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Document No: 510

First Edition
December-2016
Department of Municipal Affairs and Transport
PO Box 20
Abu Dhabi, United Arab Emirates
© Copyright 2016, by the Department of Municipal Affairs and Transport. All Rights Reserved. This
document, or parts thereof, may not be reproduced in any form without written permission of the
publisher
IRRIGATION SYSTEMS VOLUME-II O & M MANUAL
TABLE OF CONTENTS
TABLE OF CONTENTS .................................................................................................................... I
LIST OF FIGURES ..................................................................................................................... XVIII
1. OPERATION & MAINTENANCE MANUAL ............................................................................ 21
1.1 GENERAL .............................................................................................................................................21

1.2 OBJECTIVES OF THE MANUAL ...............................................................................................................21
1.3 PURPOSE .............................................................................................................................................21
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1.4 M ANUAL USER GUIDE...........................................................................................................................22
1.5 SCOPE OF THE M ANUAL........................................................................................................................22
1.6 OVERVIEW OF O&M CONTRACT OBJECTIVES ........................................................................................22
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2. EXISTING IRRIGATION SYSTEMS ........................................................................................ 24
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2.1 OPERATIONAL OBJECTIVES AND PRIORITIES .........................................................................................24
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2.2 DESCRIPTION OF THE IRRIGATION SYSTEMS...........................................................................................24
2.3 IRRIGATION SYSTEMS M ANAGEMENT AND CONTROL ..............................................................................24
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2.3.1 Supervisory Organizational Structure .........................................................................................25

2.4 ACHIEVING IRRIGATION T ARGETS ..........................................................................................................25
2.5 PERFORMANCE AND NON-COMPLIANCES ..............................................................................................25
2.6 IRRIGATION FOR LANDSCAPING .............................................................................................................26
2.6.1 Irrigation ......................................................................................................................................26
2.6.2 Irrigation System Maintenance ...................................................................................................26
2.6.3 Irrigation System Repairs & Replacements ................................................................................28
2.6.4 Landscape and Deficit Irrigation Practices .................................................................................28
2.6.5 Landscape Cultural Practices .....................................................................................................28
2.6.6 Deficit Irrigation Practice .............................................................................................................28
2.6.7 Valves in Irrigation Systems .......................................................................................................29
2.6.8 On/Off Service Valves ................................................................................................................29
2.6.9 Gate Valves ................................................................................................................................29
2.6.10 Plug Valves .................................................................................................................................30
2.6.11 Ball Valves ..................................................................................................................................31
2.6.12 Throttling and Control Valves .....................................................................................................31
2.6.13 Throttling Valves .........................................................................................................................32
2.6.14 Globe Valves ..............................................................................................................................32
2.6.15 Angle Valves and ‘Y’ Valves .......................................................................................................32
2.6.16 Needle Valves .............................................................................................................................33
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TOC FIRST EDITION - DECEMBER 2016

2.6.17 Pinch Valves ...............................................................................................................................34

2.6.18 Diaphragm Valves ......................................................................................................................34
2.6.19 Butterfly Valves ...........................................................................................................................34
2.6.20 Control Valves ............................................................................................................................35
2.6.21 Electric Control Valves................................................................................................................36
2.6.22 Hydraulic Control Valves ............................................................................................................36
2.6.23 Check Valves ..............................................................................................................................36
2.6.24 Ball Check Valves .......................................................................................................................36
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2.6.25 Disk Lift and Piston Lift Check Valves ........................................................................................37
2.6.26 Flapper or Swing Check Valves .................................................................................................37
2.6.27 Diaphragm Check Valves ...........................................................................................................38
2.6.28 Foot Valve ...................................................................................................................................38
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2.6.29 Special Service Valves ...............................................................................................................38
2.6.30
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Pressure Relief Valves ...............................................................................................................39
2.6.31 Pressure Reducing Valve ...........................................................................................................39
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2.6.32 Miscellaneous Valves .................................................................................................................40
2.6.33 Summary ....................................................................................................................................41
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2.7 IRRIGATION SYSTEMS MONITORING .......................................................................................................42

2.7.1 General .......................................................................................................................................42
2.7.2 System Pressure ........................................................................................................................42
2.7.3 Irrigation Controller .....................................................................................................................42
2.7.4 Solenoid Valves, Quick Coupling Valves and Air Valves ...........................................................44
2.8 SYSTEM FLUSHING ...............................................................................................................................44
2.9 SERVICING OF ELECTRIC REMOTE CONTROL SOLENOID VALVES AND COMPONENTS ...............................44
2.10 ADJUSTMENTS AND CLEANING ..............................................................................................................44
2.10.1 Drip lines and Emitters................................................................................................................44
2.10.2 Bubblers ......................................................................................................................................45
2.10.3 Sprayers......................................................................................................................................45
2.10.4 Rotors .........................................................................................................................................45
2.11 EMERGENCY REPAIRS ..........................................................................................................................45
2.12 SURFACE AND SUB-SURFACE IRRIGATION SYSTEMS ..............................................................................46
2.12.1 Primary filtration ..........................................................................................................................46
2.12.2 Secondary filtration .....................................................................................................................46
2.12.3 Flushing ......................................................................................................................................47
2.12.4 Use of Recycled Water (RW)......................................................................................................47
2.13 AUTOMATION AND SCADA IN IRRIGATION SYSTEMS OPERATIONS .........................................................47
2.14 GENERAL IRRIGATION SYSTEMS AUDIT PROCEDURES ............................................................................48
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2.14.1 Site Inspection ............................................................................................................................48

2.14.2 Performance Testing ..................................................................................................................49
2.14.3 Irrigation Scheduling ...................................................................................................................49
2.15 CONTRACTOR’S RANGE OF RESPONSIBILITY .........................................................................................50
2.15.1 Point of Termination ....................................................................................................................50
3. PERFORMANCE EVALUATION ............................................................................................. 52
3.1 PURPOSE .............................................................................................................................................52

3.2 PERFORMANCE CRITERIA .....................................................................................................................52
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3.3 CONTRACTOR PERFORMANCE REQUIREMENTS ......................................................................................53
3.3.1 The Minimum Standards.............................................................................................................53
3.3.2 Inspecting and recording the Contractor’s Work ........................................................................53
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Use of Resources .......................................................................................................................54
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3.3.4
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Monitoring the Quality of Workmanship......................................................................................54
3.3.5 Monitoring the Contractor’s Maintenance Schedules .................................................................55
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3.3.6 Operational Effectiveness ...........................................................................................................55
3.3.7 Optimizing Assets .......................................................................................................................55
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3.3.8 Communication and Co-operation with the Contractor ..............................................................56

3.3.9 Written correspondence, instructions, etc. .................................................................................56
3.3.10 Meetings with recorded Minutes .................................................................................................56
3.3.11 Reports and Submissions ...........................................................................................................56
3.3.12 Co-ordination with other concerned organizations .....................................................................56
3.4 CONTRACTOR PERFORMANCE MONITORING ..........................................................................................57
3.4.1 The Relationship with the CMT ..................................................................................................57
3.4.2 Standards of Workmanship and Performance............................................................................57
3.4.3 Operating Procedures, Schedules and Organization .................................................................58
3.4.4 Cost Control and Operational Efficiency.....................................................................................59
3.4.5 Mechanical & Electrical Equipment ............................................................................................59
3.4.6 Pumping Facilities .......................................................................................................................60
3.4.7 Maintenance Approach Tables ...................................................................................................60
3.5 GENERAL PERFORMANCE STANDARDS .................................................................................................60
3.6 PERIODIC PERFORMANCE ASSESSMENTS ..............................................................................................61
3.7 PERFORMANCE REVIEW AND AUDIT ......................................................................................................61
3.8 PERFORMANCE TRENDING ....................................................................................................................63
3.8.1 How to Establish a Performance Trending Program ..................................................................64
3.9 CONTINUOUS PERFORMANCE IMPROVEMENTS .......................................................................................64
3.9.1 Overall Management ..................................................................................................................64
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3.9.2 Reservoirs and Pipework ............................................................................................................65

3.9.3 Buildings and Structures .............................................................................................................65
3.9.4 Grounds Maintenance ................................................................................................................65
3.9.5 Roads & Surfaces .......................................................................................................................65
3.10 PERFORMANCE BASED CONTRACTS (PBC)...........................................................................................66
3.10.1 Prescriptive vs. Performance Contracts .....................................................................................66
3.10.2 Administering Performance Based Contracts.............................................................................66
3.11 LEVEL OF SERVICE ...............................................................................................................................67
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3.11.1 Inadequate Pressure ..................................................................................................................67
3.11.2 Verbal/written Complaints ...........................................................................................................67
3.11.3 Irrigation Flooding/Burst Mains/Overflow ....................................................................................68
3.11.4 Restrictions on RW/TSE Use......................................................................................................68
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3.11.5 Other examples of LOS that may be considered .......................................................................68
3.12
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ESTABLISH KPI BASELINES ..................................................................................................................69
3.12.1 Key Performance Indicators (KPI) ..............................................................................................69
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4. OPERATIONS PROCEDURES ............................................................................................... 71
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4.1 OPERATIONS ........................................................................................................................................71

4.1.1 Non-Infrastructure Related .........................................................................................................71
4.1.2 Infrastructure Related .................................................................................................................71
4.1.3 Operation Methodology ..............................................................................................................72
4.2 OPERATIONS OF RESERVOIRS ...............................................................................................................73
4.2.1 Normal Procedures for Operation of Reservoir ..........................................................................73
4.2.2 Operation of Reservoirs during Abnormal Conditions ................................................................73
4.2.3 Storage Capacity ........................................................................................................................74
4.2.4 Records to be kept on the Operations ........................................................................................75
4.3 CENTRAL IRRIGATION CONTROL SYSTEM ..............................................................................................75
4.4 EQUIPMENT MONITORING PROGRAM .....................................................................................................76
4.5 SYSTEM SURVEILLANCE .......................................................................................................................76
4.6 SYSTEM CAPACITY REVIEW ..................................................................................................................77
4.6.1 Guidelines for Monitoring and Reporting of Operational Capacity .............................................77
4.6.2 Measurement of Pump Performance Against Design/New ........................................................77
4.6.3 Comparison of System/Part System Actual Against Design Capacity .......................................78
4.7 GUIDELINES FOR SETTING UP OPERATING PROCEDURES .......................................................................78
4.8 M ANAGEMENT AND CONTROL OF OPERATIONS ......................................................................................79
4.8.1 Optimization of Pumping Stations Operation to Maximize Life of Whole System Assets and
Minimize Station and Network Maintenance ..............................................................................................80
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4.8.2 Regulation of flows using Pumping Stations, Valves, Penstocks, Temporary Stoppers, etc. to
Accommodate Work on the System ...........................................................................................................80
4.8.3 Maintain the Irrigation Pumping Facilities for Optimum Performance ........................................80
4.8.4 Manage the Irrigation Pumping Facilities to Respond to the Changing Requirement for Water in
the Landscape ............................................................................................................................................80
4.8.5 Surveillance of Networks to Ensure Appropriate Use and/or Stop Misuse ................................81
4.8.6 Co-ordination of Work on the System by Others (Connections, Rehabilitation, Diversion, etc.)81
4.9 OPERATING PROCEDURES, SCHEDULES AND STRUCTURES ....................................................................81
4.10 COST CONTROL AND OPERATIONAL EFFICIENCY ...................................................................................82
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4.11 PLANNING FOR EMERGENCIES ..............................................................................................................82
4.12 OPERATIONAL EMERGENCY PROCEDURES ............................................................................................83
4.12.1 Typical Responsibilities ..............................................................................................................83
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4.12.2 O&M Engineer ............................................................................................................................84
4.12.3
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Contract Management Team (CMT) ...........................................................................................84
4.12.4 Contract Maintenance Team ......................................................................................................84
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4.12.5 Operation Team ..........................................................................................................................84
4.12.6 Contract Manager (CM) ..............................................................................................................84
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4.12.7 Materials .....................................................................................................................................84

4.13 EMERGENCY REPAIRS ..........................................................................................................................84
4.14 REPORTING EQUIPMENT DEFICIENCIES ..................................................................................................85
4.15 SAFETY IN O&M OPERATIONS ..............................................................................................................85
4.16 OPERATIONS RECORDS ........................................................................................................................86
5. MAINTENANCE PROCEDURES ............................................................................................ 87
5.1 GENERAL .............................................................................................................................................87

5.2 M AINTENANCE METHODOLOGY .............................................................................................................87
5.3 ANNUAL WORK PLAN FOR MAINTENANCE OF ASSETS ...........................................................................88
5.4 MINIMUM ASSET M AINTENANCE REQUIREMENTS ...................................................................................90
5.5 RELIABILITY CANTERED M AINTENANCE (RCM) .....................................................................................90
5.5.1 RCM Philosophy .........................................................................................................................91
5.5.2 RCM Principles ...........................................................................................................................92
5.5.3 RCM Requirements Analysis ......................................................................................................93
5.5.4 Identify the System Functions ....................................................................................................93
5.5.5 Define the Maintenance Task .....................................................................................................94
5.5.6 Install Redundant Unit ................................................................................................................94
5.5.7 Accept the Risk ...........................................................................................................................95
5.5.8 RCM Program Components .......................................................................................................95
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5.6 REACTIVE MAINTENANCE (RM - BREAKDOWN OR RUN-TO-FAILURE M AINTENANCE) ...............................96

5.7 PREVENTIVE M AINTENANCE (PM - TIME-BASED M AINTENANCE) ............................................................97
5.7.1 Preventive Maintenance Criteria ................................................................................................99
5.7.2 Preventive Maintenance Tasks ..................................................................................................99
5.8 PREDICTIVE MAINTENANCE (PDM - CONDITION-BASED MAINTENANCE) .................................................99
5.8.1 Predictive Testing and Inspection (PT&I) .................................................................................101
5.9 PROACTIVE MAINTENANCE .................................................................................................................102
5.10 THE RIGHT MIX ..................................................................................................................................103
5.11 ROUTINE (SCHEDULED) MAINTENANCE ...............................................................................................104
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5.11.1 Definition of Scheduled Maintenance .......................................................................................105
5.11.2 Classification of Routine Maintenance Tasks ...........................................................................105
5.11.3 Cleaning of pipes, reservoirs, tanks .........................................................................................106
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5.11.4 Preventive/Reactive maintenance of assets; pumps, motors, starters, chambers, valves, air
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conditioning units, buildings, reservoirs and other civil structures, etc. ....................................................106
5.11.5 Maintenance of pump sets, MCC’s, AC’s, etc. .........................................................................107
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5.11.6 Method Statements on Each Activity and Sub-Activity.............................................................107
5.11.7 Organization and Control of Scheduled Maintenance ..............................................................107
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5.11.8 Inspection, Quality Control and Follow-Up ...............................................................................108

5.11.9 Maintenance and Inspection of Safety/Rescue Equipment ......................................................109
5.12 NON-SCHEDULED (NON-ROUTINE) M AINTENANCE ...............................................................................110
5.12.1 Definition of Non-Scheduled Maintenance ...............................................................................110
5.12.2 Classification of Non-Scheduled Maintenance Tasks ..............................................................110
5.12.3 Identifying the Need for Non-Scheduled Maintenance .............................................................110
5.12.4 Management of Non-Scheduled Maintenance .........................................................................111
5.12.5 Control of Costs and Quality .....................................................................................................111
5.12.6 Inspection and Follow-Up .........................................................................................................111
5.13 M AINTENANCE TASKS FREQUENCY .....................................................................................................112
5.13.1 Maintenance of Pumps .............................................................................................................112
5.13.2 Maintenance of Motors .............................................................................................................113
5.13.3 General Requirements for Safe and Efficiency Motor Operation .............................................114
5.13.4 Diagnostic Tools .......................................................................................................................114
5.13.5 Electric Motors Checklist ..........................................................................................................115
5.13.6 Maintenance of Automatic or Manual Irrigation System ...........................................................116
5.13.7 Maintenance of Pipelines..........................................................................................................117
5.13.8 Maintenance Procedures for Reservoirs ..................................................................................118
5.13.9 Checks to be Carried Out in Distribution System .....................................................................121
5.14 OPERATIONAL M AINTENANCE .............................................................................................................122
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5.14.1 M&E (Non-Infrastructure Assets) ..............................................................................................122

5.14.2 Civil (Non-Infrastructure Assets) ...............................................................................................123
5.14.3 ICA ............................................................................................................................................123
5.14.4 Infrastructure .............................................................................................................................124
5.15 CAPITAL M AINTENANCE ......................................................................................................................124
5.15.1 M&E (Non-Infrastructure Assets) ..............................................................................................124
5.15.2 Civil (Non-Infrastructure Assets) ...............................................................................................125
5.15.3 ICA ............................................................................................................................................125
5.16 M AINTENANCE WORK METHOD STATEMENTS ......................................................................................125
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5.17 M AINTENANCE PRIORITY CRITERIA / LEVELS .......................................................................................126
5.18 PROCUREMENT OF SPARE PARTS .......................................................................................................127
5.18.1 Targets and Objectives .............................................................................................................128
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5.18.2 Spare Parts Availability .............................................................................................................128
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Storage Facilities ......................................................................................................................128
5.18.4 Inventory Control and Stock Management Procedures ............................................................129
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5.19 CONSUMABLES AND SPARE PARTS .....................................................................................................129
5.19.1 Tools .........................................................................................................................................130
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5.19.2 Test instruments .......................................................................................................................131

5.19.3 Types of Spares ........................................................................................................................131
5.20 M AINTENANCE PROGRAMS AND RECORDS ..........................................................................................131
5.21 EMERGENCY M AINTENANCE ................................................................................................................133
5.22 WORK ORDER AND M AINTENANCE ......................................................................................................133
5.23 UPDATING M AINTENANCE PRACTICES .................................................................................................135
5.23.1 Reducing Cost by Changing Work Practices............................................................................136
5.23.2 Managing Changes in Work Process .......................................................................................136
6. TROUBLESHOOTING .......................................................................................................... 137
6.1 GENERAL ...........................................................................................................................................137

6.2 TYPICAL PUMP STATION PROBLEMS ...................................................................................................138
6.3 PREVENTIVE M AINTENANCE PROGRAM................................................................................................138
6.4 TROUBLESHOOTING IN PUMPING FACILITIES ........................................................................................139
6.4.1 Pump Filtration ..........................................................................................................................140
6.4.2 Coarse Filtration .......................................................................................................................140
6.4.3 Main Pressure Filters ................................................................................................................140
6.4.4 Media Filters .............................................................................................................................141
6.4.5 Disc Filters ................................................................................................................................141
6.4.6 Maintenance of Filters ..............................................................................................................141
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6.5 TROUBLESHOOTING IN REMOTE CONTROL VALVES ..............................................................................142

6.5.1 Remote Control Valves .............................................................................................................142
6.5.2 Controllers ................................................................................................................................145
6.5.3 Microprocessor Lockup Problems ............................................................................................148
6.5.4 Volt Ohm-Meter (VOM) .............................................................................................................149
6.6 IRRIGATION TROUBLESHOOTING - BAD VALVE SYMPTOMS ...................................................................150
6.6.1 Leaks Around the Valve............................................................................................................150
6.6.2 Low or no Water to the Sprinkler Heads ...................................................................................150
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6.6.3 Sprinkler Valve is not Turning on ..............................................................................................151
6.6.4 Leak at the Sprinkler Furthest from the Valve ..........................................................................151
6.7 GENERAL SAFETY ASPECTS ...............................................................................................................151
6.8 TYPE OF FAILURE ...............................................................................................................................152
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FAILURE IDENTIFICATION ....................................................................................................................153
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6.10
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IDENTIFY THE CONSEQUENCES OF FAILURE .........................................................................................153
6.11 IDENTIFY THE FAILURE PROCESS ........................................................................................................153
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6.12 VERIFY THE SYSTEM ...........................................................................................................................153
6.13 MODIFY THE SYSTEM ..........................................................................................................................154
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6.14 ROOT CAUSE FAILURE ANALYSIS .......................................................................................................154
7. EMERGENCY RESPONSE PLAN (ERP) .............................................................................. 155
7.1 GENERAL REQUIREMENTS ..................................................................................................................155

7.2 EMERGENCY PROCEDURES .................................................................................................................155
7.3 DEFINITION AND CLASSIFICATION/LEVELS OF EMERGENCIES ................................................................156
7.4 ESTABLISHMENT OF AN EMERGENCY RESPONSE PLAN ........................................................................158
7.4.1 Client Procedures .....................................................................................................................159
7.4.2 Management of Specific Types of Incidents on Whole System ...............................................159
7.4.3 Site/Location Specific Procedures ............................................................................................160
7.4.4 Interaction with Other Authorities .............................................................................................160
7.5 STANDBY SYSTEM AND T ARGET RESPONSE TIME (TRT) ......................................................................160
7.5.1 Standby .....................................................................................................................................161
7.6 EMERGENCY COMMUNICATIONS PROTOCOL ........................................................................................161
7.6.1 Incoming Reports ......................................................................................................................161
7.6.2 Assessment of Situation ...........................................................................................................161
7.6.3 Activate Emergency Response ................................................................................................161
7.6.4 Emergency Repairs ..................................................................................................................162
7.6.5 Major Incident Provisions..........................................................................................................162
7.6.6 End of Emergency Operation ...................................................................................................162
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7.7 RESPONSIBILITIES OF THE INCIDENT M ANAGEMENT TEAM ....................................................................162

7.7.1 Control Room ............................................................................................................................162
7.7.2 Supervisor .................................................................................................................................162
7.7.3 Area Coordinator ......................................................................................................................162
7.7.4 Incident Manager ......................................................................................................................163
7.8 EMERGENCY PLANT AND EQUIPMENT ..................................................................................................163
7.9 RAIN & SAND STORM PREPAREDNESS ................................................................................................163
7.10 PUBLIC HEALTH AND ENVIRONMENTAL CONSIDERATIONS ....................................................................163
7.11 SAFETY CONSIDERATIONS ..................................................................................................................164
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7.12 FIRST AID ARRANGEMENTS AND EMERGENCY PROCEDURES................................................................164
7.13 FEEDBACK AND OPTIMISING EMERGENCY RESPONSE ..........................................................................165
7.14 A TYPICAL EMERGENCY RESPONSE PLAN ...........................................................................................165
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EMERGENCY RESPONSE TRAINING ......................................................................................................167
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7.16
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EMERGENCY ASSEMBLY AREAS..........................................................................................................167
7.17 EXAMPLES OF EMERGENCY SITUATIONS..............................................................................................168
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7.17.1 Pump Station Failures ..............................................................................................................169
7.17.2 Prolonged Power Failures ........................................................................................................170
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7.17.3 Supervisory Control and Data Acquisition (SCADA) System Failure .......................................170
7.17.4 Facility Transformer Failure ......................................................................................................171
7.17.5 Critical Injury .............................................................................................................................171
8. ASSET MANAGEMENT PLAN (AMP) .................................................................................. 173
8.1 POLICY DOCUMENT FOR ASSET M ANAGEMENT ....................................................................................173

8.1.1 Asset Maintenance ...................................................................................................................173
8.2 OBJECTIVES AND APPROACH ..............................................................................................................173
8.3 OPERATIONAL BENEFITS OF AMP .......................................................................................................174
8.4 ASSET M ANAGEMENT CYCLE ..............................................................................................................175
8.5 ASSET M ANAGEMENT PLAN/PROGRAM (AMP) ....................................................................................176
8.5.1 Asset Management Hierarchy/Team ........................................................................................177
8.5.2 The Asset Management Plan (AMP) ........................................................................................178
8.5.3 Asset Plans – The ‘Heart’ of AM ...............................................................................................178
8.5.4 Condition Monitoring .................................................................................................................178
8.5.5 Asset Management Audit..........................................................................................................179
8.6 CONTROLLED DOCUMENTATION ..........................................................................................................179
8.7 BEST PRACTICE M AINTENANCE ..........................................................................................................180
8.8 STANDARD ASSETS LIST ....................................................................................................................181
8.9 OPERATIONAL RISK REGISTER (ORR) ................................................................................................182
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8.10 PREPARATION OF AN ASSET M ANAGEMENT PLAN................................................................................183

8.10.1 Operating Plan ..........................................................................................................................185
8.10.2 Asset Operating Plan ................................................................................................................185
8.10.3 Maintenance Plan .....................................................................................................................185
8.11 METHODOLOGY FOR DEVELOPMENT OF AMP ......................................................................................186
8.11.1 Overview ...................................................................................................................................186
8.11.2 Specific Cases ..........................................................................................................................191
8.12 ASSET REGISTER ...............................................................................................................................193
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8.12.1 Asset Tagging/Numbering and Identification ............................................................................195
8.13 ASSET RISK REGISTER (OPERATIONAL) ..............................................................................................195
8.14 RISK ANALYSIS ..................................................................................................................................196
8.14.1 Risk Assessing .........................................................................................................................198
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RISK MANAGEMENT............................................................................................................................199
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8.15.1
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Risk Management or Risky Management?...............................................................................199
8.15.2 Corporate Governance and Risk Management ........................................................................199
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8.16 RISK MANAGEMENT PLAN ..................................................................................................................200
8.17 EXISTING ASSET CONDITION ...............................................................................................................201
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8.18 ASSET M ANAGEMENT PROGRAM AND PROCEDURES ............................................................................202

8.18.1 Asset Register (Creation and update) ......................................................................................203
8.18.2 Assess / Update assessment of Operational Units ..................................................................203
8.18.3 Define / Update Estimated Replacement Year and Cost .........................................................204
8.18.4 Produce a Synthesis/Detailed Document for Submittal ............................................................204
8.18.5 Implement Planned, Approved and Emergency Replacements ...............................................204
8.18.6 Update the Asset Register ........................................................................................................205
8.18.7 Records.....................................................................................................................................205
8.19 DISPOSAL OF ASSETS.........................................................................................................................205
8.19.1 The Asset Disposal Planning Process ......................................................................................205
8.20 ANNUAL ASSET CONDITION SURVEY (ACS) ........................................................................................207
8.21 METHODOLOGY FOR ASSET CONDITION SURVEYS ...............................................................................208
8.21.1 Methodology for Underground Asset Survey ...........................................................................209
8.21.2 Initial Strategy ...........................................................................................................................209
8.21.3 Short / Medium Term Strategy .................................................................................................210
8.21.4 Medium to Long Term Strategy ................................................................................................210
8.21.5 Methodology for Above Ground Asset Surveys/Condition Grading .........................................211
8.22 ASSET CONDITION GRADE (ACG) .......................................................................................................212
8.23 COMPUTERISED MAINTENANCE M ANAGEMENT SYSTEM (CMMS) .........................................................212
8.23.1 CMMS Data Entry .....................................................................................................................215
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8.24 ASSET INVENTORY AND CONDITION ASSESSMENT................................................................................215

8.25 ASSET CRITICALITY ASSESSMENT (ACA) ............................................................................................215
8.25.1 Definitions: ................................................................................................................................216
8.26 CAPITAL M AINTENANCE PROCEDURES ................................................................................................217
8.27 CAPITAL INVESTMENT PLAN (CIP) ......................................................................................................217
8.28 DATA GATHERING FOR ASSET M ANAGEMENT ......................................................................................218
8.28.1 Data Management ....................................................................................................................218
8.29 ASSET CONDITION & PERFORMANCE MONITORING ..............................................................................219
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8.29.1 General Methodology ...............................................................................................................219
8.30 OPERATIONS AND M AINTENANCE OPTIMISATION ..................................................................................219
8.30.1 O&M Methodologies .................................................................................................................219
8.30.2 O&M Studies .............................................................................................................................220
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8.30.3 Best Practice Reviews ..............................................................................................................221
8.31
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M ATERIALS SELECTION ......................................................................................................................221
8.32 MEICA COMPLIANCE .........................................................................................................................222
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8.33 ASSET EFFICIENCY .............................................................................................................................222
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9. HANDOVER REQUIREMENTS AND PROCEDURES .......................................................... 224
9.1 HAND-OVER AND MOBILISATION .........................................................................................................224

9.1.1 Hand-Over ................................................................................................................................224
9.1.2 Mobilization ...............................................................................................................................224
9.2 INITIAL INSPECTION AND SURVEY ........................................................................................................224
9.3 ACCEPTANCE AND HAND-OVER INSPECTION .......................................................................................224
9.3.1 Acceptance ...............................................................................................................................224
9.3.2 Hand-Over ................................................................................................................................225
9.3.3 Hand-Over of New Assets at Existing Sites or New Sites ........................................................226
9.4 HAND-OVER / HAND-BACK CHECKLIST ...............................................................................................226
9.5 CONTRACT CLOSEOUT & HAND BACK.................................................................................................228
9.5.1 Final Condition Survey..............................................................................................................229
9.5.2 Provisional Acceptance ............................................................................................................229
9.5.3 Final Account ............................................................................................................................229
9.5.4 Final Acceptance ......................................................................................................................229
10. O & M DOCUMENTATION SUBMISSION ......................................................................... 231
10.1 GENERAL ...........................................................................................................................................231

10.2 PREPARATION AND SUBMITTAL OF O&M REPORTS .............................................................................231
10.2.1 Submittal Procedures ...............................................................................................................231
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10.2.2 Method of Submittal ..................................................................................................................232

10.2.3 Contractor’s Review and Engineer Approval ............................................................................232
10.3 REPORTS ...........................................................................................................................................233
10.3.1 O&M Reporting .........................................................................................................................233
10.3.2 Weekly Program Schedule .......................................................................................................236
10.3.3 Certificates ................................................................................................................................237
10.3.4 Guarantees and Warranties .....................................................................................................237
10.3.5 Method Statements...................................................................................................................237
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10.3.6 Internal/External Audit ..............................................................................................................237
10.3.7 Applications and Invoices .........................................................................................................237
10.4 M ATERIALS SUBMITTALS ....................................................................................................................238
10.5 ASSET DOCUMENTATION / RECORDS ...................................................................................................238
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10.5.1 Operational Records .................................................................................................................239
10.5.2
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Records of Routine (Scheduled) Maintenance .........................................................................239
10.5.3 Records of Non-Routine (Non-Scheduled) Maintenance .........................................................239
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10.6 RECORDS OF EXISTING ASSETS ..........................................................................................................240
10.7 UPDATING OF ‘AS-BUILT’ RECORDS ....................................................................................................240
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10.8 COMPLIANCE WITH STANDARDS AND REGULATIONS ............................................................................240

