Yabelo Adola Amp 2

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
1. Contents Page
Technical Proposal for implementing of GIS for infrastructure asset
management
1. Contents Page................................................................................................................................................ii
2. Executive Summary............................................................................................................................................viii
3. INTRODUCTION.................................................................................................................................................9
3.1. Background Information.........................................................................................................................2
3.2. Objective of the Study............................................................................................................................5
3.2.1 General Objective...................................................................................................................................5
3.2.2 Specific Objectives for Asset Management Plan...................................................................................5
3.3. Scope of the Study..................................................................................................................................6
4. STEP-1: BUILD THE GIS PROJECT AND THE DATA MANAGEMENT STRUCTURE..............................6
4.1. The Geospatial Data of Yaballo City.....................................................................................................6
4.2. Establishing a GIS Project......................................................................................................................7
4.3. The difference between Data and Information.......................................................................................7
4.4. Defining the relationship between Spatial and Attribute Data...............................................................7
4.5. The Backdrop Image of the AMP...........................................................................................................8
4.6. The Geo-Database Structure...................................................................................................................8
4.7. Creating Tabular Database Structure....................................................................................................11
4.8. The Computer Directory Management Structure.................................................................................12
5. STEP-2: BUILDING THE INSTITUTIONAL FRAMEWORK AND THE ASSET MANAGEMENT

STRUCTURE...............................................................................................................................................................14
5.1. The City's Institutional Framework......................................................................................................14
5.2. Organization of the Team.....................................................................................................................14
5.3. Responsibilities of the AMP Unit.........................................................................................................15
5.4. Definition of Infrastructure Categories and Sub-categories.................................................................17
5.5. Departmental Responsibility for the AMP in each asset category.......................................................18
5.6. The List of Feature Classes included in the AMP................................................................................19
Adola Woyu City Asset Management Plan 2012-2014 Page 2

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5.7. Details of the Unique Identifier System used for the City’s AMP.......................................................21
5.8. The Structure of the Identifier System.................................................................................................21
5.9. The List of Codes Used for the First Block of the Identifiers..............................................................22
5.10. Establishing the GIS Operating Environment for the AMP.............................................................23
6. Step-3: INVENTORY OF INFRASTRUCTURE ASSETS................................................................................26
6.1. The Movement Network.......................................................................................................................26
6.1.1 Roads....................................................................................................................................................26
6.1.2 Road Structures....................................................................................................................................27
6.1.3 Inventory of Road Median...................................................................................................................28
6.1.4 Street Light...........................................................................................................................................28
6.2. Water Supply Network.........................................................................................................................28
6.3. Environmental Services........................................................................................................................29
6.3.1 Inventory of the Drainage Network......................................................................................................29
6.3.2 Inventory of Flood Control Structures.................................................................................................30
6.3.3 Inventory of Urban Greenery...............................................................................................................30
6.3.4 Inventory of Play Areas........................................................................................................................31
6.3.5 Inventory of Monuments......................................................................................................................31
6.4. Social and Economic Services..............................................................................................................32
6.4.1 Inventory of Administration Facilities.................................................................................................32
6.4.2 Inventory of Educational Facilities......................................................................................................32
6.4.3 Inventory of Health Facilities...............................................................................................................32
6.4.4 Inventory of Municipal Markets...........................................................................................................33
6.4.5 Inventory of MSE Facilities.................................................................................................................33
6.4.6 Inventory of Saving House Facilities...................................................................................................33

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6.4.7 Inventory of Abattoir Facility...............................................................................................................33
6.5. Movable Assets.....................................................................................................................................34
7. STEP-4: ASSESS THE CONDITION OF ASSETS...........................................................................................35
7.1. Condition Assessment Results for Movement Network.......................................................................36
7.1.1 Condition Assessment for Road Asset.................................................................................................37
7.1.2 Condition Assessment for Road Structures..........................................................................................38
7.1.3 Condition Assessment of Road Median...............................................................................................38
7.1.4 Condition Assessment of Street Light..................................................................................................39
7.2. Condition Assessment for Water Supply..............................................................................................39
7.3. Condition Assessment for Environmental Services.............................................................................40
7.3.1 Condition Assessment for Drainage.....................................................................................................40
7.3.2 Condition Assessment of Flood Control Structures.............................................................................40
7.3.3 Condition Assessment of Urban Greenery...........................................................................................40
7.3.4 Condition Assessment of Play Areas...................................................................................................41
7.3.8 Condition Assessment of Monuments..................................................................................................41
7.4. Condition Assessment of Social and Economic Services....................................................................41
7.4.1 Condition Assessment of Administration Facilities.............................................................................41
7.4.2 Condition Assessment of Educational Facilities..................................................................................42
7.4.3 Condition Assessment of Health Facilities...........................................................................................43
7.4.4 Condition Assessment of Municipal Markets......................................................................................43
7.4.5 Condition Assessment of MSE Facilities.............................................................................................43
7.4.6 Condition Assessment of Housing Facilities........................................................................................44
7.4.8 Condition Assessment of Abattoir Facility..........................................................................................44
7.4.9 Construction Machinery and Vehicles.................................................................................................44

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8. STEP-5: DEVELOP A MAINTENANCE BUDGET GUIDE FOR EACH ASSET..........................................45
8.1. Introduction..........................................................................................................................................46
8.2. Determining the Maintenance Types....................................................................................................46
8.3. Maintenance Rate.................................................................................................................................47
8.4. Proportion of the Asset to be maintained.............................................................................................49
8.5. Maintenance and Rehabilitation Need of the Movement Network......................................................49
8.6. Routine and Periodic Maintenance Budget Forecast for Movement Network.....................................49
8.6.1 Road Surfacing.....................................................................................................................................49
8.6.2 Bridges and Culverts............................................................................................................................50
8.6.3 Road Median........................................................................................................................................50
8.6.4 Street Light...........................................................................................................................................51
8.7. Budget Estimate to Eliminate Maintenance Deficit of the Movement Network Assets......................52
8.7.1 Maintenance Deficit of Road Surfacing...............................................................................................52
8.7.2 Maintenance Deficit Road Structures...................................................................................................53
8.7.3 Maintenance Deficit of Road Median..................................................................................................54
The total maintenance deficit for road median is estimated to be about Birr 118,950..................................54
8.7.4 Maintenance Summary of Movement Network...................................................................................54
8.8. Rehabilitation of the Movement Network Assets.................................................................................54
8.8.1 Rehabilitation of Road Surfacing.........................................................................................................54
8.8.3 Rehabilitation of Road Structures........................................................................................................55
8.9. Maintenance and Rehabilitation of Assets in Environmental Activity Area........................................55
8.9.1 Routine and Periodic Maintenance Activities for Drainage Network..................................................55
8.9.2 Routine and Periodic Maintenance Activities for greenery and play ground......................................56
8.9.3 Maintenance Deficits of Drainage Networks.......................................................................................56

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8.9.4 Maintenance Deficits of Greeneries and play ground..........................................................................58
8.9.5 Maintenance Deficits of Monument.....................................................................................................59
8.9.6 Rehabilitation of Drainage Networks...................................................................................................59
8.9.7. Rehabilitation of Playground...............................................................................................................59
8.10. Maintenance of Assets in Social and Economic Activity Area.......................................................60
8.10.1 Routine and Periodic Maintenance of Social and Economic Service Buildings................................60
8.10.2 Routine and Periodic Maintenance of Administration Service Buildings..........................................60
8.10.3 Routine and Periodic Maintenance of Health Service Buildings.......................................................60
8.10.4 Routine and Periodic Maintenance of School Buildings....................................................................61
8.10.5 Routine and Periodic Maintenance of MSE Buildings.......................................................................61
8.10.6 Maintenance Deficit of Administration Service Buildings................................................................62
8.10.7 Maintenance Deficit of Educational Service Buildings.....................................................................62
8.10.8 Maintenance Deficit of Markets.........................................................................................................63
8.10.9 Maintenance Deficit of Abattoir Buildings........................................................................................63
8.10.10 Maintenance Deficit of Saving Housing Buildings..........................................................................63
8.10.11 Rehabilitation of Administration Service Buildings........................................................................64
8.10.12 Rehabilitation of Markets.................................................................................................................64
8.10.13 Rehabilitation of Abattoir Buildings................................................................................................64
8.10.14 Maintaining and Repairing Machineries and Vehicles....................................................................65
8.11. Maintaining Water Supply Network................................................................................................66
8.11.1 General...............................................................................................................................................66
8.11.2 Maintenance Forecast for Above Ground Water Supply Network Assets.........................................66
8.11.3 Maintenance Forecast for Below Ground Water Supply Network Assets.........................................66
8.12. Maintenance Summary.....................................................................................................................67

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8.13. Rehabilitation Summary...................................................................................................................68
9. STEP 6: CALCULATE THE CURRENT REPLACEMENT COST AND RESIDUAL VALUE OF ALL ASSETS
69
9.1. Introduction..........................................................................................................................................69
9.2. Building a List of Rates for New Assets Provision..............................................................................69
9.3. Summary of Replacement Cost and Residual Value of Assets by Strategic Activity Area.................71
9.4. Current Replacement Cost and Residual Value of the Movement Network Assets............................73
8.4.1 Road Surface........................................................................................................................................73
9.4.3 Road Structures....................................................................................................................................73
9.4.4 Street Lights.........................................................................................................................................74
9.5. Current Replacement Cost and Residual Value of Water Supply Network.........................................75
9.6. Current Replacement Cost and Residual Value of Environmental Activity Area................................76
9.7. Current Replacement Cost of Social and Economic and Supporting Services Activity Area..............78
10. STEP 7: COST, PRIORITIZE, NEW WORK PROJECTS WITHIN THE CIP PROCESS...............................80
10.1. Introduction......................................................................................................................................80
10.2. Unit Rates for New Works...............................................................................................................80
10.3. Community Need Assessment.........................................................................................................80
10.4. Budgetary Requirement for Infrastructure Rehabilitation...............................................................80
10.5. The Proposed New Work Projects Organized by Strategic Activity Area......................................81
10.6. The Proposed New Work Projects (Rehabilitation Projects)...........................................................82
10.7. Evaluating the Proposed New Works...............................................................................................82
10.8. Prioritize the New Works Projects by Strategic Activity Area........................................................84
10.9. Budget for New Works Projects on the Basis of Priorities..............................................................85
11. STEP 8: BUILD THE MAINTENANCE PLAN................................................................................................88
11.1. General.............................................................................................................................................88

