Asset management
The City of Waterloo owns $4.6 billion worth of assets, including buildings, underground pipes, roads, and parks. These allow the city to offer services like sports, bike paths, day camps and swimming lessons.
Maintaining public infrastructure is a complex job, involving careful planning and regular monitoring. Learn about the performance of city-owned assets and how we plan to manage them in the future.
On this page
- Asset values and performance
- Asset classes
- Asset management approach
- Asset management plan
- Asset management policy
Asset value and performance
We categorize public infrastructure into 'asset classes' that each have:
- an inventory and estimated replacement value
- a current and projected performance
- an average annual funding amount
- an estimated funding gap to reach target performance
This information is updated regularly, based on:
- the best available asset inventory, performance and deterioration trends
- the most recent approved budget and funding forecast
Asset value, performance and funding gaps
|
Asset groups |
Replacement value |
Current performance |
Performance in 25 years |
Annual funding needed |
Average annual funding |
Annual funding gap |
| Bridges and culverts | $87 million | Fair | Poor | $1.6 million | $900,000 | $700,000 |
| Business Improvement Area (BIA) | $245,000 | Poor | Poor | $65,000 | $40,0000 | $25,000 |
| Cemeteries | $15.2 million | Fair | Poor | $200,000 | $100,000 | $100,000 |
|
City-owned facilities |
$534 million |
Poor |
Very poor |
$17.1 million |
$5.5 million |
$11.6 million |
|
Fire |
$14.6 million |
Fair |
Good |
$1.3 million |
$1.3 million |
$0 |
|
Fleet and Shop equipment |
$34 million |
Good |
Fair |
$3.3 million |
$3.2 million |
$100,000 |
|
Forestry |
$113 million |
Excellent |
Excellent |
$900,000 |
$200,000 |
$700,000 |
|
Information technology |
$48.5 million |
Good |
Good |
$1.4 million |
$1.2 million |
$200,000 |
|
Library |
$5.6 million |
Fair |
Fair |
$300,000 |
$200,000 |
$100,000 |
|
Parking |
$24 million |
Good |
Very poor |
$200,000 |
$100,000 |
$100,000 |
|
Parks |
$73 million |
Fair |
Very poor |
$3.2 million |
$1.4 million |
$1.8 million |
|
Public art |
$2.3 million |
Good |
Good |
$19,000 |
$25,000 |
$0 |
|
Sanitary collection |
$873 million | Good | Poor | $7.5 million | $2.3 million | $5.2 million |
|
Stormwater |
$838 million | Fair | Poor | $19.1 million | $4.8 million | $14.3 million |
|
Transportation |
$1.2 billion | Fair | Very poor | $33.5 million | $9.3 million | $24.1 million |
|
Water distribution |
$718 million | Good | Fair |
$3.6 |
$3.6 million | $0 |
|
Total |
$4.6 billion |
|
|
$93.2 million |
$34.2 million |
$59.1 million |
Asset classes
Assets are funded by different revenue sources. We use two categories to separate assets based on their funding source:
- property taxes (tax base assets)
- user fees (enterprise assets)
Expand the tabs below to find detailed information about each asset class.
Tax funded asset classes
|
City-owned facilities |
|
The city is responsible for 1.2 million square feet of total floor space.
Value and performances
Standards and strategy The city's facilities assets are our buildings including recreation facilities, fire stations and libraries, and their fixtures. We are committed to the maintenance of our buildings, energy efficiency and equipment to support the services provided to the community. Facilities are typically rehabilitated through the replacement or refurbishment of individual components or groups of components. Each component has an industry-accepted estimated service life that is combined with observations during site investigations. The current performance of facility assets is considered poor and is anticipated to decline to very poor over the next 25 years. This is anticipated to be unacceptable to most interested and affected parties.
Funding
|
|
Fire |
|
The city is responsible for 1,200 pieces of protective equipment and 22 vehicles. Fire stations are included in the facilities asset class.
Value and performances
Standards and strategy Fire equipment and personal protective equipment is replaced when it reaches the end of its useful life in accordance with industry standards along with professional management by fire staff. Fire vehicles are replaced when they reach the end of their useful life, based on professional management by fire staff. The current performance of fire assets is considered fair and is anticipated to improve to good over the next 25 years.
Funding
|
|
Forestry |
|
The city is responsible for about 31,000 street trees and 6,500 park trees.
Value and performances
Standards and strategy The city's urban forest includes trees planted along streets and on city-owned lands like open spaces, parks and woodlots. We remove and replace trees when they are dying, damaged or impacted by invasive pests. The current performance of forestry assets is considered excellent and is anticipated to maintain that performance profile over the next 25 years.