10.9 RECORD KEEPING / ARCHIVING ...........................................................................................................241
10.9.1 Methodology .............................................................................................................................241
10.10 SPARES/TOOLS/M ATERIAL .................................................................................................................242
11. RISK ASSESSMENT AND MANAGEMENT ...................................................................... 243
11.1 PURPOSE ...........................................................................................................................................243

11.2 PREPARING RISK ASSESSMENTS ........................................................................................................243
11.2.1 Definitions: ................................................................................................................................244
11.2.2 Hazard ......................................................................................................................................244
11.2.3 Risk ...........................................................................................................................................245
11.2.4 Controls.....................................................................................................................................246
11.3 SCREENING LEVEL RISK ASSESSMENT ................................................................................................246
11.4 HAZARD IDENTIFICATION AND RISK ASSESSMENT ................................................................................247
11.4.1 Identification of Hazards ...........................................................................................................247
11.5 RISK ASSESSMENT M ATRIX ................................................................................................................248
11.6 RISK ASSESSMENT SHEET TEMPLATE .................................................................................................249
11.7 IDENTIFICATION OF EXISTING CONTROLS .............................................................................................249
11.7.1 Risk Product Profile ..................................................................................................................249
11.8 IMPLEMENTATION OF IDENTIFIED ADDITIONAL CONTROLS.....................................................................249
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11.9 POTENTIAL HUMAN HEALTH AND ENVIRONMENTAL RISKS ....................................................................250

11.9.1 Public Health Risks ...................................................................................................................250
11.9.2 Environmental Risks .................................................................................................................251
11.9.3 Impact Assessment ..................................................................................................................251
11.10 RISK MANAGEMENT AND ADMINISTRATIVE PROCESSES .......................................................................252
11.11 RISK MANAGEMENT: ADMINISTRATION AND DOCUMENTATION ..............................................................253
11.12 CONDITIONS FOR REVIEW OF RISK AND IMPACT ASSESSMENT..............................................................254
11.13 RISK AND IMPACT ASSESSMENT OF OUTSOURCED PROCESSES............................................................254
11.14 RISK ASSESSMENT/HAZOP (HAZARD & OPERABILITY STUDIES) .........................................................255
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11.14.1 The HAZOP Concept ............................................................................................................255
12. HEALTH, SAFETY & ENVIRONMENT (HS&E) ................................................................. 257
12.1
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HSE TRAINING ...................................................................................................................................257
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M ANAGE AND CONTROL OPERATIONAL HEALTH & SAFETY RISK .........................................................257
12.3 GENERAL SAFETY RULES ...................................................................................................................258
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12.4 PERSONAL PROTECTION EQUIPMENT (PPE) ........................................................................................259
12.4.1 Head Protection / Safety Helmet ..............................................................................................260
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12.4.2 Face and Eye Protection ..........................................................................................................260

12.4.3 Respiratory Protection ..............................................................................................................261
12.4.4 Hearing Protection ....................................................................................................................261
12.4.5 Body Protection ........................................................................................................................262
12.4.6 Hand Protection ........................................................................................................................262
12.4.7 Fall Protection ...........................................................................................................................262
12.4.8 Foot Protection (Safety Footwear) ............................................................................................263
12.5 FIRST AID REQUIREMENTS ..................................................................................................................263
12.5.1 First Aid Containers ..................................................................................................................264
12.6 INCIDENT INVESTIGATION AND REPORTING...........................................................................................264
12.7 ENVIRONMENTAL PROTECTION............................................................................................................265
12.8 PROCEDURE TO CONTROL HAZARDS ...................................................................................................266
12.9 SITE SPECIFIC EMERGENCY PLANNING ................................................................................................266
12.10 AUDIT AND REVIEW ............................................................................................................................267
12.10.1 Internal Review .....................................................................................................................267
12.10.2 Measurement, Analysis and Improvement ...........................................................................267
12.10.3 Health and Safety Annual Review ........................................................................................267
12.11 SITE CONTROL AND SECURITY ............................................................................................................268
12.12 HOUSEKEEPING ..................................................................................................................................268
12.13 HEAT STRESS ....................................................................................................................................269
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12.14 SAFETY, W ARNING AND TRAFFIC SIGNS ..............................................................................................269

12.15 AMENITIES AND HYGIENE ....................................................................................................................270
12.16 HAND AND POWER TOOLS ..................................................................................................................270
12.17 EXCAVATION AND TRENCHING.............................................................................................................270
12.17.1 Competent Person ................................................................................................................270
12.17.2 Hazardous Atmosphere ........................................................................................................271
12.17.3 Protective System .................................................................................................................271
12.18 PERMIT TO WORK (PTW) ...................................................................................................................271
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12.18.1 Guidance Notes for Processing Assessment of Method Statements and/or Applications for
Permits to Work (PTW) .............................................................................................................................271
12.18.2 “Permit to Work” System for Working on Mechanical and Electrical Equipment..................273
12.18.3 Engineer ...............................................................................................................................273
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12.18.4 Senior Authorized Person .....................................................................................................273
12.18.5
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Authorized Person ................................................................................................................273
12.18.6 Responsible Person ..............................................................................................................274
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12.19 TRAFFIC REGULATION ........................................................................................................................274
12.19.1 Traffic Regulation ..................................................................................................................274
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12.19.2 Closing of Roads ..................................................................................................................275

12.20 GENERAL ENGINEERING .....................................................................................................................275
12.20.1 Electrical Safety ....................................................................................................................275
12.21 O&M SAFETY EQUIPMENT ..................................................................................................................277
12.21.1 Confined Spaces ..................................................................................................................277
12.21.2 Hazards.................................................................................................................................278
12.21.3 Precautions ...........................................................................................................................278
12.22 HAZARDOUS OPERATIONS ..................................................................................................................280
12.22.1 Below-Surface Work Areas...................................................................................................280
12.22.2 Material Lifting ......................................................................................................................281
12.22.3 Ladder Operations ................................................................................................................282
12.23 SAFETY PRACTICES DURING REPAIR & OPERATION OF IRRIGATION M AINS ...........................................283
12.23.1 Planning ................................................................................................................................283
12.23.2 Traffic Control .......................................................................................................................283
12.23.3 Safety Practices in Repair and Laying of Pipes ...................................................................283
12.24 HEALTH AND SAFETY EMERGENCY CONTACTS ....................................................................................284
13. QUALITY MANAGEMENT SYSTEM (QMS) ...................................................................... 285
13.1 OBJECTIVES AND GOALS ....................................................................................................................285

13.2 QUALITY M ANAGEMENT ......................................................................................................................286
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13.3 DEVELOPMENT, IMPLEMENTATION AND M AINTENANCE OF QAP ...........................................................286

13.4 QUALITY AUDITS ................................................................................................................................287
13.4.1 Contractor’s Quality Audit .........................................................................................................287
13.4.2 Engineer’s Quality Audit ...........................................................................................................287
13.5 QUALITY M ANAGEMENT SYSTEM IMPLEMENTATION..............................................................................288
13.5.1 Quality Management System Planning ....................................................................................288
13.6 QUALITY SYSTEM LEVELS...................................................................................................................289
13.7 QUALITY SYSTEM MONITORING AND MEASUREMENT............................................................................290
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13.7.1 Responsibilities .........................................................................................................................290
13.8 CONTROL OF QUALITY RECORDS ........................................................................................................290
13.9 CONTINUAL IMPROVEMENTS ...............................................................................................................291
14. RECYCLED WATER (RW) QUALITY ................................................................................ 293

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GENERAL ...........................................................................................................................................293
14.2 RECYCLED WATER (RW) QUALITY STANDARDS ..................................................................................293
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14.3 RECYCLED WATER (RW) MONITORING AND REPORTING ......................................................................294
14.4 PUBLIC HEALTH FACTORS IN RW USE ................................................................................................295
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14.5 SUITABILITY OF RW FOR LANDSCAPE IRRIGATION ...............................................................................296
15. CONTRACTOR CENTRAL CALL CENTRE ...................................................................... 298
15.1 GENERAL ...........................................................................................................................................298

15.2 CALL CENTRE ....................................................................................................................................298
15.3 NOTIFICATION OF AN INCIDENT ............................................................................................................298
15.3.1 Initial Information ......................................................................................................................298
15.3.2 Assessment of an Incident........................................................................................................299
15.3.3 Municipality Call Centre ............................................................................................................299
15.3.4 Summary ..................................................................................................................................299
15.3.5 Contractor’s Response Centre .................................................................................................299
15.3.6 Summary ..................................................................................................................................300
15.3.7 Incident Officer ..........................................................................................................................300
15.3.8 Summary ..................................................................................................................................300
15.3.9 SCADA O&M Contractor ..........................................................................................................301
15.3.10 Summary ..............................................................................................................................301
15.3.11 Duty Manager .......................................................................................................................301
15.3.12 Summary ..............................................................................................................................301
15.3.13 Incident Co-coordinator ........................................................................................................301
15.3.14 Summary ..............................................................................................................................302
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15.3.15 CMT Duty Manager ..............................................................................................................303

15.3.16 Summary ..............................................................................................................................303
15.3.17 Incident Leader .....................................................................................................................303
15.3.18 Summary ..............................................................................................................................304
15.3.19 Incident Manager ..................................................................................................................305
15.3.20 Summary ..............................................................................................................................306
15.3.21 Head of Section ....................................................................................................................307
15.3.22 Summary ..............................................................................................................................307
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15.3.23 Strategic Manager ................................................................................................................307
15.4 INCIDENT REVIEW ...............................................................................................................................307
15.4.1 Implementation .........................................................................................................................308
15.4.2 General .....................................................................................................................................308
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15.4.3 Summary ..................................................................................................................................308
15.5
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IRRIGATION PUMP STATION CONTROL CENTRE ....................................................................................309
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16. TRAINING .......................................................................................................................... 310
16.1 GENERAL ...........................................................................................................................................310

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16.2 TRAINING REQUIREMENTS TO MEET BUSINESS NEEDS .........................................................................310

16.2.1 Training .....................................................................................................................................310
16.2.2 Effective Training ......................................................................................................................311
16.2.3 Training Needs Analysis (TNA) ................................................................................................311
16.2.4 An Effective Training Programme.............................................................................................312
16.2.5 Organization Wide Approach ....................................................................................................312
16.2.6 New Employees ........................................................................................................................313
16.3 CAPACITY BUILDING AND STAFF TRAINING AND AWARENESS ...............................................................313
16.4 TRAINING IN CMMS............................................................................................................................314
16.5 EMPLOYEE TRAINING PRIOR TO EXPIRY OF CONTRACT HAND-BACK ....................................................315
17. PERMIT APPROVALS AND NOCS ................................................................................... 316
17.1 GENERAL ...........................................................................................................................................316

17.2 TYPES OF PERMITS.............................................................................................................................316
17.2.1 Permit to Work ..........................................................................................................................317
17.2.2 Purpose of Permit .....................................................................................................................317
17.2.3 When to Issue the Permit .........................................................................................................317
17.2.4 Completing the Permit Form .....................................................................................................317
17.3 PERMIT TO WORK FOR ‘ISOLATION OF SYSTEMS, SERVICES OR SPECIFIC HAZARDOUS ACTIVITIES’........317
17.3.1 Procedures ...............................................................................................................................317
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17.3.2 Request.....................................................................................................................................318
17.3.3 Authorization / Approval of Permit ............................................................................................319
17.3.4 Acceptance ...............................................................................................................................319
17.3.5 Testing and Commissioning .....................................................................................................320
17.3.6 Damage Assessment and Corrective Action ............................................................................320
17.3.7 Handback Following Completion of Works ...............................................................................320
17.3.8 Cancellation ..............................................................................................................................320
17.3.9 Request for Extension of PTW Validity Period .........................................................................320
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17.3.10 Notice of Intent (NOI) for Location of Services .....................................................................321
17.3.11 Access Plan ..........................................................................................................................321
18. APPENDICES .................................................................................................................... 322
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APPENDIX A-IRRIGATION SYSTEMS MAINTENANCE CHECKLIST ............................................................322
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APPENDIX B-RELIABILITY CENTRED M AINTENANCE (RCM) DECISION LOGIC TREE ...............................325
18.3 APPENDIX C-TYPICAL M AINTENANCE TASKS AND FREQUENCY ............................................................326
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18.4 APPENDIX D- PLANNED/REACTIVE MAINTENANCE-AUDIT FLOW DIAGRAM ............................................338
18.5 APPENDIX E- TROUBLESHOOTING IN PUMPING FACILITIES....................................................................339
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18.6 APPENDIX F- EMERGENCY MANAGEMENT FLOWCHART ........................................................................349

18.7 APPENDIX G: ASSET CONDITION GRADES ...........................................................................................350
18.8 APPENDIX H- TYPICAL “PERMIT TO WORK” REQUEST FORM ...............................................................352
18.9 APPENDIX I-TYPICAL QUALITY M ANAGEMENT SYSTEM DOCUMENTATIONS............................................358
18.10 APPENDIX J- TYPICAL PROCEDURE FOR NOTIFICATION OF AN INCIDENT ...............................................364
18.11 APPENDIX K – SCHEDULE OF RATES FOR REPAIRS OF ASSETS ............................................................370
18.12 APPENDIX L- DEFINITIONS OF TERMS ..................................................................................................435
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LIST OF FIGURES
Figure ‎2-1: Distorted Patterns of Spray Nozzle .............................................................................................27
Figure ‎2-1: Rising Stem, Solid Wedge Gate Valve ........................................................................................29
Figure ‎2-3: Ball and Socket Wedge Non-Rising-Stem Valve ........................................................................30
Figure ‎2-4: Gate Valve with Mechanical Lever ..............................................................................................30
Figure ‎2-5: Plug Valve ......................................................................................................................................31
Figure ‎2-6: Ball Valve .......................................................................................................................................31
Figure ‎2-7: Globe Valve ....................................................................................................................................32
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Figure ‎2-8: Angle Valve ....................................................................................................................................33
Figure ‎2-9: ‘Y’ Valve .........................................................................................................................................33
Figure ‎2-10: Pinch Valve ..................................................................................................................................34
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Figure ‎2-11: Diaphragm Valve .........................................................................................................................34
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Figure ‎2-12: Butterfly Valve .............................................................................................................................35
Figure ‎2-13: Solenoid, Diaphragm Control Valve ..........................................................................................35
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Figure ‎2-14: Hydraulic, Diaphragm Control Valve .........................................................................................35
Figure ‎2-15: Ball Check Valve .........................................................................................................................37
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Figure ‎2-16: Disk Lift Check Valve ..................................................................................................................37

Figure ‎2-17: Swing Check Valve .....................................................................................................................37
Figure ‎2-18: Tilting Disk Valve ........................................................................................................................38
Figure ‎2-19: Diaphragm Check Valve .............................................................................................................38
Figure ‎2-20: Foot Valve ....................................................................................................................................38
Figure ‎2-21: Pressure Relief Valve..................................................................................................................39
Figure ‎2-22: Pressure Regulating Valve .........................................................................................................40
Figure ‎2-23: Automatic Distributing Valve ....................................................................................................40
Figure ‎2-24: Battery Operated Programmable Valve ....................................................................................41
Figure ‎3-1: KPI Categories...............................................................................................................................70
Figure ‎5-1: Notification / Work Order Basic Process ..................................................................................134
Figure ‎8-1: The ‘Classical’ Management Cycle ...........................................................................................175
Figure ‎8-2:An Asset Management Plan/Program ........................................................................................177
Figure ‎8-3:Controlled Documentation Levels ..............................................................................................180
Figure ‎8-4:Best Practice Maintenance Cycle ...............................................................................................181
Figure ‎8-5:Delivery Area/Catchment Management .....................................................................................182
Figure ‎8-6:Standard Work Procedures (SWP) defines all processes step-by-step .................................184
Figure ‎8-7:AMP and Asset Lifecycle Management .....................................................................................194
Figure ‎8-8:Approach to Identifying and Managing Risk ...............................................................................197
Figure ‎8-9:Probability of Failure.....................................................................................................................199
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Figure ‎8-10: Risk Management Flowchart ...................................................................................................200

Figure ‎8-11: Interaction of Risk Profile vs. Remaining Life ..........................................................................201
Figure ‎8-12: Asset Management Procedure ................................................................................................203
Figure ‎8-13: Asset Criticality Assessment Flow Diagram ..........................................................................216
Figure ‎8-14:Asset Life Plans: Past & Future Comparison ...........................................................................221
Figure ‎11-1: A typical Flowchart for a HAZOP Study..................................................................................256
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LIST OF TABLES
Table ‎2-1: Recommended Valve Services ......................................................................................................41
Table ‎5-1: Maintenance Priority Levels ..........................................................................................................95
Table ‎5-2: Pumps Maintenance Frequency Checklist (Typical) .................................................................113
Table ‎5-3: Electric Motors Maintenance Frequency Checklist (Typical)...................................................116
Table ‎5-4: Reservoirs Maintenance Checklist (Typical) .............................................................................121
Table ‎5-5: Typical Distribution System Maintenance Checklist ................................................................122
Table ‎7-1: Levels of Emergencies .................................................................................................................158
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Table ‎8-1: Condition of Grade Integrity of Asset .........................................................................................188
Table ‎8-2: Grade distribution.........................................................................................................................190
Table ‎8-3: Grade between 1 and 25 ..............................................................................................................190
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Table ‎8-4: Performance Grade ......................................................................................................................192
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Table ‎8-5: Criticality .......................................................................................................................................193
Table ‎8-6: Assessment Risk Matrix ..............................................................................................................198
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Table ‎11-1: Risk Assessment ........................................................................................................................244
Table ‎11-2: Risk Assessment Matrix ............................................................................................................248
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Table ‎11-3: Risk Assessment Sheet Template ............................................................................................249

Table ‎11-4: Regulations & Supervision Bureau Standards ........................................................................251
Table ‎11-5: Risk Assessment Administrative Processes ...........................................................................252
Table ‎12-1: First Aid Requirements ..............................................................................................................263
Table ‎14-1: RSB Recommended Quality Parameters Standards ...............................................................293
PAGE XX

1. OPERATION & MAINTENANCE MANUAL

1.1 General
Emirate of Abu Dhabi is experiencing unprecedented expansion in line with the Plan Abu Dhabi
2030. The Department of Municipal Affairs and Transport of Infrastructure and Municipal Assets,
Abu Dhabi Municipality (the ‘Department’) is responsible for a number of municipal government
services within Abu Dhabi Island and Mainland.
The function of the Irrigation System is to receive TSE (Recycled Water) and potable water from
other service providers and transport this water through a series of reservoirs, pump stations
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and networks to the landscaping contractor’s interface points. The landscape contractor uses
this water to irrigate the soft landscaping in the Municipality areas within Abu Dhabi Island and
Mainland. Therefore, the primary function of the irrigation system O&M Contractor is to ensure
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the nominated volume of TSE is provided to the landscape contractor to enable them to
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maintain world class landscaping.
The O&M Contractor(s) will deliver complete professional Operation and Maintenance (O&M)
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services. The services to be provided will be state of the art and meet the established norms and
standards of international practice for the duration of the contract period. The Contractor shall
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have in employment experienced professionals, who exhibit a high standard of management,

technical and administrative proficiency in all tasks, activities and deliverables.
The O&M services shall comply with the latest and relevant local, national and international
standards, codes of practices and laws. All works shall be in accordance with the scope of the
contract and the intent of the Department.
1.2 Objectives of the Manual

The Manual on Operation and Maintenance is intended to serve as a guide to strengthening the
technical, operational and managerial capabilities required of the concerned personal to operate
and maintain recycled water supply/distribution services as per acceptable norms of quantity,
quality, sustainability, reliability and cost.
1.3 Purpose
The procedures mentioned in this Manual are intended to be guidelines for ensuring effective
O&M of the irrigation systems. The purpose of the Manual is provide guidance to the operation
and maintenance personnel in the proper understanding, techniques, references, and necessary
procedures for operating and maintaining the irrigation systems.
This Manual is not exhaustive but will serve as a reference volume for the Contractor/Operator
of the irrigation systems to develop their O&M programmes to suit their specific requirements
and site conditions. This Manual should be used as a supplement and not to replace existing
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01-INTRODUCTION FIRST EDITION - DECEMBER 2016
Manuals which describe related procedures and techniques for O&M.
By following the guidelines in this Manual, Abu Dhabi will be assured an efficient, effective,
continuous operation in accordance with good industry practices. The ultimate goal of the
irrigation pumping facilities is to efficiently convey and distribute the Recycled Water (RW/TSE)
in the most efficient manner possible. This Manual will outline the methods permissible by the
irrigation system to enable the pumping station/distribution networks operating and maintenance
personnel to evaluate the quantity of RW/TSE at a maximum efficiency in an attempt to achieve
this goal.
1.4 Manual User Guide
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This O&M Manual has been prepared to facilitate easy and quick reference. Pumping facilities’
O&M Contractors should study the Manual and become familiar with the information presented
in it. The chapters are arranged in a logical order beginning with a general introduction,
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transmission and distribution systems management, systems operations, maintenance and
equipment, system capacity assurance program and appendices.
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It is recommended that all operating personnel read the entire Manual so that they become
familiar of the details contained in each chapter. This manual provides essential background
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information and guidelines to be followed in the O&M of irrigation facilities.
1.5 Scope of the Manual

The purpose of this Manual is to ensure uniformity of approach and consistency in the technical
standards to be adopted by the various parties involved in the work of the O&M irrigation
pumping facilities. The contractors performing the O&M will be experienced professionals,
specialist within their fields and capable of producing work to the highest international standards.
This Manual covers aspects of O&M irrigation pumping facilities that are of specific relevance to
the current situation in Abu Dhabi Emirate. It is not intended to be a guide to general techniques
of irrigation and landscaping.
The O&M Contractors are expected to develop their own creative and innovative solutions
appropriate to the needs of each area, within the guidelines contained in this Manual and the
Employer’s requirement as specified the contract documents. The Manual’s contents are
designed to provide a flexible framework within which the O&M solutions can be conceived.
1.6 Overview of O&M Contract Objectives

The Department’s principal objective for the O&M Contracts is the effective operations and
maintenance of the Abu Dhabi Municipality’s Irrigation System on both Abu Dhabi Island and
Mainland to supply irrigation water to ensure that Abu Dhabi’s landscape is amongst the best
examples of international landscaping. The Department is seeking to achieve this and the other
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objectives outlined below by entering into an O&M Contract with a private contractor The other
objectives of O&M Contracts, but not limited to, are:
 To achieve 100% compliance with statutory documents relating to all equipment and to
maintain the safety and integrity of all systems and equipment,
 To ensure plant, system and equipment availability is sufficient to enable the Department’s
assets to deliver the required level and quality of service,
 To provide operations and maintenance services within agreed financial targets,
 To improve plant and equipment and the environment it operates in and benefit from the
consequent reduction in operational and maintenance requirements and costs,
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 To provide the services in a manner which is not detrimental to the condition of assets and is
fully in accordance with best industry practice unless specified otherwise in this Contract,
 To provide adequate quantities of water to meet irrigation demands and minimize wastage
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and losses in accordance with the Department’s operating instructions,
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Ensure that the Irrigation System is maintained, at all times, at the required condition,
 To reduce electricity usage in the operation of the Irrigation System,
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 To transport TSE and potable water as efficiently as possible, including reducing Irrigation
System leakages where possible,
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 Training and upgrading the skills for the local personnel in the fields of O&M.
The O&M Contractor will be responsible for improving the standard of maintenance and
enhancing the operation of the Irrigation System to ensure more efficient usage of the TSE and
potable water supplied by the Department. The Department anticipates that the use of specialist
contractors to undertake the O&M of the Irrigation System will enhance the provision of
maintenance services, including scheduled proactive and preventative maintenance and
unscheduled, reactive maintenance activities, which may improve the quality of the Irrigation
System, providing subsequent energy and cost savings that will benefit the Department.
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2. EXISTING IRRIGATION SYSTEMS

2.1 Operational Objectives and Priorities
The overall objective of the Department of Municipal Affairs and Transport (DMAT/Department)
is the provision, within budget, of timely, efficient and effective operational and maintenance
services, including scheduled preventative maintenance and unscheduled corrective activities.
This overall objective seeks to:
a) Maximise the overall performance of all infrastructure
b) Increase performance levels by the use of improved technologies and methods
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c) Perform services to the best industrial practices in terms of delivery, efficiency,
workmanship, housekeeping, planning and control
d) Monitor and control operations and maintenance expenditure within agreed financial targets
e) Provide the continuity of the services with minimal disruption to the flows and pumping
requirements
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Description of the Irrigation Systems
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The Irrigation Systems is normally composed of the following:
 Concrete reservoir located above / below ground or semi buried or GRP/Steel tanks.
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 Main pumps.
 Jockey pump.
 Control panel.
 Piping and fittings
 Pressure / surge vessel
 Automatic self-cleaning screen filters.
 Pipelines downstream of discharge valve chamber
 Valve chambers and their downstream feeding local irrigation networks
 The interface points at the discharge valve chamber, whether it is inside or outside the pump
station boundary
 The SCADA system
The Department requires the irrigation systems be maintained at or above the required
condition, from the Handover Date to the end of the Contract, in accordance with the Contract
requirements.
2.3 Irrigation Systems Management and Control

The following items provide guidance or highlight certain critical key issues in the management
and control of the irrigation operation and maintenance contracts. Many further details will
become clear during the course of the Contract implementation.
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02-EXISTING IRRIGATION SYSTEM FIRST EDITION - DECEMBER 2016
2.3.1 Supervisory Organizational Structure

The Department’s Contract Management Team (CMT) responsible for supervising the day-to-
day irrigations O&M Contracts will be primarily comprised of staff assigned from the
Department’s. It is envisaged that there would be a centralized contract management with a
team of specialist professionals, supported by dedicated teams of engineers and inspectors
assigned to follow up each of the operation and maintenance contracts. The consultant could
provide supporting professional and contract management expertise during the initial or
transitional phase, as needed to ensure smooth implementation.
2.4 Achieving Irrigation Targets
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It is of primary importance that the targets for irrigation consumption set by the irrigation budgets
are achieved. If the landscape operation and maintenance contractors apply excessive
irrigation, then the primary purpose of the re-engineering project will have been missed and the
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full benefits will not be realized. The most effective way to achieve this is to set up within the
operation and maintenance contracts financial incentives for meeting agreed targets. This is
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probably more effective than financial penalties, although these could be used as well. Actual
monitoring can be done through the existing water meters that will be connected through a
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SCADA system, thereby allowing centralized monitoring by the contract management team.
However, it is important that any incentives or penalties are within the overall context of
achieving other performance requirements. It is also important to build-in flexibility that allows
the irrigation consumption targets to be adjusted up or down as may be appropriate. The
objective is that the landscape should be provided with the correct quantity of water for optimal
growth, and neither too much or too little.
2.5 Performance and Non-Compliances

Performance on a landscape maintenance contract is mainly concerned with carrying out the
many horticultural tasks necessary for healthy development of the plants, and achieving an
overall appearance that satisfies the design objectives. Such criteria do not lend themselves for
use as performance benchmarks. However, the many individual tasks that are necessary to
achieve these performance objectives can be monitored, for example prompt replacement or
dead or unsatisfactory plants, and timely attention to regular maintenance tasks such as weed
control and grass cutting. The same applies to maintenance of irrigation systems and hard
landscape elements.
A mechanism (eg. KPI’s) within the Contract that gives financial incentives for achieving
performance targets is desirable, similar to that proposed above for meeting irrigation budgets.
At the same time, a contractually strong system for notification of non-compliances needs to be
incorporated within the contract documents, to be used in case of serious failures on the part of
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the Contractor.
Quality Assurance and Quality Control
The Contractor will be required to have in place their own quality assurance procedures, and
need to employ staff solely assigned to following up quality control and monitoring compliance
with their own procedures. A self-policing system will greatly reduce the burden of supervisory
duties for the contract management teams.
2.6 Irrigation for Landscaping

2.6.1 Irrigation
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Irrigation involves the artificial application of water to promote proper health, growth, color, and
appearance of cultivated vegetation. Grassed areas, shrubs, trees, and ground cover plants
shall be irrigated in accordance with the following directions:
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Care shall be exercised by regulating time and equipment to prevent wasting water, erosion,
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run-off, or ponding due to excessive quantities or rate of application.
Where applicable, the O&M Contractor shall be responsible for any damage to plants, lawns, or
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buildings caused by careless handling of irrigation equipment. Sprinklers shall not be set in such
a position as to throw water into doorways, windows, parked cars, parking areas, or to impede
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vehicular or pedestrian traffic.

When for whatever reason irrigation water (TSE/RW) is not available, water will be furnished by
the O&M Contractor from the most convenient existing source of water, eg. 26inkering of TS/RW
from various locations on Abu Dhabi Island and Mainland. Where installed sprinkler system
equipment does not cover the area adequately, the O&M Contractor shall provide hoses and
sprinklers to irrigate the entire area uniformly.
2.6.2 Irrigation System Maintenance

Sprinkler riser connections and sprinkler heads shall be maintained, repaired, or replaced by the
O&M Contractor as necessary at no additional cost to the Department to eliminate obstructions,
leaks, and other defects which would prevent proper operation. Replaced sprinkler heads shall
be of the same make, manufacturer, and model as existing heads. Sprinkler heads shall be
maintained clear of dirt and other debris for approximately 5 cm around their outside
circumference.
The O&M Contractor will provide all other required maintenance to installed sprinkler systems
due to normal wear and tear, to include time clocks, valve systems, and underground piping.
Any damage to such systems caused by the O&M Contractor during mowing or other operations
shall be repaired or replaced by the O&M Contractor at no expense to the Department. The
O&M Contractor shall promptly report damage to or malfunction of any sprinkler system to the
CMT.
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Ensuring that the sprinklers and emitters are working properly is a major part of irrigation system
maintenance. The following items help keep sprinklers operating properly.
 Keep heads properly aligned, leveled, and rotating.
 Clean plugged sprinklers, emitters and filters when needed (Figure 2.1).
 Replace broken sprinklers, worn nozzles and emitters with appropriate parts to maintain
matched application rates and uniformity.
 Keep grass and plants away from sprinklers so spray patterns are not disturbed by them.
Raise sunken heads.
 After evaluation move, add or remove sprinklers and emitters to make a more uniform
application of water.
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Figure 2-1: Distorted Patterns of Spray Nozzle
Visual inspection of the landscape provides a good indicator of irrigation problems. Both
stressed (hot spots) and over irrigated (soggy spots) areas indicate irrigation problems. If the
irrigation system is operating improperly the following items should be checked.
 Water supply: Check to see if all valves are opening and the system has proper pressure.
 Controller and controller programming: Check the controller to make sure it is operating and
programmed properly.
 Field wiring: Check to see if the automatic valves are receiving the proper voltage and
current, check for shorts in the wiring.
 Valves: Use the controller to manually operate the valves through a cycle to make sure they
are operating properly. Adjust the flow control stems on the valves if needed.
 Sprinkler heads: Check for plugged, blocked or broken heads. Make sure the sprinkler is
rotating properly.
 Pipe and fittings: Check for broken or plugged pipes and leaks.
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Hoses, portable sprinklers, portable pipe, and similar irrigation equipment shall be removed from
lawn/grassed areas at the end of each work day or when not actually in use. All valves, covers,
and valve box covers shall be kept closed at all times except when in actual use.
2.6.3 Irrigation System Repairs & Replacements

The O&M Contractor shall bear the full repair/replace responsibility for all components of
individual irrigation systems, excluding irrigation pumps and reservoirs. In addition, the O&M
Contractor shall be responsible for the repair or replacement of the equipment listed below:
 Emitters, bubblers, sprinklers, and spray heads
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 Pipe, tube and line networks, hoses (the main ring pipes, sub main pipes, drip tubes, swing
pipes and headers).
 All valves, flashpoints, couplings, tees, elbows and valve vaults or boxes.
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Pump room panels, controllers and timers.
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
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Electric panels for power supply for automated irrigation systems for all sites.
 LT cables and feeders for automated irrigation systems for all sites.
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 Repainting all exposed surfaces on automated systems for all sites.
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Fountain nozzles, fountain pumps, valves, timers, and panels.

