Matrix: Land Improvements
10.6.1
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$1,096,201
$2,841,445
$632,956
$1,454,989
$3,603,238
(11%)
(30%)
(7%)
(15%)
(37%)
Capital Funding Strategies
In most cases, major capital projects rely on entirely the availability of funding
from grants and/or other levels of governments. When these fundings sources
are not available, projects may be deferred. This limits the ability to complete
projects and creates further challenges in meeting public expectations. An
annual capital funding strategy can reduce dependency on grant funding and
help prevent deferral of capital works.
Climate Change & Extreme Weather Events
Extreme rain events have impacted park assets such as playgrounds and trails.
These events trigger unplanned repairs and highlight the vulnerability of
outdoor infrastructure to severe weather.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
94
10.7 Levels of Service
The tables that follow summarize the Town's current levels of service. There are no specifically
prescribed Metrics under Ontario Regulation 588/17 for non-core assets, therefore the Metrics
below represent performance measures that the Town has selected for this AMP.
10.7.1
Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Quality
Description, which may include
maps, of the outdoor recreational
facilities that the municipality
operates and maintains
The Town offers a wide range of outdoor
amenities that provide and support
recreational activities. These include
lighting, outdoor structures, parking lots,
paved paths, play structures, sport fields,
courts support, and sprinkler systems.
These elements collectively enhance the
quality of life and encourage outdoor
activity throughout the Town. A map of
parks is provided in Appendix C.
Sustainability Summary of key considerations for
capital investment decisions.
Staff work to maintain land improvements
in safe operable condition. Regular
inspection of assets is completed, in many
cases, on a weekly basis. Considerations
for asset replacement are primary
condition, and the cost to maintain
compared to replace. Where safety risks
are present, replacement is prioritized.
Table 39 Community Levels of Service: Land Improvements
10.7.2
Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS
(2024)
Quality
Average condition of outdoor recreation facilities and
land improvements in the municipality
Fair
Average Risk
10.71
Sustainability Current vs. Target Capital Reinvestment Rate
2.33% vs. 4.13%
Table 40 Technical Levels of Service: Land Improvements
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
95
11 Vehicles
The Town's vehicles portfolio includes 96 assets that support a variety of general and essential
services, including by-law enforcement, fire services, parks and recreation, and public works.
Most vehicle assets are owned; however, a portion is leased. Leased vehicles are funded by
operational dollars therefore, no capital costs are forecasted for these assets. The total current
replacement of all owned vehicles is estimated at approximately $18.8 million. A range of fleet
assets exist, common examples by asset segment include:
-
By-Law Enforcement: SUVs
-
Fire: Various Fire trucks, SUVs
-
Parks & Recreation: Trailers, Ice Resurfacers
-
Public Works: Trailers, Dump Trucks, Plow Trucks, tractor
11.1 Inventory & Valuation
Table 41 and Figure 62 summarizes the quantity and current replacement cost of all vehicles
assets available in the Town's asset register. The Fire segment accounts for the largest share of
the vehicles portfolio's replacement cost.19
Segment
Quantity
Unit of
Measure
Replacement
Cost
Primary RC
Method
Total
Leased
Facility
3
3
Assets
N/A
CPI
By-Law
Enforcement
5
4
$57,000
Fire
20
0
$13,296,000
Parks &
Recreation
32
17
$911,000
Public Works
36
15
$4,555,000
TOTAL
96
39
$18,818,000
Table 41 Detailed Asset Inventory: Vehicles
19 All inventory information only reflects assets owned by the Town and excludes all assets under a lease agreement.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
96
Figure 62 Portfolio Valuation: Vehicles
11.2 Asset Condition
Figure 63 summarizes the replacement cost-weighted condition of the Town's vehicles portfolio.
Based primarily on age data, slightly more than half (49%) of vehicles are in fair or better
condition, with the remaining 51% in poor or worse condition. These assets may be candidates
for replacement in the short term; similarly, assets in fair condition may require rehabilitation or
replacement in the medium term and should be monitored for further degradation in condition.
No assessed condition data was available for fleet assets and instead condition was
approximated based on asset age.
$57k
$911k
$4.6m
$13.3m
$5m
$10m
$15m
By-Law
Enforcement
Parks &
Recreation
Public Works
Fire
Replacement Cost by Segment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
97
Figure 63 Asset Condition: Vehicles Overall
Figure 64 summarizes the condition of vehicles by segment. Based on age data, all the by-law
enforcement assets are in very poor condition. Over half (53%) of assets in the Fire segment
with a replacement cost of $7.1 million are in fair or better condition. However, a significant
portion of other segments are in poor or very poor condition.
Figure 64 Asset Condition: Vehicles by Segment
Very Poor,
$7,228,464
(38%)
Poor,
$2,408,237
(13%)
Fair,
$3,061,478
(16%)
Good,
$3,236,403
(17%)
Very Good,
$2,883,481
(15%)
$2.9m
$409k
$306k
$2.5m
$1.2m
$229k
$1.7m
$174k
$161k
$2.1m
$2.8m
$215k
$4.1m
$57k
0%
20%
40%
60%
80%
100%
Public Works
Parks &
Recreation
Fire
By-Law
Enforcement
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
98
11.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential replacement spikes.
Figure 65 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets. Age analysis reveals that
on average assets in the by-law enforcement segment remain in service slightly beyond their
established useful life. Otherwise, the average age of assets is less than the average EUL.
Figure 65 Estimated Useful Life vs. Asset Age: Vehicles
9
10.8
10.4
10.7
8
19.7
15.3
11.5
0
5
10
15
20
25
By-Law
Enforcement
Fire & EMS
Parks & Recreation
Public Works
Number of Years
Weighted Average Age
Weighted Average EUL
Fire
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
99
11.4 Current Approach to Lifecycle Management
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 customers, 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.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance includes weekly servicing, along with annual
maintenance and repair of issues identified through inspections.
Maintenance ensures that apparatus remain in operational condition with
no significant downtime. Estimated annual maintenance cost for fire fleet:
$90,000-$100,000.
Replacement
Apparatus is replaced based on a 20-year lifecycle schedule approved by
Council. Replacement is also triggered by increased repair frequency,
insurance considerations, or cost-effectiveness. Apparatus is sold at the
end of their service life. Contingency funding is built into account, but
future delays are possible due to rising costs.
Inspections
Apparatus is inspected weekly by internal staff and undergo annual
inspections by external contractors. Staff vehicles are inspected on an as-
needed basis. Assessments follow National Fire Protection Standards, and a
Good-Fair-Poor scale is used.
Table 42 Lifecycle Management Strategy: Vehicles
11.5 Forecasted Long-Term Replacement Needs
Figure 66 illustrates the forecasted capital requirements for the Town's vehicles portfolio. This
analysis was run until 2044 to capture at least one iteration of replacement for the longest-lived
asset in inventory. The Town's average annual requirements (red dotted line) total $1.2 million
for all vehicles. Although actual spending may fluctuate substantially from year to year, this
figure is a useful benchmark value for annual capital expenditure targets (or allocations to
reserves) to ensure projects are not deferred and replacement needs are met as they arise.
Replacement needs are forecasted to rise considerably throughout the forecast period, peaking
at $6.5 million between 2040 and 2044 as vehicles reach the end of their useful life. The chart
also illustrates a backlog of more than $3.4 million, dominated by public works and fire
segments, and comprising assets that have reached the end of their useful life but still remain in
operation These projections and estimates are based on asset replacement costs and age
analysis. They are designed to provide a long-term, portfolio-level overview of capital needs and
should be used to support improved financial planning over several decades.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
100
Figure 66 Forecasted Capital Replacement Needs: Vehicles 2025-2044
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital
Requirements.
11.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, replacement
costs, and department.
The matrix stratifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1-25. Assets with the
highest criticality and likelihood of failure receive a risk rating of 25; those with lowest
probability of failure and lowest criticality carry a risk rating of 1. As new data and information is
gathered, the Town may consider integrating relevant information that improves confidence in
the criteria used to assess asset risk and criticality.
These risk models have been built into the Town's Asset Management Database (Citywide
Assets). See Risk & Criticality section for further details on approach used to determine asset
risk ratings and classifications. As presented below, about half of fleet assets are considered
very-high risk. This is largely due to their condition (refer to Figure 63).
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$2,909,516
$320,105
$2,942,716
$3,085,490
$9,560,236
(15%)
(2%)
(16%)
(16%)
(51%)
Figure 67 Risk Matrix: Vehicles
$1.2m
$3.4m
$4.3m
$4.7m
$4.7m
$6.5m
$0
$1m
$2m
$3m
$4m
$5m
$6m
$7m
Backlog
2025 - 2029
2030 - 2034
2035 - 2039
2040 - 2044
Forecasted Capital Requirements
By-Law Enforcement
Fire
Parks & Recreation
Public Works
Annual Requirement
Total
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
101
11.6.1
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Aging Infrastructure
While the Town currently operates with a well-defined 20-year
replacement schedule, rising apparatus costs pose a risk to
implementation. The council may elect to delay replacements for cost
savings, which could impact lifecycle expectations and operational
readiness. Although current investment is sufficient, delaying capital
replacements could result in higher maintenance needs and compromise
the readiness of critical response vehicles.
Climate Change & Extreme Weather Events
Fleet assets are designed to operate in extreme conditions; however,
prolonged exposure to heat, snow, salt, and freeze-thaw cycles increases
deterioration. Even with hardened design standards, climate impacts still
contribute to long-term wear on vehicle bodies and systems, increasing
lifecycle costs.
11.7 Levels of Service
The tables that follow summarize the Town's current levels of service. There are no specifically
prescribed metrics under Ontario Regulation 588/17 for non-core assets, therefore the metrics
below represent performance measures that the Town has selected for this AMP.
11.7.1
Community Levels of Service
Service
Attribute
Qualitative Description
Current LOS (2024)
Quality
Description of the types of vehicles
that the municipality operates and
the services that they help to
provide to the community
Facility vehicles include pick-up trucks to
ensure efficient transportation for staff.
By-Law Enforcement vehicles include pick-
up trucks, SUVs, and passenger vans.
Fire vehicles include ladder trucks,
pumpers, rescue squads, SUVs and
tankers, ensuring readiness for
emergency response.
Parks and Recreation vehicles include
cargo vans, ice resurfacers, pick-up
trucks, tractors and a utility truck for
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
102
Service
Attribute
Qualitative Description
Current LOS (2024)
services such as park maintenance and
arena servicing.
Public Works vehicles, such as backhoes,
cargo vans, plow trucks, pick-up trucks,
are vital for ensuring safe road conditions
and managing infrastructure during
inclement weather and construction
projects.
Sustainability Summary of key considerations for
capital investment decisions.
The most common considerations applied
to investment decisions for fleet assets
are the assets age and performance
(condition), if repair costs and frequency
are increasing, and insurance
considerations.
Table 43 Community Levels of Service: Vehicles
11.7.2
Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS
(2024)
Quality
Average condition of vehicles
Fair
Average Risk
15.10
Sustainability Current vs. Target Capital Reinvestment Rate
1.24% vs. 6.19%
Table 44 Technical Levels of Service: Vehicles
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
103
12 Machinery & Equipment
The Town's machinery and equipment portfolio includes 316 assets that support a variety of
general and essential services, including administration, cemetery, fire, IT, parks and recreation,
public works, and roads. The total current replacement of machinery and equipment assets is
estimated at approximately $13.2 million. Common examples of assets within each machinery
and equipment segment are:
-
Administration: mail machine
-
Cemetery: loader, mower
-
Fire: Generator
-
IT: Computers, servers, security systems, ipads
-
Parks & Recreation: ticket printers, mowers, leaf collection systems
-
Public Works: various saws, mowers, tractors, and plow attachments
-
Roads: fuel dispenser, traffic data collector, pressure washer, surveying equipment
12.1 Inventory & Valuation
Table 45 and Figure 68 summarizes the quantity and current replacement cost of all machinery
and equipment assets available in the Town's asset register.
Segment
Quantity
Unit of
Measure
Replacement Cost
Primary RC
Method
Administration
1
Assets
$12,000
CPI
Cemetery
3
$28,000
CPI
Fire
64
$5,383,000
User-Defined
IT
19
$1,117,000
User-Defined
Parks & Recreation
129
$4,889,000
CPI
Public Works
62
$1,120,000
CPI
Roads
38
$670,000
CPI
TOTAL
$13,218,000
Table 45 Detailed Asset Inventory: Machinery & Equipment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
104
Figure 68 Portfolio Valuation: Machinery & Equipment
12.2 Asset Condition
Figure 69 summarizes the replacement cost-weighted condition of the Town's machinery and
equipment portfolio. Based only on age data, 62% of assets are in fair or better condition; the
remaining 38% are in poor or worse condition. These assets may be candidates for replacement
in the short term; similarly, assets in fair condition may require rehabilitation or replacement in
the medium term and should be monitored for further degradation in condition.
Figure 69 Asset Condition: Machinery & Equipment Overall
Figure 70 summarizes the age-based condition of machinery and equipment by each
department. Most assets that support administration, IT and fire services are in fair or better
$12k
$28k
$670k
$1.1m
$1.1m
$4.9m
$5.4m
$1m
$2m
$3m
$4m
$5m
$6m
Administration
Cemetery
Roads
IT
Public Works
Parks & Recreation
Fire
Replacement Cost by Segment
Very Poor,
$3,823,783
(29%)
Poor, $1,152,053
(9%)
Fair, $1,230,831
(9%)
Good,
$2,522,614
(19%)
Very Good,
$4,488,803
(34%)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
105
condition. Assets in poor or worse condition are concentrated primarily in public works,
cemetery, and roads.
Figure 70 Asset Condition: Machinery & Equipment by Segment
12.3 Age Profile
An asset's age profile comprises two key values: estimated useful life (EUL), or design life; and
the percentage of EUL consumed. The EUL is the serviceable lifespan of an asset during which it
can continue to fulfil its intended purpose and provide value to users, safely and efficiently. As
assets age, their performance diminishes, often more rapidly as they approach the end of their
design life.
In conjunction with condition data, an asset's age profile provides a more complete summary of
the state of infrastructure. It can help identify assets that may be candidates for further review
through condition assessment programs; inform the selection of optimal lifecycle strategies; and
improve planning for potential replacement spikes.
Figure 71 illustrates the average current age of each asset type and its estimated useful life.
Both values are weighted by the replacement cost of individual assets. Age analysis reveals that,
on average, public works and roads assets are in the latter stages of their expected life.
$1.1m
$737k
$2.7m
$7k
$12k
$113k
$129k
$578k
$305k
$1.4m
$79k
$851k
$62k
$212k
$120k
$570k
$331k
$7k
$358k
$394k
$2.1m
$982k
$13k
0%
20%
40%
60%
80%
100%
Roads
Public Works
Parks & Recreation
IT
Fire
Cemetery
Administration
Value and Percentage of Asset Segments by Replacement Cost
Very Good
Good
Fair
Poor
Very Poor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
106
Figure 71 Estimated Useful Life vs. Asset Age: Machinery & Equipment
1
12.7
5.6
1.6
11.5
13.9
12.4
7
18.7
13.4
5.9
18.2
14.9
13.8
0
2
4
6
8
10
12
14
16
18
20
Number of Years
Weighted Average Age
Weighted Average EUL
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
107
12.4 Current Approach to Lifecycle Management
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 customers, 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.
Activity Type
Description of Current Strategy
Maintenance
Routine maintenance includes weekly inspections, repairs, and oil changes.
Any identified defect is addressed immediately. Maintenance is triggered by
inspection findings and performance issues.
Replacement
Replacement is considered when maintenance is no longer effective or when
equipment reaches the end of its useful life. Age, technology, and cost of
ongoing repairs are key considerations. Budgets are set based on historical
needs and anticipated repairs.
Inspections
Equipment is inspected daily before use to ensure it is safe to operate. In
addition, weekly inspections are conducted by internal staff to ensure
operational readiness, particularly for fire services. Condition assessments
follow National Fire Protection Association (NFPA) guidelines.