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11.2. The Maintenance Budget for Routine and Periodic Maintenance Activities...................................88
11.3. Maintenance Deficit Summary.........................................................................................................89
11.4. Prioritizing the Budget for Maintenance Deficit Reduction............................................................90
11.4.1. Maintenance Activity of Movement network and supportive Activity Area Assets.........................90
11.5. Prioritized Movement Network Activity Area Maintenance...........................................................91
11.6. Projects Proposed for Maintenance..................................................................................................91
12. STEP 9: CONVERT THE AGREED BUDGET FOR ALL NEW WORKS AND MAINTENANCE PROJECTS
TO A 3-YEAR ROLLING PROGRAM.......................................................................................................................92
12.1. Three year rolling program for the new work projects....................................................................92
13. STEP 10: MANAGE THE TRANSITION OF ALL COMPLETED NEW WORKS AND MAINTENANCE
PROJECTS ACROSS TO THE EXISTING ASSETS DATABASES........................................................................96
13.1. Build the Implementation schedule for New Work Projects for Year-1..........................................96
1.1. Tracking a Schedule of Normal Maintenance Activities for the Year 2012........................................98
2. 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

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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:
3. INTRODUCTION
3.1 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 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.
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,

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 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.
 Figure 1: Location Map of Adola Woyu Town
1.1 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

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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.
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 190C with lowest mean minimum in November,
December and January. During this time, the mean monthly temperature is 18.50C 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
1.2 Public Infrastructure Condition of the town
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 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 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.
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.

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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.
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
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.
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.
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.

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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.
4. STEP-1: BUILD THE GIS PROJECT AND THE DATA MANAGEMENT STRUCTURE
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

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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 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.

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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 ..
o 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 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.
o 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.

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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 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

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

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 Concrete Bridge (7),

 Steel Bridge (8),
 Culvert (9)
 Earthen Natural (10)
 Concrete Road (11)
 Over Pass (12)
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.

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Fi
gure 5: Example of Attribute Domain and Subtype for ADOLA WOYU AMP geo-database
o 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,

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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.
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

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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;
 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
o 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.

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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 sections

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5. STEP-2: BUILDING THE INSTITUTIONAL FRAMEWORK AND THE ASSET

MANAGEMENT STRUCTURE
5.1. The City's Institutional Framework

This Asset Management Plan is prepared by a task team approved by city mayor, which is
composed of experts from different sector. The official designation name of the AMP group
in the City is ‘‘The ADOLA WOYU AMP Group’’. The AMP unit is situated in the separate
office of the City which is known as ‘’ City UIIDP Technical Team Office’’.
The city administration has a UIIDP Coordinator which is under the City`s Manager Office
and has five major focal namely: Monitoring and Evaluation Expert, Procurement Expert,
Public Finance Expert, Infrastructure Development Main Business Process and
Environmental and Social Safeguard Expert.
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 9: Organizational Structure of Human Resource in Yaballo City

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5.2. 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
1 Coordinator Addisu Bululta Accounting(BA)

2 Asset Management Addis Kasahun Civil Engineer abudikasahun3@
Plan Focal Person (BSc.) gmail.com
3 CIP, Planning & Tesfaye Mulisa Geography(MA)
Participation
4 Surveyor Odo Bati Level iv

5 Project Engineer Zerubabel Shiferaw Civil Engineer
(BSc.)
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
5.3. Responsibilities of the AMP Unit

The responsible body for asset management and planning is that of the Housing and
Infrastructure process. It is situated as a line process office under Municipality Office. Thus,
it is with this process that the AMP staffs are positioned.
While the responsibility of Urban infrastructural Development (Municipal) Office rely on

coordinating the planning, management and development of the asset infrastructure. The

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Infrastructure Development Process is responsible for the asset management plan as well as
an infrastructure management system in the city administration.
The responsibilities of the AMP focal person, together with one for each additional member
of the AMP unit have the following responsibilities:
 The annual preparation of the AMP report for the City. The following list is specific
activities that contribute to the AMP.
 Establishing and managing the AMP GIS project.

 Establishing and managing all the attribute databases associated with the GIS project,
 Carrying out and maintaining the inventory of the City’s assets, updating this
annually.
 Carrying out a condition analysis of all assets annually
 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 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.
4.4 The Qualifications of the AMP Focal Person
The qualifications for the AMP focal person, of the AMP unit are the following Skills
required:

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 A good working knowledge of GIS

 An ability to use Arc Info
 A good working knowledge of relational database management
 A basic knowledge of surveying
 A good knowledge of project budgeting processes
 An ability to build costing and evaluation systems
 A knowledge of infrastructure – what is it; what does it do
 A knowledge of how different services deteriorate
 An understanding of how infrastructure is maintained
5.4. Definition of Infrastructure Categories and Sub-categories

The term ‘category’, as it applies to asset management that can be defined as a specific group
of assets that share a common purpose, and as such are managed together as a group. A water
supply network is more than just the water pipes in the ground. There are valves, pumps,
standpipes and many other components. It is all of those components together that make up
the category of assets termed ‘The Water Supply Network’. Similarly, a school can be more
than just a building; it can include a boundary wall or fence; a paved area; a toilet block; etc.
So, the category ‘school’ has to include all of these components.
In the new version of the AMP manual; it is clearly stated that the AMP that will be prepared
in any urban centre should incorporate all of the city’s physical assets. The list of Categories
and Sub Categories that belongs to the city Asset should been defined first before full
deployment of field survey launched. Accordingly, the list of infrastructure asset Categories
has been defined in to four strategic activity areas except municipal administration buildings.
The allocation of asset categories to the four strategic activity areas is shown in table 3
below.
The other important step that should be done after categorizing the infrastructure asset into
four strategic areas is defining the responsible organ (body) who manages the asset categories
in the city administration. Accordingly, the infrastructure asset categories have been
categorized in to four strategic activity areas as depicted in the table below.

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Table 3: Allocation of Categories of Physical Assets to the Four Strategic Activity Areas
The Movement The Water Supply Environmental Services Social and
Network Network Economic Services
Road Network Water Supply Urban drainage Abattoirs
Street Lighting Water resources Liquid waste Municipal markets
Reservoir Solid waste MSE facilities
Valves Urban Greenery Schools
Chambers Parks and play areas Health clinics
Borehole Rivers Youth centers
Hydrant Other
Pump
5.5. Departmental Responsibility for the AMP in each asset category

There are various departments in the Municipality that is responsible for each infrastructure
Asset Category which is responsible for the routine maintenance and other activities which is
clearly stated in the table below.
Table 4: Category of Infrastructure Asset and Responsible Body in the City`s

Categories of Responsible
No Responsible Body Remarks
Assets Person/Group
1 Roads Infrastructure Team Members Infrastructure Development
Development Main Of the process Main Business Process is
Business Process responsible to open new
roads based on the City’s
Structure Plan; While
Design, Construction, &
Contract Administration
&Infrastructure Process is
responsible for construction,
Maintenance and
Management of the Road
2 Urban Infrastructure Team Members of Responsible for construction,
Drainage Systems. Development Main the process maintenance and management
Business Process of
the City`s
Administration
3 Street Light Infrastructure Team Members Responsible for the
Development Main of the process Installation of Street Light
Business Process of
the City`s

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Categories of Responsible
No Responsible Body Remarks
Assets Person/Group
4 Water Supply Adola Water Supply Team Members Adola Water Supply Service
Systems Service Office Of the Enterprise Office are responsible for
provision /supply of water for
the people of Adola City
Administration
5 Solid and Liquid Beautification and Team Members Beautification and Green
Waste Green Development of the process Development Office
Management Office
System, Urban
6 Abattoir, Fire City Service and Team Members City Service and Supply
Fighting, and Supply Office of the process Office
Municipal
7 Education Education Bureau Team Members Responsible for maintenance
Buildings & Supervision of each
facilities and buildings in
8 Health Service Health Bureau of the process Responsible for maintenance
Buildings & Supervision of each
facilities and buildings in
9 MSEs and Market Each Sectorial Each Sectorial their respective
Responsible sectors
for maintenance
Facilities Department of the Department of the & Supervision of each
City`s City`s facilities and buildings in
Administration Administration their respective sectors
5.6. 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.

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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
Pump Asphalt road Paved area
Valve Cobblestone road Round about
Machinery Gravel/ red ash road Reservoir
Vehicle Compacted earth road Administrative boundary
Lighting pole and mast Retaining wall External site boundary
Drainage channel Building and facility
Pipe drainage Internal boundary
Water pipeline network
Culvert
Bridge

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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
5.7. 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 element belongs. This is particularly important for linear elements,

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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.
5.8. 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.
For instance, a route segment of road located in Adola with route Id “0001” will have a
unique identifier ofAD_GR_0001_00

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Where:
 “AD”; represents code for Adola Woyu city

 “GR”; represents its surface material which is Gravel Road Network
 “0001”; for the route id given for that segment
 “00”; the code reserved for the route if the road element was broken down further.
5.9. The List of Codes Used for the First Block of the Identifiers
The list of codes is shown in the table below which represents the details of feature classes
with their associated codes. For instance, “GR” represents Gravel Road. Likewise, the rest of
the Asset Categories had given their own specific codes.