 Solenoid valves
 Meters and gauges
2.6.4 Landscape and Deficit Irrigation Practices

When irrigation water supplies are limited, manage the irrigation based on a site-specific
Drought Response Plan. The plan should have two primary components, one dealing with
landscape cultural practices and the other with deficit irrigation practices:
2.6.5 Landscape Cultural Practices

There are many cultural practices that can help a landscape irrigation system O&M
Contractor cope with a water shortage, including adjusting mowing height, fertilization
practices, use of mulch in planter beds, and amending the soil. The Contractor should
determine the overall priorities of the site and evaluate those areas that deserve the greatest
attention.
2.6.6 Deficit Irrigation Practice

Deficit irrigation may be used at the discretion of the irrigation manager. It is most commonly
used in response to a drought (or other water shortage). The goal of deficit irrigation
management is to apply a reduced amount of water while keeping the plant material alive, but
potentially placing the plants in a water-stressed condition.
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It is important to understand that managing plants in a deficit irrigation mode puts them at risk
to other environmental and/or biological factors. Careful and frequent observation of the
landscape is essential to such an irrigation strategy.
2.6.7 Valves in Irrigation Systems

The term ‘valve’ applies to a variety of devices for controlling the flow of liquid. Various valves
allow for on-off control, modulation of the flow rate through the system, and prevention of back
flow. They can also be used for pressure relief or as a safety device. In general, valves can vary
from simple manual on-off devices to sophisticated control equipment which act as metering
instruments and deliver predetermined amounts of water to the system.
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2.6.8 On/Off Service Valves
For normal on-off control the best choices are gate, ball, and plug valves. The on-off service
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valves function by sliding or by turning a flat, cylindrical or spherical flow control element over an
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orifice in the valve body. Leakage past the flow control element is prevented by sealing or
seating surfaces at the orifice. In the fully open position a passage through a gate, ball or plug
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valve is unrestricted resulting in a low pressure loss through the valve.
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2.6.9 Gate Valves

A gate valve is the most common type of on-off service valve (2.2). Its flow control element is a
disk or wedge attached to the valve stem. There are various designs of these wedges with a
solid wedge being the most common. A solid wedge has the advantage of positive contact with
the wedge guides which reduces chatter when the valve is in a partially closed position. When in
the fully open position, the wedge completely clears the flow path creating minimum loss through
the valve.
Figure 2-2: Rising Stem, Solid Wedge Gate Valve
Other types of wedges can be used, such as split wedge, double disk parallel wedge, or a
combination of disks joined by a ball and socket which are self-aligning to each of the inclined
resting faces (Figure 2.3).
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Figure 2-3: Ball and Socket Wedge Non-Rising-Stem Valve
Gate valves can be also classified on the basis of the stem movement. The stem is a shaft used
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to control the position of the wedge. Stems can be classified into three groups: two types of
rising-stem (outside or inside thread) and non-rising-stem. Figure-2.2 represents a rising-stem
type of valve, where a non-rising-stem valve is shown in Figure 2.3.
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With a rising-stem it is easier to determine how far the valve is open at a given time since the
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threaded portion of the stem is exposed. However, sufficient space must be provided to allow for
the rise of the stem when the valve is in the fully open position.
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All valves described above are slow acting due to the turning required for changing the position
of the control element. For a quick acting valve, the stem can be constructed in such a way that
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it slides up or down through the action of a mechanical lever (Figure 2.4).
Figure 2-4: Gate Valve with Mechanical Lever
Gate valves should not be used for throttling or controlling liquid streams. Most of the shut-off of
this valve takes place when the valve is almost closed. As a result the flow control profile is not
linear and difficult to control. At the same time, the decrease of flow area in partially closed
positions, significantly increases the liquid velocity. This can result in quick erosion of the wedge
and destruction of the lower seating surface.
2.6.10 Plug Valves

A plug valve is also intended as an on-off type of valve. The flow control element is a plug which
is transversely pierced to allow liquid to flow when the pierced section is exposed by turning the
plug 90° (Figure 2.5). Plug valves do not have linear flow characteristics when partially closed.
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As a result they are difficult to use for flow regulation. Some plug valves are provided with
special plug ports and can be used for throttling. However, unless specified by the manufacturer,
plug valves in general are not recommended for flow control operations. Similar to a gate valve,
partial closing of a plug valve can cause a rapid wear of internal parts. The biggest advantage of
a plug valve is its simple construction and compactness.
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2.6.11 Ball Valves

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A ball valve is a modification of the plug valve with the plug replaced by a spherical flow control
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element (Figure 2.6). Like a plug valve this valve is very compact and operates on 90° turns.
Ball valves are full-flow units and create minimum pressure loss through the valve when fully
open. Like gate and plug valves, due to nonlinear flow characteristics, ball valves are not
recommended for flow regulation unless specifically designed for throttling.
Figure 2-6: Ball Valve
2.6.12 Throttling and Control Valves

Throttling and control valves are used when the flow rate through the pipe must be controlled at
some rate below the maximum flow. An ideal throttling or control valve exhibits a linear flow
response to partial closing. This is accomplished by the special design of the flow path through
the valve. Generally, manually operated valves are called throttling valves, where automatically
activated ones are called control valves.
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2.6.13 Throttling Valves

The following valves are recommended for throttling since their flow control characteristic curves
are approximately linear: globe, angle, needle, pinch, diaphragm and butterfly.
2.6.14 Globe Valves

Globe valves are widely used for flow control. A tapered plug or disk, which closes onto a
seating surface, acts as a flow control element in this type of valve (Figure 2.7). The position of
the disk and the seating surface results in the necessary linear flow response. The globe valve is
always controlled by a rising-stem so a sufficient space must be provided for opening the valve.
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The design of the valve does not provide an unrestricted flow passage when the valve is fully
open since even at this position the liquid must make two 90° turns when passing through the
valve. Because of that, pressure drop in the globe valve is much more significant than in a gate
valve when fully open. A high pressure drop is the main disadvantage with this type of valve.
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Globe valves are sometimes used for on-off service but the loss of pressure through the valve
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should be taken under consideration in the design of the plumbing system.
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Figure 2-7: Globe Valve
2.6.15 Angle Valves and ‘Y’ Valves

Angle valves (Figure 2.8) and ‘Y’ valves (Figure 2.9) are designed with the objective of
decreasing pressure losses in the valve while maintaining linear flow characteristics. In the angle
valve this is accomplished by fewer numbers of bends within the valve as compared to a globe
valve. The liquid takes only one 90° turn passing through an angle valve.
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A ‘Y’ valve forces liquid into two turns similar to a globe valve, however, the severity of the
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bends is decreased and the liquid makes two 45° turns. This gives a relatively unrestricted flow
path which is nearly as free as in a gate valve. Due to relatively low pressure loss ‘Y’ valves as
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well as angle valves are sometimes used for on-off service.
Figure 2-9: ‘Y’ Valve
2.6.16 Needle Valves

A needle valve is usually intended for small flows and their use with irrigation systems is
generally limited to chemical injection. The flow control element is a long-taper or needle-like
plug that fits into the valve seat and allows for very close control of the flow through the valve.
Applications of this valve are usually limited to throttling.
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2.6.17 Pinch Valves

Another valve which may have use in some chemical injection applications is a pinch valve. This
valve consists of a flexible tube and a set of pinch bars, one movable and the other stationary. It
has nearly linear flow response and can be used for throttling. In addition it has an advantage of
simple design. Also, the only component in contact with the liquid is the flexible tube which
eliminates corrosion problems (Figure 2.10).
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Figure 2-10: Pinch Valve
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2.6.18 Diaphragm Valves
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The main advantage of the diaphragm valve is the separation of the liquid from the stem and
stem collar by a flexible diaphragm. To close the valve the diaphragm is forced against a
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partition or weir by the compression head (Figure 2.11). This valve has an additional advantage
of low pressure losses when fully open. The stem mechanism in diaphragm valves is similar to
gate valves and can be rising, non-rising or sliding.
Figure 2-11: Diaphragm Valve
2.6.19 Butterfly Valves

The flow control element in a butterfly valve is a disk pivoted on either a horizontal or a vertical
axis within the valve body (Figure 2.12). This disk is placed in the parallel position to the flowing
liquid when the valve is fully open, resulting in small friction losses. Butterfly valves are simple
and compact, and have good throttling characteristics. The flow response is approximately linear
to the closing of the flow control element in these valves.
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Figure 2-12: Butterfly Valve
2.6.20 Control Valves
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A combination of a valve and an actuator is usually referred to as a control valve. The system
which provides automatic control of flow consists of a valve, a valve actuator, and a sensing
device.
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Two types of controllers and actuators commonly used in irrigation are electric and hydraulic.
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Globe and angle valves are commonly adapted for automatic control due to the tight shutoff of
these valves. Control valves allow for remote operation of irrigation systems by turning the
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system on and off from a distant point.
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A piston or a flexible diaphragm is the basic flow control element used in these valves. The
diaphragm operates by pressure differentials within the valve controlled by an electric (solenoid),
as shown in Figure 2.13, or hydraulic actuator (Figure 2.14). Power to the actuator is transmitted
as electrical current through wires or hydraulic pressure through small tubing.
Figure 2-13: Solenoid, Diaphragm Control Valve
Figure 2-14: Hydraulic, Diaphragm Control Valve
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In addition to the type of power transmitted (hydraulic or electric) control valves can be classified
by the position which the valve assumes when the power is off. Some valves are normally open
when the power source is off, others are normally closed.
2.6.21 Electric Control Valves

Valves which use electric actuators (solenoids) are called electric control valves. Generally the
actual power transfer to the control element is hydraulic pressure activated by the electrical
power delivered to the actuator. The flow control element can be in the form of a plug, disk,
piston or other similar device allowing for closing or opening of the flow path in the control valve.
In some cases the actuator piston can be a flow control element at the same time.
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The solenoid valve, which is commonly used in irrigation systems relies on an electromagnetic
force to move the disk directly (Figure 2.13) or to initiate the piloting action that allows line fluid
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to open the valve. Electric control valves can also be manually closed or manually opened.
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2.6.22
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Hydraulic Control Valves
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The construction of hydraulic control valves is very similar to the construction of electrical control
valve (Figure 2.14). The only difference is that power is transmitted by a change of pressure
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above the actuator (diaphragm or piston). This change of pressure is transmitted through the
hydraulic control tubing or in some cases by diverting a portion of water flowing through the
valve.
Most of the hydraulic control valves are normally open and power has to be transmitted to close
these valves.
2.6.23 Check Valves

Check valves are valves that prevent flow in one direction. The control element maybe in the
form of ball, disk lift, tilting disk, flapper or a swinging disk, and is lifted by the pressure of liquid
flowing in the normal direction. It returns to the closed position due to gravity or gravity combined
with spring action when the flow stops. The pressure caused by backflow or the weight of a
water column in the line increases the force which presses the control element against the seat,
further preventing a flow in the reverse direction.
2.6.24 Ball Check Valves

In this type of valve a control element is a freely moving ball which fits into a seat and creates a
seal (Figure 2.15). Because the ball remains in the liquid flow path, friction loss in those valves is
relatively high.
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Figure 2-15: Ball Check Valve
2.6.25 Disk Lift and Piston Lift Check Valves
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Disk lift and piston lift check valves are globe-type valves. The flow control element is a disk or
piston which travels along a vertical axis (Figure 2.16). The alignment with the valve seat is
provided by the plug or disk guides. Pressure drops in these valves are less than in regular
globe valves.
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Figure 2-16: Disk Lift Check Valve
2.6.26 Flapper or Swing Check Valves

The flow control element in this type of valve is a flapper or swing disk which is pivoted at the
point above the main flow path (Figure 2.17). When liquid flows in the desired direction a disk or
flap swings away. Reversed flow quickly brings the disk back to the closed position. For a better
contact, a disk can be equipped with a spring which requires some pressure buildup before it
opens and helps bring the disk back to the closed position.
Figure 2-17: Swing Check Valve
A tilting disk check valve (Figure 2.18) has a modification of a standard swing check valve which
provides very rapid closing due to the position of the disk. The advantage of this valve is that it
doesn’t chatter or flutter like swing and ball check valves.
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Figure 2-18: Tilting Disk Valve
2.6.27 Diaphragm Check Valves
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The check valve presented in Figure 2.19 consists of a flexible sleeve that is flattened on one
end. This sleeve opens on forward flow but closes against reverse flow. The sleeve is usually
made with material similar to an automobile tire. This valve is particularly suitable for fluids
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containing solids since inside of the sleeve is soft and capable of passing suspended solids.
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Figure 2-19: Diaphragm Check Valve
2.6.28 Foot Valve

Foot valves are most often used to maintain a pump’s prime. They are installed at the end of the
suction pipe in order to prevent water from leaving a suction pipe and the pump when pump is
not in operation (Figure 2.20).
Figure 2-20: Foot Valve
2.6.29 Special Service Valves

A few special service valves which are sometimes used in irrigation systems will be discussed
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here. This includes pressure relief valves and pressure reducing valves.
2.6.30 Pressure Relief Valves

Pressure relief valves are used in the system to protect against excessive pressure. They are
designed to open slowly and discharge small amounts of fluid to relieve excess pressure in the
system. They are normally held in the closed position by means of a spring loaded disc. This
spring can be adjusted to provide a predetermined pressure limit. Excess pressure levels would
open the valve and allow some fluid to be released. Set pressure is usually altered by means of
a screw in the top of the bonnet which adjusts the spring compression. A pressure relief valve is
presented on Figure 2.21.
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Figure 2-21: Pressure Relief Valve
2.6.31 Pressure Reducing Valve

Pressure-reducing valves are used in irrigation systems where a predetermined lower pressure
is necessary for the proper function of certain components such as emitters in micro-irrigation
systems. They can be also used in systems with variable pressure to maintain a lower constant
pressure downstream of the valve. Pressure reducing valves usually consist of two valves built
much like the diaphragm and spring-loaded relief valve.
The valve is throttled by the action of an adjusted spring on the top of the diaphragm and the
pressure of the fluid on the underside of the diaphragm. The water from the reduced pressure
side of the valve is diverted into the chamber above the diaphragm to compensate for the
compression of the spring as the upstream pressure changes. This action throttles the
controlling valve and allows the pressure to remain at the set level. The construction of the
pressure regulated valve is presented in Figure 2.22.
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Figure 2-22: Pressure Regulating Valve
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2.6.32 Miscellaneous Valves
Two types of valves frequently used in lawn irrigation systems discussed here are automatic
distributing valves and battery-operated programmable valves.
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The automatic distributing valve permits the irrigation system to be switched from one zone to
another by turning the water supply on and off in sequence. A hard rubber disc with an opening
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is located inside the valve. This disc is rotated to a new outlet for each pressure cycle (pump off,
then on). By using different cams, which are easily exchangeable, it is possible to automatically
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switch from one to six zones. The use of this valve eliminates the necessity of using a large
number of control valves for each zone. A six outlet automatic distributing valve is presented in
Figure 2.23.
Figure 2-23: Automatic Distributing Valve
A battery operated programmable valve is presented in Figure 2.24. This particular

programmable valve includes two 9V batteries. A controller which is mounted on the valve
allows for programming of irrigation events. The controller allows setting frequency of irrigation,
the length of watering, and the time of day when irrigation should begin.
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Figure 2-24: Battery Operated Programmable Valve
Normally every zone requires one programmable valve. However, it is possible to water a few
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zones by combining a programmable valve with an automatic distributing valve.
2.6.33 Summary
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Different types of valves, their construction and function were discussed in this publication.
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Recommendations for particular use of each type of valve were given and justified. In addition a
method of valve sizing was presented.
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Also refer to Appendix ‘A’ for irrigation systems maintenance checklist.
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Table 2-1: Recommended Valve Services
Reversal of Flow
Slurry Handling
Quick Opening
Flow Diverting
Free Draining
Prevent Over-
Low Pressure
Control and
Operation
Throttling
Frequent
Pressure
pressure
Prevent
Control
On-Off
Drop
Valve
*
Gate x x - - x - x x - - -
Plug x x x x x - x x - - -
Ball x x x x x - x - - - -
Globe x x - x - - - - - - -
Angle x x - x - - - - - - -
‘Y’ x x - x - - - - - - -
Needle - x - - - - - - - - -
Pinch x x - - x x - x - - -
Diaphragm x X - - - x x x - - -
Butterfly x x - x x x X x - - -
Ball Check - - - - - - - - x - -
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Disk Lift Check - - - - - - - - x - -
Piston Lift Check - - - - - - - - x - -
Swing Check - - - - x - - - x - -
Tilting Disk Check - - - - x - - - x - -
Diaphragm Check - - - - x - - - x - -
Spring Loaded Check - - - - - - - - x - -
Foot Valve - - - - - - - - x - -
Pressure Relief x - - - - - - - - x -
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Pressure Reducing - - - - - - - - - - x
* All of these valves may not be completely free draining, but they trap a minimum amount of fluid.
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+ Only when specified by the manufacturer for this purpose.
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2.7 Irrigation Systems Monitoring
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2.7.1 General
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 Repair or replace broken hardware and pipes with materials that match the originals. Test all
repairs.
 Identify leaks and repair them promptly. Signs of leakage include particularly green spots,
soggy areas around spray heads and above ground hoses, jammed spray heads and torn
hoses.
 Shut off irrigation systems and adjust whenever irrigation water falls or runs onto hard
surfaces such as sidewalks, streets or driveways.
 As plants mature, add or relocate system components as needed to maintain uniform

distribution of water. Ensure that system modifications do not exceed the system watering
capacity.
2.7.2 System Pressure

The system pressure has to be monitored on the daily basis. The pressure drop is mainly due to
leakage in the system, which has to be attended immediately. The pressure drop in the filter
needs to be checked and if the drop exceeds 0.5 bars (or as specified by the manufacturer) the
automatic flushing should start.
2.7.3 Irrigation Controller

An irrigation controller is a device to operate automatic irrigation systems such as lawn
sprinklers and drip irrigation systems. Most controllers have a means of setting the frequency of
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irrigation, the start time, and the duration of watering. Some controllers have additional features
such as multiple programs to allow different watering frequencies for different types of plants,
rain delay settings, input terminals for sensors such as rain and freeze sensors, soil moisture
sensors, weather data, remote operation, etc.
There are two basic types of controllers, electric and hydraulic. Most automatic irrigation valves
are diaphragm valves in which the water above the diaphragm must be discharged for the valve
to open. In a hydraulic system, the controller and valves are connected via small plastic tubes
approximately 4 mm (¼ in) in diameter. The controller opens the tube connected to the valve,
allowing that valve to open.
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Most newer systems employ electromechanical or electronic controllers. In this scenario, the
controller is connected to an electrical circuit that operates a solenoid attached to each valve
(solenoid valve). When the solenoid is actuated, the water above the diaphragm is relieved and
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the valve opens.
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Although sophisticated controllers that allow irrigation schedules to be automatically adjusted
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according to the weather have been available for many years, until recently these controllers
were out of reach of the average consumer. One type is evapotranspiration controllers or ‘ET
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controllers’. Several manufacturers are now producing controllers that can be automatically
updated by either a simple weather sensor, via a pager that receives a daily update from a
network of local weather stations, or through soil moisture sensors. One company has also
introduced a product that gathers information from the internet to update the watering schedule.
With approximately half of potable water in urban areas being used for irrigation, and many
homeowners either not taking the time to regularly adjust the programming on their controllers or
simply not knowing how, these ‘smart controllers’ have been shown to be helpful in achieving
water conservation.
There are broadly two categories of irrigation controllers: domestic ones for gardening
applications, and professional controllers for more demanding agricultural applications. While
most domestic (gardening) controllers can only open/close zones based on a time duration,
without any feedback from the irrigation process, professional irrigation controllers can irrigate
based on volume (quantities defined in m3/gals), receive feedback from the process, and react
to actual events happening during the process.
For example, the typical professional controller will calculate the actual flow rate running in the
system when a specific zone is operated, compare this to a pre-configured required amount, and
adjust the irrigation process if deviation from the zone's flow rate is detected; This mechanism is
called ‘flow monitoring’, and can prevent irrigation when a burst is occurring in the main line or in
the zone's hydraulic components. The controller can also alert the operator locally via its
interface, or remotely by sending an SMS or a message to a central control.
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The following is a checklist for the controllers:
 Check the scheduled functioning of the controller

 Check for any faulty or tripped stations
 Reset automatic controllers according to the changing/seasonal needs of the plants.
Irrigation systems should be rescheduled quarterly to correct run times.
 Program the irrigation controller for multiple start times on watering by sprayers to reduce
runoff. Drip systems should not be cycled in this manner, as runoff is not a problem in drip
irrigation.
 Any changes or an alteration in the controller has to be with prior permission of the Engineer.
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2.7.4 Solenoid Valves, Quick Coupling Valves and Air Valves
All these valves are to be monitored for efficient working during the operation of the system.
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Inspect the valves to see if they operate without slamming open or closed in order to prevent
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damage from surges.
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2.8 System Flushing
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Flush valves are provided at the end of the main line if it is not a ring main design and at the end
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of each drip laterals. The lines have to be flushed every 3 weeks to maintain the proper workings
of the system.
2.9 Servicing of Electric Remote Control Solenoid Valves

and Components
The downstream pressure has to be adjusted in the pressure regulator module of the solenoid
valve and set to the design pressure before starting the irrigation system.
With the use of TSE water, the solenoid valves are subjected to clogging and interrupt in the
continuous operation of the system. Hence periodic servicing in every year is recommended.
The contractor should follow the manufacturer’s instruction for the servicing. Any part, which is
faulty, has to be replaced immediately.
The gate valve in the solenoid valve assembly should be closed and opened slowly in order to
avoid surge. If the valve and or the valve box need to be changed, make sure that the identifying
tags are maintained on the box and the valve. The Y-strainer installed with solenoid valve also
needs to be cleaned thoroughly minimum in every 2 months or more frequently so as to improve
the smooth working of the system.
2.10 Adjustments and Cleaning

2.10.1 Drip lines and Emitters
With constant movement of people and machinery during maintenance of the landscape drip
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lines and emitters are likely to get displaced from its original position causing plants to yellow.
Therefore the position has to be adjusted as and when required.
The chances of salt build up and sand accumulation are high in drip irrigation system and hence
drip tubes are to be flushed and emitters are to be cleaned periodically. A regular maintenance
program of inspection and flushing will prevent emitter clogging.
2.10.2 Bubblers
The debris in the water can clog the filters of the bubbler and water emission uniformity will be
substantially reduced, affecting the efficiency of the system. Filter cleaning has to be performed
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frequently.
In case the flow of bubbler is still low, check the point of connection for blockage or bending and
rectify.
2.10.3 C -
Sprayers
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The coverage radius and the flow may have to change depending on water application rate and
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can be adjusted by turning the screw on top of the nozzle. The tension of the spring has to be
checked for positive retraction under any conditions. Inspect alignment of the check valves for
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eliminating leaks and puddles at the lower heads, protecting landscape from damage and
erosion while reducing wastage of water.
The filter beneath the nozzle gets clogged with debris and needs to be cleaned to ensure
uniform coverage.
2.10.4 Rotors
Arc and radius adjustment has to be made from time to time for proper coverage. The tension of
the spring has to be checked for positive retraction under any conditions. Inspect alignment of
the check valves for eliminating leaks and puddles at the lower heads, protecting landscape
from damage and erosion while reducing wastage of water.
The filter at the bottom of the rotors gets clogged and should be cleaned in every year to ensure
uniform coverage.
2.11 Emergency Repairs

The maintenance team should be well equipped with tools and fittings to attend to the repair
immediately in coordination with the supervisor and Engineer if required. If excavation is to be
done, following points should be considered.
 The excavation area should be demarked with warning tape.
 The area must be isolated using the isolation valve.
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 Care should be taken for not to damage the nearby plants and vegetation.
 For excavating grass area, lay plastic sheet and put the excavated soil on the plastic.
 Care should be taken not to mix the topsoil with soil of lower layer.
 The replacing materials should be the same as specified and used in the system. Any
materials other than specified require prior permission of the Engineer and ‘as-built’
drawings updated accordingly.
 Proper thrust block have to be provided if required.
 After backfilling, proper levelling has to be done to the satisfaction of the Engineer.
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2.12 Surface and Sub-Surface Irrigation Systems
Requirements for filtration for sub-surface systems are more stringent than those of normal drip
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systems. In addition, irrigation of landscapes with TSE/RW will certainly incorporate some
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organic matters which will promote growth of algae inside laterals. For this reason, the use of
screen filters only will not provide adequate protection. Instead, media filters or as a bare
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minimum disc filters, should be used.
The minimum recommended mesh size is 140 (100 microns) for sub-surface drip irrigation and
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200 mesh (75 microns) for porous pipes. Filters should be serviced regularly and as soon as
significant pressure drop is observed across.
For large systems with dedicated pump rooms, filtration requirements are as follows:
2.12.1 Primary filtration

Media/sand filters with self-flushing capability. If the source of water is groundwater then a sand
separator should be installed upstream the media/sand filter.
Self-flushing screen filter with a minimum mesh size of 120. The self-flushing mechanism should
be triggered by a pressure differential across the filter exceeding a certain pre-set pressure. In
the event of failure of the self-flushing system, then pumps should not be allowed to operate.
2.12.2 Secondary filtration

Y-Strainers with 150 mesh placed in the valve boxes upstream the solenoid valve. For smaller
systems such as streetscapes or median irrigation systems, filtration requirements are as
follows:
Disc filter with a mesh opening of 150 should be installed at the mainline
Y-Strainers with a mesh size of 150 should be placed in the valve boxes upstream the solenoid
valve.
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2.12.3 Flushing
Flushing of the entire network must be performed regularly and using water velocity exceeding
that of normal irrigation, to flush away deposited sand particles. A minimum velocity of 0.5 m/s at
the end of laterals is required for effective flushing. This entails directing the system pressure
towards the lateral undergoing flushing by manually closing other valves. In addition, flushing
should be performed after servicing the filter system.
2.12.4 Use of Recycled Water (RW)

The major challenge for wide use of recycled water in sub-surface irrigation is the economical
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filtration of the water to reduce emitter clogging and removal or deactivation of pathogens. The
addition of mild phosphoric acid will prohibit algae formation as well as root intrusion. Such
addition must be performed at least once per season or upon identification of a blockage.
Filtration with disc filters or media filters is essential to prevent blockages resulting from
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organics.
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2.13 Automation and SCADA in Irrigation Systems
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Operations
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The Department is currently in the process of converting the partially manual irrigation network
in Abu Dhabi Island to a centrally controlled automatic system with the objective of having an
effective monitoring, operation and maintenance of the systems whereby reducing wastage of
irrigation water, labour and human influence, by setting an integrated and fully automated
irrigation water management program and to the best international standards, to ensure
adequate irrigation automation and control of the City irrigation system. The Department’s
objectives are as follows:
 Convert all manual valves to automatic, remote control, solenoid valves (SV) and connect
the SV to a field controller (FC),
 Installation of flow and weather measurement/monitoring devices,
 Program the field controllers to respond to upstream (reservoirs and PS operation) and
downstream (soft landscape requirements) conditions,
 Transfer the field information to a central control point,
 Control the field operation from central control centre (CCC).
The irrigation system within AD Island comprises more than 60 zonal ground irrigation reservoirs
fed by TSE (Recycled Water) from the Effluent Distribution Centre (EDC) located at IPS2, via
main pipelines with diameters ranging from 600mm to 200mm. The current upstream irrigation
supply, storage and distribution system is monitored and controlled by SCADA system located at
the ADM office in Mussafah, Abu Dhabi Mainland.
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It is the Department’s objective to automate the downstream tertiary system provided that both
the up/downstream systems are integrated. This is necessary so as the status of any irrigation
zonal reservoir and pumping station (in terms of water availability and operation) determines the
amount of water supplied to its downstream tertiary network.
Similarly, the demand of the downstream green areas according to the plant species, quantities,
weather and soil conditions should determine the amount of water required from the upstream
system. The system should have the necessary management flexibility to automatically
manoeuvre and select the nearest and most reliable water source (based on the upstream
system information available from the existing SCADA) in order to supply the downstream
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tertiary networks. The control system should be able to select the set of operating valves at a
time, determine the start times, number of irrigation cycles based on the available TSE
quantity/flow rate, pressure of the surrounding upstream irrigation system for each field
controller zone.
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2.14 General Irrigation Systems Audit Procedures
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Landscape irrigation auditing is an effective tool for maximizing water use efficiency in urban
landscapes such as home lawns, commercial properties and sports fields. An audit can be used
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to improve the efficiency of existing irrigation systems. Irrigation audits consist of three main
activities:
1. Site Inspection,
2. Performance Testing,
3. Irrigation Scheduling.
Each activity in itself can result in significant water and cost savings. Together, these activities
provide landscape maintenance personnel with a customized irrigation program based on site
specific conditions and irrigation system performance.
2.14.1 Site Inspection