Table 46 Lifecycle Management Strategy: Machinery & Equipment
12.5 Forecasted Long-Term Replacement Needs
Figure 72 illustrates the projected capital requirements for the Town's machinery and equipment
portfolio. This analysis was run until 2059 to capture at least one iteration of replacement for the
longest-lived asset in inventory. The Town's average annual requirements (red dotted line) total
$1.2 million for all machinery and equipment. Although actual spending may fluctuate
substantially from year to year, this figure is a useful benchmark value for annual capital
expenditure targets (or allocations to reserves) to ensure projects are not deferred and
replacement needs are met as they arise.
5-year replacement needs are forecasted to rise considerably over the 35-year projection period,
peaking at $7.7 million between 2040 and 2044. These projections and estimates are based on
asset replacement costs and age analysis. They are designed to provide a long-term, portfolio-
level overview of capital needs and should be used to support long-term financial planning.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
108
Figure 72 Forecasted Capital Replacement Needs: Machinery & Equipment 2025-2059
Often, the magnitude of replacement needs is substantially higher than most municipalities can
afford to fund. More refined asset data, particularly assessed condition, may indicate that asset
replacement needs are less immediate than as represented. However, the present age-based
conditions allow for the estimation of investment requirements, which is essential for long-term
financial planning. In addition, a robust risk framework will ensure that high-criticality assets
receive proper and timely lifecycle intervention, including replacements.
A summary of the 10-year replacement forecast can be found in Appendix B - 10-Year Capital
Requirements.
12.6 Risk Analysis
The risk matrix below is generated using available asset data, including condition, replacement
costs, and department.
The matrix stratifies assets based on their individual probability and consequence of failure, each
scored from 1 to 5. Their product generates a risk index ranging from 1-25. Assets with the
highest criticality and likelihood of failure receive a risk rating of 25; those with lowest
probability of failure and lowest criticality carry a risk rating of 1. As new data and information is
gathered, the Town may consider integrating relevant information that improves confidence in
the criteria used to assess asset risk and criticality.
$1.2m
$2.0m
$4.4m
$3.9m
$5.6m
$7.7m
$5.2m
$5.5m
$6.1m
$0
$1m
$2m
$3m
$4m
$5m
$6m
$7m
$8m
$9m
Backlog
2025 -
2029
2030 -
2034
2035 -
2039
2040 -
2044
2045 -
2049
2050 -
2054
2055 -
2059
Forecasted Capital Requirements
Administration
Cemetery
Fire
IT
Parks & Recreation
Public Works
Roads
Annual Requirement
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
109
These risk models have been built into the Town's Asset Management Database (Citywide
Assets). See Risk & Criticality section for further details on approach used to determine asset
risk ratings and classifications.
1 - 4
5 - 7
8 - 9
10 - 14
15 - 25
Very Low
Low
Moderate
High
Very High
$3,986,034
$2,071,398
$1,780,606
$2,258,731
$3,121,315
(30%)
(16%)
(13%)
(17%)
(24%)
Figure 73 Risk Matrix: Machinery & Equipment
12.6.1
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Lifecycle Management Strategies
The current strategy for managing fire-related machinery and equipment
is operationally proactive but lacks a formalized rehabilitation framework.
Equipment is inspected and repaired promptly, but there is no
intermediate stage between maintenance and replacement. Assets are
replaced when no longer repairable, which may shorten lifecycle potential
and limit cost optimization opportunities.
Asset Data & Information
Staff have strong knowledge of equipment condition and operational
needs, and NFPA guidelines are followed. However, asset data and
replacement schedules are not centrally consolidated, limiting
integration into broader planning efforts. While budgeting and
operational response are well-managed, there is room to improve the
documentation and systematization of lifecycle decisions.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
110
12.7 Levels of Service
The tables that follow summarize the Town's current levels of service. There are no specifically
prescribed Metrics under Ontario Regulation 588/17 for non-core assets, therefore the Metrics
below represent performance measures that the Town has selected for this AMP.
12.7.1
Community Levels of Service
Service
Attribute
Qualitative
Description
Current LOS (2024)
Quality
Description of the
types of equipment
that the
municipality
operates and the
services that they
help to provide to
the community
Administration is supported by equipment such as mail
folder/ inserter machine.
Cemetery is supported by a loader with a bucket, shoring
equipment and a mower lift.
Fire is supported by equipment such as generators,
thermal imaging cameras, and bunker gear.
IT supports multiple departments and functions across
the Town. Common assets are personal computers and
peripherals, security cameras, microphones, routers and
ipads.
Parks and recreation services are supported by mowers,
trailers, a lift, snowblowers, a pump and storage tanks.
Public Works is supported by equipment such as pumps,
generators, saws and wing plows.
Roads include air compressor system, fuel dispensers,
fuel tanks, and traffic data collectors
Sustainability
Summary of key
considerations for
capital investment
decisions.
Replacement is considered when maintenance is no
longer effective or when equipment reaches the end of its
useful life. Age, technology, and cost of ongoing repairs
are key considerations.
Table 47 Community Levels of Service: Machinery & Equipment
12.7.2
Technical Levels of Service
Service
Attribute
Technical Metric
Current LOS
(2024)
Quality
Average condition of machinery and equipment
Fair
Average Risk
9.91
Sustainability Current vs. Target Capital Reinvestment Rate
0.69% vs. 8.75%
Table 48 Technical Levels of Service: Machinery & Equipment
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
111
Growth, Financial Analysis & Key
Recommendations
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
112
13 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.
13.1 Town of Niagara-on-the-Lake Official Plan
The Town of Niagara-on-the-Lake, guided by the Niagara Official Plan, is planning for responsible
growth while protecting its historic charm, rural landscape, and agricultural vitality. The plan
supports strategic, sustainable development that enhances the Town's unique character,
emphasizing a balance between intensification in appropriate locations and preservation of
natural and cultural assets.
Niagara-on-the-Lake is forecasted to grow to a population of 28,900 and 17,610 jobs by 2051.
Growth will be directed primarily within the Town's urban area, supported by municipal water
and wastewater services, with a strong emphasis on maintaining the distinct heritage and village
atmosphere that defines the community. Limited growth will occur in rural settlements, with a
focus on residential infill that complements the surrounding rural character.
Housing policies promote the creation of a diverse and attainable housing stock to meet the
needs of all residents. Niagara-on-the-Lake is targeting a 25% residential intensification rate
within its built-up area, focusing on gentle infill, strategic redevelopment, and maintaining
compatibility with established neighborhoods. The Official Plan encourages a mix of housing
types and densities to support young families, seniors, and a growing workforce tied to the
tourism, agriculture, and service sectors.
Growth in Niagara-on-the-Lake will be influenced by several factors, including its proximity to
major urban centers like St. Catharine's and the Greater Toronto and Hamilton Area (GTHA), its
thriving wine and tourism industries, and its high quality of life. Migration of retirees, second-
home owners transitioning to full-time residents, and tourism-driven employment growth are
expected to be significant drivers.
To accommodate this growth, the Town will focus on maintaining and enhancing public
infrastructure and services, including transportation networks, parks, cultural and heritage
facilities, and community hubs. Strategic infrastructure investments will ensure that growth
remains sustainable and supports healthy, complete communities. The Official Plan stresses the
importance of transit-supportive development where feasible, alongside improvements to active
transportation options.
Throughout all growth and development, Niagara-on-the-Lake is committed to preserving its
agricultural lands, cultural heritage, and environmental features. The Plan ensures that growth
management strategies align with climate change mitigation goals, biodiversity protection, and
the maintenance of Niagara-on-the-Lake's renowned rural and historic identity.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
113
13.2 Impact of Growth on Lifecycle Activities
By July 1, 2025, the Town's asset management plan must include a discussion of how the
assumptions regarding future changes in population and economic activity informed the
preparation of the lifecycle management and financial strategy.
Planning for forecasted population growth may require the expansion of existing infrastructure
and services. As growth-related assets are constructed or acquired, they should be integrated
into the Town's AMP. 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. These costs should be considered in long-term
funding strategies that are designed to, at a minimum, maintain the current level of service.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
114
14 Financial Strategy
For an asset management plan to be effective and meaningful, it must be integrated with
financial planning and long-term budgeting. The development of a comprehensive financial plan
will allow the Town of Niagara-on-the-Lake to identify the financial resources required for
sustainable asset management based on existing asset inventories, desired levels of service, and
projected growth requirements.
This report develops such a financial plan by presenting several scenarios for consideration and
culminating with final recommendations. As outlined below, the scenarios presented model
different combinations of the following components:
1. The financial requirements for:
a. Existing assets
b. Existing service levels
c. Requirements of contemplated changes in service levels (none identified for this
plan, will be reflected in 2025 AMP)
d. Requirements of anticipated growth (none identified for this plan)
2. Use of traditional sources of municipal funds:
a. Tax levies
b. User fees
c. Debt
d. Development charges
3. Use of non-traditional sources of municipal funds:
a. Reallocated budgets
b. Partnerships
c. Procurement methods
4. Use of Senior Government Funds:
a. Canada Community-Facility Fund (CCBF)
b. Annual grants
Note: Periodic grants are normally not included due to Provincial requirements for firm
commitments. However, if moving a specific project forward is wholly dependent on receiving a
one-time grant, the replacement cost included in the financial strategy is the net of such grant
being received.
If the financial plan component results in a funding shortfall, the Province requires the inclusion
of a specific plan as to how the impact of the shortfall will be managed. In determining the
legitimacy of a funding shortfall, the Province may evaluate a Township's approach to the
following:
1. To reduce financial requirements, consideration has been given to revising service levels
downward.
2. All asset management and financial strategies have been considered. For example:
a. If a zero-debt policy is in place, is it warranted? If not the use of debt should be
considered.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
115
b. Do user fees reflect the cost of the applicable service? If not, increased user fees
should be considered.
14.1 Annual Requirements & Capital Funding
14.1.1
Annual 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. In total, the Town must allocate approximately $22.27 million annually
to address capital requirements for the assets included in this AMP.
Figure 74 Annual Capital Funding Requirements by Asset Category
For most asset categories the annual requirement has been calculated based on a "replacement
only" scenario, in which capital costs are only incurred at the construction and replacement of
each asset.
However, for the road network (surface treated and asphalt road segments) and bridges and
structural culverts, lifecycle management strategies have been developed to identify capital
costs that are realized through strategic rehabilitation. The development of these strategies
allows for a comparison of potential cost avoidance if the strategies were to be implemented.
The following table compares two scenarios for the Road Network and bridges and culverts:
$397k
$1.1m
$1.1m
$1.2m
$1.2m
$1.5m
$2.7m
$3.7m
$9.4m
$4m
$8m
Land Improvements
Wastewater Network
Bridges & Culverts
Machinery & Equipment
Vehicles
Stormwater Network
Water Network
Facilities
Road Network
Average Annual Capital Requirements by Category
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
116
1. 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.
2. 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.
Asset Category
Annual Requirements
(Replacement Only)
Annual Requirements
(Lifecycle Strategy)
Difference
Road Network (surface
treated, and asphalt
roads only)
$13,756,438
$9,396,000
$4,360,438
Bridges & Culverts
$1,166,000
$1,127,000
$39,000
Table 49 Lifecycle Strategies Annual Savings
The implementation of a proactive lifecycle strategy leads to potential annual cost avoidance of
$4.36 million for the Road Network and $39,000 for bridges and structural culverts. This
represents an overall reduction of the annual requirements for each category by 32% and 3%
respectively. As the lifecycle strategy scenario represents the lowest cost option available to the
Town, we have used these annual requirements in the development of the financial strategy.
14.1.2
Annual Funding Available
Based on a historical analysis of sustainable capital funding sources, the Town is committing
approximately $9.19 million towards capital projects per year. Given the annual capital
requirement of $22.27 million, there is currently a funding gap of $13.08 million annually.
For tax funded assets, the average annual investment from taxes and the Municipal
Accommodation Tax (MAT) is estimated based on each asset categories total average annual
requirement (AAR) and its share of the portfolios AAR. For example, the AAR of roads is
$9,395,521 which is 56% of the portfolios total AAR ($16,907,533)20. Therefore, 56% of the
total capital investment from taxes and the MAT respectively is allocated to roads. The same
methodology is applied to all other tax funded assets except for the stormwater network. The
stormwater network tax allocation is based on historic capital allocations from a special levy
used for the stormwater network exclusively. As capital allocations by asset category vary from
year to year based on asset requirements, allocation based on AAR is the most representative
method of forecasting future capital allocations.
20 This excludes the storm networks AAR.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
117
Figure 75 Annual Requirements vs. Capital Funding Available
14.2 Funding Objective
We have developed a scenario that would enable Town of Niagara-on-the-Lake to achieve full
funding within 20 years for the following assets:
1. Tax Funded Assets: Road Network, Bridges & Culverts, Facilities, Machinery &
Equipment, Land Improvements, Vehicles
2. Storm Water Network: This asset category is reported separately due to a special
capital levy structure.
Note: For the purposes of this AMP, we have excluded gravel roads since they are a perpetual
maintenance asset and end of life replacement calculations do not normally apply. If gravel
roads are maintained properly, they can theoretically have a limitless service life.
$224k
$955k
$228k
$91k
$234k
$275k
$2.0m
$740k
$4.4m
$397k
$1.1m
$1.1m
$1.2m
$1.2m
$1.5m
$2.7m
$3.7m
$9.4m
$4m
$8m
Land Improvements
Wastewater Network
Bridges & Culverts
Machinery & Equipment
Vehicles
Stormwater Network
Water Network
Facilities
Road Network
Average Annual Capital Requirements vs. Actual Capital
Reinvestment by Category
Average Annual Requirements
Actual Reinvestment Rate
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
118
For each scenario developed we have included strategies, where applicable, regarding the use of cost containment and funding
opportunities.
14.3 Financial Profile: Tax Funded Assets
14.3.1
Current Funding Position
The following tables show, by asset category, Niagara-on-the-Lake's average annual asset investment requirements, current
funding positions, and funding increases required to achieve full funding on assets funded by taxes.
Asset Category
Avg. Annual
Requirement
(AAR)
Annual Funding Available
Annual
Deficit
Taxes
CCBF
OCIF
MAT21
Total
Funding
Road Network
9,395,521
1,757,566
625,134
1,900,000
138,925
4,421,625
4,973,896
Bridges & Culverts
1,127,357
210,888
16,669
227,558
899,799
Facilities
3,665,250
685,637
54,196
739,833
2,925,417
Machinery & Equipment
1,156,528
216,345
17,101
233,446
923,082
Land Improvements
397,359
74,332
5,875
80,207
317,151
Vehicles
1,165,519
218,027
17,234
235,261
930,258
Total
16,907,533
3,162,795
625,134
1,900,000
250,000
5,937,929
10,969,604
Table 50 Annual Available Funding for Tax Funded Assets
The average annual investment requirement for the above categories is $16,907,000. Annual revenue currently allocated to
these assets for capital purposes is $5,938,000 leaving an annual deficit of $10,967,000. Put differently, these infrastructure
categories are currently funded at 35.1% of their long-term requirements.
21 Municipal Accommodation Tax came into effective July 1, 2022. It is a tax revenue provided to Tourism Niagara-on-the-Lake for purposes of promoting and growing the
tourism industry in Niagara-on-the-Lake. A portion of these revenues are reallocated to several municipalities within the Niagara Region. Of the revenues available to the Town of
Niagara-on-the-Lake, approximately $250,000 annually is allocated to capital projects.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
119
14.3.2
Full Funding Requirements
For 2026, the budgeted annual tax revenues for the Town of Niagara-on-the-Lake are
approximately $18,163,077. As illustrated in the following table, without consideration of any
other sources of revenue or cost containment strategies, full funding would require the following
tax change over time:
Asset Category
Tax Change Required for
Full Funding
Road Network
27.4%
Bridges & Culverts
5.0%
Facilities
16.1%
Machinery & Equipment
5.1%
Land Improvements
1.7%
Vehicles
5.1%
Total
60.4%
Table 51 Tax Increase Requirements for Full Funding
The following changes in costs and/or revenues over the next number of years should also be
considered in the financial strategy:
a) Niagara-on-the-Lake's debt payments for these asset categories will be increasing by
$308,219 by 2030.
b) By 2035 debt payments will increase by $13,856 from 2025 levels
c) By 2040 debt payments will increase $10,460 from 2025 levels
d) By 2045 debt payments will reduce by $257,724 from 2025 levels
Our scenario modeling includes capturing the above changes and allocating them to the
infrastructure deficit outlined above. The table below outlines this concept and presents several
options:
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
120
5 Years
10 Years
15 Years
20 Years
Infrastructure Deficit
10,969,604
10,969,604
10,969,604
10,969,604
Change in Debt Costs
308,219
13,856
10,460
-257,724
Resulting
Infrastructure
Deficit:
11,277,823
10,983,459
10,980,063
10,711,880
Total Tax Increase
Required
62.1%
60.5%
60.5%
59.0%
Annually:
10.2%
4.9%
3.3%
2.4%
Table 52 Tax Increase Options 5-20 Years
14.3.3
Financial Strategy Recommendations
Considering all the above information, we recommend the 20-year option. This involves full
funding being achieved over 20 years by:
a) When realized, reallocating the debt cost reductions of $257,724 to the infrastructure
deficit as outlined above.
b) increasing tax revenues by 2.4% each year for the next 20 years solely for the purpose of
phasing in full funding to the asset categories covered in this section of the AMP.
c) allocating the current CCBF, OCIF, and MAT revenue as outlined previously.
d) increasing existing and future infrastructure budgets by the applicable inflation index on
an annual basis in addition to the deficit phase-in.