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Table 7: List of Category and Feature Class Codes

Category Code Feature Class Code Feature Class Code
The Road Network R Asphalt road AR Water meter WM
The Urban Drainage UD Cobblestone CR Hydrant HY
Network road
The Street Lighting SL Gravel/ red ash GR Customer CC
Network road connection
The Water Supply WS Earth road ER Communal CS
Network standpipe
Water Resources WR Walkway FP Public and PT
communal toilet
The Liquid Waste LW Paved area PA Bucket collection BP
Network point
Solid Waste Management SW Roundabout RO Landfill site LS
Sanitation SA Bridge BR Weigh bridge WB
Urban Greenery UG culvert CU Solid waste SC
container
Parks and Play Areas PA Retaining wall RW River channel RC
centre line
River Systems RS Road furniture RF Tunnel TU
Wetlands WE Drainage DC Lighting pole and LP
channel 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 BU
facility
MSE Facilities MS Water pipeline WN Fence and FE
network boundary wall
Schools SC Pump PU Administrative AB
boundary
Health Centers HC Valve VA External site EB
boundary
Youth Centers YC Access box AC Internal boundary IB
Municipal Buildings MB
5.10. 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 Arc-GIS
10.4.1 software. This tool has so many advantages which are due to its versatility for data

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entry, management, updating, and analysis; and besides for water assets; the company used
Network Analyst extension of Arc-GIS 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:
Figure 10: 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.

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

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Figure 11: Event Feature Map of Table of Road Asset in Adola Woyu City
6. Step-3: INVENTORY OF INFRASTRUCTURE ASSETS
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 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.

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6.1. The Movement Network

6.1.1 Roads
According to the infrastructure asset inventory result; there was a total Equivalent (7m width)
length of about 121.31 Kilometers of road in Adola Woyu city urban boundary. This number
includes the road network owned by the Ethiopian Road Authority. The total area according
the structure plan boundary of the city had an area of 28.25 kilometer square; of which the
total area reserved for road network from the structural plan was 1.0 kilometer square with a
total percentage of 3.53%
Table 8: The Extent of the City`s Road Network

Service component Unit of Quantity (to be
measurement provided)
2
Land areas within the city boundary km 28.25
Equivalent (7m width) length of road km 121.30
Total area within the road reserve km2 1.0
Percentage of the city area occupied by the % 3.53
road reserve
The Infrastructure Asset Inventory of Yaballo City owned assets are further revealed that
Gravel Road has the maximum coverage which accounted 8.355 kilometers (8.51%) followed
by Earthen Road which has a total length of 85.464 kilometers (87.07 %) and while Cobble
roads has a total length of 4.34 kilometer (4.42%).
Table 9: Summary Information Required for the Road Asset Category
Type of Road Primary Road in Secondary Road Collectors & Local Total in km
km in km Road in km
Asphalt 11.00 0 0 11.00
Coble Stone 0.216 2.056 0.599 2.865
Gravel 5.29 24.598 6.073 35.961
Compacted Earth 0 18.29 0.874 19.164
Total 16.506 44.94444.944 7.5467.546 68.99

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Table10: 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 0.488 3.342 0.99 4.82
Gravel 5.209 42.165 14.706 62.08
Compacted Earth 0 31.175 1.235 32.41
Total 27.697 76.682 16.931 121.31
6.1.2 Road Structures
Road Structures that include Bridge and Culvert are inventoried in Yaballo City
Infrastructure Asset Inventory and Management Plan Project. A total of 54 road structures
including ERA owned are found within the city boundary. The city administration has a total
of 54 road structures of which 19 are bridge structure, 35 are culverts.
Table 10: Summary Information for Road Structure

Culvert Type Number Length in
met. Area in Coverage %
m2
RCC Slab 10 137 738 86%
Culvert
Pipe Culvert 3 20.38 113.30 14%
Total 13 157.38 851.3 100%
6.1.4 Street Light

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.
Table 22: 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 -

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2 Sodium lamp 42 42 -
3 LED lamp 526 - 526
Total in No. 0 117 0
550
450
350
250
150
50
Steel Pole Wooden Pole
No. of poles 526 117
Figure 13: Street Light Distribution Map in Yaballo City
6.2. Water Supply Network

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.

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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 27: Inventory of Water Supply network
No Water supply sub-category Total (No) Length Width
Type (Km) (Diameter)
1 Transmission Network Steel(GSP) 17.96 2”-3”
UPVC -
2 Distribution Net work Steel(GSP) 29.1 1\2”-3\4”
UPVC 29.6
3 Public stand pipe (water point) Concrete 15
4 Valve chamber 58
5 Bore hole Deep well 3 100m 4”-6”
6 Pump Submersible 3
Pump
7 Reservoirs Concrete 1 200m3-
500m3
Metal tanker 2 50m3
8 Yard Connection 3161
6.3The Environmental Service Inventory

6.3.1 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 24: Drainage Network Inventory by material Type and Equivalent Length

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Type of Drain Actual Actual Area/m2 Length of Coverage %

length/km Drainage / km
Converted to 1.5m
Cobble Drain 0.125 161.56 0.107 1.68%
Masonry 6.99 9,565.96 6.37 98.32%
Drain
Total 7.115 9727.52 6.477 100%
Figure 7 : Drainage line by surface material coverage
: Drainage Network Inventory

Cobble Drain
1.68%
Cobble Drain
Masonry Masonry Drain
Drain
98.32% Earth Drain
Earth Drain
0
0%
6.3.3 Inventory of Urban Greenery

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 26: Green areas and parks inventory

Greenery and parking sub-category
Details
Parks 1no (2000 m2)
Road Median Greenery 4000m2

management
Urban greeneries inventoried in the boundary of Yaballo city are 5 in number covering a total
of 5,728 m2 of land among this greenery 3 of them are developed and 2 are not developed.
6.3. Social and Economic Services

6.3.1. 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.
6.3.2. 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.
6.3.3. 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 center 1, schools 11 and the town stadium that comprise football,
basketball, hand ball fields, the running truck and the tribune are inventoried.

management
Table 28: 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 Guilt
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
6.2 Movable Assets

6.3.4. Machineries and vehicles
6.3.5. 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 23: Inventory of Machineries, Heavy Trucks and Vehicles
Year of
S.no Type of Machinery Amount in No. Status
Purchase
1 Dump truck 3 Moderate
2 Water truck 1 Moderate
3 Grader (140-RCAT) 1 Moderate
4 Dozer (D6-XLCAT) 1 Moderate

management
5 Excavator (Komakus-350PC) 1 Moderate

6 Roller Compactor 1 Moderate
7 Lo bed 1 Moderate
8 Toyota Office Vehicle 2 1 new,1 moderate
9 Motor Cycle 30 5 New, 15 Good,
10 Moderate

AMP for 2013-2015EFY Yaballo City Administration
7. 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 26: 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 None 46-70%
deterioration (<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
 Significant impairment of (Alluvial Formation) and
functionality (21-50%); Channeling of20-49% of
 Retain of Water on the area of the road segment
Surface due to potholing or
cracking
Intensive maintenance required.
5 Very Poor  Unsound and failed If there is Crack, Peeling, 0-10%
 Disintegrated Surface or Pot Hole, Channeling and
Total Collapse of the Road Wash away of
Structure (>50% of the road 50% or more area of the
segment that needs total road segment
Rehabilitation)

Table 27: 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 None
2 Good serious 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
Scour, erosion of abutments
or Piers;
and piers or Structural defects;
4 Poor If there are structural defects which
some rehabilitation work
needs some rehabilitation work is
required
needed
Serious structural damage that Serious Structural damage which
5 Very Poor
is a safety hazard needs complete rehabilitation
Table 28: Condition Indicator Table for Drainage Channels and Pipes
Leve
Rating Scale Condition Indicator Deterioration
l
Shape of drain still in original design None
1 Very Good
condition
Less than 5% of the channel length None
2 Good suffers 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 Major Joint Damage, Major
siltation, 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
Greater than 50% of the channel length filled with silt
5 Very Poor suffers deterioration, either on the
walls or the floor
7.1. 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.
7.1.1 Condition Assessment for 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 5.51%, 25.90% and 18.54% of their
surface area has been deteriorated respectively.
Table 29: Road Feature Class by Deterioration Area and Percentage

Road Surface Surface Area Deterioration
Deterioration Area (m2)
Material 2
(m ) Percentage

Cobble 418.19 33,797.35 3.00%

Gravel 11,199.18 434,584.18 83.00%
Earthen 1,879.54 226,920.07 14.00%
Deterioration Percentage
100.00%
80.00%
60.00%
40.00% Gravel
20.00% Cobble
0.00%
Earthen
Cobble
Gravel
Earthen
Figure 16: Proportion of Surface area and Deterioration area by Road Surface
The Infrastructure Asset Inventory Result of Yaballo City Road further revealed that from the
total Yaballo City Gravel Road 8.36 kilometer length, about 4.84 kilometer is in good condition
while from the total of 4.34 km cobble stone road about 0.206 kilometer is in very good
condition. On the other hand, the city has a total of 85.464 kilometer of Earthen Road. From the
quantity which is 10.836 km is found under very poor 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 30: Road Feature Class by Condition
Type of road(by road Total Condition

surface type length in Very Good Moderate Poor Very
km Good poor
KM KM KM KM KM
Cobble Stone 2.865 0 2.679 0.186 0 0
Gravel 35.961 0 33.85 1.803 0.308 0
Compacted Earthen 19.164 0.212 17.814 0.674 0.464 0
Total 57.99 0.212 54.343 2.663 0.772 0

