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Final Draft Adola Woyu AMP 2013-15 Accepted Uptodate

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0% found this document useful (0 votes)

140 views127 pages

Final Draft Adola Woyu AMP 2013-15 Accepted Uptodate

Uploaded by

Abudi Kasahun

We take content rights seriously. If you suspect this is your content, claim it here.

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Download as DOCX, PDF, TXT or read online on Scribd

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FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA

OROMIA NATIONAL REGIONAL STATE

ADOOLA WOYU CITY ADMINISTRATION

INFRASTRUCTURE NETWORK AND MUNICIPAL SERVICE

ASSET MANAGEMENT PLAN (AMP) OF ADOLA WOYU CITY
FOR
2013 – 2015 EFY

July, 2020
ADOLA WOYU, ETHIOPIA
Adola Woyu Town Asset Management Plan
Adola Woyu Town Asset Management Plan

Table of Contents
List of Tables..................................................................................................................................v
List of Figures................................................................................................................................v
Executive Summary......................................................................................................................vi
Structure of the Asset Management Plan.................................................................................viii
1. Introduction............................................................................................................................1
1.1 Background Information of the Town..........................................................................................1
1.2 Topography of the town................................................................................................................2
1.3 Public Infrastructure Condition of the town.................................................................................4
1.4 Asset Management Plan (AMP)...................................................................................................6
1.5 Objective of the Asset Management Plan.....................................................................................9
1.5.1 General objective...................................................................................................................9
1.5.2 Specific Objectives for Asset Management Plan...................................................................9
1.6 Scope of the Asset Management Plan.........................................................................................10
1.6.1 Spatial Scope.......................................................................................................................10
1.6.2 Thematic Scope...................................................................................................................10
Step 1: Build the GIS Project and the Data Management Structure Creating.....................11
1.2Establishing of a GIS Project............................................................................................................12
a. The difference between Data and Information...............................................................................12
b. Defining the relationship between Spatial and Attribute Data.......................................................13
The Backdrop Image of the AMP..........................................................................................................13
c. The Geo-Database Structure...........................................................................................................14
d. Creating Tabular Database Structure..............................................................................................17
e. The Computer Directory Management Structure...........................................................................19
Step 2: Build the institutional framework and the asset management structure....................1
2.1 Situating the AMP within the town administration...........................................................................1
a. 2.2 Organization of the Team...........................................................................................................2
2.3.Overall Responsibility of the asset management plan unit................................................................3
2.4 Departmental responsible for the AMP in each asset category........................................................4

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2.5 Defining the asset categories..............................................................................................................5

b. Definition of Infrastructure Categories and Sub-categories.............................................................6
c. Departmental Responsibility for the AMP in each asset category...................................................7
d. The List of Feature Classes included in the AMP............................................................................8
e. Details of the Unique Identifier System used for the City’s AMP...................................................9
f. The Structure of the Identifier System............................................................................................10
g. The List of Codes Used for the First Block of the Identifiers........................................................11
h. Establishing the GIS Operating Environment for the AMP...........................................................13
Step 3: INVENTORY OF INFRASTRUCTURE ASSETS.....................................................15
3.4 The Movement Network Inventory..................................................................................................20
3.4.2. Roads.......................................................................................................................................20
3.4.2 Inventory of Pedestrian walkways............................................................................................22
3.4.3 Inventory of Road Structures (Culverts)...................................................................................23
3.4.4 Street Lights Inventory........................................................................................................24
3.4.5 Inventory of Construction Machinery and Vehicles............................................................25
3.4 The Environmental Service Inventory........................................................................................26
3.4.1 Drainage Network Inventory...............................................................................................26
3.4.2 Sanitation Facility................................................................................................................27
3.4.3 Solid Waste Management Facilities....................................................................................28
3.4.4 Greenery and Parks..............................................................................................................28
3.5.5 The Water Supply Network Inventory..........................................................................................29
3.5 Social and Economic Services Inventory....................................................................................30
3.5.1 Inventory of Market Facilities and MSE Premises..............................................................30
3.5.2 Inventory of Abattoir Facilities...........................................................................................30
3.5.3 Inventory of other Public Service Facilities........................................................................31
Step 4: ASSESS THE CONDITION OF ASSETS....................................................................32
a. 4.3 Condition Assessment Results for Movement Network...........................................................34
4.3.1 Condition Assessment of Road Asset.......................................................................................34
4.3.2 Condition Assessment of Pedestrian Walkways.......................................................................36
4.3.3 Condition Assessment of Street Light Facility..........................................................................37
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4.3.4 Condition Assessment of Road Structures (Culverts)...............................................................37

4.3.5 Construction machinery and vehicles........................................................................................38
4.4 Assessing the Condition of Water Supply Network........................................................................39
4.5 Assessing the Condition of Environmental Services..................................................................40
4.5.1 Condition Assessment of Drainage Networks...........................................................................40
4.5.2 Condition of Sanitation facilities.........................................................................................41
4.5.3 Condition of Solid Waste Management...............................................................................41
4.6 Condition Assessment of Buildings and facilities for social and economic services.................41
5.Calculate the Maintenance Budget and Deficit (Step 5).......................................................42
5.1 Introduction......................................................................................................................................42
5.2 Maintenance Unit Rate.....................................................................................................................42
f. Proportion of the Asset to be maintained.......................................................................................46
g. Maintenance and Rehabilitation Need of the Movement Network................................................46
h. Routine and Periodic Maintenance Budget Forecast for Movement Network...............................46
8.6.1 Road Surfacing..........................................................................................................................46
a) Budget Estimate to Eliminate Maintenance Deficit of the Movement Network Assets................47
5.3.2 Maintenance Deficit of Water Supply Network........................................................................51
5.3.3 Maintenance Deficits of Environmental Services Assets....................................................52
5.3.4 Maintenance Deficit for Social and Economic services............................................................56
5.4 Summary of Maintenance Budget Requirements.......................................................................57
6.Calculate the Current Replacement Cost and Residual Value of All Asset (Step 6)........58
6.1 Introduction.................................................................................................................................58
6.2 List of Unit Rates for New Assets..............................................................................................58
6.3 Current Replacement Cost of the Town Assets..........................................................................60
6.3.1 Current Replacement Cost of the Movement Network Assets............................................61
6.3.2 Current Replacement Cost of Water Supply Network........................................................62
6.3.3 Current Replacement Cost of Environmental Service Assets.............................................62
6.3.4 Current Replacement Cost of Social and Economic Assets................................................63
6.3.5 Current Replacement Cost of Administration Office Buildings..........................................63
6.3.6 Current Replacement Cost of Machineries and Vehicles (Movable Assets).......................64
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6.4 Current Value of the town Assets...............................................................................................65

6.4.1 Introduction..........................................................................................................................65
6.4.2 Depreciated Replacement Cost as Measure of Current Value.............................................65
6.4.3 Formula to Compute Depreciated Replacement Cost and Current Value...........................66
6.5 Summary of Current Value and Asset Deficit of the Town Asset..............................................66
7. Cost, and Priorities, New Works Projects within the CIP Process............................68
8. (Step 7).................................................................................................................................68
8.1 Introduction.................................................................................................................................68
8.2 Unit Rates for New Works..........................................................................................................69
1. The Proposed New Work Projects Organized by Strategic Activity Area.....................................70
8.3 Evaluating Proposed Projects from Socioeconomic and Environmental Perspectives...............71
8.4 Financial Plan..............................................................................................................................72
8.5 Prioritizing New Work Projects..................................................................................................73
a. Budget for New Works Projects on the Basis of Priorities............................................................74
9. BUILD THE MAINTENANCE PLAN (Step 8)................................................................76
9.1 Introduction.................................................................................................................................76
9.2 The maintenance budget for routine and periodic maintenance activities..................................77
9.3 Maintenance Deficit of Existing Asset Bases.............................................................................78
9.4 Maintenance Prioritization..........................................................................................................79
B.Movable Asset and Engineering Equipments........................................................................81
Table 71: Summary of Maintenance Budget 2012 E.C............................................................82
Infrastructure Category..............................................................................................................82
Budget Year (2012 E.C)..............................................................................................................82
A. Movement Network..............................................................................................................82
Gravel Road.................................................................................................................................82
3,144,284.53..................................................................................................................................82
B.Movement Asset and Engineering Equipment......................................................................82
Equipments...................................................................................................................................82
1,022,000.......................................................................................................................................82
Total Maintenance Budget..........................................................................................................82
4,166,284.53..................................................................................................................................82
10. Convert the Agreed Budget for all New Works and Maintenance Projects to a 3-year Rolling
Program (Step 9)..........................................................................................................................83
10.1 Introduction.................................................................................................................................83
10.2 The 3-year Rolling Program for New Works Projects................................................................83
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10.3 The 3-year Rolling Program for Maintenance Activities............................................................84

11. Manage the transition of all Completed New Works and Maintenance.........................88
12. Projects across to the Existing Assets Databases (Step 10)..............................................88
12.1 Introduction.................................................................................................................................88
12.2 Monitoring Procedures for New Works and Maintenance Projects...........................................88
12.3 Tracking New Works Projects....................................................................................................92
12.4 Tracking approved maintenance activities..................................................................................93
12.5 Tracking past projects and maintenance activities......................................................................94

List of Tables

List of Figures
FIGURE 1: LOCATION MAP OF ADOLA WOYU TOWN...................................................................................2
FIGURE 2: SHAPE AND SLOPE CLASSES OF ADOLA WOYU TOWN............................................................4
FIGURE 2: THE BACKDROP IMAGE (ORTHOPHOTO) OF ADOLA WOYU TOWN....................................14
FIGURE 3: ADOLA WOYU AMP GEODATABASE DESIGNED IN ARCGIS 10.1SOFTWARE....................15
FIGURE 4: EXAMPLE OF ATTRIBUTE DOMAIN AND SUBTYPE FOR ADOLA WOYU AMP GEO-
DATABASE.....................................................................................................................................................16
FIGURE 5: RELATIONAL DIAGRAM OF THE ATTRIBUTE DATABASES USED FOR THE AMP............18
FIGURE 5: PROPOSED ORGANIZATIONAL FRAMEWORK.............................................................................2
FIGURE 7: STORING MULTIPLE SETS OF ATTRIBUTES FOR A FEATURE PERFORMED USING
LINEAR REFERENCING...............................................................................................................................12
FIGURE 8: EVENT FEATURE MAP OF TABLE OF ROAD ASSET DONE BY THE INFRASTRUCTURE
DEPARTMENT OF ADOLA WOYU TOWN...............................................................................................14
FIGURE 6: DATA COLLECTION AND SUPERVISION CYCLE.......................................................................18
FIGURE 7: COVERAGE OF ROAD NETWORK BY SURFACE MATERIAL..................................................25
FIGURE 8: STREET LIGHT INSTALLATION AND TYPE OF POLE................................................................28
FIGURE 9 : DRAINAGE LINE BY SURFACE MATERIAL COVERAGE.........................................................30
FIGURE 10: PARTIAL VIEW OF INFORMAL SOLID WASTE DUMPING SITE...........................................31
FIGURE 11: CONDITION OF ALL ROADS BY SURFACE FINISHES.............................................................39
FIGURE 12: CONDITION OF DRAINAGE LINE BY SURFACE FINISH MATERIAL...................................42
FIGURE 13: PROPORTION OF MAINTENANCE DEFICIT OF ROAD SURFACING.....................................53
FIGURE 14: PROPORTION OF DRAINAGE MAINTENANCE DEFICIT BY MATERIAL.............................59
FIGURE 15: CONTRIBUTION OF STRATEGIC ACTIVITY AREAS FOR THE TOWN ASSET VALUE......66

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Executive Summary
Effective systems of Asset Management Plan (AMP) can strengthen the performance of a local economy
and community services significantly. Adola Woyu town administration council is responsible for the
management, operation and maintenance of the town infrastructure and basic municipal assets that
provides services to the community. This Asset Management Plan has been developed to ensure that the
Adola Woyu town administration continues to provide effective and comprehensive management of
municipal service and infrastructure assets.

The development of the Asset Management Plan follows the ten-step methodology defined in the
updated Asset Management Plan manual which is prepared by Ministry of Urban Development and
Housing. Accordingly, The UIIDP team and AMP focal person identified and defined four strategic
activity areas and main asset classes to be covered in this AMP study and for which a precise report was
submitted to the town administration in the inception report. Thus strategic activity areas are identified
and presented in the Terms of Reference (ToR) and detailed asset lists are presented in section 3.7 in this
AMP document.

In general, this Asset Management Plan provides the Adola Woyu town administration with the
following important information about its infrastructure and municipal service assets:
 A proposed list of categories and sub-categories of the town assets.
 A framework, system and the asset management structure for the geo-spatial data associated with
the infrastructure assets.
 A complete infrastructure and municipal service asset inventory.
 A framework for building and maintaining a condition indicator for existing assets.
 A framework and structure for developing the maintenance and rehabilitation budget for each
assets, together with a breakdown of current maintenance and rehabilitation needs.
 A detailed list of the Current Replacement Cost, Depreciated Replacement Cost, Current Value
and Asset Deficit of all inventoried assets.
 A strategic analysis of the needs emerging from the completion of the first six steps of the AMP
and detailed recommendations for future development of existing and new infrastructure assets.
 An implementation strategy for the asset management plan.
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Structure of the Asset Management Plan

The structure of the Asset Management Plan report generally follows the 10-Step process described in
the revised AMP manual. It is divided into 11 sections, each of which deals with a specific aspect of the
Infrastructure Asset Management Plan. These sections are presented in a summarized way as follows:

Section 1: Introduction
This is an introductory part which includes background information of Adola Woyu town, existing
public infrastructure condition of the town, Definition of Asset Management Plan, key benefits and
Principles of AMP, Objectives and scope of the Asset Management Plan.

Section 2: Building the Asset Management Database (Step 1)

This section describes the approach taken in building the Asset Management Data Structure for the
management of infrastructure assets in the town. The sub sections deal with the wider issues of Spatial
and Non Spatial (Attribute) Data Management System and database system, integrating the future
classes into the CAD Environment, and the tabular database system.

Section 3: The Institutional Framework and the Asset Management Structure (Step 2)
This section explores the institutional framework for Asset Management and a comprehensive, integrated,
structure for managing the town. This step begins by looking at the institutional role of the AMP within
city. This includes defining the location of the AMP team in the administrative structure; looking at the
staffing and qualifications of the AMP focal person. The list of categories has been set out to incorporate
new assets into the AMP process.

Section 4: The Inventory of Assets (Step 3)

This section provides a summary of the inventoried infrastructure assets and carries out some analysis of
the results, in which the inventoried asset data is compiled. The full inventory is provided in Excel
format on an attached CD.

Section 5: Assess the Condition of the Assets (Step 4)

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The section discusses the issue of condition indicators, focusing on assets which require different
approaches to the analysis of infrastructure and municipal service asset condition. It then sets out a
proposal for defining the condition of all asset categories.

Section 6: The Maintenance Budget Guide (Step 5)

The maintenance guide provides an analysis of the cost of maintenance for the existing infrastructure
base and calculates the maintenance deficit.

Section 7: The Replacement Cost and Existing Value of Asset Base (Step 6)
This section provides a summary of the current replacement cost of the town administration asset base.
In this step of the AMP process a list of unit rates are created for new works, and use this to assess the
current replacement cost, and the depreciated replacement cost (i.e. current value), asset deficit of all
municipal infrastructure assets owned by the town administration.

Section 8: Cost, and Prioritize, New Works Projects within the CIP Process (Step 7)
The section sets out the proposals for new capital investment over the next three-year period and by
working with the CIP team prioritise the new work projects. The tasks in this step comprises; Estimates
the project cost for the proposed new works using the list of unit costs created in step 6 and provide a
summary of all new works project proposals, broken down by asset subcategories.

Section 9: The Maintenance Plan (Step 8)

This section provides a summary of the routine and periodic maintenance budget and the maintenance
budget deficit for each category of asset. This Section allocate a final budget for routine and periodic
maintenance and maintenance deficit by prioritise the maintenance activities using a strategic analysis
based upon the guidelines set out in step 5.

Section 10: The 3-year Rolling Program for New Works and Maintenance Projects
This deals with Step-9 of the AMP, which takes the outcome of Section 7 & 8 and converts the budget for
approved new works, and the maintenance projects proposals into the 3-year rolling program.

Section 11: Manage the Transition of Completed New Works Projects & Maintenance
Activities across To the Existing Assets (Step 10)
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Step 10 is extremely important, and critical to the ongoing success of the AMP process. This step deals
with the system of tracking the progress of all new works, through construction, to become part of the
existing asset base in the step 3 of the AMP and Modification of step 4 of the AMP to reflect the
updated status of completed maintenance projects.

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1. Introduction

1.1 Background Information of the Town

Adola Woyu town is located in Guji Zone of the Oromia National Regional State at a
distance of about 470 km from Addis Ababa and 120km from the zone capital city of Nagele
town. The absolute location of the town is 5 0 53’00”N and 38059’00”E. It is entirely engulfed
with peasant association of Dole in the North and North East, Derartu in the North East,
Adamma Dhiba in the east, Gobicha in the south and south west and Bilu in the west.The
existing area under the town administration is 2824.9 hectares.
The shape of the town is more compact although there is sort of star shaped development
along the transport routes to Hawassa, Negelle.The relief of Adola Woyu town is not a
hindrance for infrastructure development. This is because of suitable topography except few
areas that have rugged topography. Elevation of the town ranges from 1696 to 1760 meters.
The average annual rainfall is from 1800 to 2200 mm.
According to the population and housing census conducted in 2007, the town total population
is estimated to be 31,755. Out of this 51% of the populations are males and the remaining
49% of the populations are females. The town was established and administered as a
municipality in 1936 E.C and leveled as categories ‘medium or B’ towns of the Oromia
Region and a mayor is appointed to govern the town Administration.
Some of the duties and responsibilities of the city administration includes:

 Ensuring the delivery of efficient, transparent and equitable municipal services,

 Receiving, handling and responding to the pleas of residents concerning municipal
services,
 Preparing annual plan through community and sectoral participation and submitting to
the mayor and city counselor for approval,
 Submitting action plans and budget proposals to the Mayor city counselor concerning
city wide and municipal services and implementing them upon approval,
 Executing decisions concerning municipal services,
 Submitting work performance reports to the Mayor and performing other duties
assigned to the office by the Mayor within the frame work given for the city
administration.

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Figure 1: Location Map of Adola Woyu Town

1.2 Topography of the town

The existing area under the town administration is 82 Wanta (one Wanta/gasha =40 hectares)
according to information obtained from the municipality. But the planning boundary of the
town is smaller than the area administered by the town. The area of planning period is
2,824.9 hectares with a difference of 455.1 hectares, which is still administered by
municipality.

The shape of the town is more compact although there is a sort of star shaped development
along the transport routes to Hawassa, Negelle, Shakiso and Harefema. This implies that
there are large vacant spaces in the interior of the town to any direction. Vacant spaces that
are located in different parts of the town should be utilized by infilling methods to have
compact development in the town.

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The elevation of Adola Woyu town ranges from 1696 to 1760 meters. This implies that there
is small altitudinal variation (64 meters) between the lowest and highest points of the town
from where flush water originates affecting areas with low elevation.

The classification of the slope of the town is vital to determine the different land uses in the
town. The slope found within the town cannot be hindrance for the development of any land
uses with exception to areas with slope above 25%.

The average annual temperature of the town is 19 0C with lowest mean minimum in
November, December and January. During this time, the mean monthly temperature is 18.5 0C
for the years from 2004 to 2017.

AdolaWoyu town is characterized by bimodal type of rainfall with mean annual rainfall of
86.4mm. It occurs during autumn and spring.

The soil of Adola Woyu ranges from reddish brown to grey. It is deep soil and loose with
small clayey character. Therefore, the soil is good for the growth of different types of root
crops like sweet potatoes and cash crops like coffee and chat should be cultivated if water for
irrigation is available.

Natural vegetation of any area is the result of climate, soil, topography and human influence.
The different vegetation types of the town include podo carpus, junipers, acacia, olea,
avocado, mango and other artificial trees like eucalyptus are common because of the agro-
climatic condition of the town.