Notes:
1. As in the past, periodic senior government infrastructure funding will most likely be
available during the phase-in period. By Provincial AMP rules, this periodic funding cannot
be incorporated into an AMP unless there are firm commitments in place. We have
included OCIF formula-based funding, if applicable, since this funding is a multi-year
commitment22.
2. We realize that raising tax revenues by the amounts recommended above for
infrastructure purposes will be very difficult to do. However, considering a longer phase-in
window may have even greater consequences in terms of increased infrastructure failure.
Although this option achieves full funding on an annual basis in 20 years and provides financial
sustainability over the period modeled, the recommendations do require prioritizing capital
projects to fit the resulting annual funding available. Current data shows a pent-up investment
demand of $18.7 million for the road network, $4.9 million for facilities, $4 million for vehicles,
$2 million for machinery and equipment and $1.6 million for land improvements.
22 The Town should take advantage of all available grant funding programs and transfers from other levels of government. While
OCIF has historically been considered a sustainable source of funding, the program is currently undergoing review by the provincial
government. Depending on the outcome of this review, there may be changes that impact its availability.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
121
Prioritizing future projects will require the current data to be replaced by condition-based data.
Although our recommendations include no further use of debt, the results of the condition-based
analysis may be required otherwise.
14.4 Financial Profile: Rate Funded Assets
14.4.1
Current Funding Position
The following tables show, by asset category, Niagara-on-the-Lake's average annual asset
investment requirements, current funding positions, and funding increases required to achieve
full funding on assets funded by rates.
Asset Category
Avg.
Annual
Require-
ment
Annual Funding Available
Annual
Deficit
Rates
Total Available
Water Network
2,705,695
2,025,757
2,025,757
679,939
Wastewater Network
1,126,677
954,878
954,878
171,799
Stormwater Network
1,532,091
275,000
275,000
1,257,091
Total
5,364,463
3,255,634
3,255,634
2,108,829
Table 53 Annual Available Funding for Rate Funded Assets
The average annual investment requirement for the above categories is $5,364,000. Annual
revenue currently allocated to these assets for capital purposes is $3,256,000, leaving an annual
deficit of $2,109,000. Put differently, these infrastructure categories are currently funded at
60.7% of their long-term requirements.
14.4.2
Full Funding Requirements
Using the 2025 budgeted revenues, Niagara-on-the-Lake has annual budgeted water revenues
of $7,036,000, annual budgeted wastewater revenues of $6,137,000 and annual budgeted
stormwater revenues of $961,600. As illustrated in the table below, without consideration of any
other sources of revenue, full funding would require the following changes over time:
Asset Category
Rate Change Required for
Full Funding
Water Network
9.7%
Wastewater Network
2.8%
Stormwater Network
130.7%
Table 54 Rate Increase Requirements for Full Funding
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
122
In the following tables, we have expanded the above scenario to present multiple options. Due
to the significant increases required, we have provided phase-in options of up to 20 years:
Water Network
5 Years
10 Years
15 Years
20 Years
Infrastructure Deficit
679,939
679,939
679,939
679,939
Rate Increase Required
9.7%
9.7%
9.7%
9.7%
Annually:
1.9%
1.0%
0.7%
0.5%
Table 55 Water Rate Increase Options 5-20 Years
Wastewater Network
5 Years
10 Years
15 Years
20 Years
Infrastructure Deficit
171,799
171,799
171,799
171,799
Rate Increase Required
2.8%
2.8%
2.8%
2.8%
Annually:
0.6%
0.3%
0.2%
0.2%
Table 56 Sanitary Rate Increase Options 5-20 Years
Stormwater Network
5 Years
10 Years
15 Years
20 Years
Infrastructure Deficit
1,257,091
1,257,091
1,257,091
1,257,091
Rate Increase Required
130.7%
130.7%
130.7%
130.7%
Annually:
18.3%
8.8%
5.8%
4.3%
Table 57 Stormwater Rate Increase Options 5-20 Years
14.4.3
Financial Strategy Recommendations
Considering all of the above information, we recommend the 5-year option for both the water
and wastewater networks and the 20-year option for the stormwater network. This involves full
funding being achieved over the specified time periods by:
a) increasing rate revenues by 1.9% for water services and 0.6% for wastewater services
each year for the next 5 years solely for the purpose of phasing in full funding to the
respective asset categories.
b) increasing rate revenues by 4.3% for stormwater services each year for the next 20 years
c) increasing existing and future infrastructure budgets by the applicable inflation index on
an annual basis in addition to the deficit phase-in.
Notes:
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
123
1. As in the past, periodic senior government infrastructure funding will most likely be
available during the phase-in period. This periodic funding should not be incorporated into
an AMP unless there are firm commitments in place.
2. We realize that raising revenues for infrastructure purposes may be challenging. However,
considering a longer phase-in window may have even greater consequences in terms of
infrastructure failure. Further, considering the lower degree of increase required we feel it
is palatable to consider a phase-in period of less than 5 years for the Wastewater
Network. Given the total rate increase required is 2.8% it is foreseeable that a phase-in
period as short as 1 or 2 years could be considered.
3. Any increase in rates required for operations would be in addition to the above
recommendations.
Although this option achieves full funding on an annual basis within 5 years or less and provides
financial sustainability over the period modeled, the recommendations do require prioritizing
capital projects to fit the resulting annual funding available. Current data shows a pent-up
investment demand of $1.5 million for the Water Network, $301 thousand for the Wastewater
Network and $3.6 million for the Stormwater Network.
Prioritizing future projects will require the current data to be replaced by condition-based data.
Although our recommendations include no further use of debt, the results of the condition-based
analysis may be required otherwise.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
124
14.5 Use of Debt
Debt can be strategically utilized as a funding source within the long-term financial plan. The
benefits of leveraging debt for infrastructure planning include:
a) the ability to stabilize tax & user rates when dealing with variable and sometimes
uncontrollable factors
b) equitable distribution of the cost/benefits of infrastructure over its useful life
c) a secure source of funding
d) flexibility in cash flow management
The following tables outline how Niagara-on-the-Lake has historically used debt for investing in
the asset categories as listed. As of year-end 2024, there is currently $2,776,770 of debt
outstanding for the assets covered by this AMP with corresponding principal and interest
payments of $868,424 as of 2026 well within its provincially prescribed maximum of $10.2
million.
Asset Category
Current
Debt
Outstanding
Total Debt Outstanding in the Last Five Years
2020
2021
2022
2023
2024
Road Network
25,780
162,513
135,155
103,586
67,311
25,780
Bridges & Culverts
0
0
0
0
0
0
Facilities
563,000
891,000
812,000
731,000
648,000
563,000
Machinery &
Equipment
394,785
0
0
496,037
446,012
394,785
Land
Improvements
0
0
0
0
0
0
Vehicles
1,793,205
0 1,056,116 1,284,994
962,713 1,793,205
Total Tax
Funded
2,776,770 1,053,513 2,003,271 2,615,616 2,124,036 2,776,770
Water Network
0
0
0
0
0
0
Wastewater
Network
0
0
0
0
0
0
Stormwater
Network
0
0
0
0
0
0
Total Rate
Funded
0
0
0
0
0
0
Table 58 Niagara-on-the-Lake Outstanding Debt 2020-2024
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
125
Asset Category
Principal & Interest Payments in the Next Ten Years
2025
2026
2027
2028
2029
2030
2035
Road Network
226,004 403,859 404,765 407,244 408,947 410,530 286,472
Bridges & Culverts
0
29,087
29,087
29,087
29,087
29,087
29,087
Facilities
134,750 134,577 134,186 132,673 131,914 130,992
22,253
Machinery & Equipment
61,583
61,583
61,583
61,583
61,583
61,583
0
Land Improvements
0
0
0
0
0
0
0
Vehicles
138,954
237,318 237,313 237,343 237,332 237,319 237,334
Total Tax Funded 561,291 866,424 866,932 867,930 868,862 869,510 575,146
Water Network
0
0
0
0
0
0
0
Wastewater Network
0
0
0
0
0
0
0
Stormwater Network
0
0
0
0
0
0
0
Total Rate Funded
0
0
0
0
0
0
0
Table 59 Niagara-on-the-Lake Principal and Interest Payments
The revenue options outlined in this plan allow the Town of Niagara-on-the-Lake to fully fund its
long-term infrastructure requirements without further use of debt.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
126
14.6 Use of Reserves
14.6.1
Available Reserves
Reserves play a critical role in long-term financial planning. The benefits of having reserves
available for infrastructure planning include:
a) the ability to stabilize tax rates when dealing with variable and sometimes uncontrollable
factors
b) financing one-time or short-term investments
c) accumulating the funding for significant future infrastructure investments
d) managing the use of debt
e) normalizing infrastructure funding requirement
By asset category, the table below outlines the details of the reserves currently available to
Niagara-on-the-Lake.
Asset Category
Balance at December 31, 2024
Road Network
2,943,988
Bridges & Culverts
372,221
Facilities
2,792,079
Machinery & Equipment
881,009
Land Improvements
2,468,316
Vehicles
1,722,851
Total Tax Funded:
11,180,851
Water Network
6,518,648
Wastewater Network
5,398,665
Stormwater Network
1,767,616
Total Rate Funded:
11,917,313
Table 60 Niagara-on-the-Lake Reserve Balances
There is considerable debate in the municipal sector as to the appropriate level of reserves that
a Town should have on hand. There is no clear guideline that has gained wide acceptance.
Factors that municipalities should consider when determining their capital reserve requirements
include:
a) breadth of services provided
b) age and condition of infrastructure
c) use and level of debt
d) economic conditions and outlook
e) internal reserve and debt policies.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
127
These reserves are available for use in applicable asset categories during the phase-in period to
full funding. This coupled with Niagara-on-the-Lake's judicious use of debt in the past, allows the
scenarios to assume that, if required, available reserves and debt capacity can be used for high
priority and emergency infrastructure investments in the short- to medium-term.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
128
15 Recommendations & Key Considerations
15.1 Financial Strategies
1. Review the feasibility of adopting a full-funding scenario to achieve 100% of average
annual funding requirement for the asset categories analyzed. This includes:
a. Increasing taxes by 2.4% per year over a period of 20 years.
b. Increasing water rates by 1.9% per year over a period of 5 years.
c. Increasing sanitary rates by 0.6% per year over a period of 5 years. Consideration
to increase rates over a shorter period (i.e. 1 to 2 years).; and
d. Increasing stormwater rates by 4.3% per year over a period of 20 years23
2. Reallocating debt cost reductions in future years for tax funded assets to the
infrastructure deficit when realized.
3. Continued allocation of OCIF, CCBF and MAT funding as previously outlined.
4. Increasing existing and future infrastructure budgets by the applicable inflation index on
an annual basis in addition to the deficit phase-in.
5. Continue to apply for project specific grant funding to supplement sustainable funding
sources.
15.2 Asset Data
1. Continuously review, refine, and calibrate asset data, especially assessed condition
information. Identified opportunities include:
a. Water Condition: Current condition information is based on a review of key attribute
data such as break history and pipe material (refer to 6.2). Based on this
methodology, almost all water mains are reflected as in very good condition.
Further inspection, especially through CCTV assessment methodologies, may reveal
more variability in condition within the network. It is recommended that this be
considered for future inspection to further increase the accuracy of the assessment
information and the resultant analysis (i.e. forecasted capital requirements).
b. Sanitary Need Study: As additional assets are assessed incorporate asset details,
particularly asset condition information and rehabilitation needs. Where additional
attribute information is available (e.g. Inflow and infiltration) and can be applied to
assets, update the asset registry to reflect. Currently some assets still rely on age-
based estimates, however approximately one-fifth of the network is planned for
inspection annually.
c. Storm CCTV Assessments: As additional assets are assessed update assessment
details into the asset registry. Currently some assets still rely on age-based
23 These recommended changes are based on the optimal funding level--the investment required to replace every single asset when
it reaches the end of its useful life and complete recommended rehabilitations. These recommended rates are subject to change
based on the outcomes of the 2025 Asset Management Plan which is centered around an established proposed level of service.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
129
estimates, however approximately one-fifth of the network is planned for inspection
annually.
d. Facility Condition Assessment Updates: The last assessment was completed in
2017; an assessment review and update tentatively planned for 2027 is expected to
provide value. Whenever assessments are completed, update the asset inventory.
Where possible and beneficial leverage the existing asset inventory to complete the
assessment update.
e. OSIM Updates: Bridges and structural culverts are required to be inspected every
two (2) years. As assessments are updated, ensure revised assessed condition,
replacement costs, and rehabilitation recommendations are reflected in the
database.
f. Road Needs Study: Ensure any updates to the road needs study (i.e. new condition
assessments and associated recommendations) are reflected in the asset inventory.
g. Water Network: Within the valve inventory, identify valve types (i.e. butterfly
valves, ball valves)
2. Work towards an assessment program for non-core assets. Ensure that the program
identifies and documents a standard condition scale, associated definitions and reference
examples, frequency of assessments and persons responsible for assessment completion,
review, and update to the asset inventory. Review capital forecasts, risks, and priorities
for replacement based on any updates to asset condition.
3. Asset management planning is highly sensitive to replacement costs. Periodically update
replacement costs based on recent projects, invoices, or estimates, as well as condition
assessments, or any other technical reports and studies. Material and labor costs can
fluctuate due to local, regional, and broader market trends, and substantially so during
major world events. Accurately estimating the replacement cost of like-for-like assets can
be challenging. Ideally, several recent projects over multiple years should be used.
15.3 Risk & Levels of Service
1. Risk models and matrices can play an important role in identifying critical assets. As a
result, project selection and the development of multi-year capital plans can become more
strategic and objective. This may be particularly impactful for the water, wastewater, and
stormwater main assets which received condition assessments in 2024 and have
standardized, reliable, and consistent data that can be a powerful aid in prioritizing capital
projects. Initial models have been built into Citywide for all asset groups. These models
reflect current data. As the data evolves and new attribute information is obtained, these
models should also be refined and updated. There may be opportunities to use additional
asset attributes and/or reasons to adjust the weighting or ranges of already incorporated
attributes. Explore opportunities to leverage study or assessment projects as a means of
gathering asset data that may not yet exist but is deemed valuable and cost-effective to
collect and maintain.
2. Regularly review and measure current level of service to understand asset performance.
Once Proposed LOS is collected, compare current LOS to proposed LOS and where there
are significant differences, investigate causes and as appropriate mitigation measures.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
130
3. Staff should monitor evolving local, regional, and environmental trends to identify factors
that may shape the demand and delivery of infrastructure programs. These can include
population growth, and the nature of population growth; climate change and extreme
weather events; and economic conditions and the local tax base. This data can also be
used to review service level targets.