All Road Condition(%) 100% 0.4 93.7 4.6 1.3
7.1.2 Condition Assessment for Road Structures

A total of 54 Bridges and Culverts are inventoried in within the boundary of Yaballo City. From
the main bridge found about 5 in number belongs to Ethiopian Road Authority while all the
remaining 14 belongs to Yaballo City Administration. The table below will discuss the condition

Culverts and Bridges belong to the city administration. From the total 35 Culverts; about 12 are
in good condition followed by good while from the total 14 bridges, about 3 are in very good
condition.
Table 31: Road Structures Condition Assessment
Condition
Type of Total Total
Very Good Good Moderate Poor Very poor
Structure No Area(M2)
(No) (No) (No) (No) (No)
Slab Culvert 10 738 0 6 4 0 0
Pipe Culvert 3 30 0 1 3 0 2
7.1.4 Condition Assessment of Street Light

As per the condition assessment the street light pole materials condition is presented in the below
table.
Table 33: Condition Assessment Summary of street light
Condition Indicators
Feature Class
Very Very
(Street Light) Total Number Good Moderate Poor
Good Poor
Sodium Lamp 42 10 12 15 5 0
Florescent Lamp 75 20 15 25 15 0
LED lamp 526 526 0 0 0 0
Total 643 556 27 40 20 0
7.2. Condition Assessment for Water Supply

Condition Assessment for Water Supply Network was also done though it is very difficult since
the water supply pipes (water supply transmission and distribution line) are buried below the
surface of the earth. Therefore, condition assessment for water supply network was done with the
professionals from water supply office of Yaballo city by considering the age of installation and
other important parameters. Accordingly, from the total 12.50 kilometer transmission pipe line
about 2 kilometer is in Very Good condition followed by Good condition with a total length of 9
kilometer and 1.5 kilometer very poor condition. On the hand from the total Distribution line of
(32 kilometer), about 12 kilometer is in Very Good Condition followed by 20 kilometer in good
condition. The condition assessment of the pipeline with different material type and the rest of
Water Supply Network Assets inventoried are depicted in the table below.
Table 34: Water Line Condition Assessment

No Water supply Type Total Lengt Width Condition
Sub-category (No) h Dia. Good Ligh Moderate
(Km) t
1 Steel(GSP) 17.96 2”-3” √

Transmission UPVC - √
Network
2 Steel(GSP) 29.1 1\2”- √
Distribution Net 3\4”
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 1 √
Plant
9 Reservoirs Concrete 1 √
Metal tanker 2 √
10 Yard Connection 3161 √
7.3. Condition Assessment for Environmental Services

7.3.1 Condition Assessment for Drainage
Condition Assessment had been done using the revised Asset Management Operational manual
of the Ministry of Urban Development and Housing (MUDH) five level condition indicators.
Accordingly, the inventory result revealed that from the total of 5.539-kilometer Open Masonry
drain; about 2.713 kilometer was in Very Good condition and the details of each drainage type
versus condition assessment are depicted in the table below.
Table 35: Surface Drainage Condition Assessment

Condition
Type of
Drainage Total Very Very
Length(Km) Good(Km) Good(Km) Moderate(Km) Poor(Km) poor(Km)
Masonry 6.999 0 4.389 2.219 0.39 0
Curve
stone 0.125 0 0 0.073 0.052 0
Total 7.124 0 4.389 2.292 0.442 0
All
Condition
(%) 100 0 62 32 6 0

Condition in %
6
32 V.good
Good
Moderate
Poor
V.Poor
62
Figure 18: Urban Drainage Condition Assessment
7.3.3 Condition Assessment of Urban Greenery

Condition assessment result of urban greeneries in the city shows 5 areas. From the total 2 are
lies in Very Good and having a 40.0% share , 2 in moderate and also having a 40.0% and 1 is
followed poor condition (20% share).
Table 36: Condition Assessment Summary of Urban Greenery

Unit Moderat Very
Asset Sub Category Quantity V.Good Good Poor
e Poor
Parks 2000 M2 1000 500 500 0 0
Road Median Greenery 4000 M2 2500 1000 500 0 0
4.5 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 41: 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
Health facilities 2 958.2 2
Schools 11 1213.6 9 2
Youth centres 1 162.26 1
Bus station 1 1278.2 1

4.3.5 Construction machinery and vehicles

Table 38: Condition of machinery and vehicles
Status Condition
Type of Total (Functional/n Very Good Moderat Poor Very
Machinery/Vehicle Numb onfunctional/ Good (No) e (No) poor
s er under (No) (No) (No)
maintenance
Dump truck 3 Functional 3
Water truck 1 Functional 1
Grader 1 Functional 1
Dozer 1 Functional 1
Roller Compactor 1 Functional 1
Loader 1 Functional 1
Excavator 1 Functional 1
Loo bed 1 Functional 1
Motor Cycle 30 Functional 5 15 10
Toyota Pickup 2 Functional 1 1
8. STEP-5: DEVELOP A MAINTENANCE BUDGET GUIDE FOR EACH ASSET
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.
The approach differentiates between above and below-ground assets in the way that the
assessment of condition is carried out and the condition defined.
The starting point in building the budget is linking the five-level condition indicator developed in
Step 4 to maintenance activities. This begins by dividing the five levels of condition to three
distinct groupings. These are described below:
Grouping 1
Associated with the Condition Indicator: Very Good (Level 1)

Deterioration evaluation for Maintenance: No deterioration
Level essentially defines new assets, all of which have a one-year maintenance period included
with the warranty of the contract or supply. For road related assets, no provision has been made
for additional maintenance costs for this level of condition.
Grouping 2
Associated with the Condition Indicators: Good (level 2); Moderate (level 3); Poor (level 4)
Deterioration evaluation for Maintenance: Light Deterioration (level 2); Moderate
Deterioration (level 3); Serious Deterioration (level 4)
These three levels all fall into the category of requiring some form of maintenance, with differing
degrees of maintenance and different activities required.
Grouping 3
Associated with the Condition Indicator: Very Poor (Level 5)
Deterioration evaluation for Maintenance: Degree of deterioration excessive
This fifth level is used to describe infrastructure that is seriously degraded to the extent that it
requires major rehabilitation work. When infrastructure is in this condition it is often necessary
to re-evaluate its role and decide whether it should be rehabilitated to its formers specification or
whether it should be upgraded to a new specification.
Having clearly defined the relationship between the condition of an asset and the action that
needs to be taken, the first step in building the maintenance budget is to build a comprehensive
list of maintenance activities associated with each sub-category of asset.
I. Major Maintenance Activities Proposed for Road Networks

 Do Nothing;
 Rehabilitation;
 Pothole (Base Failure Repair);
 Filling, shaping and compaction;
 Gravel resurfacing;
 Red Ash Resurfacing;
 Replacing Stone;
II. Proposed Maintenance Activities for Bridges and Culverts
 Do nothing
 Head wall maintenance
 Guardrail maintenance
 Abutments maintenance
 Scouring maintenance
 Avoiding rust maintenance
 Screw and bolts maintenance
 Painting height marking
 Approach maintenance

 Slab maintenance
 Wing wall maintenance
 Barriers maintenance
 Step maintenance
III. Proposed Maintenance Activities for Drainage
 Do nothing
 Cleaning siltation and grassing
 Pointing
 Bedding
 Replacing stone
 Maintaining headwall
 Shaping of the drainage
 Culvert cleaning
 Maintain scouring
 Pointing joints
 Maintaining weep holes
IV. Proposed Maintenance Activities for Machineries and Vehicles
 Action to be Taken
 Do Nothing;
 Yearly service
 Replacing parts
 Major Maintenance
 Complete Overhaul
5.2 Maintenance Unit Rate
Once there is a comprehensive list of maintenance activities, the next step is to build a costing
structure for each activity, termed a unit rate. This will be based upon experience of current
maintenance work and will need to be updated each year.
The fundamental issue in preparation of the maintenance budget guide is establishing baseline
maintenance unit rate for the proposed maintenance activities. Many efforts has been employed
to establish baseline maintenance rate including reviewing maintenance practice and
maintenance cost history of the city, experiences of peer cities, the recent AMP studies of major
cities, maintenance data
of ERA, national AMP manual (particularly pertaining to water supply network assets) and
international practice particularly applied to estimate maintenance budget of buildings and
facilities.
Accordingly, based on critical review of all aforementioned sources and discussion with the city
AMP focal person, the following baseline maintenance unit rates are set for different condition
levels of the city assets to forecast the maintenance need. The estimation of rehabilitation cost

for the assets assessed to be in very poor condition is based on estimated replacement cost of the
assets and three-fourth of the replacement value of the assets is taken to be the estimated
rehabilitation cost.
Table 42: Maintenance Rate for the Movement Network – Road Surface
Feature Class Maintenance Activity Unit Maintenance
(Road Surface) Rate
Asphalt Surface Peeling m2 500
2
Crack m 700
2
Depression m 1,115.00
Pothole m2 1,015.00
2
Cobble Stone Lifting of Cobble Stone m 400
Depression m2 250
2
Cobble Edge Failure m 100
Siltation m2 110
2
Large Block stone Depression m 300.00
2
Lifting of LB Stone m 225.00
Siltation m2 150.00
2
Earth Pressed Channeling m 35
Depression m2 100
Wash Away m2 25
Non Compaction m2 40
2
Gravel Depression m 60
Channeling m2 35
2
Wash Away m 25
2
Non Compaction m 20
Red Ash Depression m2 380.00
Wash Away m2 140.00
Channeling m2 155.00
2
Non Compaction m 75.00
Table 43: - Maintenance Rate for Different Deterioration Types – Walkway

