Asset management
Public assets such as city buildings, roads and parks have estimated service lifespans and costs for rehabilitation and replacement.
Use this page to find out about the condition of city-owned assets and how we plan to manage them in the future.
On this page
- Asset values and conditions
- Asset classes
- Asset management approach
- Asset management plan
- Asset management policy
Asset value and conditions
We categorize public infrastructure into 'asset classes' that each have:
- an inventory and estimated replacement value
- a current and projected condition
- 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, condition and deterioration trends
- the most recent approved budget and funding forecast
Asset value, condition and funding gaps
|
Asset groups |
Replacement value |
Current condition |
Condition in 25 years |
Average annual funding |
Annual funding needed |
Annual funding gap |
|
Transportation |
$784 million |
Good |
Very Poor |
$6.8 million |
$20 million |
$13.2 million |
|
Stormwater |
$550 million |
Good |
Very Poor |
$4.7 million |
$8.4 million |
$3.7 million |
|
Sanitary Sewer |
$426 million |
Good |
Poor |
$3.7 million |
$4.2 million |
$500,000 |
|
Water Distribution |
$368 million |
Excellent |
Good |
$4.0 million |
$4.2 million |
$200,000 |
|
Facilities |
$315 million |
Very Poor |
Poor |
$3.4 million |
$4.6 million |
$1.2 million |
|
Forestry |
$75 million |
Excellent |
Excellent |
$200,000 |
$200,000 |
$0 |
|
Bridges |
$50 million |
Good |
Very Poor |
$700,000 |
$1.1 million |
$400,000 |
|
Parks |
$39 million |
Very Poor |
Very Poor |
$1.6 million |
$2.6 million |
$1 million |
|
Parking |
$34 million |
Excellent |
Good |
$300,000 |
$500,000 |
$200,000 |
|
Fleet |
$22 million |
Very Poor |
Good |
$3.1 million |
$2.6 million |
$0 |
|
Information Technology |
$16 million |
Fair |
Fair |
$1.6 million |
$1.6 million |
$0 |
|
Fire |
$9 million |
Very Poor |
Fair |
$700,000 |
$800,000 |
$100,000 |
|
Cemeteries |
$7 million |
Good |
Good |
$100,000 |
$100,000 |
$0 |
|
Total |
$2.7 billion |
|
|
$30.9 million |
$50.9 million |
$20 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
|
Bridges |
|
The city's bridges represent 1.9% of the total value of all city assets. As of 2021, the city is responsible for:
Value and conditions
Standards and strategyPedestrian 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. 20% of bridges and culverts are poor or very poor. The average annual budgeted capital expenditures of approximately $700,000 will result in a decline in the performance profile over the next 25 years, which is anticipated to be unacceptable to most stakeholders. Funding
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|
Facilities |
|
The city's facilities represent 11.7% of the total value of all city assets. As of 2021, the city is responsible for 1.2 million square feet of total floor space. Value and conditions
Standards and strategyThe 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 a tax-based asset. 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 50% of facility assets have a poor or very poor performance. Funding
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|
Fire |
|
The city's fire assets represent 0.3% of the total value of all city assets. As of 2021, the city is responsible for 1,500 pieces of protective equipment and and 21 vehicles. Fire stations are included in the facilities asset class. Value and conditions
Standards and strategyFire 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. FundingAverage annual funding is projected to result in fire assets declining to a level that is anticipated to be unacceptable to most stakeholders. To achieve the target condition profile for fire assets, an increase of $100,000 in annual funding is required over the next 25 years.
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Fleet |
|
The city's fleet assets represent 0.8% of the total value of all city assets. As of 2021, the city is responsible for 368 assets including trucks, ice resurfacers, backhoes and turf vehicles. Value and conditions
Standards and strategyFleet assets are replaced when they reach the end of their useful life. Estimated service life ranges between 4 years and 15 years depending on the type of vehicle. FundingAverage annual funding of $3.1 million is projected to result in the condition profile of fleet assets increasing over the next 25 years. It is anticipated that the performance of fleet assets will be acceptable to most stakeholders.
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Forestry |
|
The city's forestry assets represent 2.8% of the total value of all city assets. As of 2020, the city is responsible for about 30,000 street trees. Value and conditions
Standards and strategyAt this time, the forestry asset group is mainly focused on street trees, which are removed and replaced when they are dying, damaged or impacted by invasive pests. FundingBased on the current information, average annual funding of $200,000 will result in a performance profile that will be acceptable to most stakeholders.
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|
Information technology |
|
Information technology (IT) assets represent 0.6% of the total value of all city assets. This includes cables, computers, software and other hardware. Approximately 65% of the value of IT assets is for software and 35% is for data, hardware and infrastructure. Value and conditions
Standards and strategyTechnology assets are replaced when they reach the end of their useful life. Estimated service life ranges between 1 and 5 years for software and hardware, and 25 years for fibre optic infrastructure. FundingThe portion of poor or very poor performing IT assets is around 30%. Over the 25 year timeline, with the current level of funding, we anticipate the percentage of our IT assets with an excellent performance profile to increase from 0% in 2021 to approximately 15% by 2045. Based on the best available IT asset data, deterioration rates and 2020-2029 capital funding, we estimate that IT assets are sufficiently funded.