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
131
Appendices
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
132
16 Appendix A - Infrastructure Report Card
Asset
Category
Replacement
Cost
Average
Condition
Financial Capacity
Road Network
$508.0 m
Good
Annual Requirement:
$9,396,000
Funding Available:
$4,410,000
Annual Deficit:
$4,985,000
Bridges &
Culverts
$58.3 m
Good
Annual Requirement:
$1,127,000
Funding Available:
$226,000
Annual Deficit:
$901,000
Water Network
Assets
$162.5 m
Very Good
Annual Requirement:
$2,706,000
Funding Available:
$2,026,000
Annual Deficit:
$680,000
Wastewater
Network Assets
$80.0 m
Good
Annual Requirement:
$1,127,000
Funding Available:
$955,000
Annual Deficit:
$172,000
Stormwater
Network
$107.6 m
Fair
Annual Requirement:
$1,532,000
Funding Available:
$296,000
Annual Deficit:
$1,236,000
Facilities
$111.9 m
Poor
Annual Requirement:
$3,665,000
Funding Available:
$735,000
Annual Deficit:
$2,930,000
Land
Improvements
$9.6 m
Fair
Annual Requirement:
$397,000
Funding Available:
$234,000
Annual Deficit:
$164,000
Vehicles
$18.8 m
Fair
Annual Requirement:
$1,166,000
Funding Available:
$232,000
Annual Deficit:
$933,000
Machinery &
Equipment
$13.2 m
Fair
Annual Requirement:
$1,157,000
Funding Available:
$80,000
Annual Deficit:
$1,077,000
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
133
17 Appendix B - 10-Year Capital Requirements
Road
Network
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Asphalt
Roads
-
$1.7m
$8k
$636k
$452k
-
$787k
$1.5m
$1.7m
$1.3m
$2.9m
Gravel &
Other
Roads
-
-
-
-
-
-
$7.7m
-
-
-
-
Guiderails
$280k
$35k
-
-
$35k
-
$45k
-
-
-
$30k
Sidewalks
$12.1m
-
-
-
-
-
-
$212k
$112k
-
$70k
Street &
Light
Fixtures
$6.3m
$210k
$143k
$8k
-
$45k
$15k
$270k
$120k
$375k
$173k
Surface
Treated
Roads
-
$694k
$2.7m
$175k
$1.6m
$2.3m
$2.6m
$87k
$2.9m
-
$2.9m
Bridges and
Culverts
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Bridges
-
$740k
$486k
$714k
-
$639k
$639k
-
-
-
-
Culverts
-
$211k
$1.1m
$115k
$1.1m
-
$14.0m
-
-
-
$920k
Pedestrian
Bridges
-
-
-
-
-
-
-
-
-
-
-
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
134
Water
Network
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Hydrants
$834k
$18k
$60k
$174k
$18k
$90k
$18k
$24k
$78k
$78k
$6k
Machinery &
Equipment
$74k
-
-
$32k
$6k
-
$17k
$6k
-
-
$6k
Mains
$5k
$1k
$1k
-
-
-
$32k
$65k
$9k
$10k
$137k
Valves
$447k
$9k
$27k
$204k
$18k
$189k
$51k
$51k
$102k
$99k
$30k
Wastewater
Network
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Machinery &
Equipment
$66k
-
-
-
-
-
$9k
-
-
-
-
Mains
$422k
-
-
-
-
$57k
-
-
$185k
$76k
-
Manholes
$12k
-
-
-
-
-
-
-
-
-
-
Stormwater
Network
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Catch Basins
$1.2m
$87k
$202k
$413k
$221k
$178k
$71k
$83k
$451k
$105k
$61k
Mains
$2.2m
-
-
$106k
-
-
-
$274k
-
$933k
-
Manholes
$222k
-
-
$6k
-
-
-
-
-
$90k
-
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
135
Facilities
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Administration
$82k
-
$245k
$327k
-
$204k
-
$1.2m
$327k
-
$368k
Fire
$454k
-
-
$1.4m
-
$1.3m
-
$1.5m
$517k
-
$1.7m
Operations
$770k
-
-
$488k
-
$183k
-
$628k
$208k
-
$581k
Recreation
$3.6m
-
$433k
$6.9m
-
$7.6m
-
$6.4m
$8.6m
-
$6.9m
Land
Improvements Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Lighting
$241k
$37k
$96k
$16k
-
-
-
-
-
-
-
Outdoor
Structures
$47k
-
-
-
-
-
-
$15k
-
$15k
$11k
Parking Lots
$462k
-
-
-
-
-
$60k
$15k
$41k
-
-
Paved Paths
$88k
-
-
$136k
-
$28k
-
$27k
$34k
$201k
$28k
Play Structures
$443k
$59k
$24k
$162k
$4k
-
$10k
$601k
$84k
-
-
Sport Fields &
Courts
$274k
-
$5k
-
-$16K
$22k
$26k
$92k
-
-
$50k
Sprinklers
$58k
$17k
-
-
-
-
-
$32k
-
-
-
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
136
Vehicles
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
By-Law
Enforcement
$57k
-
-
-
-
-
-
-
-
$57k
-
Fire
$1.2m
-
$63k
$2.0m
$975k
-
$975k
$975k
-
$223k
$676k
Parks &
Recreation
$96k
$20k
-
$99k
$161k
-
$209k
-
-
$19k
$127k
Public Works
$2.0m
-
$160k
$648k
$174k
-
$302k
$510k
$668k
-
-
Machinery and
Equipment
Backlog
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Administration
-
-
-
-
-
-
-
$12k
-
-
-
Cemetery
-
-
-
$13k
$7k
-
-
-
-
-
-
Fire
$253k
$715k
$29k
$36k
$19k
$1.1m
$22k
$42k
$212k
$16k
$1.3m
IT
-
-
$13k
$50k
$82k
$564k
$375k
$17k
$129k
$54k
$375k
Parks &
Recreation
$1.1m
$703k
$166k
$83k
$212k
$22k
$114k
$168k
$40k
$452k
$126k
Public Works
$386k
-
-
$86k
$210k
$105k
-
$169k
$20k
$6k
$9k
Roads
$327k
$31k
$24k
$11k
$13k
$63k
$69k
-
$37k
$66k
$26k
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
137
18 Appendix C - Level of Service Maps & Photos
18.1.1.1
Road Network
18.1.1.1.1 Maps of Roads
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
138
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
139
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
140
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
141
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
142
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
143
18.1.1.2
Bridges and Culverts
18.1.1.2.1 Map of Bridges and Culverts
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
144
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
145
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
146
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
147
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
148
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
149
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
150
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
151
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
152
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
153
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
154
18.1.1.2.2 Photos of Bridges and Culverts
Bridge Name: Concession 2 Road (B6), Captured 11th July 2023, Condition: 88/100 (Very Good)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
155
Bridge Name: Shore Lane (B4), Captured 20th June 2023, Condition: 63/100 (Fair)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
156
Bridge Name: Concession 3 Road (B23), Captured July 2023, Condition: 10/100 (Very Poor)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
157
Culvert Name: Nassau Street Culvert (C19), Captured July 2023, Condition: 85/100 (Very Good)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
158
Culvert Name: Regent Street Culvert (OMC-13), Captured June 2024, Condition: 55/100 (Poor)
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
159
18.1.2
Map of the Water Network
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
160
18.1.3
Map of Parks
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
161
19 Appendix D - Risk Rating Criteria
19.1 Probability of Failure
Asset Category
Risk Criteria
Criteria
Weighting
Value/Range
Probability of
Failure Score
Road Network
(Asphalt / Gravel Roads/
Surface Treated)
Condition
100%
70-100
1-Rare
55-69
2- Unlikely
35-54
3- Possible
20-34
4- Likely
0-19
5- Almost Certain
Bridges & Culverts
Condition
100%
80-100
1-Rare
70-79
2- Unlikely
60-69
3- Possible
20-59
4- Likely
0-19
5- Almost Certain
All Others
Condition
100%
80-100
1-Rare
60-79
2- Unlikely
40-59
3- Possible
20-39
4- Likely
0-19
5- Almost Certain
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
162
19.2 Consequence of Failure
Asset Category
Risk Classification
Risk Criteria
Value/Range
Consequence
of Failure Score
Road Network
(Asphalt)
Economic
(60%)
Replacement Cost
(100%)
<$100,000
1-Insignifcant
$100,000 - $400,000
2- Minor
$400,000 - $650,000
3- Moderate
$650,000 - $1,500,000
4- Major
$1,500,000-$4,000,000
5- Severe
Operational
(40%)
AADT
(70%)
0-200
1-Insignifcant
201-500
2- Minor
501-1000
3- Moderate
1001-3000
4- Major
3001-6500
5- Severe
Roadside
Environment
(30%)
R -> 2 - Minor
1-Insignifcant
S -> 3 - Moderate
2- Minor
U -> 4 - Major
3- Moderate
Road Network
(Surface Treated)
Economic
(60%)
Replacement Cost
(100%)
$0-$100,000
1-Insignifcant
$100,000-$350,000
2- Minor
$350,000-$500,000
3- Moderate
$500,000-$1,000,000
4- Major
$1,000,000-$4,000,000
5- Severe
Operational
(40%)
AADT
(80%)
0-100
1-Insignifcant
101-300
2- Minor
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
163
Asset Category
Risk Classification
Risk Criteria
Value/Range
Consequence
of Failure Score
301-700
3- Moderate
701-1000
4- Major
1001-2500
5- Severe
Roadside
Environment
(20%)
Rural -> 2 - Minor
1-Insignifcant
Suburban -> 3 - Moderate
2- Minor
Urban -> 4 - Major
3- Moderate
Road Network
(Gravel)
Economic
(60%)
Replacement Cost
(100%)
0-$75,000
1-Insignifcant
$75,000-$250,000
2- Minor
$250,000-$400,000
3- Moderate
$400,000-$600,000
4- Major
$600,000-$800,000
5- Severe
Operational
(40%)
AADT
(80%)
0-100
1-Insignifcant
101-300
2- Minor
301-700
3- Moderate
701-1000
4- Major
1001-2500
5- Severe
Roadside
Environment
(20%)
Rural -> 2 - Minor
1-Insignifcant
Suburban -> 3 - Moderate
2- Minor
Urban -> 4 - Major
3- Moderate
Bridges & Culverts
Economic
(100%)
Replacement Cost
(100%)
<$100,000
1-Insignifcant
$100,000 - $400,000
2- Minor
$400,000 - $650,000
3- Moderate
$650,000 - $850,000
4- Major
$850,000-$1,000,000
5- Severe
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
164
Asset Category
Risk Classification
Risk Criteria
Value/Range
Consequence
of Failure Score
Facilities
Economic
(65%)
Replacement Cost
(100%)
<$50,000
1-Insignifcant
$50,000 - $100,000
2- Minor
$100,000 - $250,000
3- Moderate
$250,000 - $350,000
4- Major
$350,000-$500,000
5- Severe
Operational
(35%)
Uniformat Level 2
(100%)
C30 - Interior Finishes -> 1
- Insignificant , E10 -
Equipment -> 1 -
Insignificant , E20 -
Furnishings -> 1 -
Insignificant , G20 - Site
Improvements -> 1 -
Insignificant
1-Insignifcant
C10 - Interior Construction -
> 2 - Minor , F10 - Special
Construction -> 2 - Minor
2- Minor
A10 - Foundations -> 3 -
Moderate , A20 - Basement
Construction -> 3 -
Moderate , B10 -
Superstructure -> 3 -
Moderate , B20 - Exterior
Enclosures -> 3 - Moderate ,
G40 - Site Electrical Utilities
-> 3 - Moderate
3- Moderate
B30 - Roofing -> 4 - Major ,
C20 - Stairs -> 4 - Major ,
D20 - Plumbing -> 4 - Major
, D30 - HVAC -> 4 - Major
4- Major
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
165
Asset Category
Risk Classification
Risk Criteria
Value/Range
Consequence
of Failure Score
, D50 - Electrical -> 4 -
Major
D10 - Conveying -> 5 -
Severe , D40 - Fire
Protection -> 5 - Severe
5- Severe
Mains
Economic
(60%)
Replacement Cost
(100%)
<$20,000
1-Insignifcant
$20,000 - $40,000
2- Minor
$40,000 - $60,000
3- Moderate
$60,000 - $80,000
4- Major
$80,000-$100,000
5- Severe
Operational
(10%)
Diameter (mm)
(100%)
<150
1-Insignifcant
150-400
2- Minor
400-700
3- Moderate
700-1200
4- Major
1200-1800
5- Severe
Social
(30%)
Category
(100%)
Stormwater Network -> 3 -
Moderate
1-Insignifcant
Wastewater Network -> 4 -
Major
2- Minor
Water Network -> 5 -
Severe
3- Moderate
All Others
Economic (60%)
Replacement Cost
<$10,000
1-Insignifcant
$10,001-$20,000
2- Minor
$20,000-$30,000
3- Moderate
$30,001-$60,000
4- Major
>$60,000
5- Severe
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
166
Asset Category
Risk Classification
Risk Criteria
Value/Range
Consequence
of Failure Score
Social (40%)
Segment
Administration, By-Law
Enforecment, Cemetery,
Gravel & Other Roads, Parks
& Recreation
2- Minor
Facility, Machinery
&Equipent, Public Works,
Valves
3- Moderate
Fire, Fire, Hydrants
4- Major
Appendix I
Town of Niagara-on-the-Lake
Asset Management Plan 2024
167
20 Appendix E - Niagara District Airport AMP
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | i
© 2024. Niagara District Airport. All Rights Reserved.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | ii
EXECUTIVE SUMMARY
The Purpose of the Plan
Asset management planning is a comprehensive process that ensures the delivery of
infrastructure services in a financially sustainable manner. This Niagara District Airport (the
Airport) Asset Management Plan (AM Plan) Current Levels of Service (LOS) provides information
about infrastructure assets with actions required to provide an agreed level of service in a cost-
effective manner while outlining associated risks. The AM Plan defines the services to be
provided, how the services are provided and what funds are required to provide the services over
the 10-year planning period. The AM Plan will link to a Long-Term Financial Plan which typically
considers a 10-year planning period.
This AM Plan meets the July 2024 requirements of Ontario Regulation (O.Reg.) 588/17 "Asset
Management Planning for Municipal Infrastructure" under the Infrastructure for Jobs and
Prosperity Act, 2015. Specifically, by July 2024, O.Reg. 588/17 requires municipalities to adopt
an AM Plan reporting current LOS for all assets, as well as lifecycle needs to maintain those LOS.
Asset Descriptions
This AM Plan covers the infrastructure assets that provide airside and groundside services,
specifically runways, taxiways, aprons and lighting, groundside roads, parking, facilities and fuel
farm, site servicing, vehicles and equipment and information technology equipment. The overall
condition and replacement value of assets that support the service delivery included in this AM
Plan are shown in Figure ES-1. The total estimated replacement value of the assets is $27.7
million expressed in current (2024) dollars.
Figure ES-1: Condition Distribution of Airport Assets
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | iii
Eighty percent (80.1% or $22.2 million) of the Airport's assets are in Fair condition or better. Two
and a half percent (2.5% or $0.7 million) are in Poor condition, which indicates that they are
nearing the end of their service life. Seventeen and a half percent (17.5% or $4.8 million) are in
Very Poor condition, which means they are due or overdue for replacement. Assets in Very Poor
condition consist of Runway 11-29, Hangar 11, a front-end loader, a snowblower, handheld radios
and various IT devices. Runway 11-29 has an estimated replacement value of $2.2 million and is
currently closed. Hangar 11 has an estimated replacement value of $2.4 million and is nearing
the end of its lease period to Genaire Limited.
Levels of Service
Service levels are categorized by the following service attributes:
- Capacity: Services have enough capacity and are accessible enough to everyone
- Function: Services meet customer needs while limiting health, safety, security, natural, and
heritage impacts
- Reliability and Quality: Services are continuous, predictable, and responsive to customers
- Affordability: Services are affordable and provided at the lowest cost for both current and
future customers
O.Reg. 588/17 Asset Management Planning for Municipal Infrastructure requires reporting of
current levels of service.
The current performance related to capacity and function are not provided in this AM Plan as an
2024 Airside Redevelopment Study is currently under development that will define the demand
for expanded services, as well as the required capacity and assets to support those services.
The reliability service attribute indicates whether assets are fit for service. The Technical LOS
measures the percent of assets in renewal backlog, i.e. due or overdue for replacement. As shown
in Table ES-1, 17% of the Airport's assets are in renewal backlog. These assets correspond to
the assets identified as being in Very Poor condition, including Runway 11-29, Hangar 11, a front-
end loader, a snowblower and some IT equipment.