Feature Class (Footpath) Maintenance Activity Unit Maintenance Rate
2
Asphalt Surface Peeling m 395.00
2
Cobble Stone Lifting of Cobble Stone m 690.00
Precast Paving Block Surface Peeling m2 240
2
Concrete Surface Peeling m 420.00
Red Ash Wash Away m2 105.00
2
Terrazzo/Clay Tile Surface Peeling m 385.00
Lifting of Terrazzo m2 385.00
2
Edge Failure m 600.00
Table 44: - Maintenance rate for different deterioration types – Road Structures
Feature Class Maintenance Activity Unit Maintenance
(Road Structure) Rate
2
Concrete Bridge Siltation m 470.00
Culvert Slab Failure m2 45000
2
Siltation m 100,000
2
Surface Peeling m 5500
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 45: 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 5 % of RC 10 % of 75 % of

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

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

RC RC RC RC
Table 46: 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
Water Treatment Plant No 1 % of RC
Reservoir No 0.5 % of RC
Chlorinator No 1% of RC
Pump No 2 % of RC
Table 47: 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

3
Open Concrete Lined Drain Siltation and Deposition m 520.00
Open Masonry Drain Minor Joint Damage Ml 340
Major Joint Damage Ml 850
Wall Collapse Ml 1500
2
Floor Damage m 1,145.00
3
Siltation and Deposition m 520.00
Cobble Stone Lined Drain Siltation and Deposition Ml 100
Floor Damage Ml 160
Earth Drain Siltation and Deposition Ml 30
Washing Ml 60
Table 48: Maintenance Rate for Buildings and Movable Assets
Asset Subcategories Unit Good Moderate Poor Very Poor
Buildings of Social and m2 1% of 5 % of RC 10 % of 75 % of RC

Economic Strategic RC RC
Activities
Administrative Buildings m2 1% of 5 % of RC 10 % of 75 % of RC
RC RC
Machineries and No 1% of 5 % of RC 10 % of 75 of RC
Vehicles RC RC
5.3Maintenance Cost by Strategic Activity Area and Asset Category
Maintenance budget forecast prepared as described above, for two basic maintenance strategies,
which are preventive maintenance and maintenance to address maintenance deficits. Preventive
maintenance budget should utilize for routine and periodic maintenance activities for assets
found in good condition with the aim to retain and preserve their current acceptable and desirable
condition. Unlike the preventive maintenance, the major maintenance and rehabilitation forecast
is for maintenance needed to restore the deteriorated condition of the assets which are assessed
and found in state of moderate, poor and very poor conditions; with the aim to eliminate the
maintenance deficit and maintenance backlogs accumulated over the years to bring the assets
into acceptable and optimal level of conditions.
5.3.1Maintenance Cost of Movement Network Assets

I. Routine and Periodic Maintenance for Movement Network Assets
Preventive maintenance activities carried out in form of routine and periodic maintenance for
road and related infrastructure network assets, which are inspected and found in good
condition level. The target of normal or preventive maintenance is to preserve the existing
acceptable (good) condition level of assets from risk of deterioration and keep that desired level
of condition to ensure optimal functionality of the assets over the expected life cycle. The
following section presents the proposed generic preventive, routine and periodic maintenance
actions for movement network assets and the corresponding maintenance forecast to carry out
preventive maintenance actions.
a) Preventive Maintenance Cost and Activities for Road Surfacing

Table 49: Preventive Maintenance Activities for Rode Surfacing
Road Surfaces Preventive Maintenance Activities

Pavement preservation is the primary maintenance function
of paved roads (Asphalt and Cobble stone roads). Preventing
Asphalt and Cobble Stone Road water from penetrating the base material is so a major
preventive maintenance target to keep longevity of the
pavement structure.
Routine and periodic cleaning of the asphalt and cobble road
surface to make free of rubbish and debris and ensuring
water can flow freely off the road surface are basic
preventive maintenance activities for asphalt and cobble
stone roads.
Spot repair by selected materials and ensuring that water can
Gravel and Red Ash Road flow freely off the road surface and brushing and ditching are
the major preventive maintenance activities to retain the
gravel road found in state of good condition.
Keeping the compacted earth pressed road from over flow of
Compacted Earth Road
water and routine and periodic minor grading and
compaction will be carried out to preserve the earthen road
from further deterioration.
The existing roads surfacing need an estimated 2.8 Million for preventive routine and periodic
maintenance. The budget estimate is to keep 171,716.22 square meter or 24.53 km equivalent
length of all surface roads which are found in state of good condition.
8.6.1 Road Surfacing

The existing road surfacing including earthen road needs an estimated Birr 302,655 routine and
periodic maintenance to retain their existing good condition.
Table 51: Routine and Periodic Maintenance Budget for the Road
Asset Sub Frequency Normal Unit Quantity to Maintenance Estimated
Categories operation Maintena be Rate Maintenance
nce Maintained Budget (Br)
Activity
Cobble Good Cobble M2 215.13 100 21,513
Stone Edge
Failure
Gravel Good Channeling M2 6664.101 35 233,244
Road
Compacted Good Channeling M2 1368.54 35 47,899
Earthen
Road
Total 302,655

8.6.2 Bridges and Culverts

The intention of routine and periodic maintenance of culverts is to maintain the structures in
sound condition and safe for traffic. Thus, culverts in good condition can be preserved by minor
maintenance activities such as clearing, cleaning, and erosion control measures. In order to
function properly, a culvert must retain the full opening over its complete length. In addition, the
upstream approaches and the downstream area must be free of any obstructions. And also the
maintenance of road slab crossing is aiming to facilitate the traffic and drainage system too.
The overall objective of bridge maintenance is to keep the structures in sound condition and safe
for traffic. In this respect where a bridge spans a watercourse, the water must flow freely at all
flood levels without damaging the bridge or the waterway. In addition, repair of loose/missing
connectors and fixings and painting are the basic normal and minor maintenance measures to be
carried out for bridges rated as state of good conditions. In total, 3 bridges and 12 culverts that
are found in good condition could be prevented at minimum annual outlays of Birr 203,049. The
details of each maintenances activity
Table 52: Routine and Periodic Maintenance Need of Road Structures

Asset Sub Frequency Normal Unit Area to Maintenance Estimated
Categories operation Maintenance be Rate Maintenance
Activity Maintai Budget (Br)
n
Pipe Good Cracking Pcs 1 2000 2000
Culvert
Rcc Slab Good Surface M2 16 5500 88000
Culvert Peeling
Total 90000
8.6.4 Street Light

Street lighting maintenance should be carried out using an approach whereby there are programs
at two levels: Preventative and Corrective and forced. Preventative maintenance of street lighting
comprises scheduled inspection and maintenance activity of bulk lamp replacement and pole
inspection. The maintenance budget has been estimated by considering the replacement cost of
the bulb and the salary of the at least two people.
The city street light networks constituted by 71 street light poles have been inspected and 9 street
lamps are found to be non-functional. Taking the preventive maintenance activities; bulk lamp
replacement and pole inspection of different types, it is proposed that a minimum of Birr
55,500will be needed to make them functional.
Table 54: Routine and Periodic Maintenance Need of Street Light

Quantity
Unit Rate
Sr. Feature Class Maintena
Steel Steel/wood=1
No. (Street Light Lamp Type) nce Cost
Non-
Functional
Functional
1 Sodium Lamp 12 1500 18,000
2 Florescent Lamp 15 2500 37,500
Sub Total 55,500
Table 55: Proposed Maintenance Activities for Deteriorated Cobblestone Road

Deterioration type Maintenance measures and methods
Lifting of Lift out cobblestone in demarcated area. Clean the bed. Lay down a
cobblestones layer of clean, graded sand and compact. Lay new cobblestones
Lift out the cobblestone in demarcated area. Clean the bed. Add sub-
Surface depression base material and compact. Lay sand bed and compact. Lay new
cobblestones.
Failure of Lift out the cobblestone in demarcated area. Clean the bed. Add sub-
Cobblestone base material if required and compact. Lay sand bed and compact. Lay
edging new cobblestones.
Table 56: Proposed Maintenance Activities for Deteriorated Red Ash Roads
Deterioration type Maintenance measures and methods
For channels, less than 20cm wide clean out channel, fill with graded
Channelling
material and compact by hand
Potholes Clean out depression, fill with graded material and compact by machine
For channels, greater than 30cm wide clean out channel, fill with graded
Wash-away
material and compact by machine
8.1. Budget Estimate to Eliminate Maintenance Deficit of the Movement Network

Assets
Based on the proposed maintenance activities and rates provided for each condition level the
maintenance deficit of Movement Network assets, mainly including road surfacing, bridges and
culverts, street light in total is estimated Birr 9,453,594.40. The deficit of road surfacing
constitutes 91.82% of the movement network and the forecasted budget of the strategic activity
area. The subsequent Tables present the estimated budget to address the deficit of each
movement network assets.