Funding
|
|
Information technology |
|
Information technology assets includes remote sensing data, computer hardware, on premise software and applications, and infrastructure such as fibre optics, phone systems, and servers.
Value and performances
Standards and strategy Technology assets are replaced when they reach the end of their useful life. Estimated service life ranges between 3 and 10 years for software and hardware assets and 25 years for fibre optic infrastructure assets. The current performance of technology assets is considered good and is anticipated to maintain that performance profile over the next 25 years.
Funding
|
|
Library equipment and furniture |
|
Library assets include computers, electronics, equipment and furniture.
Value and performances
Standards and strategy The City of Waterloo supports the Waterloo Public Library's purpose to satisfy the multiple literacy needs of the community. The library provides public access to print and digital collections to support its customers' information, cultural, learning and leisure needs. Library assets include the equipment, furniture, electronics and computers used by residents to access and enjoy the collections, and to support library programming.
Funding
|
|
Parks |
|
Park assets includes 2 major parks and 142 neighbourhood parks.
Value and performances
Standards and strategy There are different performance standards for all the elements in our park assets that are replaced when they fall below the target performance for their component. Pieces that would have a greater impact on park users if they are worn or damaged for example, playgrounds have a higher target performance expectation than other pieces such as benches. The current performance profile of Park assets is fair and is anticipated to decline to very poor over the next 25 years. This is anticipated to be unacceptable to most interested and affected parties.
Funding
|
| Public Art |
|
Public Art assets include permanent art installed across the city.
Value and performances
Standards and strategy The City of Waterloo recognizes that public art is a valuable asset that enhances the quality of life for citizens, strengthens community pride, improves the aesthetics of the public environment and contributes to the city’s cultural aspirations, social well-being and economic vitality. Public art is a mechanism to celebrate culture and heritage, reflect community diversity, express shared values and define the unique local identity.
Funding
|
|
Transportation |
|
The city is responsible for:
Value and performances
Pavement quality index (PQI) Roads are rehabilitated when their performance falls below the target pavement quality index. Pavement quality index is a rating from zero which is very poor performance, to 100 which is excellent performance. PQI takes into account surface performance, ability to support and bear weight, and how rough the road is to ride on. PQI targets vary based on road classification, with busier roads generally held to higher standards.
Standards and strategy Roads are replaced in coordination with other underground infrastructure, such as watermains and sanitary/storm sewers. Roads are typically resurfaced when no underground infrastructure replacements are required. Sidewalks and trails are replaced when they are in very poor performance. Current average funding levels are projected to result in performances declining to an unacceptable level. The current performance profile of Transportation assets is fair and is anticipated to decline to very poor over the next 25 years. This is anticipated to be unacceptable to most interested and affected parties.
Funding
|
|
Uptown Business Improvement Area (BIA) |
|
Uptown Business Improvement Area assets include holiday décor, lighting, benches, waste receptacles and planters.
Value and performances
Standards and strategy The Uptown Waterloo Business Improvement Area (BIA) and the City of Waterloo annually partner on beautification and place-making initiatives to add vibrancy to the core. Examples include holiday décor, street banners, lighting, benches, waste receptacles and planters. Additional assets include equipment supporting administration and operating initiatives, such as laptops, photocopiers and office furniture. Most initiatives are funded by additional grants applied for by the BIA.
Funding
|
User fee funded groups
|
Bridges and Culverts |
|
The city is responsible for:
Value and performances
Standards and strategy Pedestrian bridges and road structure culverts are replaced when they reach the end of their useful life. Inspections completed every two years determine if there is a need for work to be done, ranging from replacement of railings to asphalt and concrete repairs, right up to full bridge replacement. Bridges are jointly funded by the tax base and the stormwater enterprise. The current performance profile of bridges and culverts is fair and is anticipated to decline to a poor performance profile over the next 25 years. This is anticipated to be unacceptable to most interested and affected parties.
Funding
|
|
Cemeteries |
|
The city is responsible for two cemeteries and a crematorium. Value and performances
Standards and strategy Cemeteries assets are treated when they fall below the target performance for the respective component. The current performance profile of Cemeteries assets is fair and is anticipated to decline to poor over the next 25 years. This is anticipated to be unacceptable to most interested and affected parties.
Funding
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|
Fleet and Shop Equipment |
|
The city is responsible for 350 assets including a flusher truck, ice resurfacers, loader/backhoes electric vehicles, trucks, turf equipment van-SUVs, zero emission vehicles and associated shop equipment.