Table ES-1: Current Performance - Reliability
Customer LOS Statement
Technical LOS Indicator
Current
Performance
Comment
Assets are fit for service
% assets in renewal backlog,
i.e. due or overdue for
replacement
17.5%
Less is better
The O.Reg. requires the organization to forecast the cost of maintaining the current performance
over the next 10 years, in othder words, to prevent the renewal backlog from growing.
The affordability service attribute will be addressed in the Financial Summary of the AM Plan.
Lifecycle Management Plan
The projected outlays necessary to maintain the current renewal LOS is $10 million over the next
10 years or approximately $1.0 million/year. The approximate timing of those needs is shown in
Figure ES-2. The spike in needs in 2029 represents the need to renew Hangar 11. The spike in
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | iv
2033 consists primarily of Runway 06-24, a plow truck and a loader, while the spike in 2034
consists primarily of Taxiway A, the terminal apron and the flying club apron.
Figure ES-2 Renewal Needs and Funding - Maintain Current LOS Scenario
Figure ES-3 shows the forecast condition distribution associated with the funding scenario
depicted in Figure ES-2. This scenario was designed to maintain the current LOS, i.e. the renewal
backlog. In 2024 the renewal backlog was 17.5%. The backlog grows to 20.3% by 2034; however,
through the period 2025-2034; the annual renewal backlog averages 17.3%.
Figure ES-3 Condition Forecast - Maintain Current LOS Scenario
For reference, Figure ES-2 shows that the average capital renewal funding over the past 5 years
(2020-2024) was $0.4 million/year, which is $0.6 million/year less than the amount required to
maintain the current LOS. As such, continuing to fund at an average of $0.4 million/year would
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | v
result growth of the renewal backlog, meaning that more and more assets would fall into Very
Poor condition.
To eliminate the renewal backlog over the next 10 years, an estimated $1.6 million/year would be
needed, which is $1.2 million/year more than the historical average renewal funding provided.
For operations and maintenance of the current asset portfolio, an estimated $0.6 million/year is
needed. This amount focuses on costs associated with operations and maintenance of assets,
and does not include the costs of other airport programs and services.
The Airport is currently exploring growth options in its 2024 Airside Redevelopment Study. The
cost of the growth needs will be incorporated into the 2025 AM Plan
Financial Summary
Table ES-2 compares the historical funding with forecast needs for each lifecycle stage. The table
shows that to maintain the current LOS there is a renewal gap of $0.6 million/year and historical
funding levels would cover only 40% of the needs.
The Table also shows that average annual costs for operating and maintaining the airport assets
is estimated at $697k/year, based on average annual expenditures over the past three years
(2021-2023) inflated to 2024 $. The anticipated annual funding for operations and maintenance
is $600k/year based on 2024 budget amounts, including only costs related to operations and
maintenance of assets (not full operating budget). This represents funding that covers 86% of
estimated needs, leaving a gap of about $97k/year.
Table ES-2 Comparison of Historical Funding and Forecast Needs
Lifecycle Stage
Anticipated Funding
Amount
(2024 $/year, millions)
Forecast Need
2025-2034
(2024 $/year, millions)
Gap
(2024 $/year,
millions)
% Funding
/ Needs
Growth & Upgrade
N/A
To be defined in 2024
Airside Redevelopment
Study
N/A
N/A
Renewal
(to maintain current
LOS)
$0.4*
$1.0
$0.6
40%
Operations &
Maintenance
$0.6**
$0.7***
$0.1
86%
* Average annual renewal funding 2020-2024
** Based on 2024 budget, including only costs related to operations and maintenance of assets,
not full operating budget.
*** Based on average expenditures for asset operations and maintenance over years 2021-
2023.
To close the funding gap, the Airport may either increase revenues or lower expenditures.
Revenues may be increased through increases in user fees, contributions from municipalities or
grants. Expenditures may be lowered by reducing service levels, eliminating assets or deferring
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | vi
renewals, beginning with the lowest criticality assets. The Airport is not permitted to fund using
debt or to hold reserves.
There are risks associated with providing the service and not being able to complete all identified
asset lifecycle activities needed. We have identified major risks as:
- Deferral of renewal activities which results in reduced whole of life of the infrastrure, higher
annual cost over the life of the asset, assets in worse overall condition and associated risk
of sub-par performance, and less effective use of resources.
It is recommended that the Airport will endeavour to manage these risks within available funding
by:
- Prioritizing needed activities by risk impact rating and lower cost renewal methods
- Continuing to identify and request funding and staffing incrementally over time to maintain
the current levels of service.
Asset Management Practices
The data confidence is assessed as medium confidence level for data used in the preparation of
this AM Plan.
To improve asset management practices, we will undertake the following next steps:
-
Determine proposed (i.e., target) levels of service for reporting in the Proposed LOS AM
Plan required by O.Reg. 588/17 for approval by July 1, 2025.
-
Complete the 2024 Airside Redevelopment Study and associated business case and
determine Growth and Upgrade Needs Forecasts, including the future use and lifecycle
activities for Hangar 11.
-
Improve the asset State of Infrastructure database by conducting cyclical industry
standard condition assessments, giving priority to high consequence of failure (CoF)
assets. In particular, conduct condition assessments on the Terminal and Maintenance
Garage. Develop inventories of building systems and components as part of the condition
assessment.
-
Establish a master asset inventory to support AM activities. Align the TCA register with
AM asset register, or consolidate the two inventories. Establish processes to update the
asset register(s) when assets are acquired, replaced or eliminated.
-
Explore options for implementing technologies for work order management and asset
investment planning. Consider the possibility of using applications in place at one of the
three owner municipalities.
Monitoring and Improvement Program
O.Reg. 588/17 requires that AM Plans be updated by July 1, 2025 to report proposed LOS for the
subsequent 10 years, along with the cost of sustaining the proposed LOS. Thereafter, the O.Reg.
requires that progress implementing the AM Plan be reported to municipal Councils annually by
July 1. In addition, the O.Reg. requires AM Plans to be updated at least every 5 years.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | vii
TABLE OF CONTENTS
1
INTRODUCTION ................................................................................................................... 1
1.1 Background ................................................................................................................................... 1
1.2 Alignment with Regulatory Requirements ..................................................................................... 1
1.3 Relationship with Other Documents .............................................................................................. 1
1.4 Key Stakeholders .......................................................................................................................... 2
1.5 Goals and Objectives of Asset Ownership .................................................................................... 2
1.6 Organization of Document ............................................................................................................ 3
2
STATE OF INFRASTRUCTURE ........................................................................................... 4
2.1 Asset Hierarchy and Inventory ...................................................................................................... 4
2.2 Asset Valuation ............................................................................................................................. 4
2.3 Asset Age and Remaining Life ...................................................................................................... 5
2.4 Asset Condition ............................................................................................................................. 6
2.5 Confidence of Data ....................................................................................................................... 9
3
LEVELS OF SERVICE ........................................................................................................ 10
3.1 Overview ..................................................................................................................................... 10
3.2 Current Services and Programs .................................................................................................. 10
3.3 Legislative Requirements ............................................................................................................ 12
3.4 Corporate Vision, Mission and Values ........................................................................................ 13
3.5 Customer and Technical Levels of Service ................................................................................. 14
3.6 Customer Research and Expectations ....................................................................................... 15
3.7 Current Performance ................................................................................................................... 17
3.8 Factors Impacting Levels of Service Performance ..................................................................... 17
4
ASSET MANAGEMENT STRATEGY ................................................................................. 18
4.1 Overview of AM Strategy Development ...................................................................................... 18
4.2 Risk Assessment ......................................................................................................................... 19
4.3 Asset Management Strategies .................................................................................................... 25
5
FINANCING STRATEGY .................................................................................................... 28
5.1 Introduction .................................................................................................................................. 28
5.2 Capital Needs Forecast ............................................................................................................... 28
5.3 Operating Needs Forecast .......................................................................................................... 30
5.4 Funding Sources for Asset Lifecycle Strategies ......................................................................... 31
6
PLAN IMPROVEMENT AND MONITORING ...................................................................... 32
6.1 Data Confidence ......................................................................................................................... 32
6.2 Improvement Plan ....................................................................................................................... 33
6.3 AM Plan Monitoring and Update ................................................................................................. 34
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | viii
Figure Index
Figure 2-1 Asset Life Consumed Profile ....................................................................................................... 6
Figure 2-2 Asset Condition Grade Profile ..................................................................................................... 8
Figure 3-1 Levels of Service Framework .................................................................................................... 16
Figure 4-1 ISO 31000 Risk Management Process ..................................................................................... 19
Figure 5-1 Renewal Needs and Funding - Maintain Current LOS ............................................................. 29
Figure 5-2 Condition Forecast - Maintain Current LOS Scenario .............................................................. 29
Figure 5-3 Renewal Needs and Funding - Eliminate Backlog ................................................................... 30
Figure 5-4 Condition Forecast - Eliminate Backlog Scenario .................................................................... 30
Figure 5-3 Annual Operating Needs Forecast* ........................................................................................... 31
Table Index
Table 1-1 Key Stakeholders in the AM Plan ................................................................................................. 2
Table 2-1 Assets covered by this AM Plan ................................................................................................... 5
Table 2-2 Five-Point Condition Grading System .......................................................................................... 7
Table 2-3 Conversion of Industry Condition to Five-Point Condition Grade ................................................. 7
Table 3-1 Legislative Requirements ........................................................................................................... 12
Table 3-2 Current Performance - Reliability ............................................................................................... 17
Table 4-1 Risk Evaluation Matrix Framework ............................................................................................. 20
Table 4-2 Consequence Rating Criteria ...................................................................................................... 21
Table 4-3 Probability (Likelihood) Rating Criteria ....................................................................................... 22
Table 4-4 Consequence Rating (CoF) and Service Life ............................................................................. 23
Table 4-5 Risk Evaluation Matrix ($M) ........................................................................................................ 25
Table 6-1 Data Confidence Grading ........................................................................................................... 32
Table 6-2 AM Plan Data Confidence Grades .............................................................................................. 33
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | ix
List of Abbreviations
Abbreviation
Definition
AM
Asset Management
BCA
Building Condition Assessments
CEO
Chief Executive Officer
CoF
Consequence of Failure
CPI
Consumer Price Index
CRV
Current Replacement Value
ISO 31000
International Organization for Standardization Risk Management Process
LOS
Levels of Service
NRBCPI
Non-Residential Building Construction Price Indices
O.Reg.
Ontario Regulation
TCA
Tangible Capital Asset
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 1
1
INTRODUCTION
1.1
Background
The Niagara District Airport (the Airport) is a municipal airport located within the Niagara-on-the-
Lake boundaries and financially supported by its three surrounding municipalities - the cities of
Niagara Falls and St. Catharines, and the town of Niagara-on-the-Lake.
The Niagara District Airport Commission manages the Airport on behalf of the three municipalities.
The Commission is comprised of nine individuals - three elected councilors representing each of
the three municipalities and six individuals nominated by the municipalities - all serving as
commissioners for a four-year term.
The Airport encompasses an area of 130 hectares (321 acres) in which several areas have been
designated for airside and groundside development. The Airport has a 5,000-foot runway, 24-
hour Customs clearance, NAV CANADA on site, and Avgas and Jet Fuel refueling available.
Approximately 75 aircraft are based on the Airport. On-site services include executive and
personal charter, helicopter and fixed wing sightseeing, expert airport maintenance operations,
and an active flight training school, and several interesting vintage aircraft.
This Asset Management Plan (AM Plan) communicates the requirements for the sustainable
delivery of services through management of assets, compliance with regulatory requirements,
and the required funding to maintain current levels of service over a planning period of 10 years.
1.2
Alignment with Regulatory Requirements
This 2024 Current Levels of Service (LOS) AM Plan meets the requirements of Ontario Regulation
(O.Reg.) 588/17 "Asset Management Planning for Municipal Infrastructure" under the
Infrastructure for Jobs and Prosperity Act, 2015. Specifically, by July 2024, O.Reg. 588/17
requires municipalities to adopt an AM Plan reporting current LOS for all assets, as well as
lifecycle needs to maintain those LOS.
In accordance with the requirements of O.Reg. 588/17, this AM Plan is posted on the Airport's
website, along with related background documents, such as condition assessments.
1.3
Relationship with Other Documents
Asset management planning is a medium- to long-term planning activity that relies on input from
strategic planning activities and informs shorter-term decision making. The AM Plan provides a
framework to validate the Airport's budgeting processes and assist in prioritizing work activities,
including capital projects, based on risk. It also discusses LOS that support goals in the Airport's
strategic plan and lifecycle management strategies intended to reduce the overall cost of asset
ownership.
The AM Plan is intended to be read with other Airport and supporting municipalities' policies and
planning documents, including the following:
- Corporate Asset Management Policies of the City of Niagara Falls, the City of St.
Catharines and the Town of Niagara-on-the-Lake
- Tangible Capital Asset (TCA) Annual Financial Statements
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 2
- Feasibility Study and Business Case (2020): Examines potential business opportunities to
position the Airport as a stronger economic asset to the region, and the necessary
investments and developments to achieve those future business goals.
- Niagara District Airport Master Plan - Draft (2021): Developed by Niagara Region. It
outlines the strategic goals related to future business objectives and short-term
infrastructure improvements at the airport. It is still in draft form, and has not yet been
formally adopted by the Airport's governing Commission.
- Niagara District Airport - 2023 Budget Presentation
- Niagara District Airport - 2023 Capital Budget
- Niagara District Airport - 2023 Operating Budget.
1.4
Key Stakeholders
Key stakeholders in the preparation and implementation of this AM Plan are shown in Table 1-1
below.
Table 1-1 Key Stakeholders in the AM Plan
Key Stakeholder
Role in Asset Management Plan
Niagara District
Airport Commission
The Commission is comprised of 9 members, 3 of which are elected Councillors from each of the 3
owner municipalities, and the other 6 being appointed members representing the municipalities. The
Commission provides executive leadership and strategic direction for the Airport's operation,
management, and future business development goals. It is responsible for communication and liaison
between the Councils of the three owner municipalities and the Airport's administration staff. Overall
owners of the Airport's assets. Approves asset management policies and asset funding allocation
through the annual budget process. An overarching expectation of a standard of care is required by the
Commisison to ensure commitment to effective asset management practices.
Elected Councils for
the Cities of Niagara
Falls and St.
Catherines, and the
Town of Niagara-on-
the-Lake
These municipalities are joint owners of the Airport's assets. Councils approve funding allocation to be
used by the Airport Governing Commission, proportional to their share of ownership of the Airport,
through the annual corporate budget process.
Airport Chief
Executive Officer
(CEO)
Under the leadership of the Niagara District Airport Commission, the CEO Provides leadership,
strategic direction and corporate oversight to ensure that the goals and directions of the asset
management program remain consistent with the overall strategic plan. Provides information needed
by the Commission for strategic business decisions, such as long-range forecasts of asset investment
needs, services levels, risks, costs, and performance measures.
Airport Manager of
Airside and
Groundside Services
The Manager of Airside and Groundside Services supports the CEO in implementing the asset
management decisions, inluding capital improvements, and operations and maintenance activities, as
well as improvements to asset management pratices. The Manager also oversees the safe, compliant,
and efficient operation of the airport.
Airport Manager of
Finance and
Administration
Provides historic Tangible Capital Asset (TCA) amounts, and historic and current capital and operating
budgets. Further, provides coordination on input data and development of the AM Plan.
1.5
Goals and Objectives of Asset Ownership
The Airport exists to provide services. Some of these services are provided by infrastructure
assets. The Airport has acquired infrastructure assets by purchase, by contract, construction by
staff, and by donation of assets constructed by others to meet increased levels of service.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 3
The Airport's goal in managing infrastructure assets is to meet the defined level of service (as
amended from time to time) in the most cost effective manner for present and future customers.
The key elements of infrastructure asset management are:
-
Providing a defined level of service and monitoring performance
-
Managing the impact of growth through demand management and infrastructure
investment
-
Taking a lifecycle approach to developing cost-effective management strategies for the
long-term that meet the defined level of service
-
Identifying, assessing and appropriately controlling risks
-
Linking to a long-term financial plan which identifies required, affordable expenditure and
how it will be financed.