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Figure 2: Shape and Slope Classes of Adola Woyu town

1.3 Public Infrastructure Condition of the town

a) Urban Water Supply

Until 2015 G.C the main sources of potable water for the population of the town are the two
bore holes dug within the boundary of the town located at the back of currently functioning
lavajo and near Oda Adola School. Besides there is a third bore hole found within the
boundary of the town .Because of the Shakiso-Adola water project completion the water

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coverage of the town increased to 61 % with the client of 3000 in Adola town. At the same
time the daily water consumption of a town reached about 1260-1300 m 3 /day. The Adola
Shakiso water project designed for 20 years. the production capacity of the a dam is 116
m3/hrs and daily water provision service is for 18 hours. At present day there is enough
supply of water for 24 hrs.

b) Electric power services

Adola Woyu town has got its hydropower supply in 1977 from Melka wakena hydropower
station with the substation located in Shakiso town. The current capacity for the town is 1.6
mega watts. The high tension power transmission line of 15kilo (KV) passes through dense
forests from Shakiso to Adola Woyu town. This sometimes creates sudden power failure
especially during rainy and windy seasons.

c) Bus station
There is a bus station in Adola Woyu town at central, accessible and compatible location.
But, the existing bus station of the town is small in size compared to the number of vehicles
departing from and destined to the bus station.

d) General market
The general market in the town is on Saturday and Tuesday. The area of the general market is
about 2.7 hectares which can accommodate all commercial activities on the market days. It is
located at accessible, central and compatible location. The cattle market is found in a
compatible and accessible location. The market is also located in the direction of major cattle
flow direction that is usually from south, north and west direction

e) Abattoir
There is abattoir service in the town. However, the existing location of abattoir is
incompatible due to its location compared to the surrounding land uses. The topography of
the existing abattoir logs water during the rainy season. It also located between two seasonal
streams, which can have potential to flood the area. There is small impact of air pollution to
the surrounding areas because the wind direction to the surrounding uphill westward.

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f) Waste disposal
There is no formal liquid and solid waste disposal site in Adola Woyu town. But there are
two informal sites for this purpose. However, Generation of both liquid and solid wastes in
the town needed to prepare for another waste disposal site according to the town plan.

g) Educational services
The town has Four (4) Kindergartens which are owned by private. The- town administration
doesn’t run pre-school program. In 2012, primary level schools are being provided by eight
(8) of which seven (7) are owned by the government while the remaining one (1) school is
privately owned. Adola Woyu town has 2(Two) secondary and one (1) preparatory schools.
The town also has government owned TVET college and TTC colleges. There are also 2
private colleges which train TVET programs.

h) Health Institution
According to data from Adola health office in 2018, there are two (2) high level health
institutions of which one is Hospital and the remaining one (1) is health center. On the other
side, the town has seventeen (17) private owned clinics.

1.4 Asset Management Plan (AMP)

Asset Management Plan (AMP) is a process that seeks to provide cities with answers to a
number of key questions about their infrastructures and service facilities. These answers will
eventually be translated into information that builds up an understanding of the current urban
infrastructure base as well as the future needs. An Asset Management Plan is a plan for the
management of one or more assets within a municipality and combines various management
techniques, including the technical and financial management of assets over their lifecycle.
The objective is to attain a specified level of service in the most cost effective manner.
Integrated Asset Management Plans AMP) build upon this by linking all assets that share a
common location within an identified “strategic areas”. Good asset management can
maximize the benefits provided by infrastructure as it deals with the long-term perspective.

Asset Management has been a key component of the Federal Government’s Urban Growth
and Development Strategy since its inception in 2008. It was a pre-requisite to the ULGDP
capacity building program that ran from 2008-2013, which in turn was part of the
government’s Plan for Accelerated and Sustained Development to End Poverty (PASDEP

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2005/06-2009/10). This key role has been retained under ULGDP II, which is designed to run
from 2014-2019, and as such it has been supporting the government’s Growth and
Transformation Plans. The specific development objective of the ULGDP II is to bring about
improved performance in the planning, delivery and sustained provision of priority municipal
services and infrastructure development by urban local governments. In this respect, the
ability to create and operate an Asset Management Plan is central to both of these outcomes.

While the Asset Management Plan plays a critical role in supporting wider development
objectives, it also plays a role in a local political, economic and social context within the
cities themselves. Urban Infrastructure is expensive to construct and also expensive to
maintain. This makes it important to ensure that the solutions provided are cost effective, as
well as meeting the needs of the urban population. Asset Management provides an integrative
approach that links project-based capital investment planning with long-term operation and
maintenance needs and thereby provides a sustainable management system.

The integrated Asset Management Plan will incorporate any existing preventative
maintenance and risk management programs currently in place. The preventative
maintenance component will ensure that the day-to-day wear and tear of an asset is dealt with
to ensure that the asset can reach its expected useful life. Condition assessment and risk
management components ensure that The City Administration effectively manage the risk of
failure through due diligence. Good asset management results in informed and strategically
sound decisions that optimize investments, better manage risks, and take into account the
potential impact of other factors such as climate change. Through the implementation of an
integrated Asset Management Plan, the city can formalize the process of Asset Management
Planning. Through formalization of Asset Management Planning, the City can ensure it is
making the best possible decisions regarding the construction, operations, maintenance,
renewal, replacement, and disposal of all infrastructure assets. This will allow the City to
maximize the benefits, manage risks, and provide satisfactory level of services to the public
in a sustainable manner.

In summary, an Asset Management Plan provides cities with a detailed knowledge of their
asset base. It plays a critical role in empowering the city leadership that enables them to make
more effective strategic investment decisions; and it also empowers residents, by showing
them where the existing infrastructure is situated, and where new infrastructures can be

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provided. In this way, the Asset Management Plan is the basic building block of urban
development.

I. Key Benefits of Asset Management Plan

Specific benefits associated with an Asset Management Plan include: It leads to more
effective communication with rate payers, elected officials, financial rating organizations and
regulatory agencies;
 Facilitates the establishment and subsequent implementation of policy objectives and
the related measurement of performance;
 Avoids problems and potential crises through the proactive utilization of resources;
 Increases openness, transparency and accountability;
 Can reduce lifecycle costs;
 Allows for better decision-making regarding resource allocation;
 Allows for more effective financial planning;
 Leads to more efficient data management;
 Provides consistent measurable levels of service to the public;
 Raises awareness of the state of the Town’s infrastructure and how it will be replaced;
and
 Facilitates the grant application process by knowing what projects are priority

II. Key Principles of an Asset Management

Key principles of an Asset Management Plan include:
 A strategic and proactive approach that places a premium on data, information,
collaboration and interdisciplinary management;
 A comprehensive long-term view of infrastructure performance and cost;
 An explicit, visible and transparent approach that requires effective communication
among all stakeholders; and
 A business case involving investment choices that are policy driven with trade-offs
among competing priorities.
III. Key Considerations in Asset Management Plan
To undertake Asset Management Plan study there are basic considerations to be reckoned
with. In this regard, the AMP should answer the following 10 questions:
1. What infrastructure does the City have?

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2. Where is it?
3. What is its condition?
4. How much is it worth?
5. How much money needs to be spent on for maintenances?
6. How does the keep this information available for easy access in the future?
Moreover, a good Asset Management Plan should address the following questions:
1. Does the planned infrastructure address the strategic goals and objectives of the
City?
2. How much will it cost to build and maintain?
3. How will new infrastructure be prioritized to ensure that spending is matched with,
and balanced against, available income?
4. How do we program the construction of new infrastructure?

1.5 Objective of the Asset Management Plan

1.5.1 General objective

The purpose of preparing this AMP document in general is to make the town administration
and the public aware of the town asset location, condition, value, age and to make appropriate
decision for its upgrading, rehabilitation or maintenance.

1.5.2 Specific Objectives for Asset Management Plan

 To prepare detail and standard AMP adapting the steps mentioned in manual for the
town;
 To identify the major drawbacks & strength of AMP implementation in the town;
 To estimate of the residual cost/worth of an asset and its replacement costs;
 To assess the condition of each assets of the town administration using acceptable
indicators;
 To generate report for project planning, budgeting and maintenance schedule;
 To produce effective capital investment planning and strategies for infrastructure
asset;
 To estimate the operation and maintenance costs of existing and new infrastructure
and
 To propose an implementation strategy for the asset management plan

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Adola Woyu Town Asset
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1.6 Scope of the Asset Management Plan

The overall scope of this assignment was to undertake study and prepare standard asset
management plan for the Adola Woyu town by registering and analyzing the existing
condition of all assets of the town administration based on the recently revised asset
management plan manual prepared by the Ministry of Urban Development and Housing.
Accordingly, the spatial and thematic scopes were stated as follows:

1.6.1 Spatial Scope

The spatial scope of the AMP covers the entire space of the town administration with
emphasis on the built up area of the town. It covers the three Kebeles of the administration
namely, 01, 02, & 03. The assessment does not cover agricultural land uses included in the
structure plan proposal as future expansion area of the town.

1.6.2 Thematic Scope

The proposed Asset Management Plan focuses on definition, classification, identification &
inventory of assets. To this effect attribute data were collected, organized, mapped and
registered on asset management plan of the town administration. In this regard, the
assignment required linking the condition of public infrastructures with attribute data of every
asset category stated in the urban infrastructure asset management plan manual.

There are four major drivers of social and economic development embedded in the city’s
asset base covered by the AMP. These are:
 The movement network.
 The water supply network.
 Environment services.
 Social and economic services.

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Step 1: Build the GIS Project and the Data Management

Structure Creating
As stipulated in Urban Infrastructure Asset Management Plan manual, asset management is
expensive to construct and maintain the strategic solutions of a city at one time. The merit of
GIS based database is the provision of ample, seamless integration, dynamically updateable
tabular and spatial data, easy query/analysis facilities and versatile for generating report for
project planning, budgeting and maintenance schedule. Besides, based on the information
generated, one can produce effective capital investment planning and strategies for long term
operation and maintenance of infrastructure asset. The Infrastructure Asset inventory asset
management plan of Adola Woyu City has been prepared following the basic steps that is:

 Acquisition of recent Orth photo for the AMP;

 Defining and Creating a Coordinate System of the Project;
 Geo-referencing the Orth photo/Image;
 The Structure plan of the Town

Creation of a GIS Project which includes Geo-database (Feature Dataset, Feature

1.1. Geo-spatial data of Adola Woyu Town

Adola Woyu town is located in Guji Zone of the Oromia National Regional State
at a distance of about 470 km from Addis Ababa and 120km from the zone capital
city of Nagele town. The absolute location of the town is 50 53’00”N and
38059’00”E. It is entirely engulfed with peasant association of Dole in the North
and North East, Derartu in the North East, Adamma Dhiba in the east, Gobicha in
the south and south west and Bilu in the west.The existing area under the town
administration is 2824.9 hectares.
The shape of the town is more compact although there is sort of star shaped
development along the transport routes to Hawassa, Negelle.The relief of Adola
Woyu town is not a hindrance for infrastructure development. This is because of
suitable topography except few areas that have rugged topography. Elevation of
the town ranges from 1696 to 1760 meters. The average annual rainfall is from
1800 to 2200 mm.
This updated manual uses a Geographical Information System as the platform for
managing spatial data. There is a very good reason for making this choice, which
is summed up by the following explanation, namely that: “The use of spatial

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relational terms requires the selection of a reference frame and the construction of
a spatial template”; What this statement means is that, to build relationships
between spatial data, two shared components are required.
The first component (the reference frame) is a common (shared) spatial
referencing system, so that when a junction in a road (for example) is given a
coordinate, that coordinate is common to, and understood by all users of the
system. In Geographic Information System, there are two major coordinate
systems: that is; Geographic Coordinate System and Projected Coordinate System.
To describe it briefly the former (Geographic Coordinate System) is based on
three-dimension coordinate system (x, y and z) or Latitude, Longitude and
Elevation that is modelled in mathematical geometry which define the shape of the
Earth in a circle and more specifically modelling the Earth is a sphere. However,
the limitation with the Geographic Coordinate System is not suitable for area and
distance calculation since it is based in degree, minute and second or degree, grad
and radian.
Therefore, Geodesist`s have defined a datum based on a perfect ellipsoid for
countries to have different spatial reference system by projecting the three-
dimensional coordinate in to two dimension as done by Transverse Mercator who
is an American Mathematician and Geographer who developed the Universal
Transverse Mercator(UTM) projection by putting the Earth in a cylinder.
Accordingly, Ethiopia uses Adindan datum for a spatial reference for horizontal
measurement which fall in three Universal Transverse Mercator (UTM) projection
consists of (36, 37 and 38 UTM zones) with Clarke 1880 modified spheroid.

1.2Establishing of a GIS Project

 Establishing a GIS operating environment is an important step that should be

carried out for a city for the first time or an existing once to implement Asset
Management Plan successfully.
And Managing infrastructure on the city which means where it found and haw
To get the location ..

a. The difference between Data and Information

The two terms - data and information - are often used interchangeably. However, they are
quite distinct, and, since both are critical components of GIS, it is important to be clear about
the difference between them.

1) The term ‘data’ refers to raw facts. So, collecting facts about the road network, such
as the start and end points, length, width, material of surface finish and so on, is

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described as data collection. In Asset Management, data is generally synonymous

with numbers or values that describe characteristics of the different elements that
make up the various asset categories.
2) Information: on the other hand, is generally used to describe processed facts, i.e.; the
answer that comes out of queries made about the data, and which results in a useful or
meaningful output. Thus, a table that sums up how many kilometres of road the city
has for each surface finish is information. This example provides another way of
looking at the difference between the two terms, where it can be seen that the data
provides simple facts, while the information is actually transmitting a message about
those facts.

b. Defining the relationship between Spatial and Attribute

Data

Data is stored in tables known as databases, and a blank table that provides a pre-defined list
of columns that define the data to be collected is known as a template. The relationship for
defining spatial data versus attribute data depends up on the technology that we apply for
preparing Asset Management Plan. Geographic Information System (GIS) provides better
platform for storing attribute data while the spatial data displayed as graphics in the display in
the drawing window of a specific GIS software. Geographic Information System is working
in Relational Database Management System with various sequential query languages.

In short spatial data in Infrastructure Asset Inventory and Management Plan is the road centre
line, drainage line, pedestrian walkway and road median which are represented in polyline in
feature geometry in GIS while the attribute data is the route id, node id, width of the road,
surface material, deterioration type, condition assessment and year of construction that will
be collected from the field survey in a city

The Backdrop Image of the AMP

The back drop image is an important component of the Infrastructure Asset Inventory and
Management Plan in which the vector layers or spatial templates or feature classes are
digitized from this georeferenced Ortho photo or Satellite Imagery. Contemporarily high
resolution Satellite Imagery Acquisition companies in the World are Geo-EYE, Digital
Globe, SKYSAT and SPOT PLEIADES. The first three belong to the United States of
America while the last one belong to France.

The other important option for a backdrop image for the AMP is high resolution Ortho Photo
in which high resolution Photo Camera will be mounted on an Air Plane and takes Aerial
View Shots of a place. These Snap shots of aerial picture of a place will be processed in
photogrammetry soft wares with a super computer or work station. Currently, the Information

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Network Security Agency (INSA) is mandated to perform this task in Ethiopia. Accordingly,
the Ministry of Urban Development and Housing (MUDH) in collaboration with INSA and
the Ethiopian Mapping Agency have captured Ortho Photo of 44% of the country’s coverage.
But Adola Woyu is used geo-referencing image which generate from Google Earth

Figure 3: The Backdrop Image (Orthophoto) of Adola Woyu Town

c. The Geo-Database Structure

ArcGIS geodatabase is a collection of geographic datasets of various types held in a common

file system folder, or a multiuser relational DBMS (such as Oracle, Microsoft SQL Server,
PostgreSQL, Informix, or IBM DB2). Geodatabases come in many sizes, have varying
numbers of users and can scale from small, single-user databases built on files up to larger
workgroup, department, and enterprise geodatabases accessed by many users (ESRI, 2015).

There are three types of geodatabase in ArcGIS. Namely

I. Personal Geo-database
II. File Geo-database
III. ArcSDE Geo-database

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The Adola Woyu AMP geodatabase is designed in File Geo-database which has a Tera byte
memory which allow various raster and vector data to be stored within it.

Figure 4: Adola Woyu AMP geodatabase designed in ArcGIS 10.1Software

The Adola AMP File Geo-database is structured in feature dataset, Raster Dataset, feature
class and geodatabase table. This helps the user to have a quick view of the data in Arc
Catalog of ArcGIS and allow automatic calculation of length and area while you work in
ArcGIS Geo-database. Moreover, the geodatabase is structured using attribute domain and
subtype. The logic behind organizing data in attribute domain is to set the permissible value
of a field type or to constrain the value allowed for any particular attribute for a table, feature
class or sub-type. This is quite useful to constrain the allowable value of a field type in a
situation where the same feature class data entry is handled by different person. For instance,
road material attribute is constrained to the following values:

Surface Material Code

 Asphalt Road (1),
 Cobble Road (2),
 Gravel Road (3),
 Red Ash Road (4),
 Large Block Stone (5),
 Earth Pressed Road 6),
 Concrete Bridge (7),
 Steel Bridge (8),
 Culvert (9)
 Earthen Natural (10)
 Concrete Road (11)
 Over Pass (12)

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Besides, a person can easily manage data entry by choosing from the look up table instead of
consuming time for entering value just by writing; which obviously is different from one
person to another. For instance, if the data is not organized according to the aforementioned
approach of geo-database in uncontrolled manner, one person may write mistakenly
“concrete road” as ‘concrete road’, the others ‘concrete’ and so on, which makes difficult
the integrity of data for generating refined report on asset management plan. In conclusion,
the organization of data as mentioned above makes data entry to be simple as one can easily
choose the values from the already set look up table; even without having user interface
system.
The other advantage of attribute domain is sharing of the same attribute by different feature
class. For instance, the general condition assessment of all asset categories is modeled
(coded) as:1(Very Good), 2(Good), 3(Moderate),4(Poor) and 5(Severe) that is shared from
the geo-database by all feature class of Road, Walkways, Drainage, Land Sliding Retaining
and Flood Controlling Wall to describe the condition of the given infrastructure asset.

So, the attribute domain enforces data integrity by maintaining common values to share same
information that can be performed by different persons and different attributes of different
feature class to share the same attribute so as to realize consistency, validity and integrity of
data.

Figure 5: Example of Attribute Domain and Subtype for ADOLA WOYU AMP geo-database

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d. Creating Tabular Database Structure

A tabular database has been compiled for an infrastructure asset categories and sub-
categories. The road is classified in to Asphalt Road, Cobble Road, Gravel Road, Red Ash
Road, Large Block Stone, Earth Pressed Road, Natural Earthen road, Concrete Bridge and
Culvert were classified by road surface material. A specific sub-category of the asset, say
asphalt road, consists of many fields or attributes such as carriage width in meter, left and
right carriage way Kerbing material and width, date of construction, road condition and so
on. The route is also divided along section of road in to a number of discrete sections for ease
of maintenance and quality definition for road, walkways, drainage and street signpost.
Similarly, for water distribution line, the main subset of the distribution line is categorized in
to DCI, GS, HDPE and PVC by material type. The same is true for point data like Street light
where the left and right side point data is captured including attributes of street light type
(Incandescent, Florescent, High Pressure Magnesium Light, High Pressure Sodium Light and
Light Emitting Diode) using hand held GPS.
A similar situation would apply to the linear elements of the water supply category. So, for
example, using the sub-category of water, steel distribution mains, and a similar set of
variations would apply, defining different elements (segments) of the sub-category by length,
class and diameter.

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For further elaboration of the approach for tabular database template pursuant to operational
manual, two examples are provided. The first one let us take a linear element of Road, its
category is Road and Movement Network, its sub-category is Cobble or Small Block Paved
Road, element is described by defining two node points (Node from, Node to), one defining
the start while the other defining the end respectively. The route is uniquely identified by
Route id. In the same manner, let us take a point element of pump, its category is Water
Supply Network, its sub-category is pump, its specific geographic location is identified by x,
y coordinates and described according to pipe material, dimension, discharge amount, year
installed and so on. The element is identified by unique number.

The spatial and non-spatial databases are linked with unique id, which makes the integration
versatile to accommodate data within the same geo-database system. More indicators are
developed for infrastructure asset management plan based on the operational manual and
tailoring variables to the context of Adola Woyu Town. The following table depicted below
shows sample road network and drainage tabular database templates used for Adola Woyu
Town Asset Inventory and management plan.