Value and performances
Standards and strategy Fleet assets are replaced when they reach the end of their useful life. Estimated service life ranges between 7 years and 15 years depending on the type of vehicle. Fleet and shop equipment is funded by the tax base and the user rates. The current performance of fleet and shop equipment assets is considered good and is anticipated to decline to fair over the next 25 years.
Funding
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Parking |
|
Parking assets include paved and gravel lots, pay display machines and an electric vehicle charging station.
Value and performances
Standards and strategy Surface parking lots are resurfaced when they reach the end of their useful life. The useful life of parking assets range from 10 to 100 years depending on the item. The current performance profile of parking assets is good and is anticipated to decline to a very poor performance profile over the next 25 years. This is anticipated to be unacceptable to most interested and affected parties. Funding
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Sanitary collection |
|
Sanitary collection assets include 422 km of pipes and 6 sewage pumping stations.
Value and performances
Standards and strategy Sanitary sewers can be rehabilitated or replaced. Waterloo's strategy is to replace those in poor or very poor performance in coordination with replacement of the road and other subsurface infrastructure. When possible, sewers are rehabilitated using trenchless technology without disturbing the road base. Pumping stations are rehabilitated on an as-needed basis as components in each facility reach the end of their useful life. The current performance profile of sanitary collection assets is good and is anticipated to decline to poor over the next 25 years.
Funding
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Stormwater |
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Stormwater assets includes 361 km of pipes, 59 ponds, two impoundments and 70 km of natural channels.
Value and performances
Standards and strategy Stormwater management is a network of pipes (including catchbasins and manholes), ponds and creeks. Storm sewers can either be rehabilitated or replaced. The current strategy in Waterloo is to replace storm sewers that are in very poor performance in coordination with the replacement of the road surface and other underground infrastructure. The current strategy for stormwater management ponds is to dredge them on a routine basis to remove sediment and restore their full capability to capture runoff. Natural assets (creeks) in the urban environment are maintained to support adequate flow through the system, control erosion, and reduce risk to critical infrastructure. The current performance profile of stormwater collection assets is fair and is anticipated to decline to poor over the next 25 years. This is anticipated to be unacceptable to most interested and affected parties.
Funding
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Water distribution |
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Water distribution assets include 442 km of pipes, 2601 fire hydrants and 5,110 mainline valves.
Value and performances
Standards and strategy Water distribution is a highly regulated service and the City of Waterloo must meet strict provincial regulations and drinking water quality standards. Watermains can be rehabilitated or replaced. The current strategy in Waterloo is to replace watermains that experience a high number of breaks or that have reached the end of their useful life. Replacement is coordinated with the replacement of other subsurface infrastructure such as stormwater mains and roads. The current performance profile of water assets is excellent and is anticipated to decline to fair over the next 25 years.
Funding
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Asset management approach
Asset Management is an integrated approach that brings together different municipal disciplines to manage infrastructure planning.
The objective is to manage infrastructure through strategic investments that rehabilitate or replace assets at the right time for the right amount of money.
We use this approach to:
- maximize the value of existing assets
- manage future risk
- provide satisfactory and sustainable services to the community
Waterloo Decision Support System
The city uses an award winning system to guide decisions regarding building, operating, maintaining, renewing and disposing of infrastructure assets.
This system is used to:
- help prioritize asset rehabilitation and replacement
- provide information on asset strategies
- inform the asset management plan and report cards
- inform the long term financial plan and capital budget process
Asset Management Plan
Our Asset Management Plan helps the city manage its resources effectively using the best available information on our assets, their performance, and how they might wear out over time. The plan also aligns with the city’s financial strategy. Asset performance may shift over time, so we monitor it regularly.
We developed our plan to meet the requirements of Ontario Regulation 588/17: Asset Management Planning for Municipal Infrastructure.
View the city's Asset Management Plan (PDF, 22 MB).
Asset management policy
The city has an official policy that ensures we understand the long-term consequences of managing public infrastructure.
This is accomplished by combining evidence-based analysis with professional management in order to:
- facilitate effective decision-making and risk assessments
- meet legislative and regulatory requirements
- establish service levels
- adjust service levels as necessary to accommodate asset efficiency, effectiveness, sustainability, growth, and people-centred outcomes
- prepare for climate change
- work toward meeting asset accessibility requirements
Download the Strategic Asset Management Policy
This policy is updated every 5 years and was last revised in 2023. Download the policy (PDF).