Key elements of the planning framework are:
-
Levels of service: specifies the services and levels of service to be provided
-
Future demand: how this will impact on future service delivery and how this is to be met
-
Lifecycle management: how to manage existing and future assets to provide defined
levels of service
-
Financial management: what funds are required to provide the defined services
-
Asset management practices: how to manage provision of the services
-
Monitoring and improvement plan: how the AM Plan will be monitored to ensure
objectives are met, including how to increase asset management practice maturity.
1.6
Organization of Document
The contents of this AM Plan follow the recommended elements of a detailed AM Plan:
- Introduction: Outlines scope, background information, relationship to other documents and
plans, and applicable legislation
- State of Infrastructure: Summarizes the inventory, valuation, age and remaining life, and
condition of the assets in the inventory by asset class
- Levels of Service: Defines levels of service through performance indicators and targets,
and outlines current performance
- Lifecycle Management Strategy: Defines the framework for identifying critical assets and
quantifying risk to enable prioritization of lifecycle activities, and summarizes the asset
management strategies (i.e., planned actions) that will enable the assets to maintain the
current levels of service in a sustainable way, while managing risk, at the lowest lifecycle
cost
- Financial Management Strategy: Summarizes the infrastructure gap based on the
determined infrastructure needs and associated budget
- AM Plan Improvement and Monitoring: Summarizes the next steps including improving
future iterations of the AM Plan and monitoring of AM Plan implementation progress.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 4
2
STATE OF INFRASTRUCTURE
The State of Infrastructure section of the AM Plan describes the Airport's asset inventory, and
provides a snapshot in time of the valuation, age and condition of the assets. Recommendations
for the sustainment of data collection and reporting are provided in the AM Plan Improvement and
Monitoring section.
2.1
Asset Hierarchy and Inventory
Understanding the assets owned by the Airport that are used to support each major service area
is important to enable their effective and efficient management. In this AM Plan, the Airport's asset
inventory has been organized around the major service groups and asset classes shown in Table
2-1 in the following sub-section.
Most infrastructure assets owned by the Airport are included. Land is not included in the current
replacement costs of the asset inventory. As inputs into decision-making, data and information
are important assets, but are not currently included in this AM Plan.
2.2
Asset Valuation
Financial accounting valuation uses historical costs and depreciation assumptions to determine
the book value of capital assets in accordance with the Public Sector Accounting Board (PSAB).
Policies and procedures relating to the development of net book values for accounting purposes
have been developed by the Airport to comply with PSAB 3150 Tangible Capital Assets (TCA)
reporting.
While financial accounting valuations are based on historical costs, managerial valuations are
based on replacement costs. For most asset types, the replacement values were calculated using
historical purchase costs indexed to December 31, 2023 using the Non-Residential Building
Construction Price Indices (NRBCPI) or Consumer Price Index (CPI), as appropriate for the asset
type. For some asset types, replacement values are based on current unit costs. The replacement
cost valuation represents the estimated cost to replace assets today and is presented in current
(2024) dollars and does not account for future technology improvements but does account for
increased regulatory requirements and technology improvements to date.
The estimated current replacement value of Airport assets is $27.7 million presented in current
(2024) dollars, as outlined in the following table.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 5
Table 2-1 Assets covered by this AM Plan
Asset Class
Asset Sub-Class
Replacement Value
2024$M
%
Airside
Aircraft Runways
$6.32
22.8%
Aircraft Taxiways, Apron
$2.70
9.8%
Airfield Lighting
$4.18
15.1%
Groundside
Roads
$1.56
5.6%
Parking
$0.40
1.4%
Facilities
$6.06
21.9%
Fuel Farm
$0.04
0.2%
Site Servicing
Stormwater Management
$0.92
3.3%
Water
$0.79
2.8%
Wastewater
$0.15
0.5%
Wildlife Management
$0.01
0.0%
Signage
$0.08
0.3%
Electrical
$0.05
0.2%
Fencing
$1.63
5.9%
Vehicles and
Equipment
Vehicles
$1.56
5.6%
Equipment
$1.07
3.9%
IT Equipment
Servers
$0.03
0.1%
Devices and Printers
$0.04
0.2%
Security Technology
$0.03
0.1%
Communication Equipment
$0.06
0.2%
TOTALS
$27.69
100.0%
2.3
Asset Age and Remaining Life
Understanding the estimated life of an asset and the proportion of life that remains provides an
insight into potential risk of asset failure and potential renewal need. The following graph shows,
for each asset sub-class, the average age of the assets against the average estimated useful life,
in years. Averages are "weighted" by replacement cost to give more importance to asset types
with more value. Although many of the Airport's assets are relatively new, many others are
reaching the middle to latter stages of their useful lives and will require rehabilitation or
replacement in the upcoming years. The assets that are beyond service life are the Hangar 11
facility and some IT equipment assets (security software and handheld radios).
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 6
Figure 2-1 Asset Life Consumed Profile
2.4
Asset Condition
In this AM Plan, the term "condition" refers to the degree of physical deterioration of an asset.
"Performance" is a more general term that typically describes an asset's ability to achieve levels
of service through measures such as capacity, function and operational quality.
Condition assessment programs evaluate current physical condition, determine rate of
deterioration over time, enable forecasts of future condition, and inform the most beneficial type
and timing of treatment. Condition assessment methods and rating systems have become
relatively standard for some assets but vary depending on the type of asset. The Airport conducts
inspections more frequently on more critical assets such as airside pavement and facilities, while
condition assessments are undertaken for less critical assets such as groundside parking lots,
signage and vehicles at an appropriate frequency for the asset group. Some Airport assets have
no reported physical condition. These include assets which the Airport is in the process of
collecting the data, assets where the renewal decision is not based on condition (e.g. age or
mileage), and assets that are run-to-failure.
For those assets with no condition data, age-based condition is estimated as the percentage of
age to useful life. Using age data as a surrogate for condition data is common but it can be
misleading as age does not always directly reflect condition or remaining life. The Airport is
working to increase the percentage of assets with industry standard condition assessment data
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 7
for facilities through building condition assessments (BCAs) and pavement condition
assessments.
The Airport undertook a Airfield Pavement Structural Assessment in 2024 which included
determination of whether the structural capacity of the airside pavement can accommodate the
traffic anticipated over the next 20-year period. The assessment will provide an overall condition
grade for the airside pavement, and types, severity and density of distresses, pavement structure
layer thicknesses and material types, and asphalt moduli. The overall condition grade from the
draft results of the Airfield Pavement Structural Assessment were used in this AM Plan.
To enable comparison of condition and condition trends over time between different asset types,
a generic condition grading scale is often used to translate detailed engineering data about assets
into information that can be compared across asset groups. For this purpose, the Airport uses a
five-point condition grading system, summarized in the table below, which is consistent with the
general condition grading system included in the International Infrastructure Management Manual
(IIMM).
Table 2-2 Five-Point Condition Grading System
Grade
Description
Condition Criteria
Criteria Description
VG
Very Good
Fit for the future
Well maintained, good condition, new or recently
rehabilitated
G
Good
Adequate for now
Acceptable, generally approaching mid-stage of
expected service life
F
Fair
Requires attentions
Signs of deterioration, some elements exhibit
deficiencies
P
Poor
Increasing potential of
affecting service
Approaching end of service life, below standard,
significant deterioration
VP
Very Poor
Unfit for sustained
service
Near or past service life, advanced deterioration,
assets may be unusable
Details relating to the condition of each asset are currently maintained in various databases and
spreadsheets. The Airport converts industry standard condition rating systems and age-based
assets to the above condition grading system as provided in the table below.
Table 2-3 Conversion of Industry Condition to Five-Point Condition Grade
Condition Grade
% Life Remaining for
Age-Based "Condition"
Airside Pavement
Condition Grade
Very Good (New)
75 to 100%
Very Good
Good
50 to 75%
Good
Fair
25 to 50%
Fair
Poor
0 to 25%
Poor
Very Poor (End-Of-Life)
<= 0%
Very Poor
The following graph depicts, by colour, the value of assets that fall within each of the condition
grades (very good or new, good, fair, poor, very poor), organized by asset sub-class. The total
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 8
replacement value of assets within each asset sub-class is shown to the right of the condition
grade bar.
Figure 2-2 Asset Condition Grade Profile
To adequately meet service levels and manage risk while minimizing lifecycle costs, most assets
should generally be preserved in fair or better condition. The above figure shows that the majority
of the Airport's assets - in fact 80.1% - are in fair or better condition. A total of 2.5% of assets are
in poor condition and 17.5% of assets are in very poor condition. Assets in poor or very poor
condition require increased attention and renewal investment (i.e., funding and staff resources)
to avoid increased maintenance costs and/or unexpected failure. The majority of assets that are
currently in very poor condition are aircraft runway 11-29 which is closed to traffic and the Hangar
11 facility which is under review as it is in very poor condition and not functional as a hanger as it
does not have airside access. Assets in poor and very poor condition would typically be included
in 10-year capital renewal program and budget forecast.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 9
2.5
Confidence of Data
The Airport has well-developed policies, procedures and guidelines for sustainability of Tangible
Capital Asset (TCA) information. The information that supports this AM Plan is also continuously
updated. The Airport intends to update this AM Plan every five years, as required by O.Reg.
588/17, Asset Management Planning for Municipal Infrastructure, or more frequently as needed.
The Airport's asset management program is always developing and implementing standards to
improve the quality and consistency of information captured. Section 6 of this AM Plan provides
a summary of the confidence in the data used to develop this AM Plan and an improvement and
monitoring plan.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 10
3
LEVELS OF SERVICE
3.1
Overview
One of the basic principles of sound asset management practice is to
describe the levels of service the current and future community want
and are prepared to pay for, and the associated lowest cost to deliver
those levels of service. Performance management is the systematic
and cyclical process of identifying objectives, collating information
regarding the achievement of those objectives, reporting the
information in a meaningful way, and using the information to improve
delivery of services to the community.
Monitoring the Airport's performance against defined levels of service
helps to improve the Airport's service delivery by focusing program
activities and assets on priorities, and identifying under-performance
so that it can be addressed. Performance measures or indicators are
used for this purpose.
3.2
Current Services and Programs
The Airport provides the following scope of services to the community that are included in the AM
Plan:
Asset Class
Asset Types
Airside
- Airside assets include the main runways, taxiways, aprons, and
airfield lighting which are necessary for aircraft to complete safe
departures and arrivals from the Airport.
Groundside
- Groundside assets include the supporting infrastructure which ensure
the airport remains easily accessible for staff and visitors, such as
roads and parking lots. Groundside also includes the fuel farm and
buildings/facilities such as the hangar and maintenance garage, which
enable the safe and efficient operation and maintenance of aircraft.
GOOD
PERFORMANCE
MANAGEMENT
Helps the Airport to
- improve service
delivery
- demonstrate
affordability
- provide
accountability to
the community
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 11
Asset Class
Asset Types
Site Servicing
- Site servicing assets provide essential services such as stormwater
management, wildlife management, electrical service, fencing, signage,
water service, and wastewater service. The objective of site servicing is
to prevent flooding, provide security of the airfield, and provide other
services.
Vehicles and Equipment
- Vehicles and equipment owned by the Airport allow operations staff to
perform necessary maintenance tasks to airside, groundside, and site
servicing assets, and include:
-
Vehicles such as tractors, pick-up trucks, runway sweepers,
and other vehicles
-
Field equipment such as snowblowers, line painters,
decelerometers, and de-icing spreaders.
IT Equipment
- IT equipment includes the Airport's servers, communications devices
and equipment, security system such as cameras and security
software, as well as laptops and printers.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 12
3.3
Legislative Requirements
There are many legislative requirements relating to the management of assets. Legislative
requirements that impact the delivery of Airport services are outlined in Table 3-1.
Table 3-1 Legislative Requirements
Legislation
Requirement
Municipal Act, 2001
The main statute governing the creation, administration and government of
municipalities in Ontario, other than the City of Toronto.
Ontario Regulation 588/17
The Infrastructure for Jobs
and Prosperity Act, 2015
Sets out the principles for the provincial government to regulate asset management
planning for municipalities.
Accessibility for Ontarians
with Disabilities Act
(AODA)
Develops, implements, and enforces accessibility standards to achieve accessibility
for Ontarians with disabilities with respect to goods, services, facilities,
accommodation, employment, buildings, structures, and premises on or before
January 1, 2025.
Public Section Accounting
Board Standard 3150
Standards on how to account for and report on tangible capital assets in
government financial statements.
Canadian Aviation
Regulations (CARs)
A compilation of regulatory requirements designed to enhance the safety and
competitiveness of the Canadian aviation industry. They correspond to areas of
aviation which Transport Canada, Civil Aviation is mandated to regulate (personnel
licensing, airworthiness, commercial air services, etc.).
TP312 Aerodrome
Standards and
Recommended Practices
These standards complement subpart 302 of the Canadian Aviation Regulations
(CARs). They set out requirements such as: physical characteristics; obstacle
limitation surfaces; visual aids; and some technical services the aerodrome operator
at a certified land aerodrome (airport) provides to support aircraft operations.
TP1247 Aviation - Land
Use in the Vicinity of
Aerodromes
Describes the operational characteristics of aerodromes and the different types of
land uses outside the aerodrome property boundary and recommends, where
applicable, guidelines for those land uses in the vicinity of aerodromes. Includes
links to source documents to further explain the technical aeronautical requirements.
Airport Wildlife
Management Bulletin - TP
8240 - No. 38
The airport bird-hazard risk analysis process complements the provisions of TP
1247 with Transport Canada's airport bird-hazard risk analysis process (ABRAP)
ICAO Annex 14
Aerodromes Design and
Operations
Provides a series of design criteria for efficiently proportioned aerodromes.
Prescribe the physical characteristics and obstacle limitation surfaces to be provided
for at aerodromes, and certain facilities and technical services normally provided at
an aerodrome.
Highway Traffic Act
R.R.O. 1990
Reg. 615: Signs
Sets out the standard for the erection and maintenance of signs.
Highway Traffic Act
R.R.O. 1990
Sets out fleet and equipment inspection requirements
Reg. 174/22: Classes of Vehicles Requiring Annual and Semi-Annual Inspections
Reg. 611: Safety Inspections
Reg. 199/07: Commercial Motor Vehicle Inspections
Reg. 587: Equipment
Technical Standards and
Safety Act, 2000
Sets out the technical standards and safety regulations to enhance public safety by
providing for the efficient and flexible administration of various industries or
equipment.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 13
Legislation
Requirement
Ontario Building Code
Act, 1992
The legislative framework governing the construction, renovation and change-of-use
of a building in Ontario. The Ontario Building Code, a regulation under the Act,
establishes detailed technical and administrative requirements and minimum
standards for building construction in public health and safety, fire protection,
structual sufficienty, construction materials, plumbing and mechanical systems.
Legislated Community Levels of Service
Legislated requirements define the standards according to which the Airport is legally obligated
to provide services to the community. The Airport delivers services in adherence to applicable
legislative requirements, including required compliance monitoring and reporting. Many legislated
levels of services relate to service and asset safety and reliability. Information on regulatory
inspections is contained within various databases and maintained by Airport staff at the
operational level to ensure legislative compliance. It is typical that details of compliance be held
at the operational level, but that reporting that confirms that the Airport complies is reported at a
higher level.
3.4
Corporate Vision, Mission and Values
The Niagara District Airport Commission's 2023-2026 Strategic Plan defines the organization's
vision, mission and values as follows:
Vision
To become an indispensable aviation gateway.
Mission
To provide an elevated airport experience for customers and community.
Values
Safety. Efficiency. Integrity. Customer-Focused. Teamwork.