8.7.1 Maintenance Deficit of Road Surfacing

The total maintenance backlog for all road surfaces is estimated to be about Birr 8,680,514.20.
The detailed analysis is presented in the GIS and also alternatively in Microsoft Excel. The
highest deficit is observed in earthen road asset which constitutes about 93.78% of the total
maintenance deficit in road surfacing sub-category.
Table 57: Maintenance Deficit of Road Surfacing

Asset Sub Conditio Maintenance Uni Area to Maintenance Maintenance
Categories n Activity t be Rate Cost
Maintain
Cobble Moderate Lifting of M2 203.06 400 81,224.00
Stone Cobble Stone
Grave Road Moderate Channeling M2 2,029.08 35 71,017.80
Earthen Moderate Wash Away M2 12,775 25 319,375.00
Road
Total 471,616.80
Percentage Coverage%
90
80 85
70
60
50 Percentage Coverage%
40
30
20 14
10
1
0
Cobble Stone
Grave Road
Earthen Road
Figure 8: Proportion of Maintenance Deficit of Road Surfacing
The municipality will need proper maintenance plan and analyzing alternative feasible option
before financing such relatively big maintenance deficit of gravel road. In this regard, it would
be important to consider upgrading options before investing in maintenance of big funds for
gravel road.
8.7.2 Maintenance Deficit Road Structures

Maintenance activities for deteriorated road structures should vary based on the types and
materials of the structures itself and deterioration and damages identified. Maintenance of
deteriorated bridges should vary based on the types and materials of the bridge and the extent

and types of defects and damages. Most commonly, the bridge maintenance comprises the
following:
 Replacing wearing surface, surface peeling

 Pointing masonry, patch with concrete, etc.
The estimated maintenance backlog of bridges and culverts is then Birr 121,000
Table 58: Maintenance Deficits of Bridges and Culverts

Asset Sub Condition Maintenance Unit Area to Maintenance Maintenance
Categories Activity be Rate Cost
Maintain
R c. Slab Moderate Surface M2 22 5,500 121000
Culvert Peeling
Pipe Culvert Moderate Siltation No 0 10,000 0
Good
Pipe Culvert Poor Siltation No 0 10,000 0
Sub Total 121,000
a) Maintenance Deficit of Street Lighting

Table 58: Maintenance deficit for street lighting
Lamp Type Operational Condition Unit Quantity Unit Maintenance
Status Rate Cost (ETB)
Sodium Lamp Not Moderate No. 15 2500 37,500
functional
Sodium Lamp Not Poor No. 5 2500 12,500
functional
Fluorescent Lamp Not Moderate No. 25 3500 87,500
functional
Fluorescent Lamp Not Poor No. 15 3500 52,500
functional
Sub-Total (ETB) 190000
8.7.4 Maintenance Summary of Movement Network

Table 60: Maintenance summary of Movement Network
Routine and
Eliminating Total
Strategic Activity Area and Periodic
S.no Maintenance Maintenance
Feature Class Maintenance
Deficit (Birr) Need (Birr)
(Birr)
I. The Movement Network Assets
302,655 774271.8
1 Road Network 471,616.80
2 Road Structures 90000 121,000 211000

3 Others (Street Light) 55,500 121000 176500

0
Total 448155 242000
8.2. Maintenance and Rehabilitation of Assets in Environmental Activity Area

8.9.1 Routine and Periodic Maintenance Activities for Drainage Network
All drain lines should be maintained in good working edict without defects. All such lines should
be inspected regularly and where leakage, blockage or defects are detected, they should be
rectified immediately.
Blockage of drains by solid dusts or items, commonly siltation, can be cleared by high-pressure
water jet or rodding, which is easily applicable and implemented. For this manholes should be
readily accessible for regular maintenance. Access to them should not be obstructed. And or the
best alternative option of clearing and cleaning of drain systems especially for open drainage
systems is using human power. So that, de-silting drains is one of the best ways to ensure
drainage system to fully operational and greatly reduces the risk of flooding from wet weather.
The main routine and periodic maintenance activities as described above to preserve good
performing drainage networks needs an estimated budget of Birr 27,644.30
Table 63: Routine and Periodic Maintenance Budget Estimate for Drainage Network
Type of Drainage Condition Maintenance Activity Length Maintenance Maintenance
(ml) Rate Cost (ETB)
Open Masonry Good Minor Joint Damage 115.19 340 39,165

Drain
Cobble paved Good Siltation and 0 100 0
Deposition
Earthen Good 0 10
Total 39,165
a) 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 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 65: Maintenance Deficit for Drainage Network

Drainage Maintenance Maintenance Maintenance
Condition Unit Quantity
Type Activity Rate Cost
Open Major Joint
Moderate Ml 272.8 60 16,368.00
Masonry Damage

Cobble Siltation and

Moderate Ml 5 100 500.00
paved Deposition
Cobble
Poor Floor Damage Ml 12.5 160 2,000.00
paved
Sub-Total 18,868.00
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.
Maintenance Required
100
90
80
70
60
Axis Title 50 Maintenance Required
40
30
20
10
0
Open Masonry Cobble paved
Axis Title
Figure 20: Maintenance Deficit Summary of Drainage Network
I. 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 150,000 Birr.
Table 65: Maintenance deficit for greenery and parks

Greenery and Parks Unit Quantity Rate Maintenance
Cost (ETB)
Damaged areas Greenery m2 1000 150 150,000
Sub-Total (ETB) 150,000
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 66: 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
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 59: 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 2,000,000 100,000 300,000
Water truck Moderate 1 2,000,000 100,000 100,000
Grader (140-RCAT) Moderate 1 6,000,000 60,000 60,000
Dozer (D6-XLCAT) Moderate 1 5,500,000 55,000 55,000
Excavator (K-350PC) Moderate 1 6,00,000 300,000 300,000
Roller Compactor Moderate 1 4,000,000 200,000 200,000
Loo bed Moderate 1 3,500,000 175,000 175,000
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
Motor Cycle Moderate 10 45,000 2,250 22,500
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.
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
Table 60: Maintenance deficit for water supply network asset
8.3. Maintenance Summary

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 11,196,350.43 for
routine and periodic maintenance while the budget estimate to address the maintenance deficit is
Birr 6,498,197.37. The forecasted maintenance totaled to Birr 17,694,547.80.
Table 86: Maintenance Summary by Asset Category
Strategic Activity Routine Maintenance Total

Percentage
Area Maintenance Deficit Maintenance
Movement Network 448,155 782,616.80 1,230,771.80 21

Environmental
39,165 18,868.00 58,033.00 1
Services
Social And Economic
0 1,087,145 1,087,145.00 18
Services
Water Supply Network
0 1,906,000 1,906,000.00 32
Assets
Machineries and
0 1,653,250 1,653,250.00 28
Vehicles
Grand Total 487,320 5,447,879.8 5,935,199.8 100

Adola Woyu Town Asset Management Plan
9. 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
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 68: 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 70
2 Cobble stone road m2 515
3 Compacted earth road m2 50
4 Pedestrian side walk Cobble m2 400
5 RCC Slab Culverts(With Earth Work) No. 964,025.52
6 Pipe Culvert No. 150,000
7 Street Light Installation Km. 1,500,000
8 Sodium lamp No. 3,500
9 LED Lamp with steel pole No. 60,000
10 Florescent lamp No. 3,500
II Environmental Service
1 Open masonry drain ml 2190
2 Cobble stone drains ml 209
3 Earth drain ml 120
4 Open Waste Disposal Site No. 500,000
5 Toilet facilities/ Blocks No. 150,000
6 Greenery & Parks m2 150
III Water Supply Network
1 Transmission network line Km. 500,000
2 Distribution Network Line Steel(GSP) Km. 200,000
3 Distribution Network Line (UPVC) Km. 150,000
4 Treatment system No. 20,00,000
5 Pumps (with sub type) No. 600,000
6 Reservoirs No. 3,000,000

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 249,490,146.36Birr.
A table of replacement cost of the Adola Woyu town assets by strategic activity area and supportive
activity area are shown below.
Table 69: Summary of current replacement cost of the town assets
Strategic& Supportive Activity Area Replacement Cost (ETB)
The Movement Network 101,232,321.66
The Water Supply Network 101232321.66
Environmental Services 17,785,524.70
Social and Economic Services 220250168.02
Municipal administration buildings 11,272,200
Movable Assets (Machinery and Vehicles) 451772536.04
Total Replacement Cost of the town Assets 903545072.08

The Figure below demonstrates that Movement Network, by 38 % 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.
Replacement by %
Series1
46%
23% 15%
4% 8% 4%
Figure 9: 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 70: Current Replacement Cost of all Inventoried Movement Network Assets
Asset Sub-Categories Unit Quantity Unit rate Replacement cost
Cobble Stone Road m2 33,797.35 515 17,405,638.07
Gravel Road m2 434,584.63 70 30,420,924.41
Earthen Road m2 222,920.02 50 11,346,003.98
Street Light(LED) no 526.00 60,000.00 31,560,000.00
Sodium lamp no 42.00 3500 147,000.00
Florescent lamp no 75.00 3500 262,500.00
RC Slab Culvert no 10.00 964,025.52 9,640,255.20

Pipe culvert no 3.00 150,000.00 450,000.00

Total Carried 101,232,321.66
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 71: Current Replacement Cost of all Inventoried Water Supply Network Assets
Asset Subcategory Unit Quantity Unit Rate Replacement Cost (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 (UPVC) km 29.6 150,000 4,440,000
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 72: Current Replacement Cost of all Inventoried Environmental Service Assets
Asset Sub category Unit Quantity Unit Replacement Cost

Masonry Drainage Ml 6,999.64 2,190.00 15,329,211.60
Cobble Drainage Ml 125.90 209.00 26,313.10
Public and Communal Toilet No 12.00 150,000.00 1,800,000.00
Greenery and park m2 4,200.00 150.00 630,000.00
Total(ETB) 17,785,524.70
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 73: Current Replacement Cost of all Inventoried Social and Economic Strategic Assets
Asset Subcategory Unit Quantity Unit Rate Replacement Cost (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 74: 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