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|
Parks |
|
Park assets represent 1.5% of the total value of all city assets. This includes 2 major parks and 136 neighbourhood parks. Value and conditions
Standards and strategyPark assets are replaced when they fall below the target performance for the respective component. In general, components with a higher consequence of low performance, such as playgrounds, have higher targets. FundingThe portion of poor or very poor park assets is currently around 60%. The average annual funding of approximately $1.6 million will result in the performance profile over the next 25 years being maintained at this level. Based on the best available parks asset data, deterioration rates and 2020-2029 capital funding, it is estimated that parks assets have an annual infrastructure funding gap $1 million.
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|
Transportation |
|
The city's roads, sidewalks and trails represent 29% of the total value of all city assets. As of 2020, the city is responsible for:
Value and conditions
Pavement quality index (PQI)PQI is a 100-point scale where 100 is excellent condition and 0 is very poor condition. PQI targets vary based on road classification, with busier roads generally held to higher standards.
Standards and strategyRoads 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 condition. Current average funding levels are projected to result in conditions declining to an unacceptable level. Funding
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User fee funded groups
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Cemeteries |
|
The city's cemeteries represent 0.3% of the total value of all city assets. As of 2020, the city is responsible for two cemeteries. Value and conditions
Standards and strategyCemeteries assets are treated when they fall below the target performance for the respective component. Funding50% of cemetery assets reflect poor or very poor performance. While the average annual budgeted capital expenditures of approximately $100,000 indicates that the performance profile of cemetery assets will improve, the data maturity level for this asset class is low. As a result, changes to the performance profile are expected as data improves.
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Parking |
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Parking assets represent 1.3% of the total value of all city assets. This includes parking structures, paved and gravel lots and 1 EV charging unit. Value and conditions
Standards and strategy30% of parking assets reflect poor or very poor performance. Parking lots are resurfaced when they reach the end of their useful life. The Uptown Parkade is managed like a facility, where individual components are refurbished or replaced as needed. FundingAverage annual funding of $300,000 is projected to result in the condition of parking assets slightly declining over the next 25 years.
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Sanitary sewer |
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Sanitary collection assets represent 15.8% of the total value of all city assets. This includes 418 km of pipes and 6 sewage pumping stations. Value and conditions
Standards and strategySanitary sewers can be rehabilitated or replaced. Waterloo's strategy is to replace those in poor or very poor condition 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. FundingAt present, most of Waterloo’s sanitary infrastructure is in very good condition with around 10% in poor or very poor condition. If the average annual funding of approximately $3.7M stays the same it would result in a decline of condition over the next 25 years.
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Stormwater |
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Stormwater assets represent 20.4% of the total value of all city assets. This includes 344 km of pipes, 59 ponds, 2 impoundments and 70 km of natural channels. Value and conditions
Standards and strategyStormwater 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 condition 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. FundingApproximately 30% of stormwater collection assets are in poor or very poor condition. The average annual budgeted capital expenditures of $4.7 million will result in a decline in the condition of stormwater assets over the next 25 years. This is attributed to the backlog in renewal needs associated with stormwater assets that have or will exceed their estimated useful life.
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Water distribution |
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Water distribution assets represent 13.7% of the total value of all city assets. This includes 437 km of pipes and 2511 fire hydrants. Value and conditions
Standards and strategyWater 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. FundingThe average annual funding of $4.0 M will result in a slightly declining condition over the next 25 years.
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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
The city's Asset Management Plan is based on the best available asset inventory, condition and deterioration trends, and the most recently approved capital budget and funding forecast.
The projected performance of assets will change over time. The funding included in the plan is rehabilitation or replacement funding that excludes funding allocated to growth projects.
Download the latest Asset Management Plan
The latest plan was published in November 2020. Download it all as one file (PDF, 17MB) or a specific section below.
Chapters (PDFs)
- Introduction
- Asset Management Strategy
- State of Waterloo's Infrastructure
- Financial Strategy
- Tactical and Operational Practice
- Conclusion
- Recommendations
Appendices (PDFs)
- Asset Management Policy
- Transportation
- Sanitary Sewer
- Water Distribution
- Stormwater Management
- Bridges and Culverts
- Facilities
- Parks
- Forestry
- Parking
- Fleet
- Fire
- Information Technology
If you require an asset management document in an alternate format, contact 519-747-8582, TTY (for deaf) 1-866-786-3941 or cassandra.pacey@waterloo.ca
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 decision-making and risk assessments
- meet legislative and regulatory requirements
- establish and monitor service levels
- adjust service levels to accommodate asset efficiency, effectiveness, sustainability and growth
- establish a financial strategy to fund expenditures required to achieve level of service
- prepare for climate change
Download the Strategic Asset Management Policy
This policy is updated every 5 years and was last revised in 2020. Download the policy (PDF).