The Strategic Plan identifies the following Planning Goals for 2024 - 2026:
Secure Partners for Growth
-
Obtain funding to engage in airside development
-
Attract scheduled & charter passenger services
The Strategic Plan priorities are as follows:
Advocacy
-
Secure Funding
-
Develop Advocacy Strategy and Advance Business Case for Growth
Alignment
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 14
- Alignment with Municipal Partners
- Secure Stakeholder Support for the Business case
- Community Engagement
Analytics
- Capture Enhanced Demographic Data
- Publish a Comprehensive and Compelling Business Case
The Asset
- Create Conditions for Growth
- Explore Growth Opportunities within Current Capacity
- Evaluate Current Infrastructure Capabilities vs. Future Needs
3.5
Customer and Technical Levels of Service
Customer LOS measure how the customer receives the service and whether value to the
customer is provided. Figure 3-1 shows that Corporate LOS commitments and the legislated LOS
referenced by them drive the definition of more specific Customer (also known as Community)
LOS, which can be categorized as relating to one of the following service attributes:
-
Capacity: Statements that reflect whether the service and supporting assets are of
sufficient capacity to meet user demand.
- Does the Airport need more or less of these services and assets?
-
Function: Statements that reflect the suitability of the services, operations and assets for
the user or other stakeholder.
- Do they meet the needs of the community?
- Do they meet regulatory requirements including those for health and safety,
environmental protection and barrier free access?
- Do they support the Airport's strategic priorities?
-
Reliability & Quality: Statements that reflect whether services and supporting assets are
reliable, available when needed, and responsive to customers.
- Are assets maintained and renewed to ensure a state of good repair (i.e., condition)?
- Are services continuous?
- Is the community involved in planning, treated respectfully and responded to promptly?
-
Affordable: Statements that reflect whether services and supporting assets are adquately
funded in both the short and long term.
Technical LOS measures support the customer LOS statements. They relate to the allocation of
resources to service activities to best achieve the desired customer outcomes and demonstrate
effective performance.
Customer LOS are translated into Technical LOS, where:
-
Capacity LOS drive assessment of expansion needs
-
Function LOS drive assessment of upgrade needs
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 15
-
Reliability & Quality LOS drive assessment of renewal, maintenance and operations
(and programming) needs
-
Affordability LOS drive assessment of financial sustainability needs.
The risks of failing to achieve Customer and Technical LOS commitments are assessed, and
lifecycle activities are prioritized to address those risks. Lifecycle activities may include expansion,
upgrade, renewal, maintenance or operational activities, depending on the category of LOS to be
addressed. In some cases, lifecycle activities address several Customer and Technical LOS. For
example, a project on a runway may simultaniously increase capacity, make upgrades to meet
regulatory requirements, and renew existing pavement. The nature of the lifecycle activity
determines whether it should be funded as capital or operating, as well as eligible funding sources.
As shown in Figure 3-1, even after the lifecycle intervention, some residual risk may remain.
3.6
Customer Research and Expectations
Customer input will be sought as part of the Alignment and Analytics priorities identified in the
2023-2026 Strategic Plan. This includes public opinion, stakeholder group surveys and municipal
partner input to collect information about user service patterns, behaviours and preferences today
and potentially in the future. This customer research, along with demographic analysis, will
provide insight into customer needs and perceptions related to demand and areas of
improvement. This information will be used to inform the 2025 AM Plan's proposed LOS.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 16
Figure 3-1 Levels of Service Framework
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 17
3.7
Current Performance
The current performance related to capacity and function are not provided in this AM Plan as an
2024 Airside Redevelopment Study is currently under development that will define the demand
for expanded services, as well as the required capacity and assets to support those services.
The reliability service attribute indicates whether assets are fit for service. The Technical LOS
measures the percent of assets in renewal backlog, i.e. due or overdue for replacement. As shown
in Table ES-1, 17.5% of the Airport's assets are in renewal backlog. These assets correspond to
the assets identified as being in Very Poor condition, including Runway 11-29, Hangar 11, a front-
end loader, a snowblower and some IT equipment.
Table 3-2 Current Performance - Reliability
Customer LOS Statement
Technical LOS Indicator
Current
Performance
Comment
Assets are fit for service
% assets in renewal backlog,
i.e. due or overdue for
replacement
17.5%
Less is better
The O.Reg. requires the organization to forecast the cost of maintaining the current performance
over the next 10 years, in othder words, to prevent the renewal backlog from growing.
The affordability service attribute will be addressed in the Financial Summary of the AM Plan.
3.8
Factors Impacting Levels of Service Performance
External trends and issues affecting expected levels of services or the Airport's ability to meet the
defined levels of services include the following.
- Population and employment changes (e.g., growth, demographics), which will impact
infrastructure use.
- Changes in expectations for patterns of use from the public, which will impact infrastructure
use and revenue for services.
- Potential changes in technology or methods, which may replace obsolete equipment,
provide longer asset life, and/or achieve higher quality and greater efficiencies.
- Potential changes to the cost of input variables (e.g., cost of power, fuel), which will impact
costs to deliver the services.
- Infrastructure failing prematurely due to environmental factors and/or construction practices
requiring renewal much earlier than the expected life of the asset.
- Availability of external funding (e.g. federal and provincial infrastructure programs), which
may affect the infrastructure improvement activities that can be undertaken.
- Unexpected downloading of services by more senior levels of government.
- Popularity of sustainability initiatives and "greening" trends (e.g. LEEDs).
- Climate change, including changing storm events and patterns (e.g., higher frequency
storms occurring more regularly), which will impact the infrastructure.
- Potential changes in Federal or Provincial legislation.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 18
4
ASSET MANAGEMENT STRATEGY
The Asset Management Strategy section of the AM Plan describes the framework that the Airport
uses to identify critical assets and quantify risk to enable prioritization of lifecycle activities, and
summarizes the asset management strategies (i.e., planned actions) that will enable the assets
to maintain the current levels of service in a sustainable way, while managing risk, at the lowest
lifecycle cost.
4.1
Overview of AM Strategy Development
Monitoring the Airport's performance against defined levels of service helps to improve the
Airport's service delivery by identifying under-performance so that it can be addressed. Assessing
the risks associated with failing to achieve the defined Costomer and Technical LOS helps to
priotize lifecycle activities and minimize residual risks.
To achieve its program objectives, the Airport builds new infrastructure assets to meet growth
needs and manages existing assets to meet reliability needs - all with limited funds. Asset
lifecycle management strategies are planned actions that enable assets to provide the defined
levels of service in a sustainable way, while managing risk, at the lowest lifecycle cost.
Asset lifecycle management strategies are typically organized into the following categories:
- Non-asset solutions - actions or policies that can lower costs or extend asset life (e.g.,
better integrated infrastructure planning and master planning, demand management,
insurance, process optimization, managed failures).
- Growth or expansion - activities to provide a new asset that did not exist previously (e.g.
a parking lot) or an expansion to an existing (e.g., widening a road, lengthening a runway).
- Upgrade or enhancement - activities to provide a higher level of service capability from an
existing asset to achieve better fit for purpose (e.g., increasing the structural capacity of
current airside pavement) or to meet regulatory or corporate requirements.
- Renewal - activities that return the original service capability of an asset (e.g. replacing the
roof of a building or replacing an existing snow plow with a new one).
- Maintenance - activities to retain asset condition to enable it to provide service for its
planned life (e.g. pavement patching, building and structure repairs), including regularly
scheduled inspection and maintenance, or more significant repair and activities associated
with unexpected events.
- Operations - regular activities to provide services (e.g., using / running a piece of
equipment, cleaning, provision of energy)
- Disposal - activities associated with disposing of an asset once it has reached the end of
its useful life or is otherwise no longer needed by the municipality.
The Airport assesses the costs of potential lifecycle activities to determine the lowest lifecycle
cost strategy to manage each asset type. The sum of all asset lifecycle management strategies
informs the minimum cost to sustain each asset type, for each service area. Failing to take care
of assets can impact the total cost of ownership for that asset and can also have other impacts
such as causing damage to other infrastructure or causing interruption to service delivery.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 19
4.2
Risk Assessment
4.2.1 Risk Management Framework
Risk management refers to the management of uncertainty on business objectives. For this AM
Plan, risk management was guided by the ISO 31000 Standard for Risk Management, which
provides globally accepted principles and guidelines for risk assessment.
The ISO 31000 Risk Management Standard outlines the steps involved in Risk Management as
shown in Figure 4-1.
Figure 4-1 ISO 31000 Risk Management Process
- Establish Context - the environment in which the Airport seeks to define and achieve its
objectives
- Identify Risks - that could affect achievement of Airport's LOS
- Analyze Risks - estimate the level of a risk by approximating likelihood and consequence
of occurrence
- Evaluate Risks - determine whether or not a specified level of risk is acceptable or
tolerable
- Treat Risks - select and implement one or more treatment options
- Monitor and Review - determine the current status and whether or not required LOS are
being achieved
- Communicate and Consult - an iterative two-way dialogue between the Airport and its
stakeholders throughout the risk management process.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 20
4.2.2 Risk Context
For this AM Plan, the Airport defines the risk as the failure to maintain current LOS.
4.2.3 Risk Assessment
Table 4-1, shown below, presents the Risk Evaluation Matrix Framework that depicts the risk
exposure, based on the likelihood of occurrence and overall consequence rating for each risk.
Table 4-1 Risk Evaluation Matrix Framework
Table 4-2, on the following page, presents the Consequence Rating Criteria used to determine
consequence ratings, which details the ratings for the severity of consequences of risks. For each
risk, consequences for the following five consequence categories are considered: service
delivery, economic, environmental, health and safety, and social. An overall consequence rating
is calculated by taking the highest consequence rating from across the five consequence
categories.
Table 4-3, two pages ahead, presents the Probability (Likelihood) Rating Criteria used to
determine the likelihood of occurrence (i.e., the chance of a significant single event or
ongoing/cumulative occurrence). The likelihood of occurrence can be defined for each of the three
service attributes: capacity, function, reliability but is considered for reliability only in this AM Plan
as a master plan is currently under development that will define the demand for and capacity of
the services and supporting assets and the suitability of the services, operations and assets for
stakeholders.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 21
Table 4-2 Consequence Rating Criteria
CoF
Consequence (Impacts) of Failure
Score
Service Delivery
Economic
Health and Safety
Environmental
Social
1
No impact to services or small
number of customers
experience disruption or impact
to non-essential service.
Damages, losses,
or fines of under
$10,000
No obvious potential for
injury or affects to
health.
Asset degradation/failure has negligible
impact on environment, emissions, and
pollution. Impact fully reversible within 1
week.
Event only of interest to
individuals. No community
concern.
2
Localized service disruption or
impact to non-essential
services.
Damages, losses,
or fines of
$10,000-$200,000
Potential for minor injury
or affects to health of an
individual.
Asset degradation/failure has minor
impact to the environment including
potential for increased emissions or
pollution. Prosecution possible. Impact
fully reversible within 3 months.
Minor community interest. Local
media report.
3
Significant localized disruption
or impact to non-essential
services and/or localized
disruption to essential services.
Damages, losses,
or fines of
$200,000-
$2,000,000
Potential for serious
injury or affects to health
of one or more
individuals with a
possibility of short term
disability or
hospitalization.
Asset degradation/failure has
significant short-term impact to the
environment including a likely increase
of emissions or pollution. Prosecution
probably. Impact fully reversible within
1 year.
There will likely be moderate
local media exposure which may
last several days. Public
Community Discussion. Broad
adverse media coverage.
4
Widespread short-term
disruption or localized
long-term disruption of
essential services.
Damages, losses,
or fines of
$2,000,000-
$10,000,000
Potential for serious
injury or affects to health
of one or more
individuals with a
possibility of loss of a
life.
Asset degradation/failure poses risk of
environmental contamination and/or
has significant long-term impact. Likely
a substantial increase to emissions or
pollution. Prosecution expected. Impact
fully reversible within 5 years.
There will likely be significant,
negative, local or provincial
media exposure which may last
several days. Loss of confidence
in the Commission. National
publicity. Public agitation for
action.
5
Airport-wide or long-term
disruption of essential services.
Damages, losses,
or fines of over
$10,000,000
Potential for death or
multiple deaths with
probable permanent
damage.
Asset degradation/failure poses
significant risk to environment including
a major long-term impact. Likely to
result in contamination. May become of
Provincial or Federal importance.
Prosecution. Long term study. Impact
not fully reversible.
There will likely be significant,
negative, national or international
media exposure lasting several
days or weeks. Public
investigation. International
coverage. Management changes
demanded.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 22
Table 4-3 Probability (Likelihood) Rating Criteria
PoF
Probability (Likelihood) of Failure
Score
Frequency
Probability
Capacity
Function
Reliability
1
Within 10 to 20
years
0% to 10%
Demand corresponds well with
actual capacity and no operational
problems experienced. Meets
current and future capacity needs
within planning horizon.
The infrastructure in the system or
network meets all service delivery
needs (i.e., health, safety, security,
legislative, etc.) in a fully efficient and
effective manner.
Asset is physically sound and is
performing its function as originally
intended. Asset is new or at the
beginning of its service life.
(< 25% Life Consumed)
2
Within 6 to 10
years
11% to 30%
Demand is within actual capacity
and occasional operational
problems experienced.
The infrastructure in the system or
network meets service delivery needs
(i.e., health, safety, security, legislative,
etc.) in an acceptable manner.
Asset is physically sound and is
performing its function as originally
intended. Typically, asset has been used
for some time but is within mid-stage of
its expected life.
(25% < Life Consumed <=50%)
3
Within 3 to 5
years
31% to 60%
Demand is approaching actual
capacity and/or operational
problems occur frequently. Meets
current capacity needs but not
future without modifications.
The infrastructure in the system or
network meets service delivery needs
(i.e., health, safety, security, legislative,
etc.) with some inefficiencies and
ineffectiveness present
Asset is showing signs of deterioration
and is performing at a lower level than
originally intended.
(50% < Life Consumed <=75%)
4
Within 2 years
61% to 80%
Demand exceeds actual capacity
and/or significant operational
problems are evident.
The infrastructure in the system or
network has a limited ability to meet
service delivery needs (i.e., health,
safety, security, legislative, etc.).
Asset is showing significant signs of
deterioration and is performing to a much
lower level than originally intended.
(75% < Life Consumed <=100%)
5
Within 1 year
81% to 100%
Demand exceeds actual capacity
and/or operational problems are
serious and ongoing. Does not
meet current capacity
requirements.
The infrastructure in the system or
network is seriously deficient and does
not meet service delivery needs (i.e.,
health, safety, security, legislative, etc.)
and is neither efficient nor effective.
Asset is physically unsound and/or not
performing as originally intended. Asset
has reached end of life and failure is
imminent.
(> 100% Life Consumed)
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 23
Table 4-4 shows the Consequence of Failure (CoF) rating and service life used to evaluate risks
and subsequently determine asset renewal activity needs.
Table 4-4 Consequence Rating (CoF) and Service Life
Asset Class
Asset Sub-Class
Asset Type
Asset Sub-Type
CoF
Airside
Aircraft Runways
Pavement
RW Pavement
5
Rarely Used Pavement
4
Closed Pavement
1
Signage
TA Pavement
5
Pavement Paint
TA Tie-Down
5
Aircraft Taxiways, Apron Pavement
AS Signage
5
Rarely Used Pavement
4
Closed Pavement
1
Aircraft Tie-Down Pad
AS Pavement Paint
5
Pavement Paint
AFL-8
5
Airfield Lighting
Field Electric Centre Structure
AFL-10
5
Field Electric Centre & Controls
AFL-15
5
Underground Cables & Conduits AFL-20
5
Lighting
5
Groundside
Roads
Pavement
GS Pavement
3
Lighting
Road Lighting
3
Pavement Paint
GS Pavement Paint
3
Parking
Curb & Gutter
GS C&G
3
Lighting
Parking Lot Lighting
3
Facilities
Terminal
Building
5
Furniture
3
Flagpoles
3
Monuments
3
Flower Pots
2
Outdoor Furniture
2
Hangar 11
Building
2
Maintenance Garage
Building
3
Fuel Farm
Concrete Pads
4
Fuel System
4
Site Servicing
Electrical
Underground Service Cable
5
Fencing
Gate and Control System
5
Barbed Wire Fencing
5
Fencing
5
Stormwater Mgmt
Storm sewers
4
CBMH - catchbasins
4
DIMH
4
Culverts
4
Ditches
4
Inlets & Headwalls
4
Oil-Grit Separator
4
Signage
Rules and Regulation
4
Bylaw Sign
3
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 24
Asset Class
Asset Sub-Class
Asset Type
Asset Sub-Type
CoF
Site Servicing
Information Sign
2
Other
2
Wildlife Mgmt
Culverts
4
Wastewater
Sanitary mains
4
MH
3
Water
Watermains
4
Hydrants
4
Meter Chamber
3
Vehicles & Equip Equipment
Loader Plow
4
Mower
4
De-icing Spreader
4
Mower
4
Plow Blade
4
Decelerometer
3
Line painter
3
Loader
3
Power Washer
3
Range Finder
3
Snowblower
3
Maintenance Vehicles
Loader
4
Plow Truck
4
Tractor
4
Pick-up Truck
3
Sweeper
3
Utility Vehicle
3
IT Equipment
Servers
Servers
4
Devices and Printers
AP
3
Lenovo Thinkpad Computers
3
Miscellaneous Computer Equip
2
Printer
2
Security Technology
Access Keypad
5
Security Software
5
Cameras
4
Communications Equip
AV System
4
Radios
3
Handheld Radios
3
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 25
Table 4-5 summarizes the Airport's Risk Evaluation Matrix, based on the likelihood of occurrence
and overall consequence rating for each risk, for all Airport assets. Note that, although 17% of the
Airport's assets are in Very Poor condition, only 0.3% are in the Very High risk exposure category.