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 75: Current Replacement Cost of all Inventoried Machineries and Vehicles
Types of Movable Assets Unit Quantity Unit Rate Replacement Cost (ETB)
Grader No 1 6,000,000 6,000,000
Roller No 1 4,000,000 4,000,000
Bull dozer No 1 5,500,000 5,500,000
Excavator No 1 6,000,000 6,000,000
Loo Bed No 1 3,500,000 3,500,000
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) 39350000
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
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
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.
Current Depreciated
Asset Sub Maintenance Current Value Asset Deficit
Replacement Replacement
Categories Deficit (MD) (CV) (ETB)
Cost (CRC) Cost (DRC)
Cobble Stone
17,405,638.07 10,240,351.20 81,224 9,112,061 2,935,411
Road
Gravel Road 30,420,924.41 22,500,251 71,017.80 7,020,985 22,979,351
Compacted
11,346,003.98 13,176,000 319,375 3,982,450 17,977,550
Earth Road
Culverts 9,640,255.20 6,400,000 121,000 3,565,980 4,434,020
Street Light 31,560,000.00 12,203,550 409,500 12,203,550 1,355,950
Borehole 15,000,000 12,000,000 - 12,000,000 3,000,000
Reservoir 3,000,000 2,400,000 - 2,400,000 600,000
Pumps 1,800,000 1,440,000 - 1,440,000 360,000
Chlorinator 500,000 400,000 - 400,000 100,000
Treatment Plan 20,000,000 16,000,000 - 16,000,000 4,000,000
Distribution
5,820,000 8,208,000 - 8,208,000 2,052,000
Line
Transmission 8,980,000 7,184,000 - 7,184,000 1,796,000

Line
Masonry
15,329,211.60 6,426,000 351,000 4,093,600 3,046,400
Drainage
Cobble
26,313.10 704,700 95,440 545,700 237,300
Drainage
Toilet Blocks 1,800,000 - 150,000 1,650,000 150,000
Greenery and
630,000 378,000 150,000 378,000 252,000
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 Center 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
39,350,000 31,480,000 1,653,250 31,480,000 7,870,000
Assets
Total 244,190,646.36 171,501,922.20 4,488,951.80 142,025,396.00 84,367,212.00
Table 76: Summary of Replacement Cost against Current Value and Asset Deficit
7. Cost, and Priorities, New Works Projects within the CIP Process (Step 7)
7.1 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
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.
7.2 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.
7.3 The Proposed New Work Projects

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 77: The proposed budget of new works project by strategic activity area

7.4 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
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.
7.5 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 78: Summary of Multi-Year Budget Forecast for the Town (2012) to 2014)
Amount of funding in Birr

Total for 3
S/N Sources of Funding 2012 EFY 2013 EFY 2014 EFY years
IDA Performance
1 Grant(50%) 3,612,183.00 8,097,464.33 8,097,464.33 19,807,111.66
Regional Contribution
2 (40.7%) 1,471,530.94 2,299,948.35 2,299,948.35 6,071,427.64
City Contribution(63.51
3 %) 1,119,774.73 1,487,045.09 1,487,045.09 4,093,864.91
4 Subtotal: UIIDP(1-3) 6,203,488.67 11,884,457.77 11,884,457.77 29,972,406.21
UIF( 2011) Capital
5 Budget 1,286,555.00
Total UIIDP &
Unutilized budget
6 (4+5) 7,490,043.67 11,884,457.77 11,884,457.77 29,972,406.21
Additional Regional
7 Fund for CIP - - - -
Additional Municipal
8 Fund from Surplus 1,720,823.98 2,106,775.91 804,548.91 4,632,148.80
Additional State Fund
9 from Surplus 7,119,783.00 8,543,740.00 10,252,488.00 25,916,011.00
Community
10 Contributions - - - -
Other Capital Receipts
11 - - - -
Total Additional City
& Regional Fund (7-
12 11) 8,840,606.98 10,650,515.91 11,057,036.91 30,702,410.09
Other donor fund

13 except UIIDP - - - -
Total fund available
14 for the CIP (6+12+13) 16,330,650.65 22,534,973.68 22,941,494.68
7.6 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
16,330,650.65.00Birr. the detail new works proposal plan for 2012 E.C, which originated from the
CIP is presented below
S/No Name of Project Priority Level Location of Project (Kebele)
A Movement Network

1 Cobble stone
1.1 from bus station to existing 1 Kilta-EBA

slav culvert Length 203 and
with retaining wall
1.2 From youl café to 1 Kilta-EBA

residense of Takele
Mintasinot
1.3 led Street Light(Rolled) 2 Kebele-01-02-&-03
1.4 RCC Slab Culvert 1
Sub-total Movement
Network
2 Masonary Drainage
2.1 From Roba Café to existing 2 Lege-Dufa

Culvert
2.2 From Zarihun shop to 2 Lege-Dufa

Residence of Ato solomon
oda
2.3 From Residence of Ato 2 ODA-DOLA

Natina'eel to Derartu chafe
2.4 Arround Capitean wofcho 2 Lege-Dufa
2.5 From Office of Oda Dola 2 ODA-DOLA

kebele to Residence of ato

Areri
2.6 Ditch Cover 2 Selected Site
2.7 Elpha to Existing Slab 2 Lege-Dufa

Culvert
2.8 From Beyene Residence to 2 Kilta-EBA

Derartu Bono & Yilma
mulugeta Shope to Girma
Solomon Residence
Sub-total Water Supply

Network
D Economic & Social

Services
1 MSC Shades 3 Selected Site
2 Communal toilet 3
3 MSC Claster(Rolled)
Sub-total Economic &

Social Services
Total
Table 79: Cost of new works proposals for the year of 2012E.C
No Asset Sub-Category Unit Quantity Unit Rate Cost(Birr)

Cobble Stone Road(upgrading from
1
Gravel Road) m2 4661 749 3,489,644

2 Masonary Drain(up grading from

Earthn Drain) Ml 2814 2,190 6,163,195
3 Culvert(Rcc Slab culvert) pcs 1 964,026 964,026
4 MSE Shades pcs 38 55,417 2,106,567
5 Ditch Cover pcs 150 6,605 990,806
6 Communal Toilet pcs 1 235,000 235,000
7 Retaining wall ml 195 898 175,110
8 Street Light km 7 183,794 1,286,555
15,410,902
8. The Maintenance Plan (Step 8)
8.1 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.
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.
8.2 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 13.35 Million.
Table 80: 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 43,825
1.2 Gravel Road 3,229
1.3 Compacted Earth Road 0
1.4 Culverts 11,697,050
Sub-total Movement Network 11,744,104
2 The Water Supply Network
Sub-total Water Supply Network ( 1 % of RC) 595,400
3 Environmental Services
3.1 Open Masonry Drain 676,600
3.2 Cobble paved 25,300
Sub-total Environmental Services 701,900
4 Social and Economic Services
Sub-total Social and Economic Services ( 1 % of RC) 203,101
5 Administrative Buildings
Sub-total Social and Economic Services ( 1 % of RC) 112,722
Total budget for routine and periodic maintenance 13,357,227

8.3 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 41.0 Million to 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 36.8 Million.
Table 81: Summary of the total maintenance budget forwarded from step 5
Estimated Maintenance
Strategic Activity Area Total Maintenance
Deficit
Movement Network 782,616.80 1,230,771.80
Environmental Services 18,868.00 58,033.00
Social And Economic Services 1,087,145 1,087,145.00
Water Supply Network Assets 1,906,000 1,906,000.00
Machineries and Vehicles 1,653,250 1,653,250.00
Grand Total 5,447,879.8 5,935,199.8

8.4 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 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 2012 E.C.
Table 82: Maintenance Priority Proposal for 2012 E.C
Sub Categories Kebele Start Point Endpoint Unit Leng Widt Area Unit Amount Maintena Condition
th h Rate nce
Activity
A.MOVEMENT
NETWORK
Gravel Road Kilta EBA Natnael Derartu Ml 380 11.7 4446 60 266,760.0 Depressio Poor
House Chefe 0 n
Gravel Road ODA DOLA ELPHA Existing. Ml 291 10 2910 60 174,600.0 Depressio Poor

Culvert 0 n
Gravel Road ODA DOLA ODA dola Areru Ml 280 11 3080 60 184,800.0 Depressio Poor
kebele House(ch 0 n
efe)
Gravel Road LEGE DUFA FM Capitean Ml 360 10 3600 60 216,000.0 Depressio Poor
wofcho 0 n
Gravel Road Kilta EBA Zerihun Selemon Ml 260 10 2600 60 156,000.0 Depressio Poor
Shop ODA 0 n
House
Gravel Road KILTA EBA Beyene Derartu Ml 453.1 11.5 5,211. 60 312,671 Depressio Poor
Residence Bono 46 179 n
Gravel Road LEGE DUFA Roba Existing. Ml 190 10 1900 60 114,000.0 Depressio Poor
CAFÉ Culvert 0 n
Total Carried for 1,424,831
Movement Network
B.Movable Asset and Engineering Equipments
SinoTrucks LEGE Municipality Hall No 300,000 3 Depression Poor

DUFA
Total Carried for Movement Asset 300,000


10.
11. Table 83: Summary of Maintenance Budget 2012 E.C
12. Infrastructure Category 13. Budget Year (2012 E.C)
A. Movement Network 14.
15. Gravel Road 16. 1,424,831
17. B.Movement Asset and Engineering 18.