Over time, even the most efficiently designed irrigation system will begin break down. In
absence of a regular maintenance program, minor operation and performance problems can
continue for months resulting in excessive water use and poor efficiency, which can reduce plant
quality. Sunken sprinkler heads that do not “pop-up” properly, misaligned spray patterns that
throw water onto streets, sidewalks or hardscapes, and broken or missing sprinkler heads
resulting from vandalism or mower damage can result in significant water waste.
Performance problems are often inherent in an irrigation system. A sprinkler system where the
heads are spaced too far apart will result in poor water distribution and/or dry (or ‘hot’) spots on
the landscape. In order to compensate for this poor uniformity, the system is often set to operate
longer, which in turn over-waters most of the landscape. Insufficient or excessive operating
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pressure will also lead to high water loss through wind drift or poor coverage. Low water
pressure is generally caused by insufficient static pressure and/or high pressure losses through
valves, meters, piping and other components of the irrigation system.
Visual indications of low water pressure include large water droplets and short sprinkler throw.
High water pressure, on the other hand, indicates an absence of proper pressure regulation
devices. High pressure is generally characterized by excessive misting of water that is easily
evaporated or carried by the wind.
2.14.2 Performance Testing
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Sprinkler application devices, including pop-up spray heads, rotors, micro-sprays and bubblers
are designed to operate within specific operating pressures and head spacing. Manufacturer’s
specifications catalogues rate the performance, mainly flow rate (in gallons per minute) and
precipitation rate (in inches per hour), based on these parameters. Commonly, the rated
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performance listed in the catalogues does not accurately represent actual performance.
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For irrigation scheduling purposes, the most accurate determination of precipitation rate is
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achieved by conducting catch can tests. Catch can tests measure the amount of water that
actually hits the ground at various points within the landscape, and also serves to measure
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application uniformity. Since irrigation systems commonly use different types and brands of
sprinklers, it is important to conduct catch can tests for each individual zone or “station” on an
irrigation system.
2.14.3 Irrigation Scheduling

The answer to the question, “when do I irrigate and how long?” has been based on assumptions
and generalizations in regards to sprinkler system performance and plant water requirements.
Audits replace many of the assumptions we make in irrigation scheduling. With irrigation
auditing, we customize our irrigation schedules based upon on catch can results. Rather than
using the long-time recommendation of “fifteen minutes, three times per week”, run times can be
adjusted for individual zones based on measured precipitation rate.
Determining when to irrigate should be based upon the depth of the plants root zone and the
type of soil therein. Together, root depth and soil type define the amount of water that is
available for plant use. A 150mm clay soil, for example, will hold more water that will six inch of
sand. Thus, the number of irrigations per week will be less in the clay, though the amount of
water the plant needs will remain the same. Root depth also influences irrigation frequency.
Shallow rooted turf grass, for example, will require more frequent irrigations than will a turf grass
with a deeper root zone.
The first step in determining how long to irrigate is to first determine how much water that you
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should apply each irrigation event. Plant water requirements vary significantly in urban
landscapes due to the variety of plant species, maintenance practices and microclimates. Water
requirements also vary with climate trends and rainfall patterns. Turf grass, which is generally
assumed to be the highest water user, requires up to 1-inch per week during the summer with
less in the spring and fall. Once it is determined how much water (in inches) is needed each
irrigation, the conversion to zone run time is simple. The following equation is used to determine
zone run times:
Run Time per Irrigation = (Targeted irrigation depth Zone precipitation rate) x 60
Where: Run Time per Irrigation in minutes
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Targeted irrigation depth in inches
Zone precipitation rate in inches per hour
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2.15 Contractor’s Range of Responsibility
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The O&M Contractor’s responsibility begins at irrigation reservoir and pumping station inlet valve
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chamber and ends at exit point of the discharge pipeline, overflow pipes and associated
structures from PS/reservoirs are included in the O&M Contract only as far as a soakaway or
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discharge point in a valve chamber, regardless of whether or not they are located on or in public,
private or government properties. In cases where the services require that the Contractor enter
private, military or government properties, he must be escorted by the CMT.
Notwithstanding the above, reference should be made to the O&M Contract for full range of
Contractor’s responsibility, some of which, but is not limited to, are as follows:
2.15.1 Point of Termination

a) Pumping Stations and Reservoirs
The Contractor’s responsibility will terminate at the boundary wall/fence of reservoirs, pumping
stations/reservoirs. There are exceptions which include the inlet pipework discharging direct to
the pumping station inlet or screening chamber.
b) Networks
The O&M Contractor’s responsibility will terminate at the last valve chamber (VC) and or
distribution chamber (DC) upstream of the automatic irrigation system.
c) New Assets
When new assets, such as irrigation pumping stations, reservoirs, networks and associated
pipework are added to an existing location, the O&M Contractor shall assume full responsibility
for those assets under the terms and conditions listed in the Contract.
d) New Sites
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When new sites or locations are added to the services, the O&M Contractor shall assume full
responsibility for those assets under the terms and conditions listed in the Contract.
e) Repair and Upgrade of Assets
Where repairs are required but the facilities are not within the O&M Contractor’s permanent
resources then in such cases the Contractor is allowed to engage a ‘third party’ service. The
Contractor shall obtain appropriate approvals from the Department/CMT and manage the
engagement and ensure that the Department quality standards are met against such works.
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3. PERFORMANCE EVALUATION
3.1 Purpose
The Contractor and Maintenance Contracts place an immense responsibility on the part of the
O&M Contractor for providing the critical public service of in an optimal manner. Utmost
importance shall be given to providing the continuity of the services with minimal interruption of
Recycled Water (TSE) flows.
The Contractor is to provide services to the best industry practice in terms of delivery, efficiency,
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workmanship, housekeeping, planning and control. The O&M Contractor’s performance of the
services shall be continuously monitored and evaluated against both quantitative and qualitative
indicators.
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The Department will be the sole judge of whether or not the requirements and responsibilities
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are being met. The Department may, at its discretion employ or retain specialists or consultants
to aid in the evaluation of the Department’s performance. Criteria for judging performance shall
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be standardized and shall include documentation, reports and records supplied by the
Contractor as described herein. Evaluation criteria may also include results of internal or
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independent audits, inspections and laboratory analysis. For the purpose of performance
evaluations, the Department or its designated representatives shall have unrestricted access,
with or without prior notice, to all facilities and records under the Contractor’s control.
Key Performance Indicators (KPIs) shall be measured regularly by the Contractor and reviewed
with the Department with the aim of ensuring that service standards continuous improvement on
service.
3.2 Performance Criteria

Due to the importance of providing the Abu Dhabi Island and Mainland with the critical public
service of irrigation water supply and distribution, it cannot be over-emphasised that the
Operations and Maintenance contract places an immense responsibility on the part of the
Contractor for providing such services in an optimal manner under the Contract. To this end
utmost importance shall be given to providing the continuity of the services with minimal
interruption of irrigation water flows and pumping requirements.
The O&M Contractor shall be responsible for dealing with flows as required and shall take into
account the diurnal and seasonal variations in flow in the irrigation water system. In order to deal
with such flows the Contractor may, subject to the approval of the Department/CMT, apply
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03-PERFORMANCE EVALUATION FIRST EDITION - DECEMBER 2016

temporary closure of valves or stoppering for limited periods of time without affecting the general
effectiveness of the distribution/supply system.
The O&M Contractor shall take care in carrying out its operations and functions to prevent
pollution of the environment. If there is any escape of matter which may be construed as a
pollution of the environment the Contractor shall immediately put in hand whatever procedures it
considers necessary or as otherwise it agreed with the Department/CMT, to limit and alleviate
the effects of the pollution. The Contractor shall immediately inform the Department/CMT and
any other known affected party, of the incident and of the measures taken to limit the effects of
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the pollution.
If the Contractor anticipates requiring over-pumping, night, weekend or holiday working, he shall
inform the Department/CMT without delay and well in advance.
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The O&M Contractor should be aware that any surface flooding of property or pollution of the
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environment is viewed most seriously by the Department, Abu Dhabi Municipality. Any of the
above incidents directly attributed to the negligent actions of the Contractor will be viewed very
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seriously. Moreover, the Department reserves the right to make good the affected area/premises
from any such incident at the cost of the Contractor.
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3.3 Contractor Performance Requirements

3.3.1 The Minimum Standards
The minimum standards expected from the Contractor are set out in the Contract Documents.
The CMT takes its guidance from these standards in order to ‘measure’ a Contractor’s overall
performance. The Contractor is expected to “meet and beat” these standards. Copies of the
Contract Documents are kept with the CMT at all times.
3.3.2 Inspecting and recording the Contractor’s Work

The CMT will observe and monitor the Contractor on a daily basis in order to ensure the
Contractor complies with his stated commitment (in his bid documents) to meet and utilise the
agreed levels of resources and quality of workmanship. The CMT shall establish a documented
system to record the results of all visits and inspections at work sites where the Contractor is or
has carried out operational or maintenance work. Details derived from each inspection/visit shall
be recorded on computer for an overview of the Contractor’s performance. This information will
be used to support progress and financial reports required by Department.
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3.3.3 Use of Resources

The CMT shall ensure, through daily monitoring, the Contractor utilises the levels of resources
needed to fulfil the requirements of the Contract. The CMT documented inspection system will
record the levels of resources used by the Contractor. Resources include the use of:
a) Manpower
The CMT will ensure through regular monitoring that the Contractor employs and utilises the
agreed numbers of key Personnel and that they are qualified in accordance with the Contract.
Close contact and monitoring will also indicate that the Contractor is able to meet these levels
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for the duration of the contract. The Contract documents clearly list and describe the
qualifications and numbers of Contractor’s Personnel. The Contractor will inform the CMT of any
changes in Personnel and replacement personnel will be approved by the CMT and Head of
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O&M Section before commencement.
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b) Plant and Equipment
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The CMT will ensure that the Contractor meets the required levels of Plant and Equipment to
meet operational, maintenance and emergency needs. The Contractor shall be able to utilise
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existing Municipality plant and equipment when specified, and the CMT will assist in that
process.
Where specialised equipment is to be used the CMT will ensure the Contractor has the
necessary expertise to operate it, or approve the use of a Sub-Contractor to operate it. The CMT
will also ensure that gauges and other critical measuring devices used by the Contractor have
been calibrated according to manufacturer’s instructions and the requirements of the Contract.
c) Transport
The CMT will ensure that the Contractor utilises levels of Transport to meet operational,
maintenance and emergency needs. Where the Contractor has an arrangement to utilise
Municipality vehicles the CMT will assist in that process.
3.3.4 Monitoring the Quality of Workmanship

The expertise within the CMT will enable the quality of workmanship exhibited by the Contractor
to be assessed correctly. Finished work will be inspected and, if necessary, the CMT will instruct
the Contractor to replace it if it falls below accepted standards. When the CMT suspects that the
workmanship of certain personnel employed by the Contractor is below standard the CMT will
increase the number of inspections of that individuals work. Normally, if the standard is
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acceptable, monitoring and inspecting will take place at random times with random personnel.
If the problem of below standard workmanship persists or is likely to cause damage to assets,
the CMT will inform the Contractor to take appropriate actions to improve the situation. The CMT
will follow up to confirm that those actions have been carried out.
3.3.5 Monitoring the Contractor’s Maintenance Schedules

The Contractor will fulfil the requirements of the Contract by implementing a Computerised
Maintenance Management System (CMMS) to identify and record all assets to be maintained
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and programme Maintenance Schedules accordingly.
The CMT will request the Contractor to provide regular reports and statistical information from
data held on CMMS in order to check completed work and the effectiveness of the Maintenance
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Programme. This will include:
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 Number of breakdowns,
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
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Frequency of maintenance,
 Quantities of Major or Minor Spare Parts being used

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3.3.6 Operational Effectiveness

The CMT will assess the effectiveness of the Contractor’s operating performance as defined in
the contract and ensure that he endeavours to optimise and improve overall performance of the
system. The CMT will instruct the Contractor to improve his performance if necessary.
3.3.7 Optimizing Assets

The CMT will ensure through monitoring and regular communication with the Contractor that he
can demonstrate that improvements are being made to the system and that the Contractor
operates the system to meet its design potential. The parameters for measuring improvement
shall include:
 Frequency and numbers of breakdowns

 Frequency and numbers of complaints
 Amount of Major Spare Parts replaced
 Efficient use of plant, ie. duty/standby pumps
 Maintaining or improving Effluent Quality
The CMT will ensure that the Contractor carries out any other associated tasks and duties.
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3.3.8 Communication and Co-operation with the Contractor

From the start of the Handover Period the CMT will communicate and co-operate with the
Contractor in order to exchange important information and data. The Engineer will instruct and
guide the Government members of the CMT in the use of correct protocol and terminology in
dealing with the Contractor both officially and unofficially. Official Communication will be as
follows:
3.3.9 Written correspondence, instructions, etc.
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The CMT will record all correspondence sent to and received from the Contractor. An
appropriate correspondence recording system shall be established which provides an effective
means to reference, file and locate all correspondence. Filing official correspondence is an
important aspect of the CMT’s responsibilities and the recording of instructions, requests and
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transfer of information is an essential part of the Contract Management responsibilities.
3.3.10 Meetings with recorded Minutes

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The CMT will schedule Meetings with the Contractor as stipulated in the Contract and include
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the following:
 Site Handover Meeting
 Start-up Meeting
 O&M Progress Meetings
 Handing Back Inspection/Meeting
3.3.11 Reports and Submissions

The CMT is entitled to request the Contractor to provide reports, work method statements and
data/information relating to his operation and maintenance of the system, at any time during the
Contract period.
Other communication with the Contractor will be on an unofficial basis as part of the day to day
working relationship between both parties. The Engineer will instruct the other CMT members to
ensure casual conversations with the Contractor cannot be mistaken for “official” instructions.
3.3.12 Co-ordination with other concerned organizations

The CMT will ensure that the Contractor communicates with all concerned organisations likely to
be affected by his work.
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3.4 Contractor Performance Monitoring

3.4.1 The Relationship with the CMT
The O&M Contractor shall be prepared to work closely with the CMT managing his particular
contract. The CMT in turn shall encourage good communications with the Contractor and both
parties will endeavour to foster a ‘partnership’ which enables problems to be resolved quickly
and effectively. The Contractor shall expect the CMT to furnish him with all relevant information,
operating manuals, etc., and benefit from the specialised knowledge of CMT members who have
first-hand experience of operating the system.
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3.4.2 Standards of Workmanship and Performance
The Contractor is bound by the standards of workmanship and performance described in the
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contract. The CMT shall measure the Contractor’s operational performance against, but not
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limited to, the following standards:
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Ensuring that operation management is based on good communications, and a proactive
approach to working in ‘partnership’ with the CMT.

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Operation management is based on sound planning and effective use of sufficient

resources.
 Optimising and improving the operation of the system to meet the demands on it.
 Building up accurate operational records.
 Ensuring personnel safety is paramount in all aspects of operational work and operatives are
fully aware of their safety obligations.
 Reduction in energy and irrigation water (RW) consumption.
The Contractor should organise the different levels of operation procedures into the following
categories:
 Routine operation procedures which are normally carried out without shutting down of plant.
These include operational data gathering, plant condition monitoring, pump/equipment
status, cleaning etc.
 Routine operational procedures requiring shutting down of plant for not more than two hours
continuously and where a standby facility is available.
 Major maintenance/inspection and overhaul procedures which require shutdown of the plant
for more than two hours irrespective of availability of standby plant.
 Routine maintenance procedures requiring shutting down of plant for not more than two
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hours continuously and where a standby facility is available.
 Emergency procedures which require immediate action.

 Regulation of flows using Pumping Stations, valves, penstocks, temporary stoppers, etc. to
accommodate work on the system. The Contractor shall adjust normal method of
working/operational practices/maintenance programme to accommodate changes in
up/downstream flow conditions resulting from work by others.
 Monitor the use and condition of assets as part of the inspection role in order to ensure their
proper use
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 Co-ordinate work with others to effectively manage the on-going operations of the network.
Co-ordination includes:
 Ensuring that no activity causes hindrance to the operation of the system

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Adjusting normal method of working/operational practice/maintenance programme to
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accommodate changes in up/downstream flow conditions resulting from work by others or as
required.
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Apply all Health and Safety requirements and in particular for confined spaces, traffic
management, use and storage of chemicals and such substances, workshop and offices.
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3.4.3 Operating Procedures, Schedules and Organization

Operating procedures shall be in accordance with the following:
 Equipment manufacturer’s recommendations

 Operating requirements
 Industry standards
Operating procedures shall be written in accordance with relevant ‘best practice standards’ to
achieve best possible quality. These will concern facilities, quality of service, staff and the
organisation. Operating procedures shall be followed by all staff.
Operating procedures shall be reviewed and audited systematically and regularly to ensure that
they are practical, safe and meet the intent for which they are designed. Operating schedules
shall:
 Generate work order schedules based on resource levelling techniques

 Graphically analyse and manipulate availability of resources
 Set machinery off-line timings prior to work being performed
 Optimise asset life through what-if analysis
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 Store new schedule dates for comparison with the original target dates
 Forecast future preventive maintenance dates for resource planning
The Contractor shall organise the operation of the Department’s assets into manageable;
efficient areas of responsibility for his personnel and organise service centres for call-outs,
inspections, cleaning and repairs.
3.4.4 Cost Control and Operational Efficiency

The Contractor shall seek to achieve the following:
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a) Optimum use of resources
b) Best cost management
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c) Ability to schedule complex, fast moving work loads
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d) Optimum performance of the assets
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e) Plan maintenance schedules and keep to that programme
f) Respond to emergencies and complaints within agreed response times

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The key to optimising operational activities is an effective schedule and dispatch system backed
up with good logistics management in delivering essential services to the public.
On-going analysis of the database generated through CMMS linked to the assets will enable
improvements and fine tuning of the operational activities, minimizing costs of delivery and
ensuring activities are effective. Analysis of trends in salinity, odour issues, collapses, and
blockages against asset class, operating context, location and history will allow problems to be
identified and addressed effectively. Analysing the performance of assets will enable
understanding of assets performance and determine the most appropriate operational and
maintenance strategies.
3.4.5 Mechanical & Electrical Equipment

The maintenance approach for all mechanical and electrical equipment shall be based on
identifying, mitigating, and/or preventing failure. In addition to the failure mode, the consequence
of failure must also be considered. For each equipment category in this Section, a table
identifies the maintenance approach for the equipment items within the category. The table
includes the equipment Item, the applicable procedures, and periodicity codes. The periodicity
codes specify how often the O&M Contractor is to perform the maintenance task.
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An analysis of the system, performed by the O&M Contractor is necessary to assess the
operating conditions/ environment and the consequence of failure to determine the ultimate
maintenance approach and periodicities. The recommended strategies and periodicities
identified in Section can, and should, be adjusted by the O&M Contractor in the Maintenance
section of the O&M Contractor’s Annual Work Plan.
3.4.6 Pumping Facilities

Pump stations and pumping systems, including landscaping, shall be operated and maintained
in a manner that assures a neat, clutter free and safe working environment. All pumps are to be
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operated as close as possible to the design duty point but in case greater to plus or minus 20%
from the duty point.
 Adjust pump control set points such the number of pump start/stops per hour does not
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exceed the pumps manufacturers recommendation.
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 Rotate lead lag standby pumps positions to equalize pump run hours.
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 All electrical panels, junction boxes, cables, wires, and switches will be kept closed covered
and sealed.
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3.4.7 Maintenance Approach Tables

The Maintenance Approach table is the mechanism for documenting the maintenance approach.
There is a table for each equipment category developed in this Section. In the tables the
periodicities are labelled as follows:
D = Daily
W = Weekly
M = Monthly
Q = Quarterly
S = Semi-Annually
A = Annually
OC = On Condition: usually based upon results of a PT&I test.
Multiples of the above are sometimes used and are identified by a number followed by a letter,
e.g. 5A indicates a procedure is scheduled every 5 years.
3.5 General Performance Standards

The O&M Contractor shall at all times operate and maintain the assets in a formal and
standardized fashion that is consistent with internationally accepted policies and procedures and
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with any and all Employer policies and procedures. The net result of the O&M Contractor’s
policies and procedures for the assets under the O&M Contractor’s control shall include but not
be limited to:
 The safe, efficient and sustained operation and maintenance of all of the sewage related
assets in a fashion that assures they provide design performance for their design lifetimes.
 The safe, efficient and sustained production of a treated effluent that meets or exceeds the
standards and parameters listed herein.
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 The cost effective, safe, efficient and sustained production of treated sludge and dewatered
sludge that meets or exceeds the standards and parameters listed herein.
 A cost effective, safe and efficient water conservation program that minimizes water losses
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throughout the works
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A cost effective, safe and efficient program to maximize effluent water production by proper
grit removal, screening, sludge thickening, sludge drying and efficient irrigation.
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 The creation and sustained development of a safe, healthy and environmentally responsible
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work place.
 Good communications and working relationships between all parties.
 An on-going safety and process employee training program that will ensure all personnel are
fully familiarised with the skills and requirements of the services to be provided and the
various site layouts, plant assets, site safety regulations and statutory requirements and
Employer procedures.
3.6 Periodic Performance Assessments

The Contractor shall minimise reduction in flow forwarding capacity of existing pumping stations
by adequately maintaining pumping facilities assets.
The capacity of each station shall be assessed by the Contractor on an annual basis in order to
determine performance against KPI’s through the comparison of the original assessment
completed in Transition and the annual assessment. Each annual assessment must take
account of newly created or decommissioned pumping facility.
3.7 Performance Review and Audit

i. The Department/Engineer may periodically review the Contractor’s performance in
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discharging its obligations under this Contract. A Performance Review may be a review of the
Contractor’s performance generally or of a specific area of its activity, and may be undertaken
by the Department/Engineer’s staff.
ii. The Contractor shall co-operate fully with the Department/Engineer in any review carried out
and shall provide such facilities as the Department/Engineer shall request. The Contractor
shall make available to the Department/Engineer such records (including computerised
records), plans, correspondence, returns, explanations and other information that the
Department/Engineer may require and answer questions or provide explanations thereon.
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iii. The Department/Engineer shall notify the Contractor in writing of any instance where it
appears to the Department/Engineer that the Contractor has failed to carry out satisfactorily
its obligations and duties under this Contract.
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iv. The Contractor shall comply as soon as practicable with any instruction given by the
Department/ Engineer pursuant to (iii) immediately above.
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v. If in the opinion of the Department/Engineer, the Contractor fails to act with due diligence in
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taking the necessary action or complying with instructions given pursuant to (iii) above, the
Department/Engineer may give a Notice of Default in writing to the Contractor specifying the
failure and the instructions given in connection therewith. The Notice of Default shall remain
in force for three months during which time the Department/Engineer and the Contractor shall
jointly monitor the performance of the Contractor in complying with the Department’s
requirements in this regard.
vi. If the Contractor continues to fail to act with due diligence upon the requirements of the
Department/Engineer during the three month period of the Notice of Default, the Department
may at the end of the period give a further notice (period to be specified by the Department)
in writing to the Contractor to terminate this Contract in whole or in part.
vii. Without prejudice to the requirements of (iii), (iv), (v) and (vi) above if in the opinion of the
Engineer the failure of the Contractor to fulfil its obligations whether negligently or otherwise,
is such that the effect is to:
 Put at risk the health or safety of:
o the public or
o the employees of the Contractor or
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o the employees of Department or

o the employees of the Consultant or
o Deprive the Department of management information required by such dates as may be
specified in or determined under the provisions of this contract.
 The Department may give a Notice of Default in accordance with (v) immediately above,
 Provided that where in the opinion of the Engineer the Contractor has failed to fulfil any of its
obligation under this Contract and has thus given rise to one or more of the effects referred
to above on more than one occasion the Department may give twelve months’ notice in
writing to the Contractor to terminate this Contract, in whole or in part.
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 The Contractor shall allow the Department/Engineer (or its Accountants) to inspect its
accounting and other records including but not limited to health and safety, quality
assurance, time records, sub-contractors and any other records, relating to this Contract and
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the Services without notice during normal hours. The Department/Engineer may take copies
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of the records and the books of account which it shall keep confidential. The Contractor shall
co-operate fully with the Department/Engineer in providing such facilities as the
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Department/Engineer shall request.
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 The Department/Engineer shall be entitled at any time to inspect, examine, test or witness
the performance of the services or any part of them. Such inspection or examination shall
not release the Contractor from any obligation or liability under this Contract.
3.8 Performance Trending

Utilization of performance trending approach can be a valuable tool in maintaining the health
and operational performance of the assets/components in facilities/plants. For example, by
logging and trending the differential pressure across a supply or discharge filter in a HVAC
system, it can be determined when filter replacement is required, rather than changing the filter
out at some pre-defined interval (preventive maintenance). Logging and trending temperature
data can monitor the performance of many heat exchangers. This information can be used to
assist in the scheduling of pipe cleaning. It may also serve as an indication that flow control
valves are not working properly or chemical control measures are inadequate
The key idea of performance trending is that much of the equipment installed in the irrigation
pumping facilities is already provided with instrumentation that can be used to assist in
determination of the health/condition of the related component. Where the instruments are not
present, installation of a pressure-sensing or temperature-sensing device is generally easily
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performed and inexpensive. Many times this information is already being logged at some pre-
defined interval but not being utilized.
3.8.1 How to Establish a Performance Trending Program

One of the first steps of any predictive maintenance program is to know what equipment exists
in the facility. First, generate a master equipment list, then prioritize the equipment on the list to
define which pieces of equipment are critical to the facility’s operation, important to personnel
safety, or can have a significant budget impact (either through failure or inefficient operation).
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Evaluate what parametric data should/could be easily collected from installed or portable
instrumentation to provide information related to the condition/performance of the equipment on
the master list based on the equipment prioritization.
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Determine what, if any, of the defined data is already collected. Evaluate if any related
parametric information is currently being tracked and if that information provides information
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regarding a components/systems condition or efficiency. Terminate the collection of information
not useful in the evaluation of a component’s condition/efficiency unless required by other
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administrative requirements.
Define and install instrumentation not currently available to monitor a critical component’s
condition/efficiency.
Log the information at some frequency defined by operational staff. For example, the frequency
may be every 4 hours while operating or may simply be a single reading after reaching steady-
state conditions, depending on the data evaluation needs.
Provide collected data to individual with knowledge and background necessary to properly trend
and evaluate it.
3.9 Continuous Performance Improvements

The O&M Contractor shall design and implement a program that assures that all of the following,
but not limited to (refer to O&M Contract requirements and specifications), measures of
performance are improved annually:
3.9.1 Overall Management

 Total RW (TSE) consumption
 Quality of RW (TSE) distributed
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 Total energy consumption

 Peak time energy consumption
 Total potable water consumed
 Average response and clearance time
 Total equipment available for duty
 Major equipment available for duty
 Percentage PM SR completed on time
 Percentage PM / TM
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 No. of emergency response trainings
 No. of safety trainings
 No. of O&M trainings
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3.9.2 Reservoirs and Pipework
 Percentage PM SR completed
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 No. of as-built drawings confirmed/updated
 No. of assets assigned tag # and PMR
 No. of asset components labeled
3.9.3 Buildings and Structures

 No. of building appurtenances assigned tag # and PMR
3.9.4 Grounds Maintenance

 No. of grounds assets assigned tag # and PMR
 Percentage PM SR completed
3.9.5 Roads & Surfaces

 No. of roads and surfaces assigned tag # and PMR.
 Percentage CM SR completed
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3.10 Performance Based Contracts (PBC)

 The traditional way of contracting out maintenance is based on the amount of work being
measured.
 PBC’s define minimum conditions of assets.
 Payments are based on how well the contractor manages to comply with the performance
standards defined in the contract, and not on the amount of works and services executed.
3.10.1 Prescriptive vs. Performance Contracts
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a) Prescriptive (Traditional) Contracts
 Outline exact specifications expected

 Less flexible
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
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Can sometimes stifle innovation and morale
 Contractors may have little incentive or motivation to do anything beyond what is specified
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b) Performance Contracts
 Describe expected results
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 Flexibility for the vendor regarding achievement of those results

 With a responsible contractor, possible cost efficiencies and improvements
 Contractor may take more pride in work and look for ways to increase effectiveness and
efficiencies and add value
3.10.2 Administering Performance Based Contracts

a) Contract Administration
Any action from the time a contract is awarded until its closeout. It is the process of ensuring that
the intent, requirements, and terms and conditions of the contract are met.
b) Purpose for Contract Administration
 Assess Performance 
 Compliance 
 Document Outcomes
 Ensure Continuing Relevance
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c) Partnering
 Partnering is critical in PBC
 Partnering should not be eliminating the control mechanisms that are necessary in order to
have strong claims avoidance strategy.
 Must identify the partnering expectations
The quest for trust, respect and co-operation replacing traditional confrontation, the delicate
balance required to accommodate flexibility, performance incentives and opportunities for
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innovation
3.11 Level of Service
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A Level of Service (LOS) is a letter designation that describes a range of operating conditions on
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a particular type of facility, i.e. a series of qualitative measures (performance indicators) that
characterises operational conditions within the irrigation system and their perception by end-
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users and customers. There are several key measures that can be used to describe service
quality, some examples are listed below:
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3.11.1 Inadequate Pressure

This indicator shows the number of catchment areas that receive, and are likely to continue to
receive, pressure below the reference level when demand for RW/TSE is at a normal level.
However, there are a number of exceptions to this to allow for circumstances beyond the system
operator’s control. Some pressure problems, for example, are caused by the restrictions on the
inlet to reservoirs.
Each Operator is expected to maintain registers that identify catchment areas that are at risk of
receiving low pressure.
3.11.2 Verbal/written Complaints

This indicator identifies the total number of verbal/written complaints received during a month,
and the time taken to respond to them. The time is measured in line with the Target Response
Time (TRT). A complaint covers any verbal/written communication from an end user/consumer,
alleging that an action or inaction of the irrigation system operator, or a service provided by the
operating company, or its sub-contractor, has fallen short of the correspondent’s expectations.
Complaints include those made by phone and followed by letter, fax and email.
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3.11.3 Irrigation Flooding/Burst Mains/Overflow

This indicator will examine the operating company’s performance in respect of irrigation
flooding/overflow. Appropriate systems and processes in this respect shall be formulated and
implemented accordingly.
3.11.4 Restrictions on RW/TSE Use

This indicator shows the percentage of a catchment areas that has experienced and or affected
by RW/TSE delivery restrictions. An appropriate mechanism in this respect shall be formulated
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and implemented accordingly.
3.11.5 Other examples of LOS that may be considered

 Lack of consistency in reporting and the poor quality of data. The Contractor shall be
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encouraged to take full responsibility and to take appropriate action to improve the reporting
and quality of data.
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 The Contractor need to continue to make sure that they maintain stable serviceability (which
is the capability of the system of assets to deliver the right level of service to end users now
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and in the future).