Table 1: Example of Tabular Database for Road Network Category and Sub-Category
Field Name Data Type Description of the Field Name
Route ID Text Route Identification Number
Node From Text Node From
Node To Text Node To
Length From Double Length From
Length To Double Length To
RoadMat Text Road Material
Length Double Actual Length in Metre
Deterioration Type Text Type of Deterioration
Deterioration Area Double Deterioration Area in m2
Condition Text Condition Assessment
Carriageway Width Double Carriage Width
CarraiageWayType Text Carriage Way Type
Kerbing Material Left Text Kerbing Material Left
Kerbing Left Width Double Kerbing Left Width in Centimetre
Kerbing Material Right Text Kerbing Material Right
Kerbing Right Width Double Kerbing Left Right in Centimetre
Construction Year Long Integer Date/Year Construction
Maintenance Year Long Integer Maintenance Year
Ownership Text Ownership of Road

The overall database structure of this AMP is established in the following form (adopted from
the manual). Thus, the spatial dataset (as a whole) holds the central place connected with all
the required Tabular Data Sets (TDS) of assets.

 TDS1: is dataset that provides data on the physical condition of all assets;
 TDS 2: is data set that provides data on the assets cost and value;

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 TDS 3: is data set that provides data on all new works;

 TDS 4: is data set that provides data on the condition and maintenance
requirements;
 TDS 5: is data set that provides data on the maintenance planning;

Figure 6: Relational diagram of the attribute databases used for the AMP

e. The Computer Directory Management Structure

The AMP computer directory management system of Adola Woyu Towny has been prepared
maintenance requirements and maintenance planning). These have been arranged in an
integrated form (Folders, Geo-database, Feature Dataset, Feature Classes, and tables for
viewing, manipulating, updating and analyzing spatial data. Besides, the directory also
contains Microsoft Word format report, and Ortho photo of the Town.

The other important technology selection for this project is choice of the appropriate
software. Arc Info ArcGIS 10.4.1 has been selected by the World Bank for Infrastructure
Asset Inventory and Management Plan as an ideal software for the preparation of Adola
Woyu AMP. This software is the product of Environmental Systems Research Institute
(ESRI, 2015 Redlands California USA) which are the most powerful GIS software for
entertaining large database which are compatible in any database soft wares like SQL Server
or Oracle and programming languages like C#, VB.Net, Python, and Java.

Desktop ArcGIS 10.1.1 has a number of extensions for instance Linear Referencing, Spatial
Analyst, Network Analyst, 3D Analyst, etc.…from the available extensions, Linear
Referencing, Network Analyst and Spatial Analysis will be chosen to perform the Asset
Management Plan study of the city. The details of these extensions are discussed in the
following sectio

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Step 2: Build the institutional framework and the asset management
structure
The Asset Management Plan plays a key role in the City Administration. Adequate institutional
capacity for proper infrastructure delivery particularly for successful implementation of asset
management plan should consider as precondition.

The institutional framework for managing infrastructure and municipal services in Adola Woyu town
is formulated around the position of an Executive Mayor, and supported by a Cabinet. This Cabinet
comprises the Mayor, the Heads of the Bureaus of the town and other officials selected by the Mayor.

This system essentially divides the responsibilities between the Bureaus on the one side and, on the
other side, a City Manager, who reports to the Mayor. The role of the City Manager, who also has a
Deputy, is to manage the operational units that are responsible for the major municipal services and
infrastructure.

The existing staffing condition which takes overall responsibility for infrastructure development and
Assetmanagement plan in Adola Woyu town is not well organized and equipped when comparing
with the workload that will demanded.

As stipulated in Urban Infrastructure Asset Management Plan manual, the responsibility for
managing the asset management register should be an independent group/unit within the City
Administration, i.e. it should not fall under an existing department. Given the critical importance of
the asset management plan to the capital investment program, the head of this unit should be a senior
person who will work in close cooperation with the City Manager and the Mayor.

2.1 Situating the AMP within the town administration

Given the critical importance of the asset management plan to the capital investment program, Adola
Woyu town administration has made a lot to build the implementation capacity of these departments
with materials and manpower. In addition to this, the city has established a department called UIIDP
coordination office which is equipped with Materials and technical staff, which is also responsible for
building and maintaining the Asset Management Plan for infrastructure.

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Adola Woyu Town Asset Management Plan

City Council

City Mayor

City Manager

UIIDP Coordinator

Monitoring Environment Asset

Procurem Public Project al and CIP REP
& Manageme
ent Finance Enginee Focal Focal
Evaluation Social nt Focal
Expert Expert rs Person person
Expert Safeguard Person

Figure 7: Organizational Structure of Human Resource in ADOLA CitY

a. 2.2 Organization of the Team

For the preparation of this Asset Inventory, the City Service of ADOLA WOYU has been established
under the CIP team. In connection with the relevant offices like Water Supply Service Office,
Infrastructure Development Process (Municipal Offices) has been giving input to the team. Hence the
following team members are highly engaged and took the responsibility of asset inventory,
maintenance and planning.

Table 2: Members of the AMP Task Team

S/N Position Name (s) Qualifications Contact Details

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Adola Woyu Town Asset Management Plan

1 Coordinator Tesfaye Mulisa Geography(MA)

2 Infrastructure Addis Kasahun Civil Engineer abudikasahun3@
Asset Management (BSc.) gmail.com
Plan Focal Person
3 CIP, Planning & Tesfaye Mulisa Geography(MA)
Participation
4 Surveyor Odo Bati Level iv
5 Project Engineer Zerubabel Shiferaw Civil Engineer [email protected]
(BSc.) m
6 Revenue Takele Haleke Procumbent and
Enhancement Plan Supply
Management
7 Procurement Sinbo Kilta Accounting(BA)
Management
8 Financial Alem Lemecha Accounting(BA)
Management
9 Internal Audit Mehari Ya,e Accounting(BA)
10 Land use Aschenaki Alemayew Surveyor

2.3.Overall Responsibility of the asset management plan

unit
Given the critical role that the AMP focal persons plays in the town administration, The City
Manager and the Mayor set out the responsibilities of the AMP focal person, together with one for
each additional member of the AMP unit. The AMP unit has the following responsibilities:
 The annual preparation of the AMP report for the town
 Establishing and managing all the attribute databases associated with the AMP project.
 Carrying out and maintaining the inventory of the town assets, updating this annually.
 Carrying out a condition analysis of all assets annually

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 Maintaining a record of unit rates for all assets included in the asset management plan.
 Building and maintaining a list of normal maintenance activities for for all feature classes of
assets included in the City’s AMP.
 Building a list of assets that have a maintenance deficit, and assembling this list into a total
maintenance deficit that includes all of the City’s assets.
 Building a list of assets that require rehabilitation or decommissioning.
 Working with the CIP team to develop a list of new works projects and managing the new
works projects database.
 Developing and prioritizing a list of maintenance activities for implementation.
 Managing the tracking process for new works projects from approval through construction,
and their transfer to the existing database
 Managing the tracking process for maintenance activities from approval through construction,
and their transfer to a change in the condition indicator
 Managing the recording of progress of projects and maintenance activities against target and
providing a report on performance.

2.4 Departmental responsible for the AMP in each asset

2.5 Defining the asset categories

The categories and sub-categories of asset provide the organizational structure for the Infrastructure
Asset Management Plan of the Adola Woyu town. In this context the process of building the AMP
begins with a definition of the term ‘category’ of infrastructure assets, as described below.

“The term category defines a collection of assets which, when grouped together in a structured way,
provides the physical component of an infrastructure system or a service that is designed to serve a
specific, and clearly recognizable, function for the residents of the town.”

Building upon this definition, the total infrastructure assets of the town comprise the sum of all the
assets within the individual categories (sub categories)

b. Definition of Infrastructure Categories and Sub-

c. Departmental Responsibility for the AMP in each asset

3 Street Light Infrastructure Team Members Responsible for the Installation

Development Main of the process of Streel Light
Business Process of the
City`s Administration
4 Water Supply Bishoftu Water Supply Team Members Bishoftu Water Supply Service
Systems Service Office Of the Enterprise Office are responsible for
provision /supply of water for
the people of Bishoftu City
Administration
5 Solid and Liquid Beautification and Team Members Beautification and Green
Waste Management Green Development of the process Development Office
System, Urban Office
Greenery and Park
6 Abattoir, Fire City Service and Team Members City Service and Supply Office
Fighting, and Supply Office of the process
Municipal Buildings

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Categories of Responsible
No Responsible Body Remarks
Assets Person/Group
7 Education Buildings Education Bureau Team Members Responsible for maintenance &
Supervision of each facilities
and buildings in their respective
8 Health Service Health Bureau of the process sectors
Responsible for maintenance &
Buildings Supervision of each facilities
and buildings in their respective
9 MSEs and Market Each Sectorial Each Sectorial sectors
Responsible for maintenance &
Facilities Department of the Department of the Supervision of each facilities
City`s Administration City`s and buildings in their respective
Administration sectors

d. The List of Feature Classes included in the AMP

Once the list of asset categories that are included in the city’s AMP has been defined, the next step is
to link these to the GIS system. Each feature class should be tested against the GIS Protocol to ensure
that it comprises only one of the three defined features. Thus on the wider road a culvert might be
defined as a line feature, since it is of sufficient length to give it a start point and an end point, while
on a narrow access road a culvert might be defined simply as a point feature, since its short length
does not warrant defining both a start and an end point. In this situation, there are two options
available. In this Adola Woyu AMP; culverts have been defined as a line or polygon feature.

Having completed the list of feature classes and tested them against the GIS Protocol, the AMP focal
person can create a summary table of feature classes, listed according to their spatial feature, and
incorporate this into the City’s AMP. An example of such a summary is shown in the table below.

Table 5: The List of Feature Classes associated with their respective GIS feature type
Point Feature Line Feature Polygon Feature
Road furniture Asphalt road Paved area
Manhole Cobblestone road Round about
Pump Gravel/ red ash road Reservoir
Valve Compacted earth road Retention and detention ponds
Access box Cycle path Landfill site
Water meter Walkway Administrative boundary
Hydrant Retaining wall External site boundary
Public and communal toilet Drainage channel Internal boundary
Bucket collection point Pipe drainage Building and facility
Solid waste container Water pipeline network Bridge
Lighting pole and mast River channel center line Culvert
Construction plant Tunnel
Machinery Fence and boundary wall
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Vehicle
Table 6: The relationship between the operational sub-classes and their associated asset feature class
for the category road network
Operational Sub-Category Associated Feature Class
Asphalt Road Asphalt Road
Cobblestone Road Cobblestone Road
Gravel Road Gravel Road
Red Ash Road Red Ash Road
Compacted Earth Road Compacted Earth Road
Asphalt Walkway Walkway
Walkways – Other Surfaces Walkway
Roundabout at Grade Roundabout
Roundabout Elevated Roundabout
Bridge Bridge
Retaining Wall Retaining wall
Culvert Culvert
Overpass (Flyover) Overpass flyover
Pedestrian Footbridge Bridge
Traffic Signals Road furniture
All road signs Road furniture
Offices Building and facility
Workshops Building and facility
Fence Fence and boundary wall
Land External boundary
Road reserve External boundary
All construction plant Construction plant and machinery
All types of machinery Construction plant and machinery
All trucks Vehicles
All other vehicles Vehicles

e. Details of the Unique Identifier System used for the

City’s AMP

An identifier (ID) is an alphanumeric string (a short list of characters that can include both letters and
numbers) that is attached to a single element of a feature class of asset and refers only to that element.
Because of this it is unique within a data set; hence it is termed a unique identifier.

The identifier does not contain all of the attribute data for an element; that is provided in the database.
The objective of the identifier is to be able to locate the element in both the spatial and the tabular
databases. It is also important to be able to distinguish the category and feature class to which the

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element belongs. This is particularly important for linear elements, where different services are
provided in the same vicinity (e.g. a road, a water main and an electrical cable for example).

Both the spatial and the tabular databases will have a unique identifier automatically each time a new
record is created. This is termed an auto-ID. While this auto-ID could be used internally by the GIS
software as the main identifier for an element, using it more widely is not recommended, since this
would have a number of serious disadvantages. Firstly, the auto-ID is simply a number, making it
difficult to link, mentally, with a specific element of infrastructure. Secondly each new database will
generate a new auto-ID table, so there is an immediate duplication, i.e.; the same element will have
different auto-IDs in different databases. To overcome these constraints, it is necessary to create a
unique identifier system that is tailored specifically to meet the needs of the asset management plan.

f. The Structure of the Identifier System

There is currently no single system of identifiers used for assets in Ethiopia. As a result, different
groups may already be generating identifier systems for the same assets. For example, the Bureaus of
Finance and Economic Development Use Pin Codes for asset identification. While it would be ideal
to have only one identifier system for all uses, it is also important to recognize that an identifier
system that has been created for a specific use may not be suited to another purpose.

As a result, the manual has produced a different identifier system, designed specifically for the Asset
Management Plan. This unique identifier, which is described below, has been tested in a number of
cities and has shown itself to be robust and versatile. At the same time some minor changes have been
made to the individual components of the identifier in response to user feedback. The unique
identifier is made up of four parts and, while it has been created specifically for asset management, it
has also been designed to provide an interface with other users of the asset infrastructure and services
that are likely to use the information generated by the asset database system. The unique identifier is
made up of four parts.

Identifier Component 1: This is a 4 character, alphabetic, code that is linked to the asset category
(with the first two letters) and the feature class (with the second two letters). This provides a quick
internal referencing system for the AMP itself. A list of codes for all categories and feature classes
included in the manual is listed in table 8 below.

Identifier Component 2: This is a 3-4 character, alpha-numeric, code indicating the major
characteristic of the asset. This links the asset to its primary user, and it is for the primary user to
define this specific component of the identifier. This is something that can be done at any time. In the
interim period this component has been given the code “xxxx”.

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Adola Woyu Town Asset Management Plan

Identifier Component 3: This is a 2 character, alphabetic code providing a local administrative

reference. It is recommended that this code be used as a unique identifier for a city, which would
have the advantage of creating unique asset identifiers across all cities producing asset management
plans. In the interim this component has been given the code CC, standing for City Code.

Identifier Component 4: This is a numeric code with 5 digits, followed by an underscore separator
and a further 2 digits. The 5-digit code is used to provide each element with a specific identifier,
while the two-digit code allows the element to be sub-divided to provide a higher level of detail for
the condition indicator. The four parts of the identifier are each separated by hyphens. Note that full
stops and backslashes should be avoided as these are computer reserved symbols. For instance, a
route segment of road located in Bishoftu with route Id “0001” will have a unique identifier of
RN_AS_BS_0001_00

Where:

 “RN”; represents Road Network

 “AS”; represents its surface material which is Asphalt
 “Aw”; represents code for Adola Woyu Town
 “0001”; for the route id given for that segment
 “00”; the code reserved for the route if the road element was broken down further.

g. The List of Codes Used for the First Block of the

Identifiers

The list of codes isshown in the tablebelow which represent the details of feature classes with their
associated codes. For instance, “RN” represent Road Network while “AS” represent Asphalt Road.
Likewise, the rest of the Asset Categories given their own specific codes.

Table 6: List of Category and Feature Class Codes

Category Code Feature Class Cod Feature Class Cod
e e

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The Road Network RN Asphalt road AS Water meter WM

The Urban Drainage UD Cobblestone road CB Hydrant HY
Network
The Street Lighting Network SL Gravel/ red ash GR Customer connection CC
road
The Water Supply Network WS Compacted earth CE Communal standpipe CS
road
Water Resources WR Walkway FP Public and communal PT
toilet
The Liquid Waste Network LW Paved area PA Bucket collection BP
point
Solid Waste Management SW Roundabout RO Landfill site LS
Sanitation SA Bridge BR Weigh bridge WB
Urban Greenery UG culvert CU Solid waste container SC
Parks and Play Areas PA Retaining wall RW River channel centre RC
line
River Systems RS Road furniture RF Tunnel TU
Wetlands WE Drainage channel DC Lighting pole and LP
mast
Nature Reserves NR Pipe drainage PD Construction plant CP
Abattoirs AR Retention and RP Machinery MA
detention ponds
Fire Service Assets FF Manhole MH Vehicle VE
Municipal Markets MM Reservoir RE Building and facility BU
MSE Facilities MS Water pipeline WN Fence and boundary FE
network wall
Schools SC Pump PU Administrative AB
boundary
Health Centers HC Valve VA External site EB
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boundary
Youth Centers YC Access box AC Internal boundary IB
Municipal Buildings MB

h. Establishing the GIS Operating Environment for the AMP

The spatial operating environment, which the consulting firm used for this assignment, is GIS and
Specifically Dynamic Segmentation tool from Linear Referencing extension of ArcGIS 10.4.1
software. This tool has so many advantages which are due to its versatility for data entry,
management, updating, and analysis; and besides for water assets; the company used Network
Analyst extension of ArcGIS 10.4.1.
Linear Referencing: is the method of storing geographic locations by using relative positions along a
measured linear feature. Distance measures are used to locate events along the line. In most data
models, linear features split at intersections where they connect with two or more line features and
frequently also split where key attribute values change, such as a change in the road name. However,
users often want to record many additional attributes about the roads. This could require that roads
may split into many tiny segments at each location where attribute values change. As an alternative,
these situations can be handled as linear referencing events along the roads as illustrated in the
concept figure below:

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Figure 8: Storing Multiple Sets of Attributes for a Feature performed using Linear Referencing
Why We Use Linear Referencing?

Linear referencing is used for many reasons. The following are the two primary reasons:
 Many locations are recorded as events along linear features—for example, locations of traffic
accidents are recorded using a convention such as "27 meters east of reference mile marker 35
along State Highway 287." Many sensors record conditions along linear features using
measures of distance or time along the lines—along pipelines, along roads, along streams, and
so forth.
 Linear referencing is also used to associate multiple sets of attributes to portions of linear
features without requiring that underlying lines be segmented (split) each time that attribute
values change. For example, most road centerline feature classes are segmented where three
or more road segments intersect and where the road names change.

What is Dynamic Segmentation?

Dynamic segmentation is the process of computing the map locations of events stored and managed
in an event table using a linear referencing measurement system and displaying them on a map. The
term dynamic segmentation is derived from the concept that line features need not be split (in other
words, "segmented") each time an attribute value changes; you can "dynamically" locate the segment.

Using dynamic segmentation, multiple sets of attributes can be associated with any portion of an
existing linear feature independently of where it begins or ends. These attributes can be displayed,
queried, edited, and analyzed without affecting the underlying linear feature's geometry.

A route feature class is a line feature class that has a defined measurement system. These
measurement values can be used to locate events, assets, and conditions along its set of linear
features. In ArcGIS, the term route refers to any linear feature, such as a city street, highway, river, or
pipe that has a unique identifier and a common measurement system along each linear feature. There
are two primary data types that are used to implement linear referencing in ArcGIS:

 Route feature classes

 Event tables

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Using dynamic segmentation, events from event tables are located on line features in a route feature
class.

Figure 9: Event Feature Map of Table of Road Asset done by the Infrastructure Department of Adola
Woyu Town

Step 3: INVENTORY OF INFRASTRUCTURE ASSETS

Table 15: Summary of inventoried assets (Movement Network)
Infrastructure Asset Inventory of ADOLA WOYU has been compiled after a comprehensive
inventory of assets, carried out initially by building a set of vector layers in the GIS, using an Ortho-
rectified aerial photograph of the city as the backdrop image and conducting inventory of
infrastructure assets by surveying crew on the ground.

Infrastructure Asset Inventory needs large scale index map to understand road, culvert, bridge,
drainage features, and other categories of infrastructure assets. Accordingly; index map of the

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infrastructure inventory has been prepared in 1:1200 scale A-3 paper size index map. The total A-3
size index maps printed for the inventory of road, road median, street light, and drainage lines.

The summary report of the infrastructure assets presented in the coming sections according to their
strategic areas in which the details are available in the annex table and further details can also be
referred from the ADOLA WOYU AMP Geo-database.

