By Jerry Garcia, Retired P.Eng, Mechanical Engineer
A broken water main can mean flooded streets, closed businesses and homes without water. CHEK’s October 30, 2026 report on water main failures in Oak Bay and across Greater Victoria highlights the consequences. The cause of the Oak Bay failure remained under investigation,
reinforcing the need to examine each incident while improving the wider system.
Reliable water, sewer and stormwater systems protect neighbourhoods, support housing and keep businesses operating. As a former professional mechanical engineer and project leader, I believe Victoria needs clear priorities, dependable funding and measurable results.
Useful work is underway, including replacement of a 120-year-old Quadra Street water main with federal support. We should build on existing renewal programs and make their priorities, costs and results clearer.
A practical renewal plan
I propose a rolling ten-year infrastructure renewal plan, linked to the City’s five-year financial plan and updated annually. Start with water, sewer and stormwater, then extend the approach to roads, bridges and public buildings. Use existing asset management systems.
Within 100 days of adoption, publish known critical risks, three years of proposed work, confirmed funding and the remaining gap. Clearly assign City and CRD responsibilities.
Prioritize condition, likelihood of failure and consequences for drinking water, fire protection, hospitals, housing and businesses. Compare maintenance, rehabilitation and replacement over each asset’s life. Address imminent dangers immediately.
Coordinate underground utilities, paving, accessibility and other work before opening a street. Protect pedestrian and emergency access, and give businesses a construction schedule and contact person.
Protect essential renewal in the capital budget. Review lower-priority spending and allocate an affordable share of verified net revenue from new development, after accounting for growth-related service costs.
Prepare projects for provincial and federal funding, but count grants only when confirmed. Maintain an affordable alternative if applications fail. Assess reserves and long-term borrowing for long-lived assets, with repayment costs, risks and required approvals made clear.
I would not assume another large tax increase is the answer, or promise that efficiencies and grants can cover every shortfall. If additional local funding is needed, Council should explain the gap, alternatives, household impacts and expected service improvements.
Targets residents can check
These are proposed targets, subject to staff validation of costs and feasibility within six months. Establish baselines within 100 days using the latest three complete years of reliable records and disclose data gaps.
Know the risks. Assess 100% of critical City water, sewer and stormwater assets within 12 months, using appropriate inspections and evidence.
Act on high risks. Assign every high or critical-risk asset an owner and funded corrective plan within 90 days of identification, including interim protection and permanent work deadlines. Imminent danger requires immediate action.
Reduce failures. By 2030, cut the three-year average rate of water main breaks per 100 kilometres of City mains by at least 25% from baseline.
Reduce interruptions. By 2030, cut unplanned customer hours without water per 1,000 connections by at least 25%. Multiply affected connections by interruption duration; report planned shutdowns separately.
Deliver projects. By 2030, complete at least 90% of renewal projects costing $1 million or more within their original approved construction budgets and completion dates. Report changes separately.
Close the funding gap. Within 12 months, publish a costed path to fund the engineer-validated annual renewal requirement by 2030. Report confirmed funding and the remaining gap annually.
Report results. Publish a quarterly scorecard showing performance, asset condition, overdue high-risk actions and corrective measures, with accountable leads and deadlines.
Council should set priorities, approve funding and hold the City Manager accountable. Professional staff should manage technical delivery. Residents should see fewer failures, shorter interruptions and an affordable renewal program that protects neighbourhoods and supports growth.