 Compliance with and meeting the RW quality parameter targets.
 Take action if the Contractor fails to deliver the levels of service expected, or if it fails to
ensure its assets remain fit for purpose. Make sure the company investigates the root cause
of any failures, and has plans to restore service levels and/or serviceability as quickly as
possible. The Contractor will be required to report progress and deliver agreed action plans.
In more serious cases, formal enforcement action may be taken. The aim should be to
secure compliance is to protect the environment, including landscaping. In this regards,
Contractors shall be encouraged to take full responsibility and be accountable to their end
users and to take appropriate action if they fail to meet their obligations.
 The Contractors must continue to improve their asset management capabilities to ensure
they are delivering stable serviceability.
 Maintaining supplies during extreme events.
 Overall performance assessment (OPA): The key areas and contributing measures included
are:
o RW/TSE Supply (low water pressure, unplanned interruptions to supply, and RW/TSE
water quality),
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o Security of Supply (leakage, and performance against our security of supply index),
o Consumer Service (written complaints, billing contacts, billing metered consumers,
telephone answering, telephone access, services to consumers with special needs,
supply pipe repair policies, debt and revenue policies, complaint handling, compensation,
and provision of information to consumers),
o Environmental Impact (pollution incidents from RW/TSE activities).
3.12 Establish KPI Baselines
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The O&M Contractor shall monitor various Key Performance Indicators on a monthly basis as
part of on-going efforts to improve efficiency and levels of service. These KPI’s may include but
not limited to, O&M works, quality, safety, general management and end user related matters.
With respect to the KPI’s reference should be made to the O&M Contract requirements and
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specifications.
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The O&M Contractor shall co-operate with Department/CMT in developing target values for all
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KPIs. The KPI targets shall be regularly reviewed jointly by the Department/CMT and the
Contractor with the intention of making them more onerous each year by agreement. KPI
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reports shall be prepared by the O&M Contractor and submitted each month to the
Department/CMT, within Contract specified period.
3.12.1 Key Performance Indicators (KPI)

The Department’s minimum requirements for the performance standards will be described in the
Contract documentation, including categories under which KPI’s will be deployed to evaluate
and monitor the contractor’s performance, as well as, calculation methods and application of
abatement upon contractor’s non-performance.
Where there is a failure in the Irrigation System, or any part of thereof, the KPI adjustment will
remain in effect unless the Contractor can demonstrate to the satisfaction of the Department that
the failure or non-performance, is a result of an act or omissions by the Department, or as
referred to under ‘KPI Adjustments’ in the Contract document.
The Department will monitor and inspect the performance of the Contractor against the KPI’s
from the Handover Date until the end of the Contract term. The Department’s assessment of the
Contractor’s performance against the KPI’s will be the final determining factor in applying any
abatement. The monthly report submitted by the Contractor shall also include details of the
evaluation.
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The Contractor must provide the Department/CMT full cooperation, including access to sites, for
the purpose of verifying the Contractor’s KPI report. As specified in the O&M Contract, the KPI
categories and KPI’s that the Contractor’s performance will be assessed against throughout the
Contract duration are as follows:
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Figure 3-1: KPI Categories
For detailed description of the KPI’s reference should be made to the Contract Documents.
However, it should be noted that during the Contract period the Department may, at its sole
discretion, review and revise the KPI’s in the Agreement to reflect actual operating conditions.
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4. OPERATIONS PROCEDURES
4.1 Operations
The Contractor shall be responsible for the delivery of operation of all facilities irrespective of the
Asset Condition Grade (ACG) of the component assets. The range of Operation shall include but
shall not be limited to the examples of activities listed below:
4.1.1 Non-Infrastructure Related


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Operate the recycled water pump station and reservoir Civil, M&E and ICA assets to
maximize pass forward flow of recycled water into the distribution systems. The end-users
(eg. landscape contractor) should ensure RW optimisation and communicate with the
irrigation pumping facilities operator at all time.
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
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Operate the assets to minimise and/or control irrigation flooding events or irrigation overflow
events.
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 Maintain quality standards of recycled water pumped through the distribution systems.
 Collect and transport waste materials from pump stations to licenced disposal facilities.
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 Provide all services including fuel to standby generators, plant equipment and vehicles.
 Provide tankered irrigation water supplies to pump stations facilities without mains supplies
as required.
 Provide routine meter readings for electricity consumption at any facility.
 Provide a safe working environment at the facilities.
 Minimise noise nuisance from the facilities.
 Take and record meter readings on electricity and flow meters.
 Manage and respond to system alarms.
4.1.2 Infrastructure Related

 Collect and transport waste materials removed from the pumping facilities to licenced
disposal facilities.
 Provide all vehicles utilised in the delivery of the service.
 Identify and mitigate potential pollution risks to the environment.
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04-OPERATIONS PROCEDURES FIRST EDITION - DECEMBER 2016

4.1.3 Operation Methodology

The requirements of the O&M Contracts cover both the operations and maintenance of all
specified facilities on a day to day basis. Minimise the overall cost to the Department (DMAT).
To achieve the required goals and objectives the Contractor shall:
i. Adopt a co-ordinated and planned operations policy for the contract with the aim of providing
a cost effective service whilst providing on-going security of service and assurance as to the
operation of the asset.
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ii. Base operation management on sound planning, good communications and good working
relationships between all parties concerned.
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iii. Optimise the operation system with the help of accurate operational records and
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management science.
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iv. Organise the different levels of operation procedures into the following:
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Routine operation procedures which are normally carried out without shutting down of plant.
These include operational data gathering, plant condition monitoring, pump/ equipment
 Routine operational procedures for shutting down of plant for not more than two hours
continuously and where a standby facility is available. The Contractor shall co-ordinate the
shut-down with his maintenance requirements. The Contractor shall inform the SCADA
Central Control Centre (CCC) before the shut-down is executed.
for more than two hours irrespective of availability of standby plant. All such procedures shall
be co-ordinated with a ‘Permit to Work’ system through the Department/CMT. The
Contractor shall submit a request for ‘Permit to Work’ and allow sufficient number of working
days’ notice before the work is to be carried out/the proposed shutdown.
 Emergency procedures which require immediate action from the Contractor. The Contractor
shall inform and agree with the Telemetry Centre before the shut-down is executed.
v. Operate under Health and Safety requirements for Confined Spaces, Training and
Equipment.
vi. Achieve the following:
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 Optimum control of resources

 Best cost management and auditability
 Ability to respond to emergencies and complaints
 Operation of the assets at peak efficiency at all times and with the least nuisance to the
public
 Planned maintenance programme
4.2 Operations of Reservoirs

The main function of reservoirs is to cater for daily demands and especially peak demands of
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water. Operators must be concerned with the amount of recycled water in the storage reservoir
and the corresponding water levels at particular times of the day. Procedures for operating the
reservoir will depend upon the design of its storage capacity and on the water demand.
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4.2.1 Normal Procedures for Operation of Reservoir
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Reservoirs have to be operated as per the design requirements. Normally the service reservoirs
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are constructed to supply water during periods of high water demand and hence the reservoirs
are filled in low water demand period. At times pumps may be used only for filling the reservoir
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before the next supply timing or can be used also during supply hours to maintain the levels in
the reservoir.
In some systems reservoirs are allowed to float at the end of distribution system when pumps
are used to pump directly into the distribution system and excess water flows into the reservoir.
In such systems multiple pumps are used to cater to varying demand and pressures in the
system. Small changes in the distribution system such as pipeline extensions or the addition of
few more connections will not require additional storage requirement. Major system changes
such as addition of larger size of main pipelines and increase in large number of connections
may require additional storage.
4.2.2 Operation of Reservoirs during Abnormal Conditions

Abnormal operating conditions arise:
 Whenever demand for water goes up suddenly due to fire demand, or due to excessive
demand on one command area/zone of a system.
 Due to failure or breakdown of water supply of another zone of the distribution system.
 Breakdown or out of service pumps or pipelines or power breakdowns or out of service
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reservoirs.
The Operator must have a thorough knowledge of the distribution system emanating from the
reservoirs. Closure or adjustment of valves at strategic points in the distribution system can
focus or divert the flow of water towards the affected areas. Emergency plans must be
developed in advance to cope with such situations.
Most of the distribution systems establish a pattern of levels for assuring the required supplies at
the required pressures. A water usage curve over a 24 hour period should be prepared for each
reservoir. It can be seen from the usage curve that the pattern varies not only during the
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different times of the day but also during different days of the week especially on week-ends,
holidays and festivals. Demand pattern also changes during different times of the year
depending on the weather conditions such as summer, winter etc. From the usage curve the
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operator can better anticipate and be ready for the expected high consumption periods. The
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maximum water levels to be maintained in the reservoir at each morning should be known to
ensure that the system demands are met for the day.
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In case of intermittent supply, timings for supply of water in the areas are fixed in advance. In
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large command areas, the water can be supplied to sub-zones during particular fixed hours by
operation of the necessary valves. The operator should work out a programme for compliance.
4.2.3 Storage Capacity

Capacity of storage reservoir at different levels can be calculated and charts or tables can be
prepared and kept at the reservoir site. Proper functioning of water level indicators is required to
read the water level in the reservoir and assess its capacity. Usually water levels are read at the
same time each day and the readings recorded. Checks of water levels at other times of the day
will enable to determine if any unusual consumption conditions have occurred. If any significant
increase in consumption is anticipated the operations should ensure a corresponding increase in
supply into the reservoir. Automatic valves are used to prevent overflows from reservoir and
maintain a constant level in the reservoir as long as the pressure in the distribution system is
adequate. Often the pumps feeding into a reservoir are switched off or switched on as per the
water levels in the reservoir. In some reservoirs advance warning alarms are provided to signal
when water levels in reservoir are either too low or too high. The operator shall ensure that the
automatic operations work as and when needed.
Sometimes time clocks are often used to control the water coming into the reservoir. At some
places the overflow is connected to the distribution system; in such cases some mechanism
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must be in place to indicate that the reservoir has started overflowing.
Routine valve operations are normally done at the reservoirs. Problems in operation of valves in
reservoirs can also be caused by valve seat getting jammed, and hence cannot be opened, or
non-seating of valves, and hence cannot be closed properly. Sometimes two valves are fixed in
series on the outlet and the downstream valve only is usually operated. Whenever the valve
under operation is jammed the upstream valve is closed and the jammed valve is repaired.
Such an arrangement enables repair of valves without emptying the reservoir. In some
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reservoirs a by-pass line is provided direct from the inlet line to the outlet line for drawing water
without feeding the reservoir. Identification of the valves as to their intended purpose such as
inlet, outlet, scour, bye-pass etc. and their direction of opening are to be prominently marked.
The Operator shall ensure that all valves in a reservoir are in good working condition and are
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operated as per the schedule for such operations.
4.2.4 Records to be kept on the Operations

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Note the following:
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 Water levels in the reservoirs (for all compartments) at hourly intervals.
 Time and relevant operation of control valves with time of opening and closure or throttling
position of the valves.
 Hourly flow meter readings both on the inlets and outlets.
 Hourly residual chlorine readings of inflow water and outflow water.
 The man-hours spent on routine operations at the reservoir in previous year and the cost
thereof.
4.3 Central Irrigation Control System

The available options for irrigation control systems range from older electro-mechanical
controllers and compact modern solid-state controllers, to sophisticated and feature-packed
centralized computer-based control systems sold by several of the leading irrigation equipment
companies and other specialists in the field.
Since the landscape areas will be supplied directly from a pressurized effluent distribution
network and not from stand-alone local pumping stations and reservoirs, considerable areas of
landscaping will be effectively be served by a single very extensive irrigation system. It is
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essential that a means be provided for centralized monitoring and control of the usage of
irrigation water and the status of all the various local irrigation systems.
It is necessary that the chosen control system should have excellent communications features,
able to collect in “real time” the flow and pressure data from the meters and sensors installed
around the network and at the points of connection of the local systems. At the same time it
needs to have flexible irrigation features, especially for water conservation, and must be able to
permit local control over operation and scheduling at the individual irrigation systems.
4.4 Equipment Monitoring Program
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The O&M Contractor shall also develop and implement a daily equipment-monitoring program,
which includes visual inspection of every (on line) major mechanical/electrical (rotating
equipment; pumps, motors, compressors, mixers, aerators etc.) other assets at all irrigation
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pumping stations and networks. This program must include a walk-through of every works site.
Assets shall be sequentially checked for excessive heat, excessive vibration, appropriate
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suction, and discharge pressures, seal water supply, oil and grease levels and condition, cracks,
chips, peeling paint, dryness dead leaves, and so forth. This program should include a detailed
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checklist form, with space available for run hours, pressures, current (ammeter readings)
conductivity, totalized and instantaneous flows. Data and information collected on the daily
‘rounds’ sheets shall be transcribed to computerized spread sheets on a daily basis, and in
addition be retained, on hard copies for the entire period of the Contract.
4.5 System Surveillance

Surveillance of supply/distribution system is done:
 To detect and correct hazards.
 To detect and correct any deterioration of the irrigation system facilities.
 To detect encroachment of supply/distribution system facilities by other utilities such as

sewer and storm water lines, power cables, telecom cables, etc.
 To detect and correct damages to the system facilities by vandalism.

These checks are done routinely. In addition checks are done under special circumstances for
assessing damage of the transmission system after flooding along the alignment following a
heavy storm. All these checks are also done for above ground water facilities such as valves
and valve chambers or exposed pipelines. Any activity or situation that might endanger the
water facility or recycled water quality shall be investigated and corrective action is to be taken.
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Surveillance shall also include looking for unauthorised construction activity on or near the
utility’s pipelines which may pose a physical threat to the mains. Any digging or excavation near
the mains shall be closely supervised by the staff, including surveillance of valve chambers and
valves on the networks.
4.6 System Capacity Review

The Contractor’s O&M responsibilities will include for the measurement of those asset
performance parameters that monitor the efficiency of the assets, and their spare capacity
against actual daily demand. The data will be recorded and used to measure operational
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efficiencies against maintenance requirements and predict the asset future upgrade
requirements for the assets. This will result from a whole life cycle cost analysis, being
constantly studied on a rolling basis.
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4.6.1 Guidelines for Monitoring and Reporting of Operational Capacity
a) Maintaining historical records of key operational parameters such as:
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 Pumping station flows
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 Pump running hours

 Surcharging & flooding
 Asset operational issues
Such records will be compiled through either of the following:
 Continuous flow monitoring by magnetic flowmeter on rising mains

 SCADA records on pump running hours
 Manual recording of flowmeter readings (if no auto readings)
Also, where appropriate, temporary flow monitoring equipment will be deployed and maintained
at predetermined strategic points in the sewerage system, on a temporary basis, to record flows
for hydraulic modeling purposes.
Reporting of the operational capacity will determine any risk to the Levels of Service (LOS), and
when would be the need to invest in extending the system assets.
4.6.2 Measurement of Pump Performance Against Design/New

 Measurement to monitor the electrical power taken from the electricity supply against station
flow for all duty pump operating combinations
 Monitoring of station system curve against that measured at station commissioning, and the
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operating points of all pumpsets on that curve for all duty pump operating combinations.
 Measurement to monitor the pumpset characteristic curves - head/flow, absorbed power &
overall efficiency for each pumpset.
Comparison of theoretical/new pump performance against actual performance will be made

using the following criteria:
i) Manufacturers flow/energy data
ii) Installation/commissioning data
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iii) Actual flow/energy data determined by temporary or permanent flow/energy meters against
variety of heads
iv) Pump reliability

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v) Maintenance costs
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4.6.3 Comparison of System/Part System Actual Against Design
Capacity
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The above measurements will be reported to the Asset Management (Investment Planning)
Section, who will determine through hydraulic modeling and demand forecasting, any risk to the
Levels of Service, and when would be the need to invest in extending the system assets.
4.7 Guidelines for Setting up Operating Procedures

The operating procedures shall address the following particular requirements:
i. Operations shall be structured using a split system, i.e. 24 hrs.

ii. Ensure that no activity causes hindrance to the execution of any works and fully cooperate
with the concerned parties
iii. Operate/adjust pumping stations reservoirs, networks and or treatment works to
accommodate varying demand requirements depending on the weather, maintenance
programme, upstream/downstream flow conditions, etc.
iv. Confine all operations and maintenance and site establishment facilities to within the site
boundaries
v. Safeguard all structures in the vicinity of the site.
vi. Ascertain from the public utility authorities positions of all existing underground services and
maintain, protect or divert them as required
vii. Establish procedures for procurement and installation of all spare parts, consumables etc.
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viii. Establish and maintain a central computerised stores management system, establishing
minimum stock holding, replenish stock timeously as and when necessary man stores to suit
operational requirements
ix. Ensure all personnel are fully familiarised with the requirements of the services to be
provided and the various site layouts, plant assets, site safety regulations and statutory
requirements and Department procedures
x. Emergency response service
xi. Develop on-going planned repair/refurbishment work
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xii. Establish proactive planned inspection, operations and maintenance and cleaning routines
xiii. Undertake reactive and non-routine maintenance
xiv. Provide appropriate qualified personnel to plan, direct and supervise all activities
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4.8
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Management and Control of Operations
A co-ordinated and planned operations policy shall be adopted with the aim of providing a cost
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effective service whilst providing on-going security of service and assurance as to the operation
of the asset, as follows:
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i. Base operation management on sound planning, good communications and good working
relationships between all parties concerned
ii. Optimise the operation system with the help of accurate operational records and
management science
iii. Consider personnel safety in all operations
Organise the different levels of operation procedures into the following:
i. Routine operation procedures which are normally carried out without shutting down of plant.
These include operational data gathering, plant condition monitoring, pump/equipment
ii. Routine operational procedures requiring shutting down of plant for not more than two hours
continuously and where a standby facility is available.
iii. Major maintenance/inspection and overhaul procedures which require shutdown of the plant
for more than two hours irrespective of availability of standby plant.
iv. Routine maintenance procedures requiring shutting down of plant for not more than two
hours continuously and where a standby facility is available.
v. Emergency procedures which require immediate action.
Apply all Health and Safety requirements and in particular for confined spaces, traffic
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management, use and storage of chemicals and such substances, workshop and offices.
4.8.1 Optimization of Pumping Stations Operation to Maximize Life of

Whole System Assets and Minimize Station and Network
Maintenance
The key to optimizing operational activities of assets is an effective schedule and dispatch
system backed up by good logistics management. Ongoing analysis of the database generated
through Computerized Maintenance Management System (CMMS) linked to the assets will
enable improvements and fine tuning of the operational activities, maximizing asset life,
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minimizing costs of delivery and ensuring activities are effective.
4.8.2 Regulation of flows using Pumping Stations, Valves, Penstocks,
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Temporary Stoppers, etc. to Accommodate Work on the System
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Operation and maintenance of assets, e.g. networks, pumping stations and reservoirs are
closely interlinked and a close working relationship. Interface and co-ordination with other
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authorities, contractors, etc. is essential if the total service delivery of the system is to be
maintained.
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Adjust normal method of working/operational practices/maintenance programme to

accommodate changes in up/downstream flow conditions resulting from work by others.
4.8.3 Maintain the Irrigation Pumping Facilities for Optimum

Performance
The Contractor shall ensure the irrigation pumping facilities are regularly serviced to maintain
the performance of the system as designed, to conserve and protect recycled water resources
and the environment, the serviced components shall meet the irrigation design specifications,
manufacturer’s specifications, and state and local code requirements. The maintenance shall
result in sustaining an efficient and uniform distribution of the recycled water.
4.8.4 Manage the Irrigation Pumping Facilities to Respond to the

Changing Requirement for Water in the Landscape
To conserve and protect water resources and the environment, the irrigation schedule shall be
changed as required to provide supplemental water to maintain a functional and healthy
landscape with the minimum required amount of recycled water. The O&M Contractor shall be in
regular communication with landscape contractors to ensure the local landscape irrigation needs
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are met in such a way as to be economical, practical and sustainable for maintaining a healthy
and functional landscape without exceeding the water requirements of the landscape.
4.8.5 Surveillance of Networks to Ensure Appropriate Use and/or Stop

Misuse
Any environment in which explosive or poisonous gases are present, presents a potential safety
hazard. Therefore, permission from the Department and other authorities shall be sought for
works falling under the following categories:
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 Entering into confined space, e.g. chambers, pump station wet/dry wells, etc.
 Monitoring salinity.
 Illicit and/or cross connections.
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The Department shall monitor the assets through various sources in order to ensure their proper
use.
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4.8.6 Co-ordination of Work on the System by Others (Connections,
Rehabilitation, Diversion, etc.)
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 Co-ordination of work with others is essential to effectively manage the ongoing operations
of the pumping stations and networks.
 Ensure that no activity causes hindrance to the execution of any work on the system.
 Adjust normal method of working/operational practice/maintenance programme to
accommodate changes in up/downstream flow conditions resulting from work by others or as
required.
4.9 Operating Procedures, Schedules and Structures

Operating procedures shall be in accordance with the following:
Equipment manufacturer’s recommendations

 Operating requirements
 Industry best practice / standards
Operating procedures shall be written in accordance with relevant ‘best practice standards’ to
achieve best possible quality. These will concern facilities, quality of service, staff and the
organization. Operating procedures shall be followed by all staff.
Operating procedures shall be reviewed and audited systematically and regularly to ensure that they
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are practical, safe and meet the intent for which they are designed. Operating schedules shall:
 Generate work order schedules based on resource levelling techniques.
 Graphically analyse and manipulate availability of resources.
 Set down time requirements for machinery required to be off-line prior to work being
performed.
 Optimise asset life through what-if analysis.
 Store new schedule dates for comparison with the original target dates.
 Forecast future preventive maintenance dates for resource planning.
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The operation of the Department’s assets will be organized into manageable, efficient areas of
responsibility and service centers for call-outs, inspections, cleaning and repairs.
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4.10 Cost Control and Operational Efficiency
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Achieve the following:
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 Ability to schedule complex, fast moving work loads

 Optimum performance of the assets
 Planned maintenance on programme
 Response to emergencies and complaints within agreed response time
The key to optimizing operational activities is an effective schedule and dispatch system
backed up with good logistics management in delivering essential services to the people.
Ongoing analysis of the database generated through CMMS linked to the assets will enable
improvements and fine tuning of the operational activities, minimizing costs of delivery and
ensuring activities are effective. Analysis of trends in salinity, odor issues, collapses, and
blockages against asset class, operating context, location and history will allow problems to be
identified and addressed effectively. Analyzing the performance of assets will enable
understanding of assets performance and determine the most appropriate operational and
maintenance strategies.
4.11 Planning for Emergencies

It is possible that normal irrigation water supply may be disrupted due to any event, natural or
manmade. Such disruptions occur suddenly leaving no time for planning to meet such
contingencies. It is therefore essential that an advance plan be prepared to meet such
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exigencies. Past experience of emergencies in the system as well as of other systems is very
useful in drawing up an emergency plan. Some of the events or emergencies that may arise are:
power failure, storms and flooding, fire, earthquakes, explosions, breakdown of recycled water
supply system units like pumps and pumping mains and vandalism.
4.12 Operational Emergency Procedures

Specific measures, tasks and procedures, and response times required for protecting the health
and wellbeing of public, employees and assets. The O&M Contractor shall have procedures
established to enable emergencies to be addressed 24 hours a day 365 days a year.
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Emergency response activities, eg. broken line repair or replacement or pumping station
failures, are contractually confined to responding, controlling, securing and or mitigating the
emergency situation. The actual responsibility (physical or financial) for full rectification or
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removal of the emergency situation may or may not be included in the service, however, the
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containment and temporary control of any incident is the O&M Contractor’s responsibility in all
cases.
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This procedure describes the methodology of contact between contractor’s team, CMT,
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Department, and others, vis-à-vis the operational emergency which related to pumping stations
emergent incidents including, but not limited to, flooding, severe leakage, pump station
shutdown, power outage.
The Contractor shall prepare and include a flow chart for operation emergency plan that shows
the communication method and parties involved in the process.
4.12.1 Typical Responsibilities

a) SCADA O&M Contractor
 Responsible to monitor the system.
 Responsible to receive calls from customers, O&M team, PS’s O&M Contractor and other
stakeholders.
 To request and record the following from the caller: name, phone number, mobile number,
place and type of the problem, other needed information.
 To report to the relevant person as per responsibility matrix about the problems and any
abnormal conditions.
 To document the event in the log book.
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4.12.2 O&M Engineer

 Responsible to mobilize and move the maintenance team, as well as, following up the work
until the completion.
 Coordinates with CMT inspectors to process and finalize the work to match the contract
requirements.
4.12.3 Contract Management Team (CMT)

 Receives information about the problem via the Contract Manager (CM) and/or the
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contractors’ technical team and forwards instructions, suggestions or recommendations.
 Supervises the contractors’ performance.
4.12.4 Contract Maintenance Team

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
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To take action and perform the work as per the O&M instructions.
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4.12.5 Operation Team
To take action and perform the work as per the O&M instructions.
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4.12.6 Contract Manager (CM)

 Review the event/information with the relevant people, plan and take action to avoid such a
problem in future.
 Supervise the technical part of the work to ensure proper performing of the job.
 Support and monitor the event to ensure proper communications are achieved.
 Liaise with Client, CMT, and other stakeholders.
 Ensure such problems do not occur in future.
4.12.7 Materials
Tools and equipments as needed to perform the work in a proper way.
4.13 Emergency Repairs

Emergency repairs are defined as repairs that must be accomplished immediately, regardless of
time of day. The O&M Contractor shall at all times be staffed, qualified and equipped and shall
have sufficient spare parts to complete full or partial emergency repairs and/or successfully
address the emergency in a manner that mitigates the impact of the emergency.
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In responding to emergencies involving or potentially involving the spill or overflow of raw or

partially treated sewage or sludge the O&M Contractor shall address and control or contain
spills and overflows prior to commencing repair activities. It is furthermore stressed that the
O&M Contractor is to consider and protect the health and wellbeing of the public prior to
commencing any repair activities. Odours created by such spills or overflows are to be
considered a direct threat to the health and wellbeing of citizens and the O&M Contractor shall
immediately employ any and all methods, including the use of odour masking agents to control,
mitigate or eliminate such odours. Spills or overflows that occur inside the perimeter of Plant
Facilities may be considered partially contained provided the spills or overflows, or odours
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produced by those spills or overflows do not spread beyond the perimeter.
In responding to emergencies that do not directly or indirectly threaten the health and wellbeing
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of the public, the O&M Contractor shall immediately employ any and all methods to control,
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mitigate or eliminate the impact of the emergency.
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When an emergency situation has been secured, controlled and/or mitigated by the O&M
Contractor, the O&M Contractor and the Department shall determine if full rectification of the
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emergency or parts thereof fall within the Contract cost of the services and shall proceed
accordingly and appropriately.
4.14 Reporting Equipment Deficiencies

Any equipment deficiencies noted by the O&M Contractor during operational checks, preventive
maintenance inspections, service request/service work, or at any other time shall be reported in
writing to the CMT control center. Deficiencies discovered that could potentially jeopardize the
operation of items of equipment in critical facilities or processes shall be reported by phone
immediately, but not more than 24 hours after discovery, and followed up by written notice within
48 hours.
All non-operation threatening deficiencies noted shall be reported on completed Service Order
Forms and Preventive Maintenance Completion Reports.
4.15 Safety in O&M Operations

Operations in O&M of an irrigation system also may result in accidents. Hence there is a need
for safety practices to be followed by the O&M personnel. Adoption of safe practices and use of
safety equipment may largely minimize accidents. Many accidents occur due to the human
factor. Though the ultimate responsibility may be that of management, the operator cannot also
be relieved of his responsibility. Hence a safety programme is to be written down for every
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organization and it must be ensured that everyone in the organization scrupulously follows the
safety practices.
4.16 Operations Records

The O&M Contractor shall maintain detailed operations records and related information.
Records shall, but not limited to, include:
 Flows at various key installations.

 Daily chemical, physical, and bacteriological characteristics at key points.
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 Daily hours of operation (run times) of all major equipment.
 Daily amount of total electricity consumed.

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Daily amount of total electricity consumed during peak electricity demand periods.
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Daily amount of chemicals consumed.
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Daily record of unusual events or occurrences.
 Daily record of deliveries.

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 Daily record of visitors.