Asset Main Asset Sub Category Unit of Measurement Total Quantity

Category Category in km

Road Asphalt Road Km(Equivalent Length) 22

Cobble Stone Road Km(Equivalent Length) 5.18

Gravel Road Km(Equivalent Length) 61.72

Compacted Earth Road Km(Equivalent Length) 32.3

Total 121.2
Movement network

Pedestrian Terrazzo Km(Equivalent Length) 14

Cobble Stone Km (Equivalent Length) 0.22

Precast Concrete Km (Equivalent Length) 8

Total 22.22

Street Street Light Network (LED) Km 7

Lights
Sodium Lamp Street Light No 42

Florescent Lamp Street Light No 75

LED Lamp Street Light No 526

Total No 613

Culvert Concrete Box Culvert No 0

RCC Slab Culvert No 11

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Pipe Culvert No 3

Total No 14

Traffic Traffic Light No 0

Signals
Zebra No 27

Road Side Traffic Sign No 15

Total 42
Table 7: Summary of inventoried assets (Water Supply Network)

Asset Main Asset Sub Categories Unit Total Quantity

Category Category

Transmission network: Steel Pipe Km. 17.96

Distribution network: Steel Pipe Km. 29.10

Distribution network: Cast Iron Pipe Km. 0

Distribution network: PVC (Un-plasticized Km. 29.60

Water Supply Network

Poly-Vinyl-Chloride)

Distribution network: HDPE (High Density ml 2

Water Supply

Poly-Ethylene)

Public Standpipes ' No 15

Isolating Valves No 9

Air Valves No 0

Scour Valves and Outlets No 0

Anti-Vacuum Valves No 0

Break Pressure Devices No 0

Valve Chambers No 58

Treatment systems (with treatment modules) No 1

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Chlorinators No 1

Boreholes ` No 3

Pumps (With sub-types) No 3

Reservoirs No 1

Yard connections No 0

Table 8: Summary of inventoried assets (Environmental Services)

Asset Main Asset Sub categories Unit Total Remark
Category Category Quantity
Cobble Stone Drainage Km (equivalent length) 0.22
Drainage Line

Masonry Drain open Km (equivalent length) 8.61

Earth Drain Km (equivalent length) 13.50
Total Km (equivalent length) 22.33
Treatment plant no 0
Liquid
waste

Vacuum tankers no 0
Environmental Services

Disposal sites no 0
Communal toilets no 10
Sanitation

Public toilets no 2
Other no -

Area-based containers no 0
Solid Waste

Dust bin no 0
Open Dumping Site no 1 800Sq.m
Landfill site no
Road Median Greenery Km 8 4000 Sq.m
Parks Greenery

Community green area no 0

Recreation area no 0
Parks no 1 Meles Park
Sport Fields Buildings no 1

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Sport Fields no 1 Adola Stadium

Total no 3
Natural wetland no 0
Wetlands

Artificial wetland no 0
Total no 0

Table 9: Summary of inventoried assets (Social and Economic Services)

Asset Main Asset Sub categories Unit Quantity Area/m2
Category Category

Abattoir Abattoir Compound (Building & no 1 251.88

Facilities)

Slaughter Equipment (Machine) no 0

Septic Tank no 0
Social & Economic Services

Municipal Livestock Market (Fence and no 1 10,474.32

market Buildings)

Market Facilities no - 773.40

Daily/Guilt Market no 1

General Market no 1 27,231.6

Total 3

MSE Shades no -
facilities
Shops no -

Work shops no 2 Under const.

Schools First cycle school no -

Primary school no 7 1213.6

Secondary school no 2
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Preparatory no 1

TVET college no 1

Health Hospital no 1 958.2

Facility
Health center no 1

Youth center youth center no 1 162.26

Bus Station Bus Station no 1 1278.2

3.4 The Movement Network Inventory

3.4.2. Roads
According to the infrastructure asset inventory result; there was a total Equivalent (7m width) length
of about 121.1 Kilometers of road in Adola Woyu city urban boundary. This number includes the
road network owned by the Ethiopian Road Authority.

Table 10: Road Inventory by Surface Type and Equivalent Length

Road Actual length /km Area/m2 Length of Road Coverage Owner
Surface in km converted %
to 7m width

Asphalt 11 154,000.00 22 16 ERA

Cobble 3.077 36,319.95 5.188564286 4 Adola Town

Stone

Gravel 35.75 432,062.46 61.72320857 52 Adola Town

Compacted 19.164 226,135.20 32.30502857 28 Adola Town

Earth

Total 68.991 848,517.61 121.2168014 100

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Road Surface Coverage By %

Compacted Asphalt
Earth 16% Cobble
28% Stone
4%

Gravel
52%

Figure 10: Coverage of road network by surface material

The tables below provide a breakdown of the roads by surface type as well as by road classification.
The first table (9) shows the actual lengths of the road. The second table (10) shows the same roads
but with their equivalent length. This is the length of the road network for a condition where all roads
are 7m in width.

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Surface Type and Classification –

Table 12: Road Breakdown by Surface Type and Classification – Equivalent Length
Type of Road Primary Road in Secondary Road Collectors Road Total in km
km in km in km
Asphalt 22.00 0 0 22.00
Coble Stone 0.495 3.70 0.99 5.18
Gravel 5.209 41.805 14.271 61.72
Compacted Earth 0 35.175 1.242 32.305
Total 27.704 80.68 16.503 121.205

3.4.2 Inventory of Pedestrian walkways

The Pedestrian walkway network consists of, Terrazzo Tile, Precast concrete and Cobble stone
pedestrian walkway surfaces. The Pedestrian walkway network is approximately 22.22 kilometers in
length, from the total length only 0.22km (i.e 0.15km, with a standard width of 3 meters) are owned
by the town municipal which is constructed from coble stone surface material.

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Table 13: Breakdown of pedestrian walkways by road classification

Type of Pedestrian Primary Secondary Collectors & Local Total in Owner

walk way Road in km Road in km Road in km km

Terrazzo Tile 14 0 0 14 ERA

Coble Stone 0 0 0.22 0.22 Adola Town
(Area-220m2)
Precast Concrete
8 0 0 8 ERA

Total 22 0 0.22 22.22

3.4.3 Inventory of Road Structures (Culverts)

According to the data obtained during the field work; there were no bridges in the town. Totally 16
under road cross culverts are registered with the total length of 131.43 meter. Out of the total culverts
50.0% of are RCC slab culvert, constructed with RCC slab concrete and 50.0%of culverts are pipe
culvert constructed with concrete pipe. From the total of culverts 4 are along Secondary road and the
others 12 are along Collector & Local roads.

Table 14: Inventory of Road structures (Culverts)

Culvert Type Number Length in
met. Area in m2 Coverage
%
RCC Slab 11 51.14 822 87%
Culvert
Pipe Culvert 3 20.38 113.30 13%
Total 14 71.52 935.3 100%

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Coverage %

13%

RCC Slab Culvert

Pipe Culvert

87%

III.4.4 Street Lights Inventory

The table presented below shows coverage of street lights along the roads in the town by the type of
poles. From the table, the total number of street lights along the roads is 1432 out of these, 906 are
wooden poles, and 204 poles are made of Steel.

Table15: Street light network inventory

Street Light Coverage Type of Poles

SN
Number of
Type of Lamp Lamps Wooden Pole in No. Steel Pole in No.

1 Florescent lamp 75 75 -

2 Sodium lamp 42 42 -

3 LED lamp 526 - 526

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Total in No. 0 117 0

550
450
350
250
150
50
Steel Pole Wooden Pole
No. of poles 526 117

Figure11: Street light installation and type of pole

III.4.5 Inventory of Construction Machinery and Vehicles

This section provides a summary of the Machinery and Vehicles associated with the different
operational units. The details of Machineries and vehicles by types, capacity and functions such as
construction machines, freight services, and office vehicles by their plate number, capacity and
operational status are recorded.

Table 16: Inventory of Machineries, Heavy Trucks and Vehicles

S.no Type of Machinery Amount in No. Year of Status

Purchase
1 Dump truck 3 Functional
2 Water truck 1 Functional
3 Grader (140-RCAT) 1 Functional
4 Dozer (D6-XLCAT) 1 Functional
5 Excavator (Komakus-350PC) 1 Functional
6 Roller Compactor 1 Functional

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7 Lo bed 1 Functional
8 Toyota Office Vehicle 2 Functional
9 Motor Cycle 30 Functional

III.4 The Environmental Service Inventory

III.4.1 Drainage Network Inventory
The Adola Woyu town Drainage Network system comprises roadside drains of the following types:
 Cobblestone Open Drains
 Masonry Open Drains
 Earthen drainage line
The inventory result revealed the total length of drainage line is 21.01kilometers, with a standard
width of 1.5 meters. In terms of construction material, close observation at table below reveals about
26 % of the Drainage Network has been built of Masonry. The construction materials for least
proportion of the Drainage Networks are built of 6% Cobble and 68% earthen material. Out of the
total drainage network constructed throughout the town.

Table 17: Drainage Network Inventory by material Type and Equivalent Length
Type of Drain Actual length/km Actual Area/m2 Length of Coverage %
Drainage / km
Converted to
1.5m
Cobble Drain 0.28 336.00 0.22 1.22%
Masonry Drain 9.22 12,908.00 8.61 40.09%
Earth Drain 13.5 20,250 13.50 58.70%
Total 23 33,494.00 22.33 100%

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Line Drainage Coverage in %

70.00%

60.00%

50.00%

40.00% Series1

30.00%

20.00%

10.00%

0.00%
Cobble Masonry Earthn

Figure 12 : Drainage line by surface material coverage

III.4.2 Sanitation Facility

There is no properly constructed and managed sewerage system in the town. There is no liquid waste
treatment system or any dumping site around the town. The inventory provided that there are 2 public
toilets and 10 communal toilets mainly constructed by municipality.
The town needs to have an independent liquid waste disposal and treatment location to avoid
unnecessary pollution to the surrounding and downstream areas.

Table 18: Inventory of sanitation facility

Description Unit Quantity Remarks

Public Toilet Blocks No. 2 1 Poor Condition

Communal Toilet Blocks No. 10 4 Poor Condition

III.4.3 Solid Waste Management Facilities

There is no formal solid waste disposal site in Adola Woyu town. But there are two informal sites for
this purpose. However, Generation of solid wastes in the town needed to prepare for another waste
disposal site according to the town plan
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Figure 3: Partial View of Informal Solid Waste Dumping Site

III.4.4 Greenery and Parks

Adola Woyu town municipality started some activities to develop road greenery medians along main
road in the town. Inventory of assets for greenery and parks in Adola Woyu town are shown in the
table below

Table 19: Green areas and parks inventory

Greenery and parking sub-category
Details
Parks 1no (2000 m2)

Road Median Greenery 4000m2

Road Side Tree 910 (No)

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3.5.5 The Water Supply Network Inventory

The information about water supply that is listed below was obtained from the town Water Supply
Authority. Until 2015 G.C the main sources of potable water for the population of the town are the
two bore holes dug within the boundary of the town located at the back of currently functioning

Lavajo and near Oda Adola School. Besides there is a third bore hole found within the boundary of
the town.
Because of the Shakiso-Adola water project completion the water coverage of the town increased to
61 % with the client of 3000 in Adola town. At the same time the daily water consumption of a town
reached about 1260-1300 m3 /day.
The Adola-Shakiso water project designed for 20 years. The production capacity of the dam is
116m3/hrs. and daily water provision service is for 18 hours. At present day there is enough supply of
water for 24 hrs.

Table 20: Inventory of Water Supply network

Total Length Width
No Water supply sub-category Type (No) (Km) (Diameter)

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III.5Social and Economic Services Inventory

III.5.1 Inventory of Market Facilities and MSE Premises

The inventory of market facilities includes municipal owned market blocks found in kebele 03
General Market, Cattle Market found in kebele 02 and Small market/Gulit in kebele 02. Further all
MSE premises comprising of old and new small shades, medium and large production clusters across
the town are inventoried.
III.5.2 Inventory of Abattoir Facilities
The Abattoir facilities consisting three small buildings situated on a total area of 251.88 square
meters for slaughtering service, office and guard houses. The slaughtering service carried out by
traditional system with no any machinery.
III.5.3 Inventory of other Public Service Facilities
Apart from the above municipal buildings other public service buildings such as schools, health
facilities, youth centers, bus stations and sport fields are inventoried and recorded. Accordingly youth

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center 1, schools 11 and the town stadium that comprise football, basketball, hand ball fields, the
running truck and the tribune are inventoried.

Table 21: Inventory of social and economic development facilities

Item Kind of Location Unit Quantity Functionality Remark
No facilities
1 Abattoir Kebele 01 No 1 functional Not appropriate site
2 Market Kebele 03 No 1 functional General market
Kebele 02 No 1 functional Gulit
Kebele 02 No 1 functional Cattle market
3 MSE facility Kebele 02 No 2 Under Con. Construction and
Metal production
4 Municipal hall Kebele 02 No 1 functional Main hall
Kebele 03 No 1 functional
Kebele 01 No 1 functional
5 Stadium Kebele 03 No 1 functional
6 Health Facility Kebele 01 No 2 functional
7 Schools Kebele 01,02,03 No 11 functional
8 Youth centre Kebele 02 No 1 functional
9 Bus Station Kebele 01 No 1 functional

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Step 4: ASSESS THE CONDITION OF ASSETS

Assessing asset condition may require benchmarking, i.e.; the development of quality/standards profiles
against which the assets can be measured. With above ground assets, this will generally take the form of
visual inspection, although in some cases it may also involve mechanical testing. A road for example
needs to have some definition of the types of deterioration that occurs and a quantitative description of
what constitutes the different levels of deterioration.

For instance, for Gravel road, the following indicators of deteriorations are investigated on the ground:
Channeling, water washing, depression and differential settlement. Accordingly, a five-point scale can
be used as one of the recommended scale as per the Asset Management Manual prepared by the
Ministry of Urban Development and Housing.
In doing so, detailed quality indicators for condition assessment of each asset infrastructure were
developed and data collection is made accordingly. Simple condition assessments for road,
drainage, walk ways, street light, traffic sign post, bridges, and culverts and over passes asset
infrastructure are described as indicated in the table below.
Table 22: Condition Indicator Table for All Roads (Cobble, Gravel and Earthen Surface)
Indicativ
Leve Descriptio Detailed Description Type of Deterioration
l n e RUL

1 Very Good  Sound Structure or New None 71-100%

 Road on the original status of
construction
2 Good  Serves but minor deterioration None 46-70%
(<5%).
 Minor maintenance required.
3 Moderate  Marginal, clearly evident If there is minor Crack, 26-45%
deterioration (6-20%). Peeling and/or Siltation
 Significant maintenance (Alluvial Formation)
required.
4 Poor  Significant deterioration of If there is Crack, Peeling, 11-25%
structure, and/or appearance; Pot Hole, Siltation (Alluvial
 Significant impairment of Formation) and Channeling
functionality (21-50%); of20-49% of area of the road
 Retain of Water on the Surface segment
due to potholing or cracking
Intensive maintenance required.
5 Very Poor  Unsound and failed If there is Crack, Peeling, 0-10%
 Disintegrated Surface or Total Pot Hole, Channeling and
Collapse of the Road Structure Wash away of
(>50% of the road segment that 50% or more area of the
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Indicativ
Leve Descriptio Detailed Description Type of Deterioration
l n e RUL

needs total Rehabilitation) road segment

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Table 23: Condition Indicator Table for Bridges, Culverts and Overpasses
Rating
Level Condition Indicator Type of Deterioration
Scale
1 Very Good No defects; as new None
Structurally sound and no serious None
2 Good cracking or scour requiring
attention
If there is minor crack in joint and
support
3 Moderate Minor maintenance required
If there is deposition of Sediments or
Alluvial in the Culvert
If there is erosion of Abutments and or
Scour, erosion of abutments and Piers;
4 Poor piers or Structural defects; some If there are structural defects which
rehabilitation work required needs some rehabilitation work is
needed
Serious structural damage that is a Serious Structural damage which needs
5 Very Poor
safety hazard complete rehabilitation
Table 24: Condition Indicator Table for Drainage Channels and Pipes

Level Rating Scale Condition Indicator Deterioration

Shape of drain still in original design None
1 Very Good
condition
Less than 5% of the channel length suffers None
2 Good deterioration, either on the walls or the
floor
Drainage effective but slightly impaired Minor Joint Damage, Minor
Between 6% and 20% of the channel Siltation Problem
3 Moderate
length suffers deterioration, either on the
walls or the floor
Design function impeded due to siltation, Major Joint Damage, Major
vegetation or scour Siltation Problem
4 Poor Between 21% and 50% of the channel
length suffers deterioration, either on the
walls or the floor
Drainage not functional Masonry Collapse, fully filled
Greater than 50% of the channel length with silt
5 Very Poor suffers deterioration, either on the walls
or the floor

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a. 4.3 Condition Assessment Results for Movement Network

The above-mentioned condition indicators were used for Asset Inventory and the results of each
category of asset are shown in the following sections.

4.3.1 Condition Assessment of Road Asset

Condition Assessment had been done using the revised Asset Management Operational manual of
Ministry of Urban Development and Housing (MUDH) five level condition indicators and deterioration
type of each segment and area were captured. The condition assessment presented in this document is
only for the city owned assets. Accordingly, the inventory result revealed that from the total Cobble,
Gravel and Earthen roads; about 2%, 53% and 45% of their surface area has been deteriorated
respectively.

Table 25: Road Feature Class by Deterioration Area and Percentage

Road Surface Material Deterioration Area (m2) Surface Area Deterioration Percentage

(m2)

Cobble 438.19 36,319.95 2.00%

Gravel 11,781.18 432,062.04 53.00%

Earthen 9,862.13 226,920.00 45.00%

Total 22,081.50 695,301.99 100%

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120.00%

100.00%
100.00% Deterioration Percentage

80.00%

60.00% 53.00%
45.00%
40.00%

20.00%
2.00%
0.00%
Cobble Gravel Earthen Total

Figure 14: Proportion of Surface area and Deterioration area by Road Surface

The Infrastructure Asset Inventory Result of Adola Woyu City Road further revealed that from the total
Adola Woyu City Gravel Road 35.74 kilometer length, about 33.76 kilometer is in good condition while
from the total of 3.077 km cobble stone road about 2.903kilometer is in good condition. On the other
hand, the city has a total of 19.16 kilometer of Earthen Road. From the quantity which is 18.2 km is
found under Good condition. While from the all surface of road the rest found under different condition
level as presented in the below table. The details of road surface condition assessment can be referred
from the table below.

Table 26: Road Feature Class by Condition

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Type of Road(By Total length in Km Condition

Road Surface type)
Very Good Moderate Poor Very
Good Poor

Km Km Km Km Km

Cobble Stone Road 3.077 0 2.903 0.174 0 0

Gravel Road 35.749 0 33.76 1.803 0.186 0

Compacted Earthn 19.16 0 18.2 0.96 0 0

Road

Total 57.986 0 54.863 2.937 0.186 0

All Road 0 94.6142 5.06501569 0.320767 0

Condition(%)

100
90
80
70
60
50
40 Condition Very Poor
30 Condition Poor
20 Condition Moderate
10 Condition Good
0 Condition Very Good
l
oa
d
oa
d
oa
d ta %)
R R R To on(
ne el n
di
ti
Sto r av arth n
e G E Co
bl ed d
Co
b ct oa
pa ll R
o m A
C

Figure 4: Condition of all Roads by Surface finishes

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4.3.2 Condition Assessment of Pedestrian Walkways

Table 27: Condition of Pedestrian Walkway

Pedestrian walk way Total Very Very
(owned by the town) length Good Good Moderate Poor poor
km km km km km km
Cobble Stone
0.22 0.00 0.00 0.22 0.00 0.00
Total 0.22 0.00 0.00 0.22 0.00 0.00

4.3.3 Condition Assessment of Street Light Facility

In the case of the street light category we cannot use the 5 scale condition indicators to assess the
condition of the assets of these categories rather we use functional and non-functional. There are a
number of street lights constructed and installed in Adola Woyu town in different routes mainly on
primary and secondary roads.