The Very High risk exposure assets consists of the ARCAL controller for the aircraft runway.
Table 4-5 Risk Evaluation Matrix ($M)
Likelihood of Failure
5
$2.2
$2.4
$0.2
--
$0.006
Risk Exposure
CRV* ($M) CRV* (%)
4
--
$0.0
$0.6
$0.0
--
Very High
$0.006
0.02%
3
--
$0.0
$1.5
$1.2
$6.6
High
$8.6
31.2%
2
--
$0.1
$0.3
$1.3
$8.3
Moderate
$16.4
59.3%
1
--
$0.0
$2.1
$0.4
$0.3
Low
$2.6
9.4%
1
2
3
4
5
Very Low
$0.0
0.0%
Consequence of Failure
Total
$27.7
100.0%
* CRV = Current Replacement Value
4.3
Asset Management Strategies
The Airport uses its understanding of current service delivery gaps and potential future gaps to
inform the timing, location and amount of needed investments in infrastructure assets. The Airport
aims to provide sufficient service capacity to meet demand and manages the condition and
renewal of assets to sustain defined service levels, including meeting legislated and other
corporate requirements.
4.3.1 Growth and Expansion Strategies
The Airport's approaches to accommodate growth and expansion needs will be identified in the
2024 Airside Redevelopment Study, which will define the demand for and capacity of the services
and supporting assets.
4.3.2 Upgrade and Enhancement Strategies
Upgrade and enhancement activities provide a higher level of service capability from an existing
asset to achieve a better fit for purpose (e.g., increasing the structural capacity of current airside
pavement) or to meet regulatory or corporate requirements such as for health, safety, and
environmental protection.
The 2024 Airside Redevelopment Study includes upgrade and enhancement strategies needed
to support the proposed redevelopment. In addition, the Airport may produce functional needs
plans that apply across the organization such as accessibility and energy conservation plans,
which will provide upgrade and enhancement needs forecasts. As it is common for growth and
upgrade strategies to be undertaken simultaneously, these lifecycle strategies are often reported
together.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 26
4.3.3 Renewal Strategies
All assets physically deteriorate at different rates to eventual failure and loss of ability to deliver
the required levels of service. The Airport invests in condition assessments to gain the critical
knowledge needed to understand where the assets are in their lifecycles and identify performance
gaps.
For each identified renewal performance gap, technically feasible lifecycle options are assessed
to determine the lowest cost solution to adequately address the gap. For each asset type, the
Airport develops an asset renewal strategy that identifies the frequency and cost of activities that
provide the defined level of service, at the lowest lifecycle cost. The renewal strategies are applied
to the asset portfolio over time to determine the program of renewal activities and the amount that
must be invested in the Airport's asset portfolio to sustain current service levels.
For some asset types, such as most fleet and information technology assets, the renewal strategy
is very simple - replace the asset at the end of its useful life. For other asset types, such as a
facility or pavement, the renewal strategy is much more complicated. For a facility, there are many
thousands of components, some of which may be rehabilitated or replaced numerous times
throughout the life of the facility. For pavement, there are numerous treatment types and they may
each only be applied a limited number of times throughout the life of the pavement, and only under
certain conditions.
Over time, as the Airport refines the asset management strategies through optimization analyses,
the tracking of condition against targets and the application of renewal activities to meet defined
levels of service becomes more routine.
4.3.4 Operations and Maintenance Strategies
The distinction between renewals (which are capital works) and maintenance (which is an
operational expense) is set by accounting policies and standard operating procedures.
Maintenance ensures the asset continues to deliver defined levels of services, while renewals
can extend the asset's useful life. Renewals and maintenance are strongly linked; maintenance
strategies can hasten or delay the need for renewals, and, if renewals are deferred, maintenance
needs will often increase.
Asset operations and maintenance requirements and required resources are assessed and
prioritized based on:
- Carrying out legislated operations and maintenance activities to ensure safety and
environmental sustainability in accordance with appropriate regulations.
- Conducting routine and preventative maintenance activities to ensure preservation of
existing assets.
- Analysis of current operations and maintenance contracts and known historical costs of
delivering defined levels of services to forecast future operations and maintenance costs.
For example, in some cases operations and maintenance costs increase at the rate of
inflation, and in other cases such as energy and oil for pavement, costs have increased
significantly more over time than the overall rate of inflation.
- Assessing consequential operations and maintenance requirements of significant new or
upgraded infrastructure planned for the asset portfolio.
Any asset portfolio growth will place significant pressure on the capacity of existing operations
and maintenance. Consequential operational expenditure is the operations and maintenance cost
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 27
associated with new and upgraded assets. For example, for a new facility, the costs of electricity,
natural gas and routine maintenance all contribute to the consequential operational expenditure
associated with that new asset. These costs will be incurred by the Airport into the future for as
long as the facility is in use. For most assets, a good estimate of the consequential operational
expenditure required to operate and maintain the new assets is simply the existing operations
and maintenance cost multiplied by the growth factor.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 28
5
FINANCING STRATEGY
5.1
Introduction
The purpose of a financial strategy is to provide a path to financial sustainability.
Financial sustainability involves managing service levels, infrastructure and financial assets in
both the short and the long term. An organization is considered financially sustainable if:
-
Its revenues are commensurate with its level of service aspirations
-
It can adjust its capital plan, operating programs and service levels in response to changes
in economic conditions or revenues
-
It can keep its infrastructure in a state of good repair and replace it at the right time
-
It can accommodate growth without unacceptable rate or debt increases.
Potential risks to achieving municipal financial sustainability include:
-
A mismatch between level of service aspirations and fiscal capacity
-
Uncertainty in the future cost of needed infrastructure investments
-
Unforeseen shocks to revenue, such as an economic downturn or a reduction in revenue
-
Demand that does not materialize as expected.
5.2
Capital Needs Forecast
Capital Needs Forecast to Service Growth and Upgrade
To meet the demand for expanded services, the Airport constructs new and expands the capacity
of the asset portfolio, in addition to implementing non-asset strategies. To meet demand for
functional improvements to services, the Airport upgrades the functionality of the asset portfolio.
The needs to accommodate growth and upgrade are not known at this time but will be identified
in the 2024 Airside Redevelopment Study.
Capital Needs Forecast to Service Renewal
To manage asset condition and address potential asset and associated service reliability gaps,
the Airport continuously renews the asset portfolio. In accordance with O.Reg. 588/17
requirements, Figure 5-1 shows the capital renewal needs forecast to maintain current LOS (i.e.,
current % of assets in very poor condition), for each of the next 10 years (coloured bars) and on
average for the next 10 years (dashed black line). These forecasts are based on a range of
methods including industry standard physical condition assessments and needs forecasts, staff-
report condition assessments and needs forecasts, install date and estimated useful life, and
annuities (replacement cost divided by the estimated useful life). For reference, the solid red line
shows the average funding available for the past 5 years (2020 to 2024) as $0.4 million/year.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 29
Figure 5-1 Renewal Needs and Funding - Maintain Current LOS
Figure 5-2 shows the forecast condition distribution associated with the funding scenario depicted
in Figure 5-1. This scenario was designed to maintain the current LOS, i.e. the renewal backlog.
In 2024 the renewal backlog was 17.5%. The backlog grows to 20.3% by 2034; however, through
the period 2025-2034; the annual renewal backlog averages 17.3%.
Figure 5-2 Condition Forecast - Maintain Current LOS Scenario
Figure 5-3 shows the capital renewal needs forecast to address all outstanding needs for each of
the next 10 years (coloured bars), the average for the next 10 years (dashed black line), and the
average historical renewal funding of $0.4 million/year (solid red line). The Figure shows that $1.6
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 30
million/year would be needed to address all outstanding needs. In figure 5-4, the condition
forecast shows that this level of funding would eliminate the renewal backlog.
Figure 5-3 Renewal Needs and Funding - Eliminate Backlog
Figure 5-4 Condition Forecast - Eliminate Backlog Scenario
5.3
Operating Needs Forecast
To deliver the current LOS, the Airport undertakes regularly programmed activities, including
operating and maintaining the assets and providing services. Any asset portfolio growth will place
pressure on the capacity of existing operations and maintenance needs; however, growth and
upgrade needs for the next 10 years are not defined at this time.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 31
Figure 5-3 shows the actual expenditures for the years 2021-2023, inflated to 2024 $. The forecast
needs for future years (2024-2025) is estimated at $697k/year, which is the average annual
expenditure for the years 2021-2023. For comparison, the figure shows the 2024 budget of
$600k/year. This
Figure 5-5 Annual Operating Needs Forecast*
* Amounts include only costs related to operations and maintenance of assets,
not full operating budget.
5.4
Funding Sources for Asset Lifecycle Strategies
The above sections provide a summary of the forecasted needs to renew, operate and maintain
Airport service levels and assets. The Airport's ability to deliver on its AM Plan depends on its
financial strategy. Financial sustainability requires long-term planning so that the necessary steps
can be taken in the near-term to manage long-term financial risks.
A number of revenue sources are available to fund the capital and operating needs:
- User fees
- Financial support from the cities of Niagara Falls and St. Catharines, and the town of
Niagara-on-the-Lake based on population
- Grants from the Federal Government (only with scheduled service).
Note that the Airport is not permitted to fund using debt or hold reserves.
The Airport is currently developing a strategy to determine how best to fund each of the asset
lifecycle needs, across each of the asset classes. Alternative procurement and funding models
are also being considered.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 32
6
PLAN IMPROVEMENT AND MONITORING
6.1
Data Confidence
Data for asset management is created and collected through documented data specifications and
protocols in phases that correspond to the general lifecycle of the assets:
- Inventory Data is collected during the asset acquisition / creation phase and provides
identification, location and description data. Examples include asset ID, description,
purchase year, installation year, in-service date, purchase cost, make, model, serial
number, physical attributes (e.g. length, material, power rating), class, and parent asset.
- AM Planning Data is collected throughout the lifecycle of the assets and provides the base
data for analysis of asset condition / maintenance, utilization / operations, and performance.
Examples include updated demand / utilization / access restrictions data, updated condition
data, updated criticality, risk and resilience data, physical works plans / achievements and
related estimated / actual costs.
- AM Analysis Data is developed to report AM performance and make decisions to minimize
impacts of failure to meet performance targets. For example to determine customer service
performance, technical assets performance, and costs of asset ownership (lifecycle needs).
The quality of AM data can include its completeness and accuracy, and can be dictated by what
it is based upon. The grades for evaluating data confidence are shown below.
Table 6-1 Data Confidence Grading
Grade
Quantity,
Size, Install
Year,
Service Life
Condition
Replacement
Value
Growth / Upgrade
Needs Forecast
Renewal Needs
Forecast
% complete
& accurate
Based upon
Based upon
Based upon
Based upon
Very High
(VH)
90% to 100%
current industry
standard
condition
assessment
current tender
documents,
quotes
historic budget actuals
and current master
plan forecast, with
costs
current industry
standard condition
assessments & needs
forecast, with costs
High (H)
80% to 90%
2+ year old
industry standard
condition
assessment
2+ year old
tender
documents,
quotes
historic budget actuals
and 2+ year old
master plan forecast,
with costs
2+ year old industry
standard condition
assessments & needs
forecast, with costs
Moderate
(M)
70% to 80%
staff-reported
condition
staff-reported
costs
historic budget actuals
and master plan
forecast, with staff
forecast costs
staff-reported condition
assessment and needs
forcast, with costs
Low (L)
50% to 70%
install date and
useful life
inflated
historical costs
population growth
forecast
Needs forecast from
install date & useful life
Very Low
(VL)
0% to 50%
Unknown
Unknown
Unknown
Unknown
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 33
In compiling this AM Plan, a review of the asset registries is was performed. The review looked
at the completeness and accuracy of the asset registries. The following table provides the
assessment of the data used for meaningful asset management planning.
Table 6-2 AM Plan Data Confidence Grades
Asset Class
Asset Sub-Class
State of Infrastructure
Needs Forecast
Quantity
& Size
Install
Year
Service
Life
Condition Replacement
Costs
Growth &
Upgrade
Renewal
Airside
Aircraft Runways
VH
M
H
H
M
N/A
H
Aircraft Taxiways, Apron
VH
M
H
H
M
N/A
H
Airfield Lighting
H
H
H
M
M
N/A
M
Groundside
Roads
H
M
H
M
M
N/A
M
Parking
H
M
H
M
M
N/A
M
Facilities*
M
M
M
M
M
N/A
L
Fuel Farm
H
H
H
M
M
N/A
M
Site Servicing Stormwater Management
M
M
H
M
M
N/A
M
Water
M
M
H
L
M
N/A
M
Wastewater
M
M
H
L
M
N/A
M
Wildlife Management
H
H
H
H
M
N/A
M
Signage
H
M
H
L
H
N/A
M
Electrical
M
M
H
L
M
N/A
M
Fencing
M
M
H
L
M
N/A
M
Vehicles and
Equipment
Vehicles
VH
H
H
H
H
N/A
H
Equipment
VH
H
H
H
M
N/A
H
IT Equipment Servers
VH
H
H
M
M
N/A
M
Devices and Printers
VH
H
H
M
M
N/A
M
Security Technology
VH
H
H
M
M
N/A
M
Communication Equip
H
H
H
M
M
N/A
M
* Facility inventories were generally available only at the building level. Information on building
systems and components would enable better needs forecasting.
6.2
Improvement Plan
The next steps resulting from this AM Plan to improve asset management practices are:
-
Determine proposed levels of service for reporting in the Proposed LOS AM Plan required
by O.Reg. 588/17 for approval by July 1, 2025.
-
Complete the 2024 Airside Redevelopment Study and associated business case and
determine Growth and Upgrade Needs Forecasts. This is an important step as it may
influence the criticality of assets within the asset portfolio and the timing of renewal
activities.
-
Establish the future use and lifecycle activities for Hangar 11.
Appendix I
Niagara District Airport | 2024 AM Plan - Current LOS | Rev 2 | 34
-
Improve the asset State of Infrastructure database by conducting cyclical industry
standard condition assessments, giving priority to high consequence of failure (CoF)
assets. In particular, conduct condition assessments on the Terminal and Maintenance
Garage. Develop inventories of building systems and components as part of the condition
assessment.
-
Improve the Renewal Needs Forecast in conjunction with the condition assessments.
-
Establish a master asset inventory to support AM activities. Align the TCA register with
AM asset register, or consolidate the two inventories. Establish processes to update the
asset register(s) when assets are acquired, replaced or eliminated.
-
Explore options for implementing technologies for work order management and asset
investment planning. Consider the possibility of using applications in place at one of the
three owner municipalities.
6.3
AM Plan Monitoring and Update
O.Reg. 588/17 requires that AM Plans be updated by July 1, 2025 to report proposed LOS for the
subsequent 10 years, along with the cost of sustaining the proposed LOS. Thereafter, the O.Reg.
requires that progress implementing the AM Plan be reported to municipal Councils annually by
July 1. In addition, the O.Reg. requires AM Plans to be updated at least every 5 years.
Appendix I