In addition to those requirements listed above the O&M Contractor shall establish and maintain
a daily log or diary at every work site. Entries in these daily logs must include, names of on duty
staff, signed statements verifying that all routine duties were completed, and a description of all
non-routine tasks, or repairs undertaking. Each daily entry shall contain all significant
information that on-call staff may or may not need to appropriately respond to call outs.
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5. MAINTENANCE PROCEDURES
5.1 General
Maintenance is the combination of all technical and associated administrative actions intended
to retain an asset/item in, or restore it to, a state in which it can perform its required function.
The effect of maintenance on variables, i.e. cost, quality, service and on-time deliveries, has
prompted increased attention to the maintenance area as an integral part of asset performance
improvement.
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The maintenance programs identified within the maintenance hierarchy, each represent an
increased level of sophistication.
5.2 Maintenance Methodology

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a) Adopt a co-ordinated planned maintenance care policy for the Contract with the aim of
providing a cost effective service whilst providing on-going security of service and assurance
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as to asset condition.
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b) Implement a computerised reliability centred maintenance programme using proprietary

software currently available.
c) Base maintenance management on sound planning, good communications and good

working relationships between all parties concerned.
d) Optimise the maintenance system with the help of accurate maintenance records and
management science.
e) Organise the different levels of maintenance procedures into the following:
 Routine maintenance procedures which are normally carried out without shutting down of
plant. These include data gathering, plant condition monitoring, lubrication, cleaning etc.
 Minor maintenance/inspection procedures which usually require the shutting down of plant
for not more than two hours continuously and where a standby facility is available. The
Contractor shall co-ordinate the shut-down with his operational requirements. The Contractor
shall inform the Telemetry Centre before the shut-down is executed.
for more than two hours irrespective of availability of standby plant. All such procedures shall
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05-MAINTENANCE PROCEDURES FIRST EDITION - DECEMBER 2016

be co-ordinated with a ‘Permit to Work’ system through the Department/CMT. The

Contractor shall submit a request for ‘Permit to Work’ well in advance to allow sufficient
working days’ notice before the proposed shutdown.
 Emergency procedures which require immediate action from the Contractor. The Contractor
shall inform and agree with the Telemetry Centre before the shutdown is executed.
f) Operate under Health and Safety requirements for Confined Spaces, Training and
Equipment.
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g) Achieve the following:

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 Ability to schedule complex, fast moving work loads

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Optimum performance of the assets

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Planned maintenance
 Response to emergencies and complaints
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 Operation of the assets at peak efficiency at all times and with the least nuisance to the
public
 Best Practice Maintenance
5.3 Annual Work Plan for Maintenance of Assets

The general approach and philosophy of the O&M Contractor’s Annual Work Plan will be the
following:
a) Provide O&M and repair of equipment that protects the health and safety of personnel,
protects the environment, protects and preserves the Department’s capabilities and capital
investment, and enables mission performance by following good business practices while
minimizing lifecycle facilities costs.
b) Manage and perform facilities O&M work cost effectively and efficiently by using state-of-the-
art O&M management systems and RCM techniques. Management systems shall, as a
minimum, include a standardized and meaningful annual work plan, accurate facility
condition assessment techniques, and proprietary customized Computerized Maintenance
Management System (CMMS) databases.
c) Use accepted standards as a guideline to assist in determining future O&M funding
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requirements, such as the National Research Council's (NRC) recommended 4% to 8% of

the asset’s replacement value for its facilities and equipment maintenance and repair
program.
d) Continuously and proactively, improve technical and managerial processes to minimize life-
cycle maintenance and repair costs. These include designating a single point of contact to
communicate and co-ordinate O&M and management issues with CMT and the Head of the
O&M Section for maximum efficiency and effectiveness; benchmarking and the identification
of ‘best practices’, preparing and adhering to annual plans; performing self-assessments and
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applying reengineering or process-improvement techniques where appropriate; applying
streamlined RCM principles, in program development and improvement; implementing
Predictive Testing and Inspection (PT&I) techniques, where appropriate and whenever
possible; and maximizing the population of available CMMS databases to allow for accurate
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trending, statistical analysis and budgeting.
e) Provide for the lowest life-cycle costs, improve the safety, and establish initial baselines for
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the subsequent PT&I of facilities and equipment through the acceptance process by
enforcing the construction contractor's quality control responsibilities during construction and
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particularly at the time of equipment acceptance.
f) Properly account for O&M and repair expenses in accordance with a standardized Coding
Structure.
This document provides an Annual Work Plan template. A business plan approach has been
used to integrate smoothly into the CMT's strategic management process and to afford O&M
Contractors the ability to pursue and measure their continuous improvement efforts.
This is a template, a suggested approach to structuring (format and content) an Annual and 5-
year Maintenance Work Plan. It has been designed to assist O&M Contractors in preparing
sound strategies and to help identify the required resources to meet contractual requirements
and support Department’s goals. O&M Contractors have maximum flexibility in tailoring the plan
to meet individual needs.
The Annual Work Plan (AWP) is the first year, or base year, of this Plan. The base year
information must be as complete and accurate as possible. In addition, the base year must
identify work that will be deferred pending CMT approvals.
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5.4 Minimum Asset Maintenance Requirements

This is the Provider’s (O&M Contractor and or the Consultant) plan for covering the minimum
maintenance requirements for the irrigation system to ensure the continuality of service is
upheld by the service providers, as a minimum it must cover the following:
a) Details of sources of information regarding condition, flow and pressure data
b) A Programme of planned preventive maintenance inspections
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c) Response and repair timescales covering defect identification, verification, response and
repair
d) Details of planned preventative maintenance including maintenance tasks, who is going to
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undertake the work, frequency of operations and timescales
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e) A procedure for the application of unplanned maintenance to ensure appropriate measures
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to protect the delivery of service
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f) Appropriate Health & Safety and asset familiarisation training to operatives
Written acceptance by the service provider (O&M Contractor and or the Consultant) to the above
must be made prior to starting work.
5.5 Reliability Cantered Maintenance (RCM)

Basic philosophy:
 Utilizes predictive/preventive maintenance techniques with root cause failure analysis to

detect and pinpoint the precise problems, combined with advanced installation and repair
techniques, including potential equipment redesign or modification to avoid or eliminate
problems from occurring.
RCM (Pro-Active or Prevention Maintenance) is the process that is used to determine the most
effective approach to maintenance. It involves identifying actions that, when taken, will reduce
the probability of failure and that are the most cost effective. It seeks the optimal mix of the
following three types of maintenance approaches:
 Time or Cycle-Based (PM) Approaches
 Condition-Based Approaches (PT&I)
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 Run-to-Failure Approaches (CM)
The appropriate use of these two types of maintenance shall be considered positively by the
CMT for performance ratings for possible incentive payments. However, the O&M Contractor’s
use of these two types of maintenance does not relive the O&M Contractor of the obligation to
assign (initially) PM, PT&I or CM approaches to all mechanical & electrical equipment.
Programmed Maintenance is PM maintenance where scheduled maintenance tasks are more

than 2.5 years apart. Proactive Maintenance in defined in subsequent sections of the guide. The
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O&M Contractor shall use the following guidelines to assign the most appropriate maintenance
approaches to all mechanical and electrical equipment.
RCM is an ongoing process that gathers data from operating systems performance and uses
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this data to improve design and future maintenance. These maintenance strategies, rather than
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being applied independently, are integrated to take advantage of their respective strengths in
order to optimize facility and equipment operability and efficiency within the given constraints.
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Advantages:
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 Can be the most efficient maintenance program
 Lower costs by eliminating unnecessary maintenance or overhauls
 Minimize frequency of overhauls
 Reduced probability of sudden equipment failures
 Able to focus maintenance activities on critical components
 Increased component reliability
 Incorporates root cause analysis

Disadvantages:
 Can have significant startup cost, training, equipment, etc.
 Savings potential not readily seen by management
5.5.1 RCM Philosophy

The RCM philosophy employs Preventive Maintenance (PM), Predictive Testing and Inspection
(PT&I), repair (CM) and Proactive Maintenance techniques in an integrated manner to increase
the probability that a machine or component will function in the required manner over its design
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life cycle. The goal of the philosophy is to provide the stated function of the facility, with the
required reliability and availability at the lowest cost. RCM requires that maintenance decisions
be based on maintenance requirements supported by sound technical and economic
justification. As with any philosophy, there are many paths, or processes, which lead to a final
goal. This is especially true for RCM where the consequences of failure can vary dramatically.
The CMT has adopted a streamlined approach to the traditional, or rigorous, RCM process
practiced in some industries. This is due to the high analysis cost of the rigorous approach, the
relative low impact of failure of most sewage related systems where the amount of redundant
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systems is significant. This redundancy reduces the probability and consequences of possible
failure.
Underlying the CMT's RCM approach is the concept that maintenance actions should result in
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real benefits in terms of improved safety, required operational capability, and reduced life-cycle
cost. It recognizes that unnecessary maintenance is counterproductive and costly and can lead
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to an increased chance of failure.
5.5.2 RCM Principles

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The primary principles upon which RCM is based are the following:
a) RCM is function oriented. It seeks to preserve system or equipment function, not just
operability for operability's sake. Redundancy of function, through multiple equipment,
improves functional reliability but increases life-cycle cost in terms of procurement and
operating costs.
b) RCM is system focused. It is more concerned with maintaining system function than
individual component function.
c) RCM is reliability centered. It treats failure statistics in an actuarial manner. The relationship
between operating age and the failures experienced is important. RCM is not overly
concerned with simple failure rate; it seeks to know the conditional probability of failure at
specific ages (the probability that failure will occur in each given operating age bracket).
d) RCM acknowledges design limitations. Its objective is to maintain the inherent reliability of
the equipment design, recognizing that changes in inherent reliability are the province of
design rather than maintenance. Maintenance can, at best, only achieve and maintain the
level provided for by design. However, RCM recognizes that maintenance feedback can
improve on the original design. In addition, RCM recognizes that a difference often exists
between the perceived design life and the intrinsic or actual design life, and addresses this
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through the Age Exploration (AE) process.

e) RCM is driven by safety and economics. Safety must be ensured at any cost; thereafter,
cost-effectiveness becomes the criterion.
f) RCM defines failure as any unsatisfactory condition. Therefore, failure may be either a loss
of function (operation ceases) or a loss of acceptable quality (operation continues).
g) RCM uses a logic tree to screen maintenance tasks. This provides a consistent approach to
the maintenance of all kinds of equipment.
h) RCM tasks must be applicable. The tasks must address the failure mode and consider the
failure mode characteristics.
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i) RCM tasks must be effective. The tasks must reduce the probability of failure and be cost
effective.
j) RCM acknowledges three types of maintenance tasks. The tasks are Interval (Time or
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Cycle) Based and Condition-Based and Run-to-failure. In RCM, Run-to-Failure is a
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conscious decision and is acceptable for some equipment.
Also refer to Appendix ‘B’ for RCM decision logic tree.
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5.5.3 RCM Requirements Analysis
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RCM determines maintenance requirements by considering the following questions:
 What does the system do? What is its function?
 What failures are likely to occur?
 What are the likely consequences of failure?
 What can be done to reduce the probability of the failure, identify the onset of failure, or
reduce the consequences of the failure?
Appendix ‘B’ provides a decision logic tree for use in an RCM analysis to determine the type of
maintenance appropriate for a given maintainable asset/equipment item. Note that the logic as
presented results in a decision in the bottom blocks concerning whether a particular piece of
equipment should be reactively (CM) maintained (‘Accept Risk’ and ‘Install Redundant Units’),
PM'ed (‘Define PM Task and Schedule’) or predictively maintained (‘Define PT&I Task and
Schedule’).
5.5.4 Identify the System Functions

This step involves examining the capability or purpose of the system. Some items, such as a
circulating pump, perform an on-line function (constantly circulating a fluid); their operational
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state can be determined immediately. Other items, such as a sump pump, perform an off-line
function (intermittently evacuating a fluid when its level rises); their condition can be ascertained
only through an operational test or check. Functions may be active, such as pumping a fluid, or
passive, such as containing a fluid. Also, functions may be hidden, in which case there is no
immediate indication of a failure. This typically applies to an emergency or protective system
such as a circuit breaker that operates only in case of a short circuit (electrical failure of another
system or component).
5.5.5 Define the Maintenance Task
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The following factors should be considered when defining the maintenance task:
a) Once it has been determined that the failure of a facility or equipment item will have a direct
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effect on the safety or mission operation and redesign cannot improve its reliability, then a
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PT&I, PM, or PGM task or combination of tasks should be identified that will lessen the
chances or consequences of a failure. Where applicable, predictive technologies should be
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used to monitor the condition of the facility or equipment. If the technology or local expertise
is not available, a preventive maintenance program is normally applicable.
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b) Maintenance tasks can be time directed, eg. every 8 weeks, condition directed, eg. when pH
is greater than 7.3, or inspection directed, eg. if a component is found worn. A particular
bearing can be monitored for vibration (PT&I), routinely lubricated and checked (PM), or
replaced prior to its expected failure point.
c) The total system should be evaluated to ensure that all the individual tasks maintain the
system at the same degree of reliability. The tasks should also be grouped to ensure that
they can be executed in the most economical manner. This may be by multiple tasks on an
individual equipment item or like tasks on numerous items of equipment in a given facility or
zone of several facilities.
Also refer to Appendix ‘C’ for typical maintenance tasks and frequency.
5.5.6 Install Redundant Unit

Situations exist where, despite all effective maintenance efforts, the risk of a potential failure is
still unacceptable. Very critical areas such as a mission control or communication center may
require uninterrupted facility equipment to maintain power or climatic control. The criticality may
prelude even shut down for maintenance purposes. In these situations, redundancy is justified
and recommended. The problem may be corrected through additional distribution or switching of
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power or ventilation ducts, provided the system can accept the additional loads.
The need for a redundant system should be determined before the situation becomes critical.
This will preclude premature failure resulting from a lack of maintenance on a system that
cannot be shut down. Often the loss to the mission would be of much greater cost than the
redundant system. This need requires close coordination and communication with the customer.
5.5.7 Accept the Risk

It may be that further safety or environmental precautions are not possible or that the economic
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or operational cost of a failure is insignificant or substantially less than the cost of any effective
redesign or maintenance procedure. In the former case, the accepted risk should be identified
and quantified, and all parties concerned should be made aware of the risk and appropriate
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recovery procedures. In the latter situation, it does not make business sense to implement a PM
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or PGM task. This philosophy is known as ‘run-to-failure.’
5.5.8 RCM Program Components

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An RCM program includes reactive, preventive, predictive and proactive maintenance. Table
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below suggests the criteria to be used in determining RCM priorities.
No. Priority Description Application
1 Emergency Safety mission impact
2 Urgent Continuous operation of facility at risk
3 Priority Mission support/project deadlines
4 Routine Accomplish on “first come, first served” basis
5 Discretionary Desirable, but not essential
6 Deferred Needed but unable to accomplish until more resources

available
Table 5-1: Maintenance Priority Levels
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5.6 Reactive Maintenance (RM - Breakdown or Run-to-

Failure Maintenance)
Basic philosophy:
 Allow machinery to run to failure.
 Repair or replace damaged equipment when obvious problems occur
The most basic approach to maintenance is reactive, also known as run to failure. Here, the
asset is used until it fails. It is then repaired or replaced. This strategy is acceptable and may be
preferred for equipment with low costs and low consequences of failure. For example, if a light
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bulb burns out, the cost is low: a new bulb; and the consequence is low: diminished light. If the
cost or the consequences of failure are high, run to failure is generally unacceptable.
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Figure 5.1: Reactive Maintenance Chart

Adverse consequences of run to failure include:
 Compromised safety or environmental compliance
 Collateral damage where failure increases the cost of repair
 Loss of product quality
 Loss of process availability
 Reduced throughput
 Increased waste and rework cost
If equipment failure makes any of these consequences likely, run to failure is not recommended.
In a typical plant 50% of maintenance is reactive. In an ideal plant 10-25% of maintenance
would still be reactive or run to failure.
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Advantages:
 Low cost
 Less staff
This approach works well if equipment shutdowns do not affect production and if labor and
material costs do not matter
Disadvantages:
 Increased cost due to unplanned downtime of equipment
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 Increased labor cost, especially if overtime is needed
 Cost involved with repair or replacement of equipment

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Possible secondary equipment or process damage from equipment failure
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Inefficient use of staff resources
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5.7 Preventive Maintenance (PM - Time-Based Maintenance)
Basic philosophy:
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 Schedule maintenance activities at predetermined time intervals
 Repair or replace damaged equipment before obvious problems occur
PM consists of regularly scheduled inspection, adjustments, cleaning, lubrication, parts

replacement, calibration, and repair of components and equipment. It is performed without
regard to equipment condition. PM schedules periodic inspection and maintenance at
predefined intervals in an attempt to reduce equipment failures for susceptible equipment. As
equipment ages the frequency and number of checkpoints may need to be reevaluated using
the age exploration process. This process uses PT&I and other methods to extend the period
between PM tasks while maintaining equipment condition.
This process can result in substantial maintenance savings. These savings are dependent on
the PM intervals set, which can result in a significant decrease in inspection and routine
maintenance; however, it should also reduce the frequency and seriousness of unplanned
machine failures for components with defined, age-related wear patterns.
Traditional PM is keyed to failure rates and times between failures. It assumes that these
variables can be determined statistically, and therefore one can replace a part due for failure
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before it fails. PM assumes that the overhaul of machinery by disassembly and replacement of
worn parts restores the machine to like-new condition with no harmful side effects and that the
new components are less likely to fail than the old components of the same design.
Failure rate, or its reciprocal, mean-time-between-failures, is often used as a guide to

establishing the interval at which maintenance tasks should be performed. The major weakness
in the application is that failure rate data determines only the average failure rate. In reality,
failures are equally likely to occur at random times and with a frequency unrelated to the
average failure rate.
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For some items, failure is not related to age, and consequently, timed maintenance can often
result in unnecessary maintenance. PM can be costly and ineffective when it is the sole type of
maintenance practiced.
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Figure 5.2: Preventive Maintenance Chart
Preventive maintenance is time-based instead of condition-based. It often takes place before there
is a problem or after the damage has grown.
Advantages:
 Cost effective in many capital intensive processes
 Flexibility allows for the adjustment of maintenance periodicity
 Increased component life cycle
 Energy savings
 Reduced equipment or process failure
 Estimated 12% to 18% cost savings over reactive maintenance program

Disadvantages:
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 Catastrophic failures still likely to occur
 Labor intensive
 Includes performance of unneeded maintenance

 Potential for incidental damage to components in conducting unneeded maintenance
5.7.1 Preventive Maintenance Criteria

Preventive maintenance criteria reflect the age-reliability characteristics of the equipment based
upon the equipment history. They are not necessarily related to mission criticality. The selection
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process guides the determination of the type of task which, will be done, but is less helpful in
establishing task frequency or periodicity.
5.7.2 Preventive Maintenance Tasks

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Although numerous ways have been proposed for determining the correct periodicity of
preventive maintenance tasks, none are valid unless the in-service age-reliability characteristics
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of the system or equipment affected by the desired task are known. This information is not
normally available and must always be collected for new systems and equipment. PT&I
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techniques should be used as an aid in determining equipment condition vs. age.

Careful analysis of similar kinds of hardware in industry has shown that, overall, more than 90%
of the hardware analyzed showed no adverse age-reliability relationship. This does not mean
that individual parts do not wear; they do. It means that the ages at failure are distributed in such
a way that there is no value in imposing a preventive maintenance task. In fact, in a large
number of cases, imposing an arbitrary preventive task increases the average failure rate
through “infant mortality.”
The Mean Time between Failures (MTBF) is often used as the initial basis for determining PM
interval. This approach is incorrect in that it does not provide any information about the effect of
increasing age on reliability. It provides only the average age at which failure occurs, not the
most likely age. In many cases a Weibull distribution, as used by the bearing industry to specify
bearing life, will provide more accurate information on the distribution of failures. The best thing
that can be done if good information on the effect of age on reliability is not available, is to
monitor the equipment condition.
5.8 Predictive Maintenance (PDM - Condition-Based

Maintenance)
Basic philosophy:
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 Schedule maintenance activities when mechanical or operational conditions warrant

 Repair or replace damaged equipment before obvious problems occur
Predictive Maintenance (PDM) is typically a non-invasive task intended to identify a specific

condition of an asset. At the conclusion of a predictive task, the asset remains ‘good as old’.
Predictive maintenance improves on preventive maintenance by using actual equipment
performance to determine when maintenance should occur. With this strategy, periodic or
continuous monitoring detects the onset of wear or degradation, and the information is then
used to predict potential problems and the best time for maintenance. Predictive maintenance is
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typically used where failure cost is high.
Advantages of this approach are that it works very well if personnel have adequate knowledge,
skills, and time to perform the predictive maintenance work, and that it allows equipment repairs
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to be scheduled in an orderly fashion. It also provides some lead-time to purchase materials for
the necessary repairs, reducing the need for a high parts inventory.
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Figure 5.3: Predictive Maintenance Chart
Monitoring for predictive maintenance is available for rotating equipment, electrical equipment,
process equipment, transmitters and valves, and other equipment types.
Advantages:
 Increased component operational life/availability
 Allows for pre-emptive corrective actions
 Decrease in equipment or process downtime
 Decrease in costs for parts and labour
 Better product quality
 Improved worker and environmental safety
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 Improved worker moral
 Energy savings
 Estimated 8% to 12% cost savings over preventive maintenance program

Disadvantages:
 Increased investment in diagnostic equipment
 Increased investment in staff training
 Savings potential not readily seen by management
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5.8.1 Predictive Testing and Inspection (PT&I)
PT&I, also known as predictive maintenance or condition monitoring, uses primarily non-
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intrusive testing techniques, visual inspection, and performance data to assess machinery
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condition. It replaces arbitrarily timed maintenance tasks with maintenance that is scheduled
only when warranted by equipment condition.
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Continuing analysis of equipment condition-monitoring data allows for the planning and
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scheduling of maintenance or repairs in advance of catastrophic and functional failure. Collected

PT&I data is used for trend analysis, pattern recognition, data comparison, tests against limits
and ranges, correlation of multiple technologies and statistical process analysis to determine the
condition of the equipment and to identify the precursors of failure. PT&I does not lend itself to
all types of equipment or possible failure modes and therefore should not be the sole type of
maintenance practiced.
A variety of PT&I methods are used to assess the condition of systems and equipment. These
technologies include intrusive and nonintrusive methods as well as the use of process
parameters to determine overall equipment condition. The data acquired permits an assessment
of the system or equipment performance degradation from the as-designed condition. The most
common PT&I technologies, described in greater detail in this guide’s appendix, are the
following:
a) Vibration Analysis.
b) Lubricant and Wear Particle Analysis.
c) Thermal Imaging and Temperature Measurement.
d) Passive (Airborne) Ultrasonics.
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e) Electrical Testing and Motor Current Analysis.
f) Flow Measurement and Leak Detection.
g) Valve Operation.
h) Corrosion Monitoring.
i) Process Parameters.
j) Visual Observations.
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5.9 Proactive Maintenance
The next level of maintenance is called proactive maintenance. A Proactive Maintenance
program is the capstone of the RCM philosophy. Proactive maintenance improves maintenance
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through better design, installation, maintenance procedures, workmanship, and scheduling.
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Proactive maintenance is fundamentally different from the other approaches. Proactive
maintenance seeks to improve performance, in addition to maintaining asset availability. It uses
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monitoring and diagnostics to determine both equipment health and performance. Maintenance
is performed on healthy equipment if a performance improvement can save or make money.
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Rigorous use of proactive maintenance can make maintenance highly profitable. The eight most
commonly recognized proactive techniques to extend machinery life are the following:
 Specification for new/rebuilt equipment.
 Precision rebuild and installation.
 Failed-part analysis.
 Root-cause failure analysis.
 Reliability engineering.
 Rebuild certification/verification.
 Age exploration.
 Recurrence control.
The characteristics of proactive maintenance are the following:
 It uses feedback and communications to ensure that changes in design or procedures are
promptly made available to designers and managers.
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 It employs a life-cycle view of maintenance and supporting functions.
 It ensures that nothing affecting maintenance occurs in isolation.
 It employs a continuous process of improvement.
 It optimizes and tailors maintenance techniques and technologies to each application.
 It integrates functions that support maintenance into maintenance program planning.
 It uses root-cause failure analysis and predictive analysis to maximize maintenance

effectiveness.
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 It adopts an ultimate goal of fixing equipment forever.
 It periodically evaluates the technical content and performance interval of maintenance tasks
(PM and PT&I).
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5.10 The Right Mix
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A typical plant uses a combination of all four approaches. The approach used for a particular
piece of equipment is determined by the following factors:
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 Criticality of equipment/process
 Safety and environmental issues
 Cost/Profit
Plants in general over-depend on preventive maintenance, and under-utilize predictive and

proactive maintenance. The result is higher reactive maintenance and an increased overall cost.
Figure 5.4: Typical Maintenance Chart
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Typical maintenance practices have not changed in many years. The mix is heavily reactive.
Best-practices plants improve productivity and reduce costs by emphasizing a predictive
maintenance strategy. Despite the benefits of predictive maintenance, typical practices have not
changed in over 15 years. New tools and capabilities make best practices more achievable
today.
Data shows that 85% of maintenance is reactive (too late) or preventive (unnecessary).
Unnecessary maintenance wastes money and maintenance that is too late leads to failures.
Predictive maintenance is generally 10-15% of the maintenance activities in a typical plant.
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Ideally, Figure 5.4 should be close to 50%. Predictive maintenance is under-used because it is
perceived as too expensive. This is because the range of tools available is not understood, or
plant maintenance personnel are ‘too busy’ to implement predictive techniques.
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These perceptions are incorrect. Many field instruments, for example, have diagnostics built in.
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Predictive maintenance can be conducted on them at a minimal cost. In addition, advances in
technology are reducing the cost of monitoring required for predictive maintenance in equipment
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such as rotating equipment.
Finally, smarter diagnostic software is reducing the human analysis needed to diagnose
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equipment health in equipment such as valves and process equipment. These factors combine
to make predictive maintenance surprisingly cost effective.
Also refer to Appendix ‘D’ for planned / reactive maintenance audit flow diagram.
5.11 Routine (Scheduled) Maintenance

A routine (scheduled) programme shall be implemented over a period of time to improve the
utilisation of the assets, reduce down time due to failure and therefore corrective maintenance
costs. The approach to maintenance of assets should be based on the following philosophy:
 Retain the functionality of the assets in accordance with the performance requirements of
the Department,
 Minimize the impact on public health,
 Customer and environmental consequences of asset failure are avoided or minimized,
 Maintenance programs take account of all aspects of business effectiveness, risk, safety,
environmental integrity, energy efficiency, product quality asset life expectancy and
customer service,
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 Maintenance strategies are based on a proper understanding of the life performance of the
assets in their operating context, and maintenance tasks reflect both technical feasibility and
cost effectiveness,
 Condition based maintenance tasks will be preferred and will be based on the ‘lead time to
failure’, not availability or reliability,
 Ensure that protective devices are effectively maintained, thus limiting the probability of
multiple failures at acceptable levels,
 Ensure an appropriate balance between maintenance and capital solutions, ie. cost
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effectiveness, asset capability vs. current and future required demand,
Maintenance programmes based on the above principles will ensure that lowest whole life costs
will be achieved in delivering the required asset performance. Maintenance programmes may be
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controlled through CMMS that generates work orders on daily, weekly, etc. basis. This system
allows the control of corrective maintenance and stock management and produce reports.
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5.11.1 Definition of Scheduled Maintenance
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Schedule maintenance shall include, periodic, lubrication, inspection and testing, based on the
recommendations of the equipment manufacturer, it shall also take account of any specific legal
requirements relating to particular work equipment, eg. inspection and testing of lifting gear, etc.
A Scheduled Maintenance programme shall, as a minimum, consist of the following aspects:
 Routine Maintenance
 Routine Inspections
 Monthly Inspections
 Annual Inspections
5.11.2 Classification of Routine Maintenance Tasks

Routine maintenance tasks will be divided up on the basis of frequency and will bear the
effective operational date during the year. There will be routine daily, weekly, monthly, twice
monthly, and quarterly, six-monthly, and annual and two-year operations. Particular attention will
be paid in planning procedures to avoid an excessive concentration of programmed works on
the same day. The following are some typical examples of routine maintenance:
 Extensive manual programme
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 Chamber inspection and renovation programmes

 Chamber location, raising and lowering
 Construction of chambers, reservoirs and other structures
 Pressure main inspection and repair
 Pipeline excavation and repair
 Joint sealing programmes (patches, sleeves, etc.)
 Chemical grouting programmes

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Man-entry inspection programmes
 Routine maintenance for valves, probes, gate valves (lubrication, painting, electric wiring
inspection, etc.) and flowmeters

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Ordinary maintenance of control, indicator and measurement instrumentation
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
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Electrical and Mechanical test procedures
 Mandatory/statutory testing of equipment
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 Maintenance of traffic management equipment
 Maintenance of safety equipment; gas monitors, man-lifts, harnesses, etc.
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 Safe working methods, e.g. working in confined spaces; isolation, tests and restoration on
high voltage equipment; isolation, working and re-starting of rotating and electrical
equipment; winching; jetting/de-silting of reservoirs; major/minor pipe repairs, working in
public highways.
5.11.3 Cleaning of pipes, reservoirs, tanks

Cleaning services are defined as the removal from the networks, tanks, etc. obstructions,
deposits and debris. Cleaning services can be low or high velocity jetting, flushing and cutting.
5.11.4 Preventive/Reactive maintenance of assets; pumps, motors,

starters, chambers, valves, air conditioning units, buildings,
reservoirs and other civil structures, etc.
A well planned and executed preventive/reactive maintenance programme is absolutely
necessary in order for pumps, motors, starters, valves, air conditioning and civil structure to
operate efficiently. Attention to maintenance is particularly important in preventing the
accelerated corrosion and wear resulting from the severe conditions imposed by acidity,
gases and dampness.
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Establishment of and a firm commitment to a strong scheduled maintenance programme are

critical to reduce equipment downtime and extended equipment life.
5.11.5 Maintenance of pump sets, MCC’s, AC’s, etc.