Table 28: Conditions of Street Lights

No Street lighting sub-category Quantity (No.) Condition
1 Pole with sodium lamp 42 not functional
2 Pole with fluorescent lamp 75 not functional
3 Poles with LED lamp 526 functional

4.3.4 Condition Assessment of Road Structures (Culverts)

The details of road structures condition assessment can be referred from table 21 above.
Table 29: Condition of major road structures (Culverts)

Type of Road Total Condition

Side Structure Area(M2)
V.Good(M2) Good(M2) Moderate(M2) Poor(M2) V.poor(M2
)

Slab Culvert 822 0 452 370 0 0

Pipe Culvert 36 0 24 12 0 0

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Total 858 0 476 382 0 0

ALL Culvert 0 55 45 0 0
Condition

% Conditions

55
45
35
25
Axis Title 15
5
V.Good(K Good(Km) Moderate( Poor(Km) V.poor
m) Km)
% Con- 0 55 45 0 0
ditions

4.3.5 Construction machinery and vehicles

Table 30: Condition of machinery and vehicles
Condition
Type of Total Very Good Good Moderate Poor Very poor
Machinery/Vehicles Number (No) (No) (No) (No) (No)
Dump truck 3 3
Water truck 1 1
Grader 1 1
Bull Dozer 1 1
Roller Compactor 1 1
Loader 1 1
Excavator 1 1
Lobed 1 1
Motor Cycle 30 5 15 10
Toyota Pickup 2 1 1

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4.4 Assessing the Condition of Water Supply Network

Table 31: Condition of Water Supply Network
No Water supply Sub- Type Total Length Width Condition
category (No) (Km) Dia. Good Light Moderate
1 Steel(GSP) 17.96 2”-3” √
Transmission Network UPVC - √

2 Steel(GSP) 29.1 1\2”-3\4” √

Distribution Net work
UPVC 29.6 √

3 Concrete 15 √
Public stand pipe
4 Air Valve 9 √

5 Valve chamber 58 √

6 Bore hole Deep well 3 100m 4”-6” √

7 Pump Submersible 3 √

8 Water Treatment Plant 1 √

9 Reservoirs Concrete 1 √

Metal tanker 2 √

10 Yard Connection 3161 √

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4.5 Assessing the Condition of Environmental Services

4.5.1 Condition Assessment of Drainage Networks

Condition Assessment has done using the five level condition indicators mentioned as table 22 above.
Accordingly, the inventory result revealed that about 11% are in very good condition which mainly
includes masonry and cobble drain while 41% of earth drains are in very poor condition.

Table 32: Condition of Surface Drainage Network

Type of Drainage Total Condition
Length(Km)
V.Good(Km) Good(Km) Moderate(Km) Poor(Km) V.poor

Masonry 9.22 0 6.17 2.22 0.83 0

Cobble Paved 0.284 0 0.284 0 0 0

Earthn 13.5 5 8.5 0 0 0

Total 23.004 5 14.954 2.22 0.83 0

ALL Drainage 100 22 65 10 4 0

Condition

% of Line Drainage Conditions

V.Good(Km) Good(Km) Moderate(Km)
Poor(Km) V.poor
4%

10% 22%

64%

Figure 5: Condition of drainage line by Surface finish material

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4.5.2 Condition of Sanitation facilities

The sanitation waste management system of Adola Woyu town is poor and under standard, the
municipality should strive to improve the waste sector into standard level. Establishing modern sanitary
landfill, improving modern waste transporting mechanism and expansions of public and communal
toilets with standard management will be among development intervention area of the municipality.

The very limited public and communal toilets are not such properly handled and managed. The
condition assessment report revealed that there is one public and four communal toilets that are found
in state of deteriorated conditions.

4.5.3 Condition of Solid Waste Management

There is no formal solid waste disposal site in Adola Woyu town. But there are two informal solid and
liquid waste dumping sites which is generally unsanitary, substandard and poor. The absence of waste
compacting mechanisms, poor and inefficient waste transporting system, as there are no skip loaders and
no waste transfer station along with limited number of area based containers; imply the poor and
inefficient solid waste collection and dumping system.

4.6 Condition Assessment of Buildings and facilities for social

and economic services
Condition assessment of each municipal services and facilities particularly a careful physical inspection
of conditions and status of the foundation, floor, wall and roof of each building is carried out. The
discussion below is the summary based on the overall condition assessment results and the detail
condition assessment result is presented in Excel data set.

Table 33: Condition summary for buildings and facilities

Condition
Asset Sub Total Quantity Very Good Good Moderate Poor Very poor
category (No) (Area m2) (No) (No) (No) (No) (No)
Abattoir 1 251.88 1
Market facilities 3 773.40 1 1 1
MSE facilities 2 2000
Municipal Halls 3 478 3

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Health facilities 2 958.2 2

Schools 7 1213.6 5 2
Youth centres 1 162.26 1
Bus station 1 1278.2 1

5.Calculate the Maintenance Budget and Deficit (Step 5)

5.1 Introduction
This section of the AMP is devoted to prepare the maintenance budget guide which should identify the
maintenance need for all asset classes of the town. It is believed that the maintenance budget guide
besides identifying the need for preventing, maintaining, repairing, rehabilitating and replacing, will also
serve as staring and turning point to systematically plan for, and continually invest in preventing assets
and maintaining, renewal and replacing promptly and eventually tracks to development and application
of modern maintenance management system.

The Asset Management Plan has developed an integrated approach to maintenance activities that links
both the maintenance activities and the unit rates schedule to the condition indicators described in step 4.

5.2 Maintenance Unit Rate

Many efforts have been exerted to establish the maintenance unit rate by gathering data from different
sources to set as initial base line rate that would be improved and fine-tune based on actual experiences,
historical costs and tender unit values.

Including AMP document of the city itself, various sources are reviewed to set baseline maintenance
rates for major infrastructure assets including Oromia Building Works Construction Enterprise and
Oromia Water Works Construction Enterprise, Oromia Road Works Enterprise, Oromia Urban
Development Housing and Construction Bureau and the Municipality’s different core process offices
and departments. Maintenance practice of those enterprises and bureaus are deeply reviewed and
checked. In compliant with the revised AMP manual, unit rate for different feature class of an asset
specific to each maintenance activity are employed. For buildings internationally employed industrial
standard methods are adapted that is a fixed percentage of investment or replacement cost method. For
water supply network asset also a fixed percentage of investment or replacement cost method is
employed; considering the remaining useful life for below ground assets. The same is applied for the
rest of non-infrastructure assets, including movable assets.

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Accordingly, the following tables present the estimated baseline maintenance rate supposing that the
municipality should record actual maintenance expenditure to fine-tune the proposed rates annually.

Table 34: Maintenance Rate for the Movement Network – Road Surface
Feature Class Maintenance Activity Unit Maintenance
(Road Surface) Rate
Asphalt Surface Peeling m2 500
Crack m2 700
Depression m2 1,115.00
Pothole m2 1,015.00
Cobble Stone Lifting of Cobble Stone m2 500
Depression m2 200
Cobble Edge Failure m2 150
Siltation m2 120
Large Block stone Depression m2 350.00
Lifting of LB Stone m2 250.00
Siltation m2 170.00
Earth Pressed Channeling m2 85
Depression m2 140
Wash Away m2 40
Non Compaction m2 45
Gravel Depression m2 60
Channeling m2 45
Wash Away m2 30
Non Compaction m2 20
Red Ash Depression m2 250
Wash Away m2 120
Channeling m2 150
Non Compaction m2 78
Table 35: - Maintenance Rate for Different Deterioration Types – Walkway
Feature Class Maintenance Activity Unit Maintenance Rate
(Footpath)
Asphalt Surface Peeling m2 395.00
Cobble Stone Lifting of Cobble Stone m2 690.00
Precast Paving Block Surface Peeling m2 240
Concrete Surface Peeling m2 420.00
Red Ash Wash Away m2 105.00
Terrazzo/Clay Tile Surface Peeling m2 385.00
Lifting of Terrazzo m2 385.00
Edge Failure m2 600.00

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Table 36: - Maintenance rate for different deterioration types – Road Structures
Feature Class Maintenance Activity Unit Maintenance
(Road Structure) Rate
Concrete Bridge Siltation m2 470.00
Culvert Slab Failure m2 45,0000
Siltation m2 100,000
Surface Peeling m2 250,000
Pipe Culvert Slab Failure Pcs 1,800.00
Siltation Pcs 10,000
Cracking Pcs 2000
Surface Peeling Pcs 550.00
Depression Pcs 675.00
Steel Crossing Siltation m2 120.00

No 4500
Sodium Lamp
No 3500
Florescent Lamp

Table 37: Maintenance Unit Rates for Water Supply Network - Below Ground Assets

Asset Subcategories Very Good Good Moderate Poor Very Poor

Indicative RUL for 71 - 100 % 46-70 % 26-45 % 11-25 % 75 % of

condition RC

Distribution Line 0.1 % of 2 % of RC 5 % of RC 10 % of RC 75 % of

RC RC

Transmission Line 0.1 % of 2 % of RC 5 % of RC 10 % of RC 75 % of

RC RC

Bono Laterals 0.1 % of 2 % of RC 5 % of RC 10 % of RC 75 % of

RC RC

Table 38: Maintenance Rate for Water Supply Network- above Ground Assets

Asset Subcategories Unit Annual Maintenance Rate as % of RC

Boreholes/ Deep Wheel No 1 % of RC

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Water Treatment Plant No 1 % of RC

Reservoir No 0.5 % of RC

Chlorinator No 1% of RC

Pump No 2 % of RC

Table 39: Maintenance Rate for Environmental Strategic Activity Area

Feature Class Maintenance Activity Unit Maintenance Rate
(Drainage Material)
Piped Concrete Drain Siltation and Deposition m3 500.00
Semi Pipe Concrete Drain Minor Joint Damage m2 120.00
Siltation and Deposition m3 400.00
Closed Masonry Drain Minor Joint Damage m2 295.00
Wall Collapse m2 395.00
Cover Material Damage m2 1,045.00
Siltation and Deposition m3 645.00
Closed Concrete Lined Drain Siltation and Deposition m3 645.00
Open Concrete Lined Drain Siltation and Deposition m3 520.00
Open Masonry Drain Minor Joint Damage Ml 340
Major Joint Damage Ml 960
Wall Collapse Ml 2000
Floor Damage m2 1220
Siltation and Deposition m3 520.00
Cobble Stone Lined Drain Siltation and Deposition Ml 100
Floor Damage Ml 250
Earth Drain Siltation and Deposition Ml 30
Washing Ml 60

Table 40: Maintenance Rate for Buildings and Movable Assets

Asset Subcategories Unit Good Moderate Poor Very Poor

Buildings of Social and m2 1% of RC 5 % of RC 10 % of RC 75 % of RC

Economic Strategic Activities

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Administrative Buildings m2 1% of RC 5 % of RC 10 % of RC 75 % of RC

Machineries and Vehicles No 1% of RC 5 % of RC 10 % of RC 75 of

f. Proportion of the Asset to be maintained

The proportion of the movement network and drainage channels to be maintained as per the revised
manual is the amount of the deteriorated area identified by condition assessments. Estimation of normal
maintenance need is therefore determined based on the deterioration area that is considering percentage
of the segment found in different maintenance activity is supposed to get the retaining maintenance
measure.

g. Maintenance and Rehabilitation Need of the Movement

Network

Routine and periodic maintenance should carry out for movement network assets rated as good
performing. The target of normal maintenance measures is to preserve the existing good condition of
assets that is the desired asset condition level to ensure continues optimal use of the assets. Cognizing
that most of maintenance activities at this condition level are routine and periodic, the following are the
proposed maintenance measures for the movement network assets.

h. Routine and Periodic Maintenance Budget Forecast for

Movement Network

The total amount of routine and periodic maintenance budget estimated for movement network is Birr
1,816,387.50. The maintenance budget estimates of each movement network assets are presented in the
following pages.

8.6.1 Road Surfacing

The existing road surfacing including earthen road needs an estimated Birr 987,523.20, routine and
periodic maintenance to retain their existing good condition.

Table 41: Routine and Periodic Maintenance cost for the Road Surfacing
Feature Frequency Normal Unit Quantity to Maintenance Estimated
Class operation Maintenance be Rate Maintenance
Activity Maintained Budget (Br)

Cobble Good Cobble Edge M2 235.13 690 162,239.7

Stone Failure

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Gravel Road Good Non M2 7234.101 30 217,023.03

Compaction

Compacted Good Wash Away M2 0 0 0

Earthn Road

Total 0

a) Preventive Maintenance Cost and Activities for Culverts

Culverts inspected and found in state of good condition will be retained by minor maintenance activities
in order to function properly and minimize the risk of deterioration. The following are some of major
preventive maintenance activities proposed for culverts;

 Periodic clearing and cleaning

 Carry out erosion control measures
 Ensure a culvert must retain the full opening over its complete length
 Carry out activities to ensure the upstream approaches and the downstream area must be free of
any obstructions.
A total of 11,697,050 Birr will be allocated to prevent 2 culverts found in state of good conditions (for
routine and periodic maintenance) which covers an area of 259.89 square meters.

Table 42: Routine and Periodic Maintenance cost for culverts

Asset Sub Condition Maintenance Unit Area to be Maintenance Maintenance
Categories Activity Maintain Rate Cost

Pipe Culvert Good Cracking Pcs 1 4500 4500

Rcc Slab Good Slab Failure M2 18 5000 90,000

Culvert

Total 94500

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a) Budget Estimate to Eliminate Maintenance Deficit of the

Movement Network Assets
The condition assessment of Adola Woyu town revealed that relatively large proportion of the town
movement network assets are found in state of moderately and seriously deteriorated situation in
addition to severely deteriorated status of some assets.
The Table below presents brief description of the proposed maintenance activities to eliminate the
different deteriorated conditions of Movement Network assets to restore and bring into the desired
condition level.

a) Maintenance Deficit of the Roads Assets

The total maintenance requirement for all road surfaces is estimated to be Birr 18.34 Million. Of which
about Birr 15.5 Million is forecasted to restore the deteriorated Gravel road, this represents almost 66 %
of the maintenance deficit of road surfacing. The town would look into alternative options such as
upgrading the deteriorated gravel roads into cobble pavement which would be feasible than spending
much more maintenance fund for gravel road Whereas, about the maintenance deficit of cobble stone
road that constitute only 2 % of the maintenance need of road surfacing. The rest that constitute about 32
% or Birr 5.9 Million would need to address the maintenance deficit of compacted earth road.

Table 43: Maintenance Deficit of Road Surfacing

Asset Sub Condition Maintenance Unit Area to be Maintenance Maintenance
Categories Activity Maintain Rate Cost

Cobble Moderate Lifting of M2 203.06 720 146,203.2

Stone Cobble Stone

Cobble Poor Lifting of M2 0 780 0.00

Stone Cobble Stone

Grave Road Moderate Channelling M2 2,041.08 500 1,020,540

Grave Road Poor Wash Away M2 2,506.00 640 1,603,840

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Earthen Moderate Wash Away M2 1520 45 68,400

Road

Earthen Poor Non M2 860 86 73,960

Road Compaction

Total 142360

The same could be recommending for earth pressed road. The feasible strategic option would be gradual
upgrading of deteriorated compacted earth road into gravel or cobble surface than spending much to
maintain it.

Maintenance needed%

85%
65%
45%
Axis Title 25%
5%
Cobble Stone Grave Road Earthn Road

Mainte- 0.40578263556 1.39086284775 98.2033545166

nance 3054 528 817
needed%

Figure 6: Proportion of Maintenance Deficit of Road Surfacing

.
b) Maintenance Deficit of the Pedestrian Walkway

The deteriorated pedestrian sidewalk road with similar surface of the road surfacing, as mentioned
earlier could be maintained by similar maintenance activities of road surfacing. The forecasted
maintenance need to restore the deteriorated cobble surface pedestrian walkway is nearly 52,800 Birr.

Table 44: Maintenance Deficit of Pedestrian Side Walkway

Asset Subcategory Level of Mainte Unit Area to Maintenanc Maintenance

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Deterioratio nance be e Unit Rate Cost (ETB)

n Activity Mainta
ined

Pedestrian Sidewalk Moderate Surface m2 220 530 116,600

Cobble deterioration Peeling

Sub-Total (ETB) 116600116,600

c) Maintenance Deficit of Culverts

Maintenance activities of culverts will be varied based on the types and materials of culverts and the
damages and deterioration types and levels. Some of the major common maintenance activities
recommended to restore deteriorated culverts are the following;
 Cleaning bottom and place concrete in bottom,
 Install liner plate if capacity allows
 Weld short piece of rebar across the crack on every other corrugation
 Replace headwall, excavate and jack back into shape.
There are four slab culverts that are found in state of deteriorated condition and eight of the existing pipe
culverts are found in state of deteriorated condition. The estimated maintenance deficits for the
deteriorated culvert are about Birr 2.8 Million and it will be one of the priority maintenance need in
maintenance schedule of the town.
Table 45: Maintenance Deficits of Culverts
Area to
Mainte
Asset Sub be Maintenance
Condition nance Unit Maintenance Cost
Categories Maintai Rate
Activity
n
Rcc.Slab Surface
Moderate M2 34 3900 132,600
Culvert Peeling
Rcc.Slab Surface
Poor M2 0 250,000 0.00
Culvert Peeling
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Pipe Culvert Moderate Siltation No 0 10,000 0.00

Pipe Culvert Poor Siltation No 0 10,000 0.00
Sub Total 132600

d) Maintenance Deficit of Street Lighting

Table 46: Maintenance deficit for street lighting

Operational Unit Quantity Unit Maintenance
Lamp Type Status Rate Cost (ETB)

Sodium Lamp Not functional No. 42 5200 218,400

Fluorescent Lamp Not functional No. 75 4300 322,500

Sub-Total (ETB) 540900

e) Maintenance Deficit of Machinery and Vehicles

The estimation of maintenance cost for movable assets (vehicles and machinery) is based on the fixed
percentage rate of the replacement cost assigned for different condition level as indicated on table 37.
Accordingly, the municipality thus, should allocate Birr 1.65 Million to prevent the good performing
movable assets with regular services and to maintain these found in state of moderate conditions.

Table 47: Maintenance deficit for vehicles and machinery

Type of Machinery and Condition Quantity Replacement Maintenance Maintenance
Vehicles Cost (RC) Rate (as %RC) Cost (ETB)
Dump truck Moderate 3 2,000,000 100,000 120,000
Water truck Poor 1 2,000,000 100,000 80,000
Grader (140-RCAT) Moderate 1 6,000,000 60,000 125,000
Dozer (D6-XLCAT) Moderate 1 5,500,000 55,000 102,000
Excavator (K-350PC) Poor 1 6,00,000 300,000 170,000
Roller Compactor Moderate 1 4,000,000 200,000 90,000
Loo bed Moderate 1 3,500,000 175,000 95,000
Toyota Office Vehicle Moderate 1 2,500,000 250,000 250,000
Toyota Office Vehicle Moderate 1 2,500,000 125,000 125,000
Motor Cycle Moderate 15 45,000 450 6,5750

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Motor Cycle Moderate 10 45,000 2,250 22,500

Sub-Total (ETB) 1179500

5.3.2 Maintenance Deficit of Water Supply Network

The AMP manual describes the fact that because of high level of uncertainty associated with calculating
maintenance costs for water-related assets. The estimated maintenance budget is supposed to be
indicative annual budget based upon a percentage of the replacement cost. This is due to the fact that the
municipal water supply networks are often considered to be under constant inspection, repair of
breakages and leakage.
The maintenance unit rate for water supply network and water-related assets that need to repair and
maintain the above and below ground assets is to be computed based on the fixed percentage of
replacement cost without any condition indicator as provided on the Table 35 above.
As provided on the table below, the town will allocate a minimum of Birr 1.9 Million annually for water
supply network assets of which 22 % is for above ground assets and about the 78% are for water lines

Table 48: Maintenance deficit for water supply network asset

Asset Subcategories Unit Quantity Replacement Unite Rate Maintenance
Cost (RC) (as %RC) Cost (ETB)

Transmission network Km 17.96 8,980,000 Variable 500,000

Distribution Network Steel(GSP) Km 29.1 5,820,000 Variable 500,000

Distribution Network UPVC Km 29.6 4,440,000 Variable 500,000

Bore hole No 3 5,000,000 50,000 150,000

Pump No. 3 600,000 12,000 36,000

Chlorinator No. 1 500,000 5000 5000

Treatment plant No. 1 20,000,000 200,000 200,000

Reservoir No. 1 3,000,000 15,000 15,000

Sub-Total (ETB) 1906000

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5.3.3 Maintenance Deficits of Environmental Services Assets

I. Maintenance Deficits of Drainage Network

a) Routine and Periodic Maintenance Activities of Drainage Network

The following are some of periodic and routine maintenance activities to prevent the drainage network
from deterioration and to keep properly functioning;

 Clearing and cleaning

 Regarding, deepening
 Erosion controls
 Frequent cleaning of manholes,
 Frequent clearing of manhole area and clean sump
The existing drainage network of the town which assed in good conditions an estimated 125,800 Birr
need for preventive routine and periodic maintenance. The budget estimate is to keep 370 meter
equivalent length of open masonry drainage which is found in state of good condition.