Equipment
19. Equipments 20. 300,000
21. Total Maintenance Budget 22. 1,724,831.00
23.

24. 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 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 60.2 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 10: Summary of the 3-year rolling program for new works projects by strategic activity area
Strategic Activity Budget year 1 Budget year 1 Budget year 1 Tota Budget for
Area 3years
2012 EFY 2013 EFY 2014 EFY
The Movement 5,915,335 8,649,581.00 10,595,621.00 25,160,536.61

Network
Environmental 7,154,000 8,764,412.00 12,307,041.00 28,225,453.16

Services
Social and 2,341,567 3,961,112.00 600,000.00 6,902,679.10
Economic Service
Total budget: for 15,410,902 21,375,105 23,502,662 60,288,669

new 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.
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 11: The maintenance budget on the 3-year rolling program by strategic activity area
Strategic Activity 2012 EFY 2013 EFY 2014 EFY Total Budget
Area for 3 years
Movement 1,724,831.00 1,426,057.37 1,910,125.00 5,061,013.37
Network Assets
Water Supply 0 0.00 0.00 0.00

Network
Environmental 0.00 827,440.00 384,024.47 1,211,464.47
Services
Social and 0 0.00 0.00 0.00

Economic
Services
Total budget: 1,724,831 2,253,497 2,294,149 6,272,477.84
maintenance

deficit
Maintanance 2012-2014
Year % of Maintananace
0.27 0.36 0.37
2012 2013 2014
1 2 3
Table 12: Three Year Maintenance Budget for the town for EFY 2012 to 2014 depending on CIP
S/N Infrastructure Maintenance Maintenance Maintenance Total Budget for 3 years
Category Budget for EFY Budget for EFY Budget for EFY
2012 2013 2014
A Movement Network 0.00
1 Roads 0.00
1.1 Cobblestone Road 364,407.60 120,000.00 484,407.60
1.2 Gravel Road 1,424,831 780,000.00 1,892,331.00

1.3 Compacted Earth 0.00

Road
2 Pedestrian Walkways 110,000.00 110,000.00
2.1 Cobble walkway 26,400.00 26,400.00
3 Road Structure 0.00
3.1 RCC Slab Culvert 625,749.77 625,749.77
3.2 Pipe Culvert 0.00
4 Street Lighting 409,500.00 409,500.00
4.1 Sodium lamp 73,500.00 73,500.00
4.2 Fluorescent lamp 0.00
5 Vehicles and 300,000 826,625.00 1,439,125.00
Machinery
Sub Total Movement Network 1,724,831 1,426,057.37 1,910,125.00 5,061,013.37
B Water Supply 0.00

Sub Total Water Supply 0.00
C Environmental 0.00
Services
1 Drainage 752,440.00 384,024.47 1,136,464.47
1.1 Open masonry drain 0.00
1.2 Cobble Drain 0.00
1.3 Earth Drain 0.00
2 Sanitation 75,000.00 75,000.00
3 Greenery and park 0.00
Sub Total Environmental Services 827,440.00 384,024.47 1,211,464.47

D Social and economic -

services
Total Maintenance Budget (ETB) 1,724,831 2,253,497 2,294,149.47 6,272,477.84
Available CIP Maintenance Budget 1,724,831 2,253,497.37 2,294,149.47 6,272,477.84
Surplus/deficit 0 0.00 0.00 0

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 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. Table76 Implementation schedule for new works projects for year 1(2012 E.C)
Implementation schedule for new works

S/No Strategic area
Approval Date of Date of Date of Date of start Date of Date of Date when
the new
projects is
entered
tender tender signing of project handover
time of activity into the
invitation closure a contract completion to the city
database
for existing
assets
Envaromental
A
Service
1 Cobble stone
from bus
station to
existing slav
1.1 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
culvert Length
203 and with
retaining wall
From youl café
to residense of
Takele
Mintasinot
led Street
Light(Rolled)
RCC Slab
Culvert
Sub-total
Movement
Network
B
Masonary
2 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
Drainage
2.1 Zerihun Shope 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
2.2 Natnael House 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
From ELPA to
2.3 Existing 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
Culvert
Arround
2.4 Capitean 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
wofcho
2.5 0 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
2.6 Ditch Cover 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
Sub-total Water
Supply
Network
Economic &
D
Social Services
1 MSC Shades 13-Sep-19 26-Oct-19 16-Nov-19 23-Nov-19 30-Nov-19 15-Jan-20 3-Dec-19 29-Jan-20
Communal
toilet
MSC
Claster(Rolled)
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
S/No Strategic Implementation schedule for Maintenance work

area Approval Date of Date of Date of Date of Date of Date of Date
time tender tender signing start of project handover when the
invitation closure of a activity completion to the city new
contract projects
is entered
into the
database
for
existing
assets
A.MOVEMEN
T NETWORK
1.Gravel Road
General Market Dufa 13-Sep-19 28-Sep-19 3-Oct-19 28-Oct- 2-Nov-19 2-Dec-19 7-Dec-19
to 19
TVET College Metrologiy 13-Sep-19 28-Sep-19 3-Oct-19 28-Oct- 2-Nov-19 2-Dec-19 7-Dec-19
to 19
Glorry KG to Shade Shop 13-Sep-19 28-Sep-19 3-Oct-19 28-Oct- 2-Nov-19 2-Dec-19 7-Dec-19
19
Asegahegn Mamush Shop 13-Sep-19 28-Sep-19 3-Oct-19 28-Oct- 2-Nov-19 2-Dec-19 7-Dec-19
wofcho to 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’ 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.
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.

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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FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA

OROMIA NATIONAL REGIONAL STATE

INFRASTRUCTURE NETWORK AND MUNICIPAL SERVICE

ADOLA WOYU, ETHIOPIA

3.1. Background Information.........................................................................................................................2

3.2. Objective of the Study............................................................................................................................5

3.2.1 General Objective...................................................................................................................................5

3.2.2 Specific Objectives for Asset Management Plan...................................................................................5

3.3. Scope of the Study..................................................................................................................................6

4.1. The Geospatial Data of Yaballo City.....................................................................................................6

4.2. Establishing a GIS Project......................................................................................................................7

4.3. The difference between Data and Information.......................................................................................7

4.4. Defining the relationship between Spatial and Attribute Data...............................................................7

4.5. The Backdrop Image of the AMP...........................................................................................................8

4.6. The Geo-Database Structure...................................................................................................................8

4.7. Creating Tabular Database Structure....................................................................................................11

4.8. The Computer Directory Management Structure.................................................................................12

5. STEP-2: BUILDING THE INSTITUTIONAL FRAMEWORK AND THE ASSET MANAGEMENT

5.1. The City's Institutional Framework......................................................................................................14

5.2. Organization of the Team.....................................................................................................................14

5.3. Responsibilities of the AMP Unit.........................................................................................................15

5.4. Definition of Infrastructure Categories and Sub-categories.................................................................17

5.5. Departmental Responsibility for the AMP in each asset category.......................................................18

5.6. The List of Feature Classes included in the AMP................................................................................19

Adola Woyu City Asset Management Plan 2012-2014 Page 2

5.8. The Structure of the Identifier System.................................................................................................21

5.10. Establishing the GIS Operating Environment for the AMP.............................................................23

6. Step-3: INVENTORY OF INFRASTRUCTURE ASSETS................................................................................26

6.1. The Movement Network.......................................................................................................................26

6.1.2 Road Structures....................................................................................................................................27

6.1.3 Inventory of Road Median...................................................................................................................28

6.1.4 Street Light...........................................................................................................................................28

6.2. Water Supply Network.........................................................................................................................28

6.3. Environmental Services........................................................................................................................29

6.3.1 Inventory of the Drainage Network......................................................................................................29

6.3.2 Inventory of Flood Control Structures.................................................................................................30

6.3.3 Inventory of Urban Greenery...............................................................................................................30

6.3.4 Inventory of Play Areas........................................................................................................................31

6.3.5 Inventory of Monuments......................................................................................................................31

6.4. Social and Economic Services..............................................................................................................32

6.4.1 Inventory of Administration Facilities.................................................................................................32

6.4.2 Inventory of Educational Facilities......................................................................................................32

6.4.3 Inventory of Health Facilities...............................................................................................................32

6.4.4 Inventory of Municipal Markets...........................................................................................................33

6.4.5 Inventory of MSE Facilities.................................................................................................................33

6.4.6 Inventory of Saving House Facilities...................................................................................................33

Adola Woyu City Asset Management Plan 2012-2014 Page 3

6.4.7 Inventory of Abattoir Facility...............................................................................................................33

6.5. Movable Assets.....................................................................................................................................34

7. STEP-4: ASSESS THE CONDITION OF ASSETS...........................................................................................35

7.1. Condition Assessment Results for Movement Network.......................................................................36

7.1.1 Condition Assessment for Road Asset.................................................................................................37

7.1.2 Condition Assessment for Road Structures..........................................................................................38

7.1.3 Condition Assessment of Road Median...............................................................................................38

7.1.4 Condition Assessment of Street Light..................................................................................................39

7.2. Condition Assessment for Water Supply..............................................................................................39

7.3. Condition Assessment for Environmental Services.............................................................................40

7.3.1 Condition Assessment for Drainage.....................................................................................................40

7.3.2 Condition Assessment of Flood Control Structures.............................................................................40

7.3.3 Condition Assessment of Urban Greenery...........................................................................................40

7.3.4 Condition Assessment of Play Areas...................................................................................................41

7.3.8 Condition Assessment of Monuments..................................................................................................41

7.4. Condition Assessment of Social and Economic Services....................................................................41