A continuing preventive maintenance programme can maximize the performance, minimize life
cycle operating costs, and extend the life of assets such as pumps, MCC’s, AC’s, etc. by several
years. Keeping an accurate record of the performed maintenance will also help in the diagnosis
of failures when they do occur.
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5.11.6 Method Statements on Each Activity and Sub-Activity
All major activities carried out on site shall be preceded by the creation of a method statement.
Typical examples of method statements are detailed below:
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
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Safety/risk, assessments
 Isolations required
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 Work procedure
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 Permits required
 Emergency procedure
 Personnel required
 Tools required
The Department shall require that any organization undertaking to perform work on assets under
its jurisdiction shall submit appropriate method statements for implementing the proposed work.
5.11.7 Organization and Control of Scheduled Maintenance

Efficient maintenance schedules for any asset require that inspection precede
maintenance activities. There are many drivers of asset performance, and predicting asset
condition and therefore maintenance requirements is very unreliable.
By identifying key points that can provide representative statements on the asset condition,
planned maintenance activities can either proceed or be deferred. The programme cycles are
correspondingly adjusted to reflect the new information. If maintenance activities show the rate
of deterioration of the assets to be greater than predicted, the inspection cycle is shortened to
suit.
In some instances, inspections are required to simply provide ongoing monitoring of the rate of
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deterioration of assets, to enable planning of capital expenditure in major renovation

programmes. It is essential to schedule asset inspections to identify problems or issues, assess
rates of deterioration and to enable to calibrate planned maintenance activities. These
inspections will be scheduled through Computerised Maintenance Management System
(CMMS) and dispatched to the inspection team to action.
5.11.8 Inspection, Quality Control and Follow-Up

The inspection programme will be based on the best asset data available:
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 Existing documents and drawings
 Asset details
 Existing asset condition data

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 Asset historical data
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 Local knowledge of existing employees
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 Most appropriate asset evaluation methodology
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 Evaluation rate for the specific asset
During routine maintenance and inspection maintenance personnel will note the condition of
various assets and identify areas that need repair. Potential problems documented and repair
work prioritized, depending on the nature and severity of the problem:
 Immediate repair, e.g. pump station failure, sewer line rupture, sewer line blockage. These
repairs may be temporary until scheduled or capital improvements can be completed.
 Scheduled repair, e.g. lubricating pump motors, sealing cracks, flushing lines, repairing
chambers and reservoirs, etc.
 Capital improvements, e.g. rehabilitating pipelines/pumping mains, constructing or replacing

new pump stations, installing new lines, chambers and reservoirs, etc.
Quality controls will be done by maintenance personnel through inspecting installations to

check for any breakdowns, defects or other elements interfering with asset operations, in any
case these controls make it possible to notify any critical situation to the management for further
action.
The work of the O&M Contractors assigned to the asset maintenance/installations will be
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checked by these inspections as well as service quality in general, particularly related to the
following:
 Reliability of collected data
 Condition of works and equipment
 Compliance to instructions manual procedures
 Accuracy of measures taken
 Service management efficiency
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 Presence of abnormal conditions.
The Department shall ensure that all work comply with the requirements of the relevant
QC/QA standards, as a minimum. Internal audits shall be performed to verify that QC/QA
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procedures are adhered to and in compliance with.
A review and follow-up system will also address the problems and failures with assets, eg. why a
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failure occurred and to ensure that there is no repeat. Any failure discovered through the
exercises shall be managed through the QA corrective action system. Implementation of actions
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shall be followed up by means of continuous monitoring, planned reporting back on actions or

direct follow-up. The result of the follow-up shall be documented.
5.11.9 Maintenance and Inspection of Safety/Rescue Equipment

Condition of the safety and rescue equipment shall be monitored during routine site visits by
operations staff. When a safety/rescue item is issued from the stores it will be accompanied by
instructions for its use, storage and maintenance. Inspection and operational checks must be
carried out before and after every use.
 Seek advice from the manufacturer if in doubt or if any faults or defects are found with a unit
 Inspect for loose bolts, bent or damaged parts, signs of corrosion and fully legible labels and
instructions are present
 Examine the housing for wear, cuts, damage, distortion, fractures or other damage
 Gas detectors to be calibrated by qualified personnel, as required
 Operate the mechanism and confirm the device activates correctly
 Remove from service and return to authorised dealer for service
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 Document the inspection in the inspection log
5.12 Non-Scheduled (Non-Routine) Maintenance

Non-scheduled maintenance is a result of a defect developing and/or being identified
between scheduled maintenance. Non-scheduled maintenance will:
 Provide immediate attention to the problem
 Stabilise the situation and either
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 Provide temporary repair or
 Provide full correction of the defect
5.12.1 Definition of Non-Scheduled Maintenance

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Non-scheduled maintenance activities are defined as any activity, which is required to sustain
the proper and continued operation of any system, but are not at the time included in the
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Computerized Maintenance Management System (CMMS).
5.12.2 Classification of Non-Scheduled Maintenance Tasks

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The Contractor shall, in agreement with and approval of the Department identify and classify all
non-scheduled maintenance activities and where applicable include them in the Computerized
Maintenance Management System (CMMS). Non-scheduled maintenance tasks can be divided
up on the basis of priority.
5.12.3 Identifying the Need for Non-Scheduled Maintenance

During routine maintenance and inspection, crews may identify potential problems. These
should be documented and reported to the management for prioritization and coordination of
repair work. There are three general priorities that may be used:
 Immediate Repair: urgent problem that may cause an immediate overflow, e.g. pumping
station failures, power outage, etc.
 Scheduled Repair: problems that do not require immediate action, eg. sealing cracks,
repairing chambers, lubricating pump motors and flushing lines
 Capital Improvement: for large projects or replacement project, e.g. Rehabilitating of

pipelines, constructing or replacing new pump station.
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5.12.4 Management of Non-Scheduled Maintenance

Non-scheduled (reactive) maintenance is geared to assessing and resolving system component
breakdowns as quickly and as efficiently as possible. Examples of such problems are as follows:
 TSE overflow
 Bursts in pumping mains
 Leak detection and bursts on irrigation mains.
Procedures should be put in place so that staff can react to failure of major items or have
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clear ideas on contingency actions. Priorities can be made as follows:
 Quick assessment of problem – can it be resolved?
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Safeguard process – educe any impact on environment and community
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 Detailed inspection – formulate plan of action
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 Mobilise resources – personnel and materials
 Fix problem
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 Report on problem and ways to prevent recurrence in future.
5.12.5 Control of Costs and Quality

The Department shall have in place management and accounting systems that would allow it to
set budgets for the works and manage the costs and measuring actual performance against
budget for the cost categories such as labour, spares, consumables, fuel, recruitment costs,
capital items, chlorine, repairs, etc.
5.12.6 Inspection and Follow-Up

Maintenance personnel shall inspect installations to check for any breakdowns, defects or other
elements interfering with asset operations, in any case these controls make it possible to notify
any critical situation to the management for further action.
The follow-up system shall address the problems and failures with assets, eg why a failure
occurred and to ensure that there is no repeat. Any failure discovered through the exercises
shall be managed through the QA corrective action system. Implementation of actions shall be
followed up by means of continuous monitoring, planned reporting back on actions or direct
follow-up. The result of the follow-up shall be documented.
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5.13 Maintenance Tasks Frequency

5.13.1 Maintenance of Pumps
The importance of pumps to the daily operation of buildings and processes necessitates a
proactive maintenance program. Most pump maintenance activities center on checking packing
and mechanical seals for leakage, performing preventive/predictive maintenance activities on
bearings, assuring proper alignment, and validating proper motor condition and function. The
following are the diagnostic tools used for pump condition analysis:

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Ultrasonic Analyzer: Fluid pumping systems emit very distinct sound patterns around
bearings and impellers. In most cases, these sounds are not audible to the unaided ear, or
are drown-out by other equipment noises. Using an ultrasonic detector, the analyst is able to
isolate the frequency of sound being emitted by the bearing or impeller. Changes in these
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ultrasonic wave emissions are indicative of changes in equipment condition-some of these
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changes can be a precursor to component degradation and failure.
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 Vibration Analyzer: Within a fluid pump, there are many moving parts; some in rotational
motion and some in linear motion. In either case, these parts generate a distinct pattern and
Q
level of vibration. Using a vibration analyser and signature analysis software, the analyst can
discern the vibration amplitude of the point on the equipment being monitored. This
amplitude is then compared with trended readings. Changes in these readings are indicative
of changes in equipment condition.
a) Pumps Checklist
Maintenance Frequency
Description Comments
Daily Weekly Monthly Annually
Prior to commencing maintenance, test run

check for correct operation and excessive
Pump noise, heat and vibration.
X
Use/sequencing Confirm operation of all emergency stops
& trips
Turn off/sequence unnecessary pumps
Complete overall visual inspection to be

Overall Visual
sure all equipment is operating and safety X
Inspection
systems are in place
PAGE 112

Check Ensure that all bearings are lubricated per

X
Lubrication the manufacturer’s recommendation
Check packing for wear & repack as

Check Packing necessary. Consider replacing packing X
with mechanical seals
Motor/Pump Aligning the pump/motor coupling allows

X
Alignment for efficient torque transfer to the pump
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Check Check & secure all pump mountings
Mountings
Inspection bearings and drive belt for wear.

Check Bearings X
C -
Adjust, repair or replace as necessary
y
C
Checking the condition of the motor
Motor Condition through temperature or vibration analysis X
C
assures long life
Table 5-2: Pumps Maintenance Frequency Checklist (Typical)

Q
5.13.2 Maintenance of Motors

Preventative and predictive maintenance programs for motors are effective practices in
manufacturing plants. These maintenance procedures involve a sequence of steps plant
personnel use to pro-long motor life or foresee a motor failure. The technicians use a series of
diagnostics such as motor temperature and motor vibration as key pieces of information in
learning about the motors. One way a technician can use these diagnostics is to compare the
vibration signature found in the motor with the failure mode to determine the cause of the failure.
Often failures occur well before the expected design life span of the motor and studies have
shown that mechanical failures are the prime cause of premature electrical failures. Preventative
maintenance takes steps to improve motor performance and to extend its life. Common
preventative tasks include routine lubrication, allowing adequate ventilation, and ensuring the
motor is not undergoing any type of unbalanced voltage situation.
The goal of predictive maintenance programs is to reduce maintenance costs by detecting

problems early, which allows for better maintenance planning and less unexpected failures.
Predictive maintenance programs for motors observe the temperatures, vibrations, and other
data to determine a time for an overhaul or replacement of the motor.
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Consult each motor’s instructions for maintenance guidelines. Motors are not all the same. Be
careful not to think that what is good for one is good for all. For example, some motors require a
periodic greasing of the bearings and some do not
5.13.3 General Requirements for Safe and Efficiency Motor

Operation
1. Motors, properly selected and installed, are capable of operating for many years with a
reasonably small amount of maintenance.
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2. Before servicing a motor and motor-operated equipment, disconnect the power supply from
motors and accessories. Use safe working practices during servicing of the equipment.
3. Clean motor surfaces and ventilation openings periodically, preferably with a vacuum
C -
cleaner. Heavy accumulations of dust and lint will result in overheating and premature motor
y
failure.
C
4. Facility managers should inventory all motors in their facilities, beginning with the largest and
C
those with the longest run-times. This inventory enables facility managers to make informed
choices about replacement either before or after motor failure. Field testing motors prior to
Q
failure enables the facility manager to properly size replacements to match the actual driven
load. The software mentioned below can help with this inventory.
5.13.4 Diagnostic Tools

 Thermography: An infrared thermometer or camera allows for an accurate, non-contact
assessment of temperature. Applications for motors include bearing and electrical contact
assessments on motor systems and motor control centers.
 Ultrasonic Analyzer: Electric motor systems emit very distinct sound patterns around
bearings. In most cases, these sounds are not audible to the unaided ear or are drown-out
by other equipment noises. Using an ultrasonic detector, the analyst is able to isolate the
frequency of sound being emitted by the bearing. Changes in these ultrasonic wave
emissions are indicative of changes in equipment condition-some of these changes can be a
precursor to component degradation and failure.
 Vibration Analyzer: The rotational motion within electric motors generates distinct patterns
and levels of vibration. Using a vibration analyzer and signature analysis software, the
analyst can discern the vibration amplitude of the point on the motor being monitored. This
amplitude is then compared with trended readings. Changes in these readings are indicative
PAGE 114

of changes in equipment condition.
 Other Motor Analysis: Motor faults or conditions including winding short-circuits, open coils,
improper torque settings, as well as many mechanical problems can be diagnosed using a
variety of motor analysis techniques. These techniques are usually very specialized to
specific motor types and expected faults.
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5.13.5 Electric Motors Checklist
Maintenance Frequency
Description Comments
C - Daily Weekly Monthly Annually
y
C
Prior to commencing maintenance, test
run check for correct operation and
C
Motor excessive noise, heat and vibration.
X
Use/sequencing Confirm operation of all emergency stops
Q
& trips
Turn off/sequence unnecessary motors
Complete overall visual inspection to be

Overall Visual
sure all equipment is operating and safety X
Inspection
systems are in place
Check the condition of the motor through

Motor Condition temperature or vibration analysis and X
compare to baseline values
Ensure that all bearings are lubricated per

Check Lubrication X
the manufacturer’s recommendation
Check packing for wear and repack as

Check Packing necessary. Consider replacing packing X
with mechanical seals
Aligning the motor coupling allows for

Motor Alignment X
efficient torque transfer to the pump
Check Mountings Check & secure all motor mountings X
PAGE 115

Check Terminal Tighten connection terminals as

X
Tightness necessary
Remove dust and dirt from motor to

Cleaning X
facilitate cooling
Inspect bearings and drive belt for wear.

Check Bearings X
Adjust, repair or replace as necessary
Checking the condition of the motor life

Motor Condition X
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through temperature or vibration analysis
assures long life
Check for Unbalanced power can shorten the motor

Balanced 3 life through excessive heat build up X
C -
y
Phase Power
C
Check for Over- Over or under voltage situations can
C
Voltage or Under- shorten the motor life through excessive
X
Voltage heat build-up.
Q
conditions
Table 5-3: Electric Motors Maintenance Frequency Checklist (Typical)
5.13.6 Maintenance of Automatic or Manual Irrigation System

i. Materials of Irrigation Networks
The contractor should comply with the technical specification issued by the Department when
performing maintenance of the irrigation network materials comprised of replacement of dripping
pipelines (Polyethylene hoses) damaged, cracked or unserviceable, upon occurrence for such
defects, if such replaced materials be removed and evacuated outside the site. Upon performing
such replacement, the Contractor should adjust the distance between the droppers beneath
each tree in order to secure flow of water to the roots at such depth and far from the tree trunk.
In view of the importance of such works, changes and adjustments should only be made
according to the specifications prepared by the Department/CMT and no deviation shall be
allowed except after obtaining the necessary approval from the Department / Engineer. Further
all main lines and branches therefore of should be cleaned by way of opening the valves in
order to remove sands and insure flow of water in such lines.
ii. Maintenance of Valves
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Valves should be maintained in periodical intervals for the purpose of removal of sands,
replacement of handles and other parts, or replace same when necessary but of the approved
types as approved and recommend by the Department, or same quality as originally installed in
the site upon hand over of site.
iii. Servicing of Valves
Seating of valves which are subject to operations several times is likely to become leaky or pass
the flow downstream even after closing tight. Periodical servicing will be required for valves,
expansion joints, flow meters and pressure gauges. Corrosion of valves is the main problem in
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some areas and can cause failure of bonnet and gland bolts. Leaks from spindle rods occur and
bonnet separates from the body. Stainless steel bolts can be used for replacement and the
valve can be wrapped in polyethylene wrap to prevent corrosion.
C -
iv. Manufacturers’ Catalogues
y
C
The manufacturer’s catalogues may be referred and comprehensive servicing procedures
should be prepared for the periodical servicing. These procedures shall contain manufacturer’s
C
name, address telephone number etc. and also the technical information furnished by the
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manufacturers of the equipment used in the transmission system such as sluice valves, BF
valves, air valves, pressure gauges, flow meters, etc. The test certificates, inspection reports
and warranty certificates of these equipment shall also be kept along with the manual.
v. Maintenance of Chambers for Appurtenances
Valve chambers shall be checked to ensure that they are not damaged, nor filled up with earth
or buried in pavement. Cover of valve chambers are stolen or broken up by vandalism or
accidentally leading to damage to the valve itself or will lead to accidental fall into the open valve
chamber; such situations have to be corrected on priority. Road improvement works require
constant attention of water utility staff since the valves may be lost or at times the valve
chambers in the roads have to be reconstructed to match the renewed road surface.
Valve chambers on cross country pipelines are likely to be tampered to collect water and are
likely to be affected by floods and agricultural and industrial activities. Leakages at such places
will affect the water quality by cross connections and hence these leaks require to be attended
on priority.
5.13.7 Maintenance of Pipelines

i. Main Breaks
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Pipeline bursts/main breaks can occur at any time and the utility shall have a plan for attending
to such events. This plan must be written down, disseminated to all concerned and the agency
must always be in readiness to implement the plan immediately after the pipe break is reported.
After a pipe break is located, determine which valve is to be closed to isolate the section where
the break has occurred. Some important consumers may be on the transmission system and
having an industrial process dependent on water supply which cannot be shut down as fast as
the water supply lines are cut off and should be notified about the break.
These consumers have to be informed about the probable interruption in water supply and also
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the estimated time of resumption of water supply. After the closure of the valve the
dewatering/mud pumps are used to drain the pipe break points. The sides of trenches have to
be properly protected before the workers enter the pit.
C -
y
C
The damaged pipe is removed, and the accumulated silt is removed from inside the pipe and the
damaged pipe is replaced and the line is flushed before bringing into use. A report shall be
C
prepared following every pipe break about the cause of such break, the resources required for
rectification and the time and cost required for repairing etc. so that the Operator/Contractor can
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follow up with measures for avoiding such breaks and also modify their plan to address such
breaks in future.
ii. Leakage Control
Leakage of recycled water in the transmission system occurs by way of leakage from pipes,
joints and fittings, reservoirs and overflows of reservoirs. The objective of leakage control
programme is to reduce to a minimum the time that elapses between the occurrence of a leak
and its repair. The volume of water lost through each leak should be reduced by taking whatever
action is technically and economically feasible to ensure that the leak is repaired as quickly as
possible. To achieve this, the Operator/Contractor shall prescribe procedures for identifying,
reporting, repairing and accounting for all visible leaks.
5.13.8 Maintenance Procedures for Reservoirs

The maintenance procedures shall contain step by step procedure to cover every piece of
equipment used in reservoirs such as valves and flow meters preferably following the
procedures indicated in the manufacturers’ catalogues.
i. Valves
 All valves should be inspected and operated regularly.
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 The manager shall specify frequency of inspection.
 A small amount of penetrating oil is poured down the spindle to lubricate packing gland and
soften the packing.
 Valve spindles that develop leaks on turning should be repacked.
 Rust and sediment in the valve is removed by shutting the disc hard in the seat, then
opening about a quarter way and closing tightly several times; the increased velocity usually
flushes the obstructions away.
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 Valve chambers of the reservoir also require maintenance to ensure that the interiors of
chambers are not silted up and also ensure that the covers are in good condition and are in
position.
C -
ii. Cleaning of Reservoir
y
C
Routine inspection is the best way to determine when a tank/reservoir requires maintenance and
cleaning. A visual inspection can be made from the roof manhole with water level lowered to
C
about half full or less. Alternatively a detailed inspection can be made after draining the tank and
then cleaning or washing. Best time of the year to take up cleaning of reservoirs is during the
Q
period of lowest water consumption. The following activities are normally involved in cleaning of
a tank/reservoir:
 Make alternate arrangement for irrigation water supply to areas served by the reservoir.
 Close the inlet line before commencing cleaning of reservoir.
 Draw the water from the reservoir till 200-300 mm water is left in the reservoir.
 Close the outlet valve so that no water will be used while the tank is being cleaned.
 Collect sample of water and silt/mud accumulated in the tank and get the biological analysis
and for presence of snails and worms. If snails and worms are found find the source and
eliminate it.
 Drain and dispose of the remaining water and silt.
 Wash the interior of tank walls and floor with water hose and brushes.
 Inspect the interior of walls and ceiling of tank for signs of peeling off or deterioration.
 If necessary apply disinfectant (supernatant of bleaching powder) to the walls and floor
before start of filling the tank/reservoir.
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 Frequency of cleaning of reservoir depends on the extent of silting, development of bio films
and results from water quality monitoring.
iii. Maintenance Records
Maintain record on each of the following maintenance/repair works along with the cost of
materials and labour.
 When the gland ropes of the valves at the reservoir were changed.
 When the spares of the valves were changed.
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 When the manhole covers were changed/replaced.
 When the water level indicator was repaired or replaced.
 When the reservoir was last cleaned.
 C -
y
When the out-fall drain for scour and overflow was last cleaned.
C
 When the ladder was changed.
C
 When the structure of the reservoir was last repaired to attend to structural defects or arrest
leakage.
Q
 When the reservoir was last painted.

 When the piping at the reservoir was last painted.
 Total cost of repairs and replacements at the reservoir in previous year along with break-up
of material cost and labour cost with amount spent on outside agencies for repairs and
replacements.
iv. Checks to be Carried Out at Reservoirs
A programme has to be prepared for each reservoir which shall contain procedures for routine
tasks, checks and inspections at intervals viz. daily, weekly, quarterly semi-annually or annually.
This plan shall fix responsibility, timing for action, ways and means of completing the action as to
when and who should take the action and mention the need to take these actions. Simple
checklists for use by the managerial staff can be prepared to ensure that the O&M staff has
completed the tasks assigned to them.
Frequency of
No. Checks Required/Undertaken Status
Reporting
1 Proper closure of washout valves, any abrupt stoppage during operation
2 Proper closure of inlet valves, any abrupt stoppage during operation
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3 Proper closure of outlet valves, any abrupt stoppage during operation
4 Proper closure of by-pass valves, any abrupt stoppage during operation
5 Do any valves pass water even after closure?
6 Leaks through valves, glands, nuts & bolts
7 Leaks through pipes and joints at reservoir
8 Status of VC’s and their covers
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9 Status of ventilators, fly proof mesh intact or is to be replaced
10 Status of manhole covers, are they corroded?
11 Functioning of water level indicators
C -
y
12
C
Functioning of flowmeters
13 Status of ladders and railings, are they corroded?

C
14 Possibility of reservoir irrigation water getting polluted
Q
15 Check for signs of corrosion of interior of roof
16 Check for the need for cleaning and disinfecting the reservoir
17 Check for structural damages
18 Check for leakage the structure of the reservoir
19 Status of interconnecting pipework, is it corroded?
20 Status of lighting arrestor
21 Status of outfall drains and overflows at the reservoir
22 Check for need for painting
23 Check for availability of drawings and designs of the reservoir
Table 5-4: Reservoirs Maintenance Checklist (Typical)
5.13.9 Checks to be Carried Out in Distribution System

A programme has to be prepared for each zone/catchment of the distribution system which shall
contain procedures for routine tasks, checks and inspections at intervals viz. daily, weekly,
quarterly, semi-annually or annually. This plan shall fix responsibility, timing for action, ways and
means of completing the action as to when and who should take the action and mention the
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need to take these actions. Simple checklists for use by the managerial staff can be prepared to
ensure that the O&M staff has completed the tasks assigned to them.
Frequency of
No. Checks Required/Undertaken Status
Reporting
Check whether the operation of valves is smooth without any abrupt
1
stoppage during closure
Check whether the operation of a valve results in complete stoppage of
2
flow or if any flow passes the valve (passing valve)
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3 Check for status of scouring and then proper closure of washout valves
4 Check for leaks through pipes
5 Check for leaks through valve at gland, bolts or any other place
6
C -
Check for leaks at the appurtenances
y
7
C
Check for any signs of corrosion of pipeline
8 Check for the status of VC covers, are they corroded
C
9 Check for availability of spares for valves, pipes and jointing materials
10 Status of outfall drain for scour and overflow
Q
11 Assess the need for painting the pipework

12 Status of distribution system
13 No. of connections given
14 No. of meters out of order
15 Review of pressures
16 Review of flows
17 Study inflows and outflows
18 Unauthorised connections, if any
19 Need for any interconnections
20 Availability of updated system map
Table 5-5: Typical Distribution System Maintenance Checklist
5.14 Operational Maintenance

Operational Maintenance shall be provided for all assets and shall include, but not be limited to,
the following activities:
5.14.1 M&E (Non-Infrastructure Assets)

 Inspect, monitor and cleanse all M&E Assets
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 Replacement of normally consumable (wearable, short-lived) items such as lubricants, seals,

packings, bearings, bushes, shaft sleeves, wear-rings, O-rings, gaskets, filters and belts;
record the usage of all consumables.
 Align and readjust equipment mounts or couplings.
 Repair/replace breaker operating mechanisms. Clean and re-lubricate operating

mechanisms.
 Repair / replace eroded / contaminated / damaged / loose contacts.
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 Replacement of relays, fuses, bulbs, holders, terminal blocks, lights, lamps and contactors.
 General cleaning and debris/dust removal from motors, switchgear, transformers, and other
such electrical equipment and conductor contact surfaces.
 C -
Regular tightening of fasteners on electrical equipment to appropriate torque values.
y
C
 Regular measurement of insulation resistance, breaker trip times, check current settings and
C
protective, calibrate relays.
 Routine earth resistance monitoring, power quality and harmonics monitoring.

Q
 Repair of pipeline joints, valve, coupling and tee leaks.
 Maintain and service air conditioning equipment.
 Preventative maintenance activities designed to maximise asset life.
 Rust patch touch up using Department approved epoxy paint.
5.14.2 Civil (Non-Infrastructure Assets)

 Undertake buildings and ground maintenance. Cleansing, painting, pest and insect control.
 Undertake local excavation to attend to minor leaks or minor structural repairs.
 Inspect, monitor and cleanse all civil assets.
 Undertake minor repairs to joint seals, concrete cracks.
 Concrete minor repairs.
5.14.3 ICA
 General cleaning and debris/dust removal.
 Routine instrument calibration. Maintain calibration record sheets.
PAGE 123

 Verify instruments display on transmitter, MCC display unit and SCADA system.
 Provision of consumables: including RTU back up batteries, printer ink cartridges, RAM back
up batteries for PLC’s and RTU’s if applicable, fuses wherever required, printer paper.
 General SCADA system integrity checks including data logging errors, regular system back-
up.
 Update virus protection software, defragment hard disk drives.
 Preventative maintenance activities designed to maximize asset life.
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5.14.4 Infrastructure
 Reset and adjust manhole/chamber covers and frames.
 C -
Minor cover level adjustment not requiring structural modification
y
C
 Minor repairs to GRP lining
C
 Undertake flushing, scrubbing, scouring, cleansing of infrastructure assets
 Undertake leakage control and repairs of joints, valves, couplings for any Infrastructure
Q
Asset that do not require excavation works to access pipelines.
 Undertake minor repairs to joint seals
 Cleaning of chambers
 Minor non-structural repair to concrete within chambers.
 All Operational Maintenance activities shall be recorded on the Department CMMS.
5.15 Capital Maintenance

Capital Maintenance shall include but shall not be limited to the following activities:
5.15.1 M&E (Non-Infrastructure Assets)

 Refurbishment or replacement of pumps, macerators, mixers, motors and screens
 Replacement of major parts such as impellers, casing, shaft, sub- assemblies, pipes, fitting,
valves, cabling, etc.
 Rewinding of motors
 Refurbishment or replacement of meters
PAGE 124

 Undertake overhauls requiring total dismantling, and/or machining
 Renewal or replacement of ACB, soft starters, VFD, change-over switches, isolation

switches transformers
 Full sand blast and re-paint using Department approved epoxy paint
5.15.2 Civil (Non-Infrastructure Assets)

 Undertake structural repairs & periodic protection-coating
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 Undertake health & safety improvements
 Undertake security improvements to meet Department standards
 Undertake replacement of gates, fences, road surfaces

C -
y
5.15.3 ICA
C

C
Renewal or replacement of PLCs, RTUs, Servers, Workstations, Printers, modems
 Renewal or replacement of instrumentation

Q
 Infrastructure
 Replace damaged or missing manhole cover and frame
 Cover level adjustment requiring structural modification
 Undertake leakage control and repairs of joints, valves, couplings requiring excavation and
 Reinstatement to facilitate repair.
 Replacement or relining of pipe work sections
 Undertake repairs to collapsed sewers
 Major GRP lining applications
 Major repair or replacement
 Replacement of force mains pipe work
 Replacement or structural repair of inspection, collection, manhole, valve concrete chambers
5.16 Maintenance Work Method Statements

The maintenance work method statements must describe the methods that the O&M Contractor
proposes to use for all parts of the Irrigation System, including details of the methodology to be
PAGE 125

used by any proposed specialist subcontractors. Detailed work method statements must, but not
limited to, include:
 Electrical, mechanical, protection, instrumentation and SCADA components of the assets,
 Mechanical test procedures - consider pipeline pressure tests, pump parameter checks,
extended running vibration and temperature tests, test equipment, different type of valves,
 Electrical test procedures - consider electrical insulation tests, HV pressure tests, Protection
Relay testing, Earthing tests, test equipment,
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 Irrigation test procedures,
 Testing and calibration procedures for process instrumentation relevant to irrigation networks
and pump stations,
 C -
Structure testing and maintenance,
y
C
 Flowmeter management,
C
 Chambers (VC’s, PRV’s, instrumentation, WO’s, O/F’s, etc.),
 Concrete rehabilitation,
Q
 Callout procedure - to consider response, evaluation levels, communication system,

coordination, reporting, emergency response plans,
 O&M SCADA building management system usage and maintenance,
 Overhauls - pumps and diesel generators,
 Condition monitoring - all rotating equipments,
 Pipe repair,
 Reservoir cleaning,
 Waste disposal,
 Water quality testing.
5.17 Maintenance Priority Criteria / Levels

Any prioritisation of maintenance work orders is based on risk and the decision associated with
it. The scheduling of work orders means that a small failure can lead to secondary issues in the
system and hence a priority needs to be placed appropriately. In order to prevent large
scheduling errors decisions can be made on a risk basis using the CMMS system.
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Work Priority = Job Priority + Asset Priority
Typical impact of work order delay can include:
 Certain to have negative consequences if not completed by date,
 Almost certain to have negative consequences if not completed by date,
 Possible to have negative consequences if not completed by date,
 Rare to have negative consequences if not completed by date,
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 Very rare to have negative consequences if not completed by date.
Subsequently planned maintenance using the above criteria can be expressed in a ranking style
technique to fully appreciate the consequence of not completing the planned activity. Prioritising
C -
y
C
maintenance using risk based procedures highlights the great importance of completing
scheduled work. The completion of maintenance to a timescale is there to reduce the likelihood
C
of breakdown.
5.18 Procurement of Spare Parts

Q
The Contractor shall set up a computerized spare parts inventory system, maintain and control
his own stores facility. Purchasing and stock control play an important part in effective project
management and coordination. All efforts are wasted if necessary supplies are unavailable.
Therefore, good logistics management of stores spares and procurement requires a holistic
approach.
The most efficient approach requires analysis of the supply chain to ensure ‘value added’ is
maximized at each step. It is not necessary to hold large numbers of spares, however, it is
important to decide what spares are required. Value is through skilled personnel applying sound
maintenance practices to ensure existing equipment function correctly.
The following list will help to identify which spare parts are already held and which extra items
may need to be ordered and kept available in the store:
 Routine consumables
 Specialist items
 Spare parts for routine equipment needing regular and frequent maintenance
Needs should be discussed with O&M staff members who know exactly what is required and
PAGE 127

clear explanations given regarding what they hope to achieve through good stock control
practice. When supply needs are decided the information can be collated and a stock control
policy devised.
5.18.1 Targets and Objectives

Better access to communication and accurate information leads to improvements in
maintenance planning, equipment scheduling and reduced inventory costs.
 Increase readiness; O&M Contractors access fault
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 Improve safety and compliance; automated forms and checklists
 Improve asset utilisation; time, materials and spare part usage is collected at point-of-work
and automatically updated on back-end systems. This eliminates rework, allows for more
C -
efficient spare parts scheduling, and enables management to track and allocate resources
y
more effectively.
C

C
Reduce inventory costs; as parts are issued out to work sites, real-time updates to inventory
allow for accurate replenishment and turn around, minimizing costly on- hand inventory.
Q
5.18.2 Spare Parts Availability

The O&M Contractor is fully responsible in ensuring sufficient quantities of spare parts for
maintaining an effective service. Orders for replacement stock need to be placed well in
advance of the minimum stock level being reached. It needs to be taken into consideration
whether an item is a local or overseas purchase. Forward planning is important. The Contractor
shall report available/consumed spares through regular reporting.
5.18.3 Storage Facilities

Storage conditions are a vitally important consideration in hot humid climates. As such, air
conditioning may be necessary. Storage areas are to be designated to prevent damage or
deterioration of spare parts and equipment, in accordance with the manufacturers’ storage
instructions.
O&M Contractor’s personnel are to make sure that spare parts and equipment are
labeled/marked in such a manner so as to enable easy identification and location.
Frequently used parts are best kept in a central place within the stores where staff who are
familiar with them and understand their functions can quickly access them and order as stock
levels demand. Specialist equipment and expensive materials should be stored in a designated
area.
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Displayed lists and colour-coding of shelves will provide easier access. Maintain the relevant
documentation for identification and location of spare parts prior to use or delivery.
5.18.4 Inventory Control and Stock Management Procedures
An appropriate Computerised Maintenance Management System (CMMS) package, approved

by the Department, with links to accounting and management information system, shall be used
for keeping records, tracking and accessing of spares available/consumed in an easy and timely
manner.
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Spare parts received should be checked and catalogued against the supplier/manufacturer part
number. If no number is apparent, a part number shall be allocated and attached to the
component(s) packaging. Data against each component shall then be recorded into a:
C -
y

C
Computer and linked to accounting and Management Information System (MIS). Data can
be entered more accurately and in a timely manner and is easily accessible.
C
 Show a running balance of the quantity of the specific item
Q
 Should be checked each month by someone in authority to ensure accuracy and also to
enable monitoring of the general usage in each Department.
Noting the monthly usage is useful when considering the annual budget and requirements for
the year ahead. An end-of-year stocktaking exercise is required for correct auditing procedures.
5.19 Consumables and Spare Parts

Adequate stock of gland packing, belts, gaskets, lubricating oil, greases, transformer oil,
insulation tape, sealing compound, emery paste etc. shall be maintained. The consumables and
lubricants shall be of proper quality and grade. Quantity shall be decided depending on
consumption and period required to procure and replenish the stock.
Adequate stock of spare parts should be maintained to avoid downtime due to non-availability of
spares. Generally spares required for one-two years maintenance as per list below shall be kept
in stock. The list should not be considered as full-fledged and comprehensive and should be
updated and revised in light of manufacturers’ recommendations and previous history of repairs
undertaken.
 The Contractor shall be responsible for supply of all spares and consumables used in the
provision of the services.
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 Obtain lubricants from a reputable manufacturer/supplier approved by the CMT/Engineer.