Table 49: Routine and Periodic Maintenance Budget for Drainage Networks

Type of Conditio Maintenanc Maintenance Maintenance Cost

Length (ml)
Drainage n e Activity Rate (ETB)
Open
Minor Joint
Masonry Good 157.19 400 62,876.00
Damage
Drain
Cobble Siltation and
Good 9 120 1,080.00
paved Deposition
Earthen Good 0 10 0

Total 63,956.00

b) Maintenance Deficits of Drainage Network

The drainage facilities assessed to be in the state of deteriorated condition need significant maintenance
and should be among the maintenance priority. This is because that failure to invest in maintenance of
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deteriorated drainage networks would further affect, apart from the drainage network itself, the
operation and condition of the road network as the road condition directly dependent, among others, on
the condition and operation of drainage channels. The following are some of broad maintenance
activities recommended for some of deteriorated drainage network.

Table 50: Maintenance Activities for Deteriorated Drainage Network

Level of Deterioration Recommended Maintenance Activities

Moderately Deteriorated Masonry Clean out the damaged area and reseal the affected joints with
Drainage new mortar.
Seriously Deteriorated Masonry Remove all damaged block back to the solid wall. Clean the joints
Drainage and lay new blocks.
Moderately Deteriorated Pipe Replace manhole cover or grating, pointing joints, Maintaining
Drainage weep holes
Seriously Deteriorated Pipe Maintain headwall, replacing stone, provide new meter (turnout)
Drainage drain, reline drain, reshaping

The maintenance forecast to correct accumulated drainage maintenance deficit of open masonry, cobble
drainage and earthen drainage lines combined covering as some as 7.4 km estimated about Birr 2.76
Million.

Table 50: Maintenance Deficits of Drainage Networks

Drainage Condition Maintenance Unit Quantity Maintena Maintenance

Type Activity nce Rate Cost
Open Moderate Major Joint Ml 272.8 960 261,888.00
Masonry Damage
Open Poor Wall Collapse Ml 264.6 2000 529,200.00
Masonry
Cobble paved Moderate Siltation and Ml 5 100 500.00
Deposition
Cobble paved Poor Floor Damage Ml 12.5 250 3,125
Earthen Drain Moderate Siltation and Ml 0 30 0

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Deposition
Earthen Drain Poor Washing Ml 0 60 0

Sub-Total 3625.00

As depicted in the Figure below, open masonry drainage, constitutes the largest maintenance deficit
about 47%, Cognizing the significant impacts of drainage network on the road system the municipality
will pay attention and give priority to maintain the drainage network promptly.

Mantenance Required by %
Mantenance Required by %

99 1

Open Masonry Cobble paved

Figure 18: Proportion of Drainage Maintenance Deficit by Material

II. Maintenance Deficits of Waste Management Facilities

The informal and poorly protected waste disposal-dumping site serves for both waste and liquid waste
dumping. The dumping site is without any compacting practice and traditional way though relatively the
waste are not so much piled up and scattered in and outside the compound. Until the town develops the
modern sanitary landfill, the dumping site should be prevented and maintained through different
mechanisms to minimize the potential environmental and health risks.

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a) Maintenance Deficit for Sanitation

The public and communal toilets could pollute the surrounding environment and would bring health
risks of the users and people living or working around, let alone impacts on town images. The
municipality could keep public toilets clean and well-functioning through various ways.

In general the condition assessment report revealed that there one public toilets and 4 communal toilets
that are found in state of serious deteriorated conditions. The municipality should undertake corrective
maintenance and repairs with an estimated maintenance cost of Birr 150,000.

Table 51: Maintenance deficit for sanitation

Asset Subcategories Condition Quantity Replacement Unite Rate Maintenance
(No) Cost (RC) (as %RC) Cost (ETB)

Public toilets Poor 1 300,000 30,000 270,000

Communal toilets Poor 4 300,000 30,000 260,000

Sub-Total (ETB) 530000

III. Maintenance Deficit for Greenery and Parks

The maintenance deficit of greenery fields and parks found in state of poor condition covering 1000
square meter estimated as 460,000 Birr.

Table 52: Maintenance deficit for greenery and parks

Greenery and Parks Unit Quantity Rate Maintenance
Cost (ETB)
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Damaged areas m2 1000 460 460,000

Sub-Total (ETB) 460,000

5.3.4 Maintenance Deficit for Social and Economic services

Social and economic service buildings and facilities which need significant maintenance that is
discussed and presented in the previous sections. The Table below summarizes the overall maintenance
forecast to restore buildings and facilities of the strategic area need Birr 1.08 Million would be allocated
to address the maintenance deficit.

Table 53: Maintenance deficit for buildings and facilities

Asset Subcategory No. of Area to be Maintenance Maintenance Cost
buildings maintained (m2) Rate(as % RC) (ETB)

Abattoir 3 251.88 10% 30,376

Market Centre & MSE facilities 2 773.40 5% 96,675

Health service building 2 958.2 5% 191,600

School building 5 1213.6 5% 485,430

Youth centres 1 162.26 10% 132,904

Sport Fields 1 11,500 5% 86,250

Bus Station 1 1278.2 5% 63,910

Sub-Total (ETB) 1087145

5.4 Summary of Maintenance Budget Requirements

Maintenance need have identified for all the city assets with the aim to retain the good performing assets
and restore deteriorated assets to the level of the desired condition level. Correspondingly the
maintenance expenditure is forecasted. Accordingly, this section summarizes the maintenance need.
Consequently, the study proposes Birr 537,718.73for routine and periodic maintenance while the budget
estimate to address the maintenance deficit is Birr 9,726,151.20The forecasted maintenance totaled to
Birr 10,263,869.93

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Table 54: Maintenance Summary by Asset Category

Routine Maintenance Total
Strategic Activity Area Percentage
Maintenance Deficit Maintenance
Movement Network 473,762.73 4,948,293.20 5,422,055.93 53
Environmental Services 63,956.00 1,784,713.00 1,848,669.00 18
Social And Economic
0.00 1,087,145.00 1,087,145.00 11
Services
Water Supply Network Assets 0.00 1,906,000.00 1,906,000.00 19
10,263,869.9
Grand Total 537,718.73 9,726,151.20 100
3

6.Calculate the Current Replacement Cost and Residual Value of All

Asset (Step 6)

6.1 Introduction
This section of the AMP describes how to calculate the current replacement cost and the residual value
of the municipal infrastructure asset base for those assets that are included in the Asset Management
Plan. Asset valuation can be carried out by various methods and techniques. The method to value the
municipal asset here is based on the recommended technique in the national AMP manual, which is the
one most widely used in international practice when valuing fixed assets such as network infrastructure,
where there is a long-term investment that cannot easily be traded on the open market, is to use what is
known as Depreciated Replacement Cost (DRC). This approach uses the current replacement cost of the
asset as the basis for its valuation. However, it then takes into account the age of the asset and
depreciates it on the basis of how long it has been operational and how much operational life remains.

6.2 List of Unit Rates for New Assets

The inventory developed in Step 3 provides a basis for calculating replacement cost for the asset base
and here, the first step is to develop, within the town administration, a list of rates that reflect the cost of
new work by measure.
To estimate unit price/cost of acquisition and construction of new assets various efforts has been made
and different source, references and practices are assessed and reviewed. The established unit rate take

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into account the local condition, local labor and resource availability and the corresponding price as well
as inflation factors.
The applied unit rate in this AMP is mainly based on the local unit rate provided by the municipality
with adjustment and incorporating additional unit rate for few assets for these not provided by the
municipality. The following are major procedure employed to determine the unit price of new assets.

 Historical cost data and current actual cost of new assets of Adola Woyu town and other cities
are reviewed.
 The current tender value of some important infrastructure assets are gathered from the town
construction office
 The recent Asset Management Plan studies, particularly cities relatively near to Adola Woyu
(such as Shashemene and Hawassa) are reviewed.
List of unit rates applied are provided in the table below for new assets to evaluate the town
infrastructure and municipal facility assets.
Table 55: List of Unit Rate for New Assets
S/No. Asset Category by strategic activities Unit Unit Rate (ETB)
I Movement Network
1 Gravel road m2 770
2 Cobble stone road m2 988.47
3 Compacted earth road m2 350
4 Pedestrian side walk Cobble m2 420
5 RCC Slab Culverts(With Earth Work) No. 2,262,175.03
6 Pipe Culvert No. 120,000
7 Street Light Installation Km. 2,600,000
8 Sodium lamp No. 5000
9 LED Lamp with steel pole No. 80,000
10 Florescent lamp No. 4,200
II Environmental Service
1 Open masonry drain ml 4,705
2 Cobble stone drains ml 302
3 Earth drain ml 60

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4 Open Waste Disposal Site No. 500,000

5 Toilet facilities/ Blocks No. 150,000
6 Greenery & Parks m2 3,126.29
III Water Supply Network
1 Transmission network line Km. 1,200,000
2 Distribution Network Line Steel(GSP) Km. 300,000
3 Distribution Network Line (UPVC) Km. 150,000
4 Treatment system No. 20,000,000
5 Pumps (with sub type) No. 600,000
6 Reservoirs No. 4,000,000
7 Bore holes No. 5,000,000
8 Chlorinator No. 500,000

6.3 Current Replacement Cost of the Town Assets

Replacement cost of the asset is a measure of replacement value or the cost of replacing an existing asset
with a modern asset of equivalent capacity. Replacement cost method of evaluation is one of widely
used and essential technique in the valuation of assets. Apart from valuing the municipal asset RC could
also give insight about the cost of replacement of existing asset to make sure there is sufficient funding
to maintain the network in the long-term.

Based on the inventory of the town asset base and unit rates provided above, current replacement costs
of the town assets are estimated. Accordingly, total current replacement cost of the town assets is
estimated to be about 713,856,506.51Birr.

A table of replacement cost of the Adola Woyu town assets by strategic activity area and supportive
activity area are shown below.
Table 56: Summary of current replacement cost of the town assets

Strategic& Supportive Activity Area Replacement Cost (ETB)

The Movement Network 0

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The Water Supply Network 0

Environmental Services 0

Social and Economic Services 0

Municipal administration buildings 11,272,200

Movable Assets (Machinery and Vehicles) 11272200

Total Replacement Cost of the town Assets 22544400

The Figure below demonstrates that Movement Network, by 46 % share, is the first most valued asset of
the town, followed by to 26 % share of Water Supply Network assets and 17 % share of Movable Assets
respectively. The Municipal administration buildings and Social and Economic strategic area share
about 14 % of the town assets. The Environmental Services assets largely constituted by drainage, share
about 5 % of the town assets.

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Replacement by %
Series1

46%
23% 15%
4% 8% 4%

Figure 7: Contribution of Strategic Activity Areas for the town Asset Value

6.3.1 Current Replacement Cost of the Movement Network Assets

The Replacement cost of the movement network assets estimated as Birr 85.67 Million. That make the
movement network assets are largest valued assets accounting about 38 % of the town asset value.

Table 57: Current Replacement Cost of all Inventoried Movement Network Assets
Asset Sub-Categories Unit Quantity Unit Rate Replacement Cost
Cobble Stone Road m2 36,319.95 988.47 35,901,180.98
Gravel Road m2 432,062.46 770 332,688,094.2
Compacted Earthen Road m2 226,135.20 350 79,147,320
Curve Stone Pedestrianly
ml 220 420.00 92,400
Walkway
Street Light LED No 526 80,000 42,080,000
Sodium Lamp No 42 5000 210,000
Fluorescent Lamp No 75 4,200 315,000
RC Slab Culvert No 11 2,262,175.03 24,883,925.33
Pipe Culvert No 3 120,000 360,000
TOTAL CARRIED 515677920.51

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6.3.2 Current Replacement Cost of Water Supply Network

The current replacement cost of the water supply network assets is estimated as Birr 59.5 Million,
which constitutes about 26 % of the total replacement cost of the city assets.

Table 58: Current Replacement Cost of all Inventoried Water Supply Network Assets

Asset Subcategory Unit Quanti Unit Rate Replacement Cost

ty (ETB)

Borehole No 3 5,000,000 15,000,000

Reservoir No 1 3,000,000 3,000,000

Pumps No 3 600,000 1,800,000

Chlorinator No 1 500,000 500,000

Treatment Plan No 1 20,000,000 20,000,000

Distribution Line (GSP) km 29.1 200,000 5,820,000

Distribution Line km 29.6 150,000 4,440,000

(UPVC)

Transmission line km 17.96 500,000 8,980,000

Total (ETB) 39740000

6.3.3 Current Replacement Cost of Environmental Service Assets

Replacement cost of environmental service assets estimated as much as Birr 11.4 Million. The drainage
channel network valued at about 8,997,000 Birr constitutes 78 % of the strategic area.

Table 59: Current Replacement Cost of all Inventoried Environmental Service Assets
Asset Sub-Categories Unit Quantity Unit Rate Replacement Cost
Masonry Drainage Km 9.22 4,705,000 43,380,100
Cobble Stone Drainage Km 0.284 302,000 85,768
Earthen Drain Km 13.5 60,000 810,000
Public and Communal Toilet No 12 150,000 1,800,000
Greenery and Parks M2 4200 3,126.29 13,130,418
TOTAL CARRIED 59206286

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6.3.4 Current Replacement Cost of Social and Economic Assets

Current Replacement Cost of social and economic strategic activity area valued as Birr 20.3 Million.
This makes the strategic area constitutes 9 % of RC of the town assets.

Table 60: Current Replacement Cost of all Inventoried Social and Economic Strategic Assets

Asset Subcategory Unit Quantity Unit Replacement Cost

Rate (ETB)
Health Service Buildings (HCB m2 958.2 4,000 3,832,000
Wall)

School Buildings (HCB Wall) m2 2,427.15 4,000 9,708,600

Market centers and shades, shops m2 773.40 2,500 1,933,500

Abattoir Buildings (CIS & Chicka m2 251.88 2,000 503,760

wall)

Youth Center (HCB Wall) m2 333.26 4,000 1,329,040

Sport Fields m2 11,500 150 1,725,000

Bus Station m2 2,556.4 500 1,278,200

Total (ETB) 4836000

6.3.5 Current Replacement Cost of Administration Office Buildings

The estimated Replacement Cost value of administration office buildings of Adola Woyu town which
include all sector offices and kebele administration is about Birr 11.2 Million. This makes the Municipal
Administration Buildings category constitutes about 5 % of RC of the town asset bases.

Table 61: Current Replacement Cost of all Inventoried Administration Office Buildings

Asset Subcategory Unit Quantity Unit Rate Replacement Cost

(ETB)

Administration Office and Hall m2 2,818.05 4000 11,272,200

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Buildings including Fences

Total (ETB) 11,272,200

6.3.6 Current Replacement Cost of Machineries and Vehicles (Movable Assets)

The Replacement Cost of movable assets of the municipality estimated as Birr 39.35Million, that
composed of new and aged machineries, trucks, field vehicles and engineering equipment.

Table 62: Current Replacement Cost of all Inventoried Machineries and Vehicles

Types of Movable Assets Unit Quantity Unit Rate Replacement Cost (ETB)

Grader No 1 8,000,000 8,000,000

Roller No 1 5,000,000 5,000,000

Bull dozer No 1 8,500,000 8,500,000

Excavator No 1 7,500,000 7,500,000

Loo Bed No 1 4,500,000 4,500,000

Dump truck No 3 2,000,000 6,000,000

Water truck No 1 2,000,000 2,000,000

Toyota Office Vehicle No 2 2,500,000 5,000,000

Motor Cycle No 30 45,000 1,350,000

Total (ETB) 47850000

6.4 Current Value of the town Assets

6.4.1 Introduction

The current value of assets is financial representation of the potential service value of the existing asset
base. Valuing of assets is a challenging task because of the absence of information on original cost of

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construction cost and purchasing price of the assets. In addition, absences of records of construction and
procurement date of most of the assets and lack of standard for expected useful life (EUL) of assets are
additional challenges in asset valuing process. To minimize these and related challenges and to take into
account the possibility of value increment of the assets due to inflation pressure eventually, applying
depreciated replacement cost (DRC) for the valuation of assets is a common practice in some countries
and also recommended by the revised AMP manual.

According to the revised AMP manual, due to accelerated depreciation nature of infrastructure assets we
should have to deduct the maintenance deficit from DRC to reach to estimated current residual value of
the asset. For municipal services and facilities, on the other hand, DRC itself is supposed to represent
estimated current value of the asset without deducting maintenance deficit.

6.4.2 Depreciated Replacement Cost as Measure of Current Value

Depreciated Replacement Cost is simply computed based on replacement cost of assets less an
allowance for deterioration of condition to date, and based on the fraction of remaining useful life over
expected useful life. So DRC is thus computed as the ratio of the remaining useful life to the expected
useful life as a percentage of current replacement cost.

Due to accelerated depreciation nature of road network assets and drainage channel, however, to reach
to estimated current value, the maintenance deficit must be deducted from DRC. For water supply
network assets and the rest of environmental protection assets, excluding drainage network, and
buildings and facilities under social, economic and administration service as well as movable assets, the
estimated value of DRC is supposed to be represented or equal to estimated current value of assets.

This is because that the latter asset categories are not supposed to depreciate at accelerated rate thus the
value of DRC itself represent the estimated current value of the asset without deducting maintenance
deficit.

6.4.3 Formula to Compute Depreciated Replacement Cost and Current Value

Current Value (CV) of Networked Infrastructure Assets can be estimated as:-

DRC = RUL/ EUL x CRC

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Current Value (CV) for Infrastructure Networks = DRC – MD

Where,
 RUL is the remaining useful life
 EUL is the expected useful life
 CRC is the current replacement cost
 MD is the maintenance deficit of the assets

6.5 Summary of Current Value and Asset Deficit of the Town

Asset

Based on the above valuation technique to estimate the current value of the town assets, the estimated
current value of the town assets is 142,395,475.5 Birr, which is equal to about 62.57 % of the current
replacement cost. The different between the current value and the replacement value, which is about
85,176,731.7 Birr, represents the asset deficit; which is the value of the assets lost due to age and
maintenance deficit. Thus the deficit is about 34.43 % of the replacement value which implies the big
impact of maintenance negligence along with wear and tear of the assets due to age. It has to be noted
that for the assets which are serving beyond their expected useful life, Zero is assigned as their residual
value because assets will never assigned a negative value.

Table 63: Summary of Replacement Cost against Current Value and Asset Deficit
Current Depreciated
Asset Sub Maintenance Current Value Asset Deficit
Replacement Replacement
Categories Deficit (MD) (CV) (ETB)
Cost (CRC) Cost (DRC)
Cobble Stone 35,901,180.9
10,240,351.20 146,203.20 9,112,061 2,935,411
Road 8
332,688,094.
Gravel Road 22,500,251 2,624,380 7,020,985 22,979,351
2

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Compacted
79,147,320 13,176,000 142,360 3,982,450 17,977,550
Earth Road
Pedestrian
92,400 84,480 116,600 31,680 73,920
walkway Coble
24,883,925.3
Culverts 6,400,000 132,600 3,565,980 4,434,020
3
Street Light 42,080,000 12,203,550 540,900 12,203,550 1,355,950
Borehole 15,000,000 12,000,000 150,000 12,000,000 3,000,000
Reservoir 3,000,000 2,400,000 15,000 2,400,000 600,000
Pumps 1,800,000 1,440,000 36,000 1,440,000 360,000
Chlorinator 500,000 400,000 5000 400,000 100,000
Treatment Plan 20,000,000 16,000,000 200,000 16,000,000 4,000,000
Distribution
10,260,000 8,208,000 1,000,000 8,208,000 2,052,000
Line
Transmission
8,980,000 7,184,000 500,000 7,184,000 1,796,000
Line
Masonry
43,380,100 6,426,000 791,088 4,093,600 3,046,400
Drainage
Cobble
85,768 704,700 3,625 545,700 237,300
Drainage
Earthen
810,000 644,400 0 338,400 735,600
Drainage
Toilet Blocks 1,800,000 0 530,000 1,650,000 150,000
Greenery and
13,130,418 378,000 460,000 378,000 252,000
Parks
Health
3,832,000 2,682,400 191,600 2,682,400 1,149,600
Buildings
School
9,708,600 5,339,730 485,430 5,339,730 4,368,870
Buildings
Market
1,933,500 1,546,800 96,675 1,546,800 386,700
Facilities
Sport Fields 1,725,000 1,035,000 86,250 1,035,000 690,000
Bus Station 1,278,200 766,920 63,910 766,920 511,280
Youth Centre 1,329,040 797,424 132,904 797,424 531,676
Abattoir
503,760 302,256 30,376 302,256 201,504
Facilities
Administrative
11,272,200 7,890,540 7,890,540 3,381,600
Buildings
Movable
47,850,000 31,480,000 1,245,250 31,480,000 7,870,000
Assets
182,938,068.0 172,230,802.2 142,395,476.0 85,176,732.0
Total 9,726,151.20
0 0 0 0

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7. Cost, and Priorities, New Works Projects within the CIP Process
8. (Step 7)
8.1 Introduction
The work in step 7 of the AMP can be divided into three separate activities.
1. Building a budget for all new works project proposals.
2. Providing an overview of the expenditure allocation among the major activity areas.
3. Setting out the new works projects in order of priority.

Building a budget for new works projects

Building the budget for new works projects involves the following activities,
 Bring forward, from Step 6, the unit rates for asset replacement, to provide the basis for
estimating the cost of new works projects.
 Calculate the cost of the new assets on a project-by-project basis using these rates and provide a
summary table of all new works projects, using the dataset template TDS 5.
 Provide a summary table showing the breakdown of the total cost of new works by feature of
asset.

Provide an overview of expenditure allocation

The purpose of this second activity is to assist the CIP team, and the executive, to create a balanced
investment in new infrastructure and municipal service assets; and to prioritise the new works projects to
support this.

Priorities the new works projects

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The third activity is that of prioritising the new works projects. This activity will be carried out with the
AMP focal person working as a member of the CIP team. It is important to stress that this activity is an
integral part of the CIP process. The purpose of this section is to highlight a prioritisation process that
draws upon the specific skills and expertise of the AMP team, thereby enabling them to contribute
effectively in this critical important aspect of CIP process that will lead to a final list of new works
projects going forward to the executive for approval.

8.2 Unit Rates for New Works

For the cost estimation of new works unit rates provided to calculate current replacement cost in Step 6
are applied except for few new works costing such as street light, electric power and water line
installation and different municipal buildings the total cost estimated is taken from the CIP.

On the other hand the cost estimate of solid waste fill site, Abattoirs, Bus Station and accessory road and
drainage is taken from the BOQ prepared in the design study. The other point to be noted related to
costing new works is the conversion of unit of measurements for some assets which are proposed in
number but converted to convenient unit of measure to comply with the applied unit rate. Hence assets
such as culverts and bridges which are proposed in number converted to area for the purpose of
estimating construction cost and maintenance. In doing so, the average width and length of existing
culverts and bridges are considered to estimate the average area of culverts and bridges proposed. In
similar manner the proposed length of road supposed to be in equivalent length, i.e. 7 meter width for
road, to match with the corresponding unit rates which are established for the indicated equivalent length
of roads and drainage.

Unit cost information that has been established in step 6 for the valuation of the town assets are built
based on different sources including the recent projects and acquisition price of assets of the town and
the experience of other cities. The unit rates employed in the study should be utilized for preparation of
indicative budget, thus care should be taken when applying the unit rate during implementation and
tendering.

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1. The Proposed New Work Projects Organized by Strategic

Activity Area
One of the basic sources to plan new works is the community need assessments, a number of community
consultations conducted to identify new work projects. Taking into consideration the gap assessments
identified based on the inventory condition assessments and the community need the CIP are prepared
for 2021 to 2014 E.C. In general, the proposed new work projects are prepared based on;
 Community consultation
 Review of the infrastructures and service gabs identified during inventory and condition
assessments of this AMP study
 Review of the past three year rolling capital investment plan (2008 to 2010E.C) of the town
 Review of funding capacity of the town

A new work project proposal has framed by three project years to assist prioritizing projects for
consideration within a rolling three years capital investment plan. As the Table below summarize, the
proposed new works estimated cost for the indicated project years is Birr 48,836,392.37.

Table 64: Summary of cost of new work projects by activity area

N Strategic Area EFY 2013 EFY 2014 EFY 2015 Total % of total
o
A Movement 13,118,865.8 17,644,602.1 21,219,364.00 51,982,832.01 30.8084006
Network 6 5 4
B Water Supply
Network
C Economic & 5,435,429.00 5,367,446.80 16,940,530.60 10.0400581
Social 6,137,654.8
Services 0
D Environmenta 20,342,151.6 30,564,818.2 41,195,819.12 92,102,789.01 54.5860914
l Services 4 5 9
E Other
F Municipal
Administratio
n Buildings
and Other
Projects
which cannot
be put in
Pillars

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G Consultancy 1,457,0 744,286. 0 2,201,352. 1.

service 65.70 95 65 30
H Capacity 1,309,341 1,846,714.80 2,345,847.90 5,501,903.70 3.26078528
Building 1
Total 41,662, 56,167,869.0 70,898,685.82 168,729,407.9 100.
853 7 00

8.3 Evaluating Proposed Projects from Socioeconomic and

Environmental Perspectives
Effective and sustainable infrastructure management and its associated service delivery should support
the city to provide the basis for social equity and economic development. In terms of cost, the
infrastructure development represents a major capital investment in return that adds immense positive
effect as an added value to the city asset base. Thus needs evaluations and appraisal before approval.

The decision and approval criteria for funding and implementation of new work project proposal should
incorporate financial, environmental and socioeconomic considerations, with the objective to generate
sustainable benefits for the local government and more importantly for the residents.

i. Consideration of Socioeconomic Objectives and Benefits

Increasing infrastructure assets and facilities apparently enhance quality of the city life and can make the
city more competitive in attracting investors that potentially increase economic and social returns to the
city. Increased accessibility would also expand and make ease of business doing then the ability of the
city to create more jobs apart from the direct job opportunities infrastructure and facility construction
could generate.

Besides, direct and indirect job opportunities that can be created from the implementation of proposed
projects, the economic value of the proposed new works will also be significant to the city economy.

ii. Consideration from Climate Changes and Environmental Protection

Environmental protection and development is now becoming one of the core decision-making criteria
process on development and expansion of urban infrastructures. In this regard the project proposal

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should take account urban planning and zoning considerations to the development of road networks and
facilities. Furthermore, much emphasis should give to the construction of drainage channels and
enhancement of public parks and greenery capital to address the effects of the climate changes.

iii. Financial Consideration

Funding all physical infrastructure and facility demanded is a key challenge of the municipality. Thus, a
budgetary constraint limits the demand of new assets therefore the proposed new works should be
evaluated from different options of funding and allocations. The city cannot afford to fund all assets
demanded and identified as wish list and even the three years proposed new work projects in three years
project/planning period. Thus balancing among competing spending should be in place as the strategy
and prioritizing in allocation of the potential funds among the proposed networks should be done again.
To select the candidate projects and prioritize, the potential finance for CIP for three years should be
again forecasted following preparing and endorsing the CIP based on this draft project proposal.

8.4 Financial Plan

The proposed new work projects and the ongoing projects require as much as birr 171 Million. The
following table illustrated the possible financial sources of the project and the expected finance would
collect from the corresponding sources.

Table 65: Financial Plan for Proposed New work Projects

Amount of funding in Birr

S/N Sources of Funding 2013 EFY
21,778,579.
1 IDA Performance Grant(50%) 00
6,612,362.
2 Regional Contribution (30%) 00
4,573,502.
3 City Contribution(21%) 00
32,964,443.0
4 Subtotal: UIIDP(1-3) 0
662,981.
5 UIFfrom ( 2012) Capital Budget 00
Total UIIDP & Unutilized 33,627,424.0
6 budget (4+5) 0
Additional Regional Fund for
7 CIP -

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Additional Municipal Fund

8 from Surplus -
Additional State Fund from
Surplus 8,035,429.
9 00
Community Contributions
10 -
11 Other Capital Receipts -
Total Additional City & 8,035,429.0
12 Regional Fund (7-11) 0
Other donor fund except
13 UIIDP -

Total fund available for the

14 CIP (6+12+13) 41,662,853.00

8.5 Prioritizing New Work Projects

Funding all physical infrastructure and facility demanded is a key challenge of the municipality. Thus budgetary constraints
limit the demand of new assets therefore the proposed new works should be evaluated from different options of funding and
allocations. Also Capital budget constraints and uncertainties to obtain the forecasted fund even from own source of revenue
should the basic factor for the need of prioritizing the new work projects. Accordingly the new works are prioritized based on
the following major consideration;
 The town potential capacity to finance new works,
 Prioritization of projects in the town CIP for the year 20011 and 2012 EFY,
 Considering the proposal of new works where to develop (Existing area, new area, in both)
 Considering projects with a potential of creating employment opportunity

The proposed new works are then prioritized by two approaches. The first is grouping new works based on the proposed
year of project developments. Thus projects proposed to commence in the first year should aggregately consider as priority
projects and again these projects prioritized from first rank to third ranks individually based on the factors explained above.
Under this group some projects would fully construct in the first year and some others would start extend to the second and
third year of the planning period. The second aggregate prioritized group is the projects proposed to commence in the 2nd
planning year. Projects under this subgroup are all new works to develop in the new areas. The budget for prioritized new
work projects in the first year of the planning period require as much about 15,428,859.00Birr. the detail new works
proposal plan for

Table 66:- Prioritization of new projects within the activity area

S/N Name of Project Unit Location Priority

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1 Movement Network Qtty(km) Qtty (m2)

1.1 Cobble
1.1.1 From Moges Hotel to Existing Drainage 0.227 2497 LEGE DUFA I
1.1.2 Tenadam Hotel to ERA Road 0.225 2475 Kilta EBA I
1.3 Bridge, Culverts and Ditch Covers Qtty(No) Qtty (No) I
1.3.1 Slab Culvert Bridge Around Fenji Wuha 1 1 LEGE DUFA I
1.3.2 Slab Culvert Bridge Around Prison 1 1 ODA D0LA I
1.3.3 Ditch Cover 123 123 ODA D0LA I
2 Environmental Service
2.2 Drainage Network Qtty(ml) Qtty(ml)
2.2.1 from Mushirit shop to cattle marketr 370 370 LEGE DUFA I
2.2.2 from Chala Girosry to ERA road and to Asphalt road 455 455 Kilta EBA I
2.2.3 from gelchu haro house to new culvert 185 185 ODA D0LA I
2.2.4 from Chambe road to gelchu Haro then to chafe 468 468 ODA D0LA I
2.2.5 Noc to Adola Rede police office 160 160 LEGE DUFA I
2.2.6 Gondar safar through lease safararound birhanu tore 840 840 LEGE DUFA I
house to cafe
2.3 from dole road to asphalt 295 295 LEGE DUFA
2.3.1 water utility office to centeral clinic culvert 677 677 LEGE DUFA I
3 Social and Economic Services Qtty Qtty (m2)ml
(m2)ml
3.1 Landscape Greenery 1600 1600 LEGE DUFA I
3.2 Steel Gourdon Greenery 112 112 Kilta EBA I
4 Other Projects Qtty (LS)
4.1 Clearing of road, Electric line, water line LS I
expansion on new expansion area and related
work
4.3 Consultancy of land Inventory LS I
4.4 Consultancy of AMP LS I

a. Budget for New Works Projects on the Basis of Priorities

Table 67: Cost of new works proposals for the year of 2013E.C

S/N Name of Project Unit Qauntity Birr/Qauntity Total Cost

1 Movement Network Qtty(km)
1.1 Cobble
From Moges Hotel to
1.1.1 Existing Ditch including M2 2497 1,181 2,949,928.99
Masonry Drainage

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Tenadam Hotel to ERA Road

1.1.2 including Drainage and M2 2475 1,387 3,431,900.21
Others
Bridge, Culverts and Ditch
1.3
Covers
Slab Culvert Bridge Along
1.3.1 Road from Ferenji wuha to 1 1 1,874,862 1,874,861.53
Metrologiy
Slab Culvert and Pipe Culvert
1.3.2 Along Road from Prison to 1 1 2,262,175 2,262,175.13
Kebele office
Ditch Cover(Along the Sected
1.3.4 119 119 9,134 1,086,906.20
Site)
Total Carried 11,605,772.06
2 Environmental Service
2.2 Drainage Network
2.2.1 from Mushirit shop to cattle marketr ML 370 7,551 2,793,824.94
from Chala Girosry to ERA road
2.2.2 and to Asphalt road ML 450 4,723 2,125,491.81
from gelchu haro house to new
2.2.3 culvert ML 185 4,706 870,557.99
from Chambe road to Yeneyalem
2.2.4 House ML 310 4,175 1,294,135.53
2.2.5 Noc to Adola Rede police office ML 128 6,006 768,825.05
From shakiso asphalt to existing
2.2.6 culvert ML 838 4,416 3,700,975.28
2.3 from Asphalt to dole road to asphalt ML 295 4,166 1,229,088.43
Total Carried 2576
Social and Economic
3
Services
3.1 Landscape Greenery M2 1600 1,183 1,892,262.00
3.2 Steel Gourdon Greenery ML 112 5,919 662,981.00
Total Carried 1712
4 Other Projects
Clearing of road, Electric line,
water line expansion on new
4.1 km 2.5 1,040,000 2,600,000
expansion area and related
work
Consultancy of land
4.3 LS 457,067.70 457,067.70
Inventory
4.4 Consultancy of AMP LS 1,000,000 1,000,000.00
Total Carried all works 4057067.7
4.5 Capacity Building 1,309,341 1,309,341

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Total Carried al 1,309,341

9. BUILD THE MAINTENANCE PLAN (Step 8)

9.1 Introduction
The purpose of bringing the maintenance deficit summary from Step 5 in this stage of AMP is to show
maintenance budget requirement parallel to three year capital investment rolling program together with
rehabilitation and new works. The maintenance budget guide prepared in Step 5 revealed that
maintenance practice of Adola Woyu town municipality is characterized by inadequate maintenance
activity which is now shown by huge maintenance deficit.

Besides inadequate maintenance funding the huge maintenance deficit is associated with absence of
periodic and consistent condition inspection of the infrastructure and facility assets. Limited resource
availability to fund maintenance can be also one of the reasons which would of course associate with the
absence of maintenance data management. That in turn could make difficult to identify and determine
which and how to maintain and what essentially needed to do so. The negative outcomes of inadequate
maintenance no doubts eventually results for assets falling below acceptable standards of service levels
and a risk of shortened lifespan of core infrastructure assets which were developed at expensive cost and
hard to replace.

Types and activities of maintenance and maintenance budget forecast are carried out in Step 5 for all
asset classes. The recommended maintenance activities are believed to be appropriate for different
condition levels of the asset, though they are generic and will need to make specific and detail for
specific asset during implementation.

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The maintenance budget guide prepared in Step 5 identified different maintenance measures for all
strategic activity areas and subcategory classes and forecast the respective maintenance budget to carry
out the proposed maintenance actions and activities. The study identifies the town has huge maintenance
deficit which is nearly Birr 36.8 Million, apart from the preventive maintenance need estimated about
Birr 4.2 Million.

This section devoted for the preparation of maintenance plan to guide and schedule the overall
maintenance program and outline the maintenance priority. This is because that the municipality with
limited financial capacity could and would not afford to fund all maintenance need within a single year
or even within three year planning period.

9.2 The maintenance budget for routine and periodic

maintenance activities
Routine maintenance is the regular on-going work which is necessary to keep assets operating as desired
and normal condition, whereas, periodic maintenance includes activities undertaken at intervals of some
years to preserve the assets. Routine and periodic maintenance activities are supposed to be normal
maintenance activities that should be performed to retain an asset that are found in good condition (and
very good condition for Water supply network assets). The ultimate target is to protect the good
performing assets from any risks of failure, damages and deteriorations in advance. It will be set out by
providing systematic inspection and monitoring to detect and prevent deterioration and or failure and
includes from testing to confirm correct operation.

The forecasted maintenance budget need for Routine and Periodic maintenance for all assets estimated
about Birr 1.2 Million.
Table 68: Maintenance budget for Routine and Periodic maintenance by activity areas
S/N Strategic and Supportive Activity Areas Budget for routine and periodic
maintenance (ETB/ year)
1 The Movement Network
1.1 Cobblestone Road 162,239.7
1.2 Gravel Road 217,023.03
1.3 Compacted Earth Road 0
1.4 Culverts 0
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Sub-total Movement Network 0

2 The Water Supply Network
Sub-total Water Supply Network ( 1 % of RC) 595,400
3 Environmental Services
3.1 Open Masonry Drain 62,876.00
3.2 Cobble paved 1,080.00
Sub-total Environmental Services 659356

9.3 Maintenance Deficit of Existing Asset Bases

Managing the town assets through asset management plan needs taking maintenance as one of basic and
integral part of the core municipal works; and then to establish sustainable maintenance management
system. The primary task is so to eliminate accumulated maintenance deficit as shortest as possible
project years. The maintenance plan as part of the short term capital investment and financial plan
therefore must focuses on the need to eliminate the accumulated maintenance backlogs identified by
each strategic activity area.

The final work in Step 8 is to define the maintenance activities that will be included in the budget for the
3-year rolling program. The maintenance program begins with the calculation of the maintenance deficit
in Step 5 of the AMP and this deficit is then brought forward to Step 8.

In total, the municipality needs to allocate about Birr 10.26mill address both routine and periodic
maintenance and maintenance required to eliminate the accumulated maintenance deficit. The routine
and periodic maintenance need is forecasted as some as Birr 4.2 Million, whereas the maintenance need
to eliminate the accumulated deficit is as some as Birr 9.7 Million.

Table 69: Maintenance Deficit Summary

Total
Eliminating Maintenance Deficit
Strategic Activity Area and Feature Class Maintenance
(Birr)
Need (Birr
Movement Network 4,948,293.20 5,422,055.93
Environmental Services 1,784,713.00 1,848,669.00
Social And Economic Services 1,087,145.00 1,087,145.00
Water Supply Network Assets 1,906,000.00 1,906,000.00
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Grand Total 9,726,151.20 10,263,869.93

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9.4 Maintenance Prioritization

Taking into consideration the negative impacts of postponing maintenance deficit to extended years in
one side and financial constraint to eliminate maintenance deficit in a single year on the other side,
prioritizing maintenance schedule should one of strategic approach.

The maintenance deficit that would have been brought forward from Step 5 of the AMP as indicated on
table 70 provides a summary of all required maintenance work for network infrastructure, and water
supply assets. At this point in step 8, there is a list of all the maintenance activities required to address
the maintenance deficit, together with a budget. On the premise that the maintenance deficit exceeds the
budget, then the next step is to prioritise the maintenance activities and thereby identify those activities
that will be carried out over the next three years. In order to do so the town has to prioritize the
maintenance deficit based on criteria set to identify the top maintenance priority assets.

According to the revised AMP Manual, A process required for prioritizing maintenance activities are
provided and this prioritization process are directly taken into account for this AMP preparation. Thus
prioritisation process should be based upon three criteria:

1. Creating an equitable balance between different strategic activity areas

Here the list of strategic areas, i.e. the movement network, environmental services; and the social and
economic services, provides a good basis for evaluation. Note that the maintenance of water supply
assets (the fourth major activity area) operates within its own budgetary framework and as a result is
excluded from this process, although the next bullet points on internal prioritization are equally relevant
to that activity area.

2. Create an equitable balance within each strategic activity area.

This is particularly relevant to the road movement network where there is often a strong imbalance in
favor of asphalt road maintenance.

3. Integrate an asset strategy in the prioritization of maintenance projects.

The third criteria are applicable to all four main activity areas. This is the one brought forward from the
prioritization process for new works projects, namely reviewing projects in terms of an asset strategy. In
the case of maintenance prioritization the concept of an asset strategy is also valid. However, the

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strategic focus is of a more practical nature, with three areas of importance: utilization/demand; negative
impact; and community needs. These three areas are discussed further below.

Asset Utilization/demand; this is particularly important for the movement network. Areas of heavy
traffic or pedestrian demand should be given priority for two reasons. Firstly, the disruptive impact, and
indirect cost, of asset deterioration is greater. Secondly, the heavy demand will accelerate the
deterioration at a faster rate is left unattended.

Negative impact: This refers to an external impact and is particularly relevant in terms of environment
and health impacts. These include flooding and health problems associated with deteriorated sanitation
and health services.
Community needs: Prioritizing maintenance activities should be particularly concerned with addressing
community concerns. Local communities and users have direct experience of poor or deteriorated
services and infrastructure and provide an important and valuable input to the prioritization process.