 Use the appropriate grade or type of lubricants recommended by the equipment
manufacturer.
 Store lubricants as recommended by the manufacturer bearing the name and the grade or
type of the lubricant.
 Lubricants that have become contaminated by dust, sand, grit, water or in any other way
shall not be used in the Works.
 All materials and spare parts used shall be approved by the Department and shall generally
be as specified by the manufacturer of the plant on which they are to be used, provided they
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comply with the specification and environmental conditions.
The pumping installation should be equipped with all necessary tools, testing instruments and
special tools required for repairs and testing. Their quantity and special tools depend on size
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and importance of installation. Generally following tools and testing instruments shall be
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provided:
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5.19.1 Tools
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 Double ended spanner set and ring spanner set.
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 Box spanner set

 Hammers (of various sizes and functions)
 Screw driver set
 Chisel
 Nose plier, cutting plier
 Flies of various sizes and smooth/rough surfaces
 Adjustable spanner
 Pipe wrenches
 Bearing puller
 Torque wrench
 Clamps for column pipes, tube and line shaft.
 Specials tools such as grinder, blower, drilling machine.
 Tap and die set.
 Bench vice
 Special tools for breakers
 Crimpling tool
 Heating stove for heating sleeves.
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5.19.2 Test instruments

 Insulation tester
 Tongue tester
 AVO meter
 Test lamp
 Earth resistance tester
 Wattmeter, CT and PT
 Dial gauge
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 Tachometer
5.19.3 Types of Spares
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The O&M Contractor shall also classify all spare parts and equipment into one of the following
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categories:
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 Bin stock items – free issue (materials that have little individual value with high volume
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usage, ie. small bolts, nuts, washers etc. These items can be stored in a two bin system in a
non- controlled area)
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 Bin stock – controlled issue (Similar to free issue items, except their access is limited. The
stores clerk will issue the items but not require a service order)
 Critical spares – (Items that do not have much usage but still need to immediately available).
These items are controlled and must be issued by service order.
 Re-buildable spares (includes items like pumps, motors, gear cases or other items that the
repair cost (material and labor) is less that the cost to rebuild or replace. These items are
controlled and must be issued by service order.
 Consumables (Items that are taken form the stores and used up or thrown away after a
given time period (oils, grease, chemicals, lab supplies, etc.). These items are controlled and
must be issued by service order.
 Tools and Equipment (items that are issued like inventory items with the difference that the
tools are returned to the stores after a service order is completed.
5.20 Maintenance Programs and Records

The O&M Contractor shall manage his activities on a Computerized Maintenance Management
System (CMMS) and shall fully co-operate with the Department in the implementation of the
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CMMS and shall assist in the migration of the management of his activities and
providing/updating/maintaining all asset records. The CMMS will have facilities, but not limited
to, for:
 Work order management.
 Preventive maintenance management.
 Asset data (physical, operational, performance, maintenance and repair).
 Business analysis and reporting
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The O&M Contractor shall co-operate in the collection and input of all required data so that
CMMS is capable of functioning fully and useful KPI and management reports can be produced.
The CMMS shall have an open communications protocol so that information to date can be
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migrated to CMMS approved software as it develops and shall include, or be capable of all of
the following:
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i. Equipment Information Record (EIR) for every mechanical equipment item. Each EIR shall
document the following information:
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 Type of equipment
 Equipment tag number
 Manufacturer’s name
 Manufacturer’s phone number
 Local manufacturer’s representative’s name and representative’s phone number
 Spare parts list with manufacturer identification number
 Inventory of equipment spare parts
 Name plate data
ii. Scheduling work both planned (regular O&M) tasks and unplanned (repair/emergency)
tasks.
iii. Tracking scheduled maintenance and automatically issuing reports of overdue or missed
maintenance tasks.
iv. Record detailed records of work performed on the assets.
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v. Accept and save notes and observations made by maintenance personnel during
maintenance.
vi. Reporting on performance.

As described above the O&M Contractor’s CMMS shall include operation and maintenance
records for all assets. Typical records shall include:
 Hours of operation
 Energy consumption
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 Dates of standard maintenance tasks
 Dates and details of repairs
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5.21 Emergency Maintenance
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Emergency means that the problem satisfies one of the following:
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 Personnel safety is at risk,

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Equipment damage is imminent,
 Whole system integrity is at risk of failure,
 Flooding can occur without repair actions,
 Assistance to the Department during events not entirely related to the contract, but which
contractor’s expertise is required.
5.22 Work Order and Maintenance

Work orders are the instructions to operational or maintenance staff to carry out some work on
assets. This can range from initial inspections to major maintenance. In business process terms,
work orders are preceded by notifications or work requests which are basically a report of some
event triggered by an asset failure. Notifications are translated into action in some type of
despatch procedure through work orders.
The notification/work order process can also be used to plan and monitor all other asset related
costs such as power and materials if required. In that way all operational costs are logged
through assets. The basic process is illustrated in the diagram below:
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Asset Failure, eg. End Report Work Follow on

Pump Motor User/Public Done Work (if
Call required)
Locate Asset
Carry Out
Work
From Database -
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Asset, etc.
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C Notification Order(s)
(work
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Request)
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Figure 5-1: Notification / Work Order Basic Process
a. Prior to commencement all repair works, including major/emergency and minor must be
agreed and/or confirmed by the CMT/Engineer in advance so that the relevant orders can be
placed with the O&M Contractor. Work Orders shall be allocated priorities depending on
situation and circumstances, thus:
 Emergency Work (Priority 1)
 Major Work (Priority 2)
 Minor Work (Priority 3)
b. The CMMS system shall support all aspects of work order management, including work
order generation, planning, work organization, scheduling, completion, resource
management and monitoring.
c. The System shall automatically generate work orders initiated in alarm conditions,
accumulated runtime or calendar time. Work orders generated shall specify a particular task
to be accomplished including the manpower, material and tools needed to accomplish the
work.
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d. The CMMS system shall provide automatic warnings and signals interlinked with the PLC to
provide the needed isolations when carrying out corrective or preventative;
i. Work Orders.
ii. Work Orders should provide all the necessary information required to estimate, plan,
prepare, schedule, execute and cost the work done.
iii. Submit to the CMT/Engineer, for review/approval, a detailed and signed WO upon
satisfactory completion of each item of ordered work, providing, but not limited to, the
following information:
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o Asset ID
o Area /Location of work
o
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Nature of problem/failure
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o Work Type
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o WO Ref.
o WO priority
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o Details of work carried out and date of work, including start/finish times for
each member of staff, including names and rates
o Personnel, materials, spares parts and items/ plant used
o Location plan of area and extent of work attached
o Remarks and comments
5.23 Updating Maintenance Practices

Changes in work practices are critical to reducing maintenance cost. Maintenance practices
were typically developed long ago when most plant equipment was ‘dumb’ - that is, unable to
provide or communicate information other than the basic measured variable or control signal.
This limitation led to preventive maintenance, since actual equipment performance or condition
was poorly known. Most of the maintenance procedures, data entry, record keeping, and work
order management was manual. Most of the equipment was over-maintained to reduce
unscheduled downtime. Maintenance intervals were determined by the failure frequency of the
highest failure units.
These practices have tended to remain even after advances have made them unnecessary,
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locking in excess maintenance activity and cost. To reduce cost, budgets and staff are cut, but
without changes in work processes. The result is a growing backlog of activities and an increase
in urgent work. These practices need to be updated to reflect new technology and capabilities.
5.23.1 Reducing Cost by Changing Work Practices

Work practice changes are critical to reduce maintenance and operations cost. Often, however,
the prospect of changing work practices convinces us that change is too difficult to be
worthwhile.
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The key to success in changing work practices is, therefore, to start with small, easy to
accomplish changes that have big benefit. Some examples that illustrate the point are:
 Changing instrument maintenance practices such as calibration

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
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Changing valve maintenance practices
 Changing rotating equipment maintenance practices such as cleaning

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5.23.2 Managing Changes in Work Process
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Work process changes need not be disruptive. They can start small and selectively, one "pain
point" at a time, and expand as maintenance personnel become more comfortable with them.
The following practices can help you manage changes in work processes:
 Training personnel on the new work processes
 Posting new processes where they will be seen by the maintenance staff
 Stressing the work process changes until they become automatic
 Rewarding those that adopt the changes quickly and effectively
Often a simple ‘good job, keep it up’ is enough to reinforce a change and save you money.
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6. TROUBLESHOOTING
6.1 General
There’s nothing worse than learning that an irrigation pump station has broken down on one of
the hottest days of the summer. By week’s end, significant damage will likely occur on the
greens if the pump station isn’t fixed.
Silt and sand, rocks and gravel from runoff, suspended organic matter, algae, aquatic creatures,
as well as tree branches, sticks and leaves, essentially can end up in the pump station causing a
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variety of problems. On older, pressure-control valve-type stations, filters get clogged over time
and cause the valve to operate sluggishly, which can create both low and high-pressure issues
on the irrigation system. Newer computer-controlled systems rely on digital pressure and flow
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sensors to control pump operations. Dirty flow sensors and pressure sensing lines can send
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inaccurate readings to the station computer, causing erratic pump cycle and pressure issues.
Damaged, missing or lack of grit screens can cause debris to enter intake pipes and suck up
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into the pump foot valves and impellers. This can cause anything from loss of prime issues, to
low or no output from the pump or even severe pump damage. Where applicable, screens
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should be inspected periodically, especially as they get older to ensure they are still in good
condition, and replaced if they are not.
Another unusual pump station shutdown may occur as a result of short out incoming power
lines, causing transformer fuses to blow, leaving the entire station inoperative. Pump shafts and
impeller bolts can break as they age. This also renders the pump useless, although the parts
may still appear to function normally. Leaving electrical panel doors open or not quite shut is
another problem. Some panel doors have many latches. The solution is to completely shut the
electrical panel.”
When making repairs, practice safety first. The most common mistake is how dangerous it can
be around the pump station or pump house area. Most times, this equipment operates properly
and safely and can be taken for granted. There have been more than a few properly trained
O&M Contractors seriously hurt or worse by becoming complacent or letting their guard down
while working on this equipment.
Water and electricity can be lethal. Most pump stations have multiple sources of electrical supply
coming into the pump house to run the pump station, irrigation controllers, lights, ventilation fans
and vents. These power supplies have service disconnect switches to disable the equipment
prior to maintenance or repair. You should never assume that after a switch is thrown that the
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06- TROUBLE SHOOTING FIRST EDITION - DECEMBER 2016

circuit is dead. You cannot tell by looking if the power is off. Therefore, having the proper test
equipment, training and safety practices for working on this equipment is essential.
6.2 Typical Pump Station Problems

a) Low and high system pressure faults that happen when filters are dirty, maintenance is
slack, pumps fail to come on as they are designed to, or low output from worn parts. Also,
irrigation concerns, such as heads sticking on, too many heads running at one time or
irrigation software glitches, can cause excessive water to run.
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b) Loss of prime or low wet well level faults. These happen when foot valves are leaking,
gaskets or pipes on the intake system are leaking, relays or dirty sensors are damaged, and
restrictions in the intake system or debris-plugged screens or lake screens are damaged or
missing.
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c) Leaking pump packing or seals. One of the biggest complaints we receive is that ‘the station
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works correctly, but water is being thrown all over the floor. The packing may just need
adjusting, or it may be time to service the station, or perhaps it’s the start of a pump failure.
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d) Power-related issues, such as phase failure, are common, so are tripped breakers, blown
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fuses, VFD or inverter faults and intermittent circuit breaker trips.

e) Mechanical failure of components is caused by normal wear and tear, abuse, bypassed
safeties, and defective screens, leaking check valves or improper maintenance.
6.3 Preventive Maintenance Program

In a good preventive maintenance program an O&M Contractor should:
 Perform a complete breakdown service, inspection and reassembly of the pressure control
valve or pressure relief valve, including filters and all pressure ports, control pilots, tubing,
orifice, diaphragm assembly and proper recalibration of the valve.
 Do a complete breakdown maintenance, inspection and reassembly of the mainline filter

system, including the discharge flush valve, verifying proper operation and recalibration of
the filter.
 Replace pump packing, inspecting the shafting and bearings for excessive wear or run out,
perform shut-in, full-flow pressure and amperage checks, inspect the check or foot valves for
leaks and clean the basin drain tubes in the packing area.
 Maintain the motors, including lubricating the bearings with grease or changing the oil,
removing dirt or debris from the cooling air vents, checking the windings for breakdown on
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the insulation, and checking for noises or vibrations when operating the motor.
 Inspect and verify proper operation of the air conditioning or heat exchanger system to
provide proper cooling and transfer of heat from the panel.
 Inspect all remaining components, such as the surge protection device, air release valve and
motor non-reverse ratchet assemblies.
 Clean the paddle wheel and check proper alignment of the flow sensor.
 Tighten electrical connections in the control panel and inspect the station grounding.
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 Record station voltages at no-load and full-load capacity, and record pump times and flow
totals.
 Verify proper operation of all station safeties.
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
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Inspect pump skid and piping for leaks or damage.
 Record run time hours of pumps and filters.

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 Repressurize the irrigation system, run water and calibrate the station for maximum
performance, and verify station output and pump performance against original design.
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 Keep a copy of the maintenance report for future reference.
 In a short list of good preventive maintenance measures, an O&M Contractor should:
 Check motor bearings. Change the oil out and grease the motor bearings by the
manufacturer’s specification and periodicity requirements.
 Check motor windings. Obtain periodic amp draws, voltage readings and megger readings to
verify a motor is operating within the manufacturer’s specifications.
 Inspect the pump seals and repack the pump as necessary.
 Check torque on all bolts, including on pumps, motors, and flange and manifold connections.
 Check the tightness of all electrical connections.
6.4 Troubleshooting in Pumping Facilities

Pumping stations are very important components in a irrigation supply system. Pumping
equipment is subjected to wear, tear, erosion and corrosion due to their nature of functioning
and therefore is vulnerable for failures. Generally more number of failures or interruptions in
irrigation water (RW/TSE) supply are attributed to pumping equipment than any other
component. Therefore, correct operation and timely maintenance and upkeep of pumping
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stations are of vital importance to ensure uninterrupted RW supply. Sudden failures can be
avoided by timely inspection, follow up actions on observations of inspection and planned
periodical maintenance. Downtime can be reduced by maintaining inventory of fast moving
spare parts. Efficiency of pumping equipment reduces due to normal wear and tear. Timely
action for restoration of efficiency can keep energy bill within reasonable optimum limit. Proper
record keeping is also very important. Obviously due attention needs to be paid to all such
aspects for efficient and reliable functioning of pumping machinery.
Also refer to Appendix ‘E’ for troubleshooting in pumping facilities.
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6.4.1 Pump Filtration
Clean recycled water is an essential requirement for trouble-free operation of irrigation systems
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and for helping to minimize maintenance commitments. The filtration installation needs to suit
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the specific requirements of the downstream irrigation systems. In the case of a system
comprising pressurized primary transmission and distribution pipelines feeding the irrigation
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systems directly, the filtration system must be provided at each main pumping station. The
filtration system will normally comprise the following elements:
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6.4.2 Coarse Filtration

The primary purpose of coarse filtration is to provide protection to the pumps. From time to time,
objects such as grit, stones and pieces of wood etc. find their way into the recycled water and
could cause serious damage to the pumps. It is normal practice to include a large Y-strainer to
ensure that such debris will not enter the pumps, and to provide the first line of defence in the
overall irrigation filtration.
Provided there is sufficient net suction head to prevent cavitation, the Y-strainers is installed on
the suction line from the reservoir and will have a relatively coarse screen of typically about 20-
mesh, or as necessary to suit the recommendations of the pump manufacturer.
6.4.3 Main Pressure Filters

The main pressure filters need to provide filtration that meets the requirements of the
downstream irrigation system. They must be able to remove particulates (sand etc.), which will
clog drip emitters and which will also damage the valve seats of solenoid valves. It is also
essential that they are able to remove biological organisms (especially algae) that build up and
clog drip emitters.
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Algae are a particular problem with drip irrigation systems. Algae slime or similar organic matter
will readily squeeze through any type of filtration screen, even of fine mesh, and it also attaches
itself to the filter screen where it will hold tiny particles that otherwise would pass through. For
these reasons, screen filters do not provide effective filtration against algae, and the overall
effectiveness of filtration will also be reduced. The options for irrigation filtration that is effective
at removing algae as well as hard particulates are either media filters or disc filters.
6.4.4 Media Filters

Media filters work by forcing water through large vessels containing uniform size crushed sand
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or similar medium. The sharp edges of the medium are able to trap organic matter such as
algae. Media filters are cleaned by a back-flushing process that lifts and separates the medium.
A small amount of the medium escapes, and needs to be replenished from time to time. Media
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filters are less effective for removing sand particles because these are not flushed out during
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back-flushing. Media filters are physically large in size and therefore space availability may be
an issue. It is necessary to place a screen filter on the outlet to trap the escaping particles of
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medium.
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6.4.5 Disc Filters

Disc filters comprise stacks of plastic discs with a special surface that catches both inorganic
and organic particles as the water is forced between the discs. They are typically factory
assembled into multiple batteries. The back-flushing cycle pushes the discs apart, loosening
them and allowing them to spin round and release the filtered matter. They are relatively
compact in size but tend to be installed indoors, preferably in the pumping station. Disc filters
are well suited to medium-sized irrigation pumping stations.
6.4.6 Maintenance of Filters

Periodic cleaning of the pre-strainer is necessary for removal of large particles trapped in the
chamber. For cleaning proceed as follows:
 Turn inlet water off,
 Relieve any pressure on downstream side of the filter,
 Unbolt clamp and remove lid,
 Remove pre-strainer cap,
 Remove pre-strainer.
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If the filter element should ever need replacing, follow steps outlined above and continue as
follows:
 Grasp flushing mechanism firmly and remove with quick jerking motion,
 Disassemble fine filter element,
 Grease all O-rings with water proof ‘O’ ring lubricant,
 Re-assemble unit (reverse procedure),
 Turn inlet water on.
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For more details, refer the manufacturer’s manual.
i. Automatic Self-Cleaning Screen Filters

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The filtration system consists of a tank body with first stage rough screen and a second stage
fine screen, a 2” flushing valve and an electronic controller. Pressurized water enters the filter
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inlet and travels through a perforated stainless steel coarse screen where large particles are
pre-filtered. The water then passes through a fine stainless steel screen where small
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contaminants are filtered out. The clean water then exists the outlet.
When the fine screen becomes contaminated, a pressure differential is sensed causing the
automatic controller to open the flushing valve. When the flushing valve opens, the pressure is
reduced causing the clean water to reverse flow through the filter element pushing contaminants
off the screen. The entire cleaning cycle takes approximately four to six seconds and uses 10 to
12 gallons of water. Even during the back flush cycle the filtration process continues
uninterrupted.
6.5 Troubleshooting in Remote Control Valves

6.5.1 Remote Control Valves
The valves covered in this section will be electrically operated remote control valves (RCV’s). All
remote control valves can be separated into two different types. The difference between the two
is how the water enters the upper chamber. The upper chamber is the area between the cover
and the top side of the diaphragm. Once the water has entered the upper chamber there are
only two paths for it to escape: the manual bleed or the solenoid exhaust port.
Forward Flow: The water inters the upper chamber through a port in the center of the
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diaphragm. This port will normally by filtered, be sure that the filter is kept clean.
Reverse Flow: The water can enter the upper chamber in several ways. Through an external
tube that runs from the pressure side to the upper chamber, through holes in the outer edge of
the diaphragm, or through ports machined in the valve body.
a) Operation
A common misconception is that a valve stays closed because of a higher pressure above the
diaphragm (the upper chamber). If there is, for example, 100 psi of static water pressure in the
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mainline, how can there be more than 100 psi above the diaphragm? Without a pump installed
at each valve, this situation would be impossible. The valve will stay closed because the surface
area above the diaphragm is roughly 2½ times larger than the pressurized surface area below
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the diaphragm. This difference causes a greater force above the diaphragm than there is below
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the diaphragm. Force equals Pressure times Area (Force = P x A). Water enters the valve on
the pressure side (usually the side opposite the solenoid). The water will then enter and fill the
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upper chamber through the path detailed in the preceding section. When operating properly, this
water is trapped in the upper chamber. The valve will only open once the force above the
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diaphragm has been relieved. This can happen in either of two ways, the solenoid has been
energized by the controller, or the manual bleed has been activated.
b) Common Problems
Before assuming that there is a valve problem, check the obvious. Is the water turned on, is the
controller plugged in and programmed correctly, are there isolation valves that might be turned
off? Verify valve operation by using the manual bleed. This might indicate a controller or wiring
problem if the valve works properly when using the manual bleed.
Valve will not close: There are two things that will cause this. The first cause is a physical
obstruction (rocks or other debris) preventing the diaphragm from seating. When removing a
physical obstruction, be sure to thoroughly inspect the diaphragm assembly and valve seat area
for damage. The second reason is insufficient force being developed above the diaphragm.
Insufficient force above the diaphragm can be caused by several things:
 The plunger is missing or stuck in the up position. Remove and inspect the solenoid.
 Diaphragm filter plugged. This will prevent water from entering the upper chamber.
 Flow control turned up too high. The diaphragm can stick in the up position under low
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flow/low pressure conditions.
 Constant voltage from the controller. The solenoid will usually be warm to the touch and a
slight vibration can be felt if this is happening.
 Leak between the bonnet and body. Water will be visibly leaking where the body and bonnet
are connected
 An open manual bleed. An open external manual bleed will be very obvious. An internal
manual bleed system can be unknowingly activated if the valve is unfamiliar to the customer.
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 A large hole in the diaphragm. (Forward flow valve only). Sufficient force will not build up in
the upper chamber. Remove the diaphragm assembly and inspect it very carefully, replace it
if there are any bubbles or other signs of wear.

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The valve is installed backwards. The valve is now an expensive coupling. The arrows on
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the valve body indicate the direction of water flow through the valve.
 Valve Seeping: This is usually indicated by a puddle at the lowest sprinkler head. Using an
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automotive stethoscope may aid in determining which valve is leaking in a manifold. There
are two main causes for this to happen.
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 Solenoid or solenoid seat is damaged. Water will constantly leak past the plunger. Replace
the solenoid plunger of the seat if possible.
 Valve seat is damaged. Check the valve seat and the diaphragm seating area for pitting and
small debris. Replace the diaphragm if damaged. It may be necessary to replace the valve
body if the seat area is damaged.
Valve will not open: There are again two main causes of this problem.
The first cause is an adjustment problem. The flow control stem is tightened all the way down.
The second is that the force is not being released from the upper chamber. There are several
reasons for this to happen.
 Solenoid burned out. A resistance test will verify if the coil is bad or not. Replace if
necessary. A torn diaphragm. (Reverse flow valve only). The hole in the diaphragm will allow
more water into the upper chamber than can be bled off through the solenoid port. Inspect
the diaphragm, and replace it if necessary.
 Plugged ports. The port below the solenoid and/or the port leading to the solenoid chamber
is plugged. This would again prevent the water in the upper chamber from being relieved.
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Clean the ports with a paper clip, never drill out the ports.
 Solenoid not receiving voltage. The controller is not sending the necessary voltage, there are
wiring problems, or the wire connections are faulty.
6.5.2 Controllers
The controller is usually the first component blamed from an irrigation system failure. Typically,
once the controller has been removed and taken to a repair facility, a conservative estimate is
that 25% are returned without a defect being found in the controller. Before removing the
controller it is recommended that the following are checked:
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Programming: A program consists of three steps:
 Start time - The time of day that the irrigation should begin.
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
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Run time - The irrigation duration for each station.
 Days on - The day that the irrigation will operate.

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Note: If any of these steps are missing, the controller will not activate the valves.
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Auto/Off Switch: This switch must be in the ‘Automatic’ or ‘On’ position in order for the controller
to operate.
Sensors: If the controller is equipped with a rain sensor or moisture sensor, the program will not
run if they have been activated.
This section will be divided into two sections in order to give more accurate troubleshooting tips:
a. Electromechanical
b. Hybrid/Solid State
a. Electromechanical Controllers
Time and/or Day Incorrect: As long as an electromechanical controller is connected to its

primary power source the correct time and day can be determined upon visual inspection. If this
is not the case, check the following:
Primary Power: Verify that the 117 volt VAC power is on and correctly connected to the
controller. The acceptable range is between 105 and 129 VAC.
Transformer: The transformer output should be between 24 and 28 VAC. If the primary power is
correct, then the transformer should be replaced. This is usually caused by incorrect fuse sizing.
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Circuit Breaker/Fuse: Check the condition of the circuit breaker or fuse, if it has been blown the
most likely reason is a field wiring short. An Electromechanical controller will stop on the station
that caused the problem. Reset the controller to its rest position and replace the fuse or reset the
circuit breaker. Manually advance the controller to station #1 and allow it to run for one minute. If
station #1 operates correctly then advance to station #2 and repeat this procedure until the fuse
blows. This will determine the problem station. Once the defective station has been located,
disconnect the wire that operates that valve. Continue the above procedure to test the rest of the
stations as there could be more than one problem. Once this has been completed the controller
will operate all of the stations that are still connected. The faulty field wiring will have to be
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repaired before they can be reconnected to the controller.
Clock Motor: In order for the controller to maintain the proper time and day, the clock motor
(sometimes referred to as the timing motor) must constantly operate. Because of this the clock
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motor will tend to fail before any of the others. Verify the motor is receiving the proper voltage,
set the hour dial to the correct time, and wait for approximately one hour. If the hour dial has not
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moved then replace the motor.
Gears and Clutches: The gears transfer the rotation of the clock motor to the hour dial and
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station timing. Try to turn the station dial and hour dial in the opposite direction of the arrows
shown on the face plate. (Note: some controllers are direct drive and have no gears.)
Do not exert excessive force when performing this test. If the dials will turn backwards then the
clutch is stripped and the gears will need to be replaced. Inspect the gears for missing or worn
teeth; also, inspect the hub where the metal shaft inserts through the gear for cracking. It is
recommended that if either the station dial shaft assembly or the pilot shaft assembly needs
replacement, both assemblies should be replaced as a set.
Advance Motor: This motor only received voltage and operates when the controller is changing
stations and when returning the station dial to the rest position. When checking to determine if
the motor is receiving the proper voltage, be sure that the motor is supposed to be engaged at
that time. It may be necessary to apply the correct voltage directly to the motor from another
source to verify operation.
Before doing this, be sure to disconnect the motor from its existing power source. If the motor
does not turn it will need to be replaced. If it does turn, then it is not receiving its proper voltage.
Check the primary power and transformer.
Micro Switches: A micro switch is a small switch that when activated, instructs the controller to
perform a certain function. When there switches fail or are out of adjustment the controller will
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not perform as programmed. To determine if the switch has failed, turn off the primary power to
the controller and conduct the following resistance test. Using your volt ohm-meter, check the
switches, the resistance should be below 2 ohms when closed and infinite open. When micro
switches fail they tend to not make contact when they should be closed. The resistance test will
read several hundred ohms or higher when closed. The switch must be replaced and readjusted.
The button of the micro switch should not be depressed until a program pin is locked into
position to activate the switch.
Wafer Switches: The wafer switch is the distribution point for the valve voltage. As the center
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hub turns with the station dial, the valves receive their voltage one at a time. normal wafer
problems occur when dirt accumulates on the tab or the contacts. This prevents the voltage
being sent to the valves, or the valves turning on and off sporadically during their operating
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cycle. The wafer switches may be cleaned using the eraser end of a pencil, being careful not to
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bend any of the contacts. Be sure to check and clean the back side of the wafer switch. To do
this it will be necessary to remove the two mounting screws and lift the wafer switch off of its
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shaft. When excessive wear occurs on a wafer switch, it is possible for the