Employing the above criteria, the top maintenance priority are identified which would be rehabilitated
in 2013 E.C.

Table 70: Maintenance Priority Proposal for 2013 E.C

Sub Categories Keb Start Endpoin U Le W Are Uni Amount Pri Main Con
ele Point t n ngt id a t ori tena diti
it h th Rat ty nce on
e Activi
ty
A.MOVEMENT NETWORK

Gravel Road Kilta Areru Priparat m 38 11 4,4 45 1 Depr Poo

EBA House ory 2
0 .7 46. 200,070. essio r
school 00 00 n
Gravel Road ODA Mishin N.bus m 29 10 2,9 45 1 Depr Poo
DOL station 2
1 10. 130,950. essio r
A 00 00 n
Gravel Road ODA Shakis Adekors m 28 11 3,0 45 1 Depr Poo
DOL Asphal a 2
0 80. 138,600. essio r
A t 00 00 n
Gravel Road LEG Glorry N.Drain m 36 10 3,6 45 1 Depr Poo
E school ege 2
0 00. 162,000. essio r
DUF 00 00 n
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A
Gravel Road Kilta Mikael Asphalt m 26 10 2,6 45 1 Depr Poo
EBA Cobble 2
0 00. 117,000. essio r
Road 00 00 n
Gravel Road LEG Oda Ferenj m 19 10 1,9 45 1 Depr Poo
E Dola Wuha 2
0 00. 85,500.0 essio r
DUF kebele 00 0 n
A
Gravel Road Kilta Wako Prison m 25 11 3,0 45 1 Depr Poo
EBA Areri Road 2
5 .8 31. 136,437. essio r
9 95 75 n
Gravel Road Kilta Schoo Robe m 45 11 5,2 45 1 Depr Poo
EBA l berako 2
3.1 .5 11. 234,503. essio r
house 46 18 06 n
Selected soil or ODA N.Bus N.Bus m 15 15 22, 45 1 1 Depr Poo
2
Aggrigate DOL Station Station 0 0 500 ,012,500 essio r
material A .00 .00 n
LEG Getach Gizaw m 17 11 20, 45 1 Depr Poo
E ew Bet 2
63. .6 593 926,723. essio r
DUF House 17 8 .86 73 n
A
Total Carried Total 3,1
for Movement Carried 44,284.
Network
53

B.Movable Asset and Engineering Equipments

Type of Condition priority Quantity Unit Rate Amount
Machinery and
Vehicles
Sino Truck Moderate 1 3 120,000.00 360,000
Water truck Poor 1 1 80,000.00 80,000
Grader (140- Moderate 1 1 125,000.00 125,000
RCAT)
Dozer (D6- Moderate 1 1 102,000.00 102,000
XLCAT)
Excavator (K- Poor 1 1 170,000.00 170,000
350PC)
Roller Compactor Moderate 1 1 90,000.00 90,000
Loobed Moderate 1 1 95,000.00 95,000

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Sub-Total (ETB) 1,022,000

Table 71: Summary of Maintenance Budget 2012 E.C

Infrastructure Category Budget Year (2012 E.C)

A. Movement Network

Gravel Road 3,144,284.53

B.Movement Asset and Engineering

Equipment

Equipments 1,022,000

Total Maintenance Budget 4,166,284.53

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10. Convert the Agreed Budget for all New Works and Maintenance
Projects to a 3-year Rolling Program (Step 9)

10.1 Introduction

The construction of the 3-year rolling program for all New Works is carried out by the full, multi-
disciplinary CIP team. The asset management focal person is a member of this team and at this stage of
the budget development process, which incorporates step 9 of the AMP. The role of the AMP is simply
to construct the program so that the projects can be tracked in step 10.

For the maintenance activities, the primary responsibility for creating an implementation program for
maintenance activities lies with the AMP focal person. Here, step 9 brings forward the budget for
routine and periodic maintenance from step 8 and updates the database of maintenance activities
associated with the maintenance deficit, to ensure that only approved maintenance activities are carried
forward. If the maintenance deficit budget is drawing on funding from the CIP budget, then the final list
of maintenance activities would have to be approved by the CIP team.

Once that is done, these activities would be allocated to the first year of the 3-year rolling program, and
a proposed budget made for years 2 and 3. In general the tasks for step 9 comprise:

 Converting the new works projects database to a 3-year rolling program.

 Updating the list of maintenance projects and creating an implementation strategy.
 Ensuring that all maintenance activities going forward have an approved budget.
 Building a 3-year rolling program for maintenance activities.

10.2 The 3-year Rolling Program for New Works Projects

Each New Works project that has been approved in Step 8 will be allocated to the 3-year rolling
program of work. There will be a number of reasons for the choice of which project is allocated to which
year. However, because the choice is made primarily on the basis of project prioritization, this can often
overlook practical considerations of capacity and availability of resources. To assist in maintaining this
balance and improving decision-making, the 3-year rolling program is carried out by the joint efforts of
the town CIP team particularly with the full engagement of AMP focal person and advice of UIIDP

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coordinator. It has to be noted that the 3- year rolling program would amend based on budget availability
and the need of revising existing CIP document to incorporate the plan for the year 2011 EFY and so on.

Once this is done the AMP provide a full list of all approved new works projects set out in the format of
a 3-year rolling program, this table is included in the annex. From this table, the AMP generates a
summary budget table, with the projects grouped by strategic activity area.

The table below provides a summary of the three year rolling program for new work projects by major
strategic activity area. The total budget of Birr 92.6 Million are approved for three years new work
projects and it is assumed that the proposed fund will be available from various funds including the IDA,
Regional grants, town own revenue.

Table 72: Summary of the 3-year rolling program for new works projects by strategic activity area

Budget year 1 Budget year 1 Budget year 1 Tota Budget for

Strategic Activity Area
3years
2013 EFY 2014EFY 2015 EFY
The Movement Network 13,118,865.86 17,644,602.15 21,219,364.00 51,982,832.01
Environmental Services 20,342,151.64 30,564,818.25 41,195,819.12 92,102,789.01
Social and Economic
5,435,429.00 5,367,446.80 6,137,654 16,940,530.60
Service
Consultancy service
1,457,065.70 744,286.95 0 2,201,352.65
and cannot put in pillar
Capacity Building 1,309,341 1,846,714.80 2,345,847.90 5,501,903.70
Total budget: for new
41662853.2 56167868.95 2345847.9 168729407.97
works project

10.3 The 3-year Rolling Program for Maintenance Activities

The maintenance deficit budget and maintenance plan for rolling three years is developed in the
previous sections based on condition assessment and the maintenance rate established based on the
maintenance activities. The prioritised list of projects has been calculated in step 8. This is brought
forward into step 9 and becomes the budget for the first year of the AMP. A detailed list of approved,
and budgeted, maintenance projects included in the annex.

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A similar budget is used for the following two years of the 3-year rolling plan, with the prioritization
process following the same procedure as was used for the first year budget. A summary of the budget for
reducing the maintenance deficit, broken down by strategic activity area is shown in table 74 below.

Table 3: The maintenance budget on the 3-year rolling program by strategic activity area
Strategic Activity Area 2013 EFY 2014 EFY 2015EFY Total Budget
for 3 years
Movement Network 4,166,285 4,600,664.00 5,031,968.0 13,798,916.5
Assets 0 3

Water Supply 0 0 0 0
Network
Environmental 0.00 1,016,123.00 2,057,899.0 3,074,022.00
Services 0

Social and 0 0.00 0.00 0.00

Economic Services
Total budget: 0 0 0 0
maintenance
deficit

2013-2015 MAINTENANCE BY %
90
80
70
60
MAINTENANCE 2013-2015 BY %
50
Strategic Activity Area
40
30
20
10
0
1 2 3 4

Finger 20

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Table 4: Three Year Maintenance Budget for the town for EFY 2013 to 2014 depending on CIP
S/ Infrastructure Maintenance Maintenance Maintenance Total Budget
N Category Budget for EFY Budget for EFY Budget for EFY for 3 years
2013 2014 2015

A Movement
Network

1 Roads

1.1 Cobblestone 689,136.00 896,145.00 1,585,281.00

Road

1.2 Gravel Road 3,144,285 2,123,698.00 3,125,698.00 8,393,680.53

1.3 Compacted
Earth Road

2 Pedestrian 110,000.00 110,000.00

Walkways

2.1 Cobble
walkway

3 Road Structure

3.1 RCC Slab 625,749.77 625,749.77

Culvert

3.2 Pipe Culvert

4 Street Lighting 409,500.00 409,500.00

4.1 Sodium lamp 752,580.23 73,500.00 826,080.23

4.2 Fluorescent
lamp

5 Vehicles and 1,022,000.00 826,625.00 1,848,625.00

Machinery

Sub Total 4,166,285 4,600,664.00 5,031,968.00 13,798,916.5

Movement Network 3

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B Water Supply

Sub Total Water

Supply

C Environmenta
l Services

1 Drainage 896,123.00 968,459.00 1,864,582.00

1.1 Open masonry

drain

1.2 Cobble Drain

1.3 Earth Drain

2 Sanitation 120,000.00 1,089,440.00 1,209,440.00

3 Greenery and
park

Sub Total 1,016,123.00 2,057,899.00 3,074,022.00

Environmental
Services

D Social and -
economic
services

Total Maintenance 4,166,285 5,616,787.00 7,089,867.00 16,872,938.5

Budget (ETB) 3

Available CIP 4,166,285 5,616,787 7,089,867.00 16,872,938.5

Maintenance 3
Budget

Surplus/deficit 0 0.00 0.00 0

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11. Manage the transition of all Completed New Works and Maintenance

12. Projects across to the Existing Assets Databases (Step 10)

12.1 Introduction

The main purpose of the final step of the AMP is to take responsibility for the database management for
new assets, and for the maintenance of existing assets, and carry this though the implementation phase to
a point where the new or maintenance works are complete and they can be incorporated into the AMP as
existing assets. The methodology and guidelines indicated in the manual for the implementation process,
measuring and assessing the implementation performance regarding new works and maintenance
projects are discussed in this section to guide the overall process of the implementation strategy and
performance measurement.

The wider implementation strategy for new works revolves around two major activities: procurement
and the management of cash flow. Both of these are described in detail in the CIP Manual and are the
responsibility of the full CIP coordinating team. This wider strategy is geared towards ensuring the
effective and efficient delivery of projects. In other words it is a project management process. What this
means though is that the responsibility for projects ends when they are completed successfully and
handed over to the City. The role of the AMP is to ensure that the completed projects, as well as
completed maintenance activities, are recorded in the following year’s asset management plan.

The updated AMP manual defines the components in Step 10 covers two distinct areas of
responsibilities. The first of these is to track new works maintenance projects and maintenance activities
going forward into the future. The second responsibility is to keep track of new works projects and
maintenance activities that were approved in past AMPs and to measure the outcomes against the
original approved projects.

12.2 Monitoring Procedures for New Works and Maintenance

Projects

The implementation strategy for new works revolves around three major activities: project management;
procurement; and construction management. The responsibility for all three of these activities rests with
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the respective specialists in the town. For the maintenance projects, the status change for completed
projects will carried out by updating the condition level in the condition tabular dataset.

Step 10 of the AMP is essentially a monitoring and tracking exercise covering both New Works and
Maintenance projects. There are four parts to the first of these and three to the second. These
component parts are:

I. For New Works

1. Confirm the final list of all New Works projects.
2. Track their start and end dates, i.e. the project agreement and project completion dates; and enter
these in the New Works database.
3. When works have been completed check that the ‘as built’ project corresponds to the original
project as planned. If it has changed update the database to reflect the changes. These changes
include both spatial and financial changes
4. Carry forward the list of completed projects handed over to the town and ensure that the
information pertaining to every completed project is into the databases of the AMP.

5. Table75 Implementation schedule for new works projects for year 1(2013 E.C)

Implementation schedule for new works

Date
when the
new
Date
projects
S/ Date of Date of of Date of Date of
Strategic area Date of is
No Approval tender signing start project handove
tender entered
time invitatio of a of completi r to the
closure into the
n contract activ on city
database
ity
for
existing
assets
Environmental
A
Service
1 Cobble stone
From Moges Hotel
30-
to Existing Ditch 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
1.1
19 19 Nov-19 Nov-19 Nov 20 19 20
including Masonry
-19
Drainage

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Tenadam Hotel to 30-

13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
1.2 ERA Road including 19 19 Nov-19 Nov-19 Nov 20 19 20
Drainage and Others -19
Slab Culvert and
30-
Pipe Culvert Along 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
1.3
19 19 Nov-19 Nov-19 Nov 20 19 20
Road from Prison to
-19
Kebele office
Slab Culvert Bridge
30-
Along Road from 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
1.4
19 19 Nov-19 Nov-19 Nov 20 19 20
Ferenji wuha to
-19
Metrologiy
Ditch Cover(Along
1.5
the Sected Site)
Sub-total Movement
Network
B
30-
13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
2 Masonary Drainage
19 19 Nov-19 Nov-19 Nov 20 19 20
-19
30-
from Mushirit shop to 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
2.1 cattle marketr 19 19 Nov-19 Nov-19 Nov 20 19 20
-19
from Chala Girosry to 30-
13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
2.2 ERA road and to Asphalt
19 19 Nov-19 Nov-19 Nov 20 19 20
road
-19
30-
from gelchu haro house 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
2.3 to new culvert 19 19 Nov-19 Nov-19 Nov 20 19 20
-19
30-
from Chambe road to 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
2.4 Yeneyalem House 19 19 Nov-19 Nov-19 Nov 20 19 20
-19
Noc to Adola Rede
2.5
police office
30-
From shakiso asphalt to 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
2.6 existing culvert 19 19 Nov-19 Nov-19 Nov 20 19 20
-19
from Asphalt to dole road
2.7 to asphalt
30-
Social and Economic 13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
19 19 Nov-19 Nov-19 Nov 20 19 20
Services
-19
30-
13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
1 Landscape Greenery 19 19 Nov-19 Nov-19
Nov-
20 19 20
19
2 Steel Gourdon 13-Sep- 26-Oct- 16- 23- 30- 15-Jan- 3-Dec- 29-Jan-
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Nov-
Greenery 19 19 Nov-19 Nov-19
19
20 19 20
30-
13-Sep- 26-Oct- 16- 23- 15-Jan- 3-Dec- 29-Jan-
3 MSC Shades Revised Nov-
19 19 Nov-19 Nov-19 20 19 20
19
Sub-total Economic &
Social Services

II. For Maintenance Activities

1. Confirm the final list of all maintenance activities for each of the three years.
2. Track the start and end dates for each maintenance activity and enter these in the tabular data set.
3. Once each maintenance activity has been completed, change the condition indicator for the asset
in question to reflect the new status.
Table76 Implementation schedule for Maintenance projects for year 1(2012 E.C

Implementation schedule for Maintenance work

Date
when
the
new
Date Date Date projec
Strategic Appr Date of of of of Date of Date of ts is
S/No tender tende signin start project handov entere
area oval
invitati r g of a of completi er to d into
time
on closu contra activi on the city the
re ct ty databa
se for
existin
g
assets
A.MOVEME
NT
NETWORK
1.Gravel Road

13- 3- 28- 2-
Existing 28-Sep- 7-Dec-
Roba Café to Sep- Oct- Oct- Nov- 2-Dec-19
Culvert 19 19 19
19 19 19
ELPHA to Existing 13- 28-Sep- 3- 28- 2- 2-Dec-19 7-Dec-
Sep-
Culvert 19 19 Oct- Oct- Nov- 19
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19 19 19
13- 3- 28- 2-
Natnael Derartu 28-Sep- 7-Dec-
Sep- Oct- Oct- Nov- 2-Dec-19
House to chefe 19 19 19
19 19 19
13- 3- 28- 2-
Capitean 28-Sep- 7-Dec-
FM to Sep- Oct- Oct- Nov- 2-Dec-19
wefcho 19 19 19
19 19 19
13- 3- 28- 2-
Asegahegn Mamush 28-Sep- 7-Dec-
Sep- Oct- Oct- Nov- 2-Dec-19
wofcho to Shop 19 19 19
19 19 19

12.3 Tracking New Works Projects

Tracking the New Works projects requires that the AMP team maintain a close working relationship
with the Project Manager for New Works; the Procurement Specialist; and the Construction Manager. If
this is done properly then the tracking of New Works, and the subsequent management of the New
Works database, is a relatively simple exercise, following the four tasks set out above.

The first of these is to confirm that all of the projects identified as approved under Step 9 will actually be
constructed. Issues of procurement or cash flow could still change this list, or change the years of the
construction starting date. At this point any projects that have been amended, or removed from the list of
new projects, should be updated or deleted from the New Works database TDS 3 and the proposed
starting dates for approved final proposals should be recorded in the field allocated to this purpose.

It is then important that the AMP focal person liaises with the Procurement Specialist so that (s) he is
aware of the date when each new contract is signed. As this is done the date should be entered in the
database, together with the contractual completion date.

During the construction phase the AMP focal person should liaise on a regular basis with the
Construction Manager. When the project has been completed, and handed over to the city, it should be
checked for any changes to the project that might have taken place between the original approval of the
project by the city and the completion of construction. This is important because it is the final ‘as built’

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project that will be entered into the asset management database as an existing asset, not the original
project description.

At this point the project should be transferred from the New Works database to the set of databases for
existing assets. This is the feedback loop shown in the introduction to this manual. The database for
New Works will already have a breakdown of the project by feature class. This will then form the basis
for transforming the New Works into new assets in Step 3 (the spatial database and the physical attribute
dataset); defining the condition in Step 4 (the Condition Indicator database); and the Costing dataset in
Step 6 (the Cost and Value database).

The list below covers all the key dates that should be noted and entered into the fields provided in the
new works projects database.

 Approval
 Date of tender invitation
 Date of tender closure
 Date of signing of a contract
 Date of start of activity
 Date of project completion
 Date of handover to the city
 Date when the new projects is entered into the database for existing assets

12.4 Tracking approved maintenance activities

The approach taken in monitoring and tracking the maintenance activities is similar to that followed for
New Works projects, except that, in this case, it is the infrastructure specialist who will most likely
manage the maintenance program; though the Procurement specialist may also be involved. Again the
maintenance projects should be tracked following the three steps outlined above, and any changes in the
nature of the maintenance activity entered directly into new works database. Once the maintenance
activity is completed all that is then required is to update the condition indicator in the data set Tabular
data set 4.

96 | P a g e
Adola Woyu Town Asset Management Plan

The list below covers all the key dates that should be noted and entered into the fields provided in the
maintenance planning database.

 Approval
 Date of signing of a contract
 Date of start of activity
 Date of completion of activity
 Date when the condition of the asset is updated

12.5 Tracking past projects and maintenance activities

The integration of the AMP process into a GIS-based management system enables both new works
projects and maintenance activities to be tracked with a degree of accuracy that was not available in the
past. This means that, for the first time, it is possible to measure the performance of past projects and
activities against the original plan. The AMP is due for completion towards the end of the (Ethiopian
Calendar) year. This means that it is not possible to provide a complete analysis for the year in which the
assessment of existing assets is being carried out. To make the tracking process worthwhile, the analysis
should begin by focusing on the previous year, i.e. AMP year minus 2, where a full set of statistics
should be available. This provides the comparative analysis.

The tables below provide templates for measuring the performance of new works projects and
maintenance activities respectively. The table for maintenance is more comprehensive because it is able
to draw on activities completed in the year. Also, this is the more important table for the AMP since the
maintenance performance is more directly associated with the AMP, whereas the performance of new
works project starts falls under the CIP.

97 | P a g e
Adola Woyu Town Asset Management Plan

Template 1: New works projects initiated against approved

Strategic and Supporting Activity Areas No of projects No of projects
Proposed initiated
The Movement Network
The Water Supply Network
Environmental Services
Social and Economic Services
Total for Strategic Activity Areas
Municipal administration buildings
Total

Percentage of the number of new works projects initiated to projects approved: %

Template 2: Maintenance activities completed against approved

Strategic and Supporting Activity No of No of Cost of Cost of
Areas activities activities activities activities
Approved completed approved completed
The Movement Network
The Water Supply Network
Environmental Services
Social and Economic Services
Total for Strategic Activity Areas
Municipal administration buildings
Total

Percentage of the number of activities completed to activities approved: %

Percentage of the cost of the activities completed to the cost of activities approved %

Considering the above templates to follow the implementation program of the new work and
maintenance projects, the city procurement proposal and proposed action plan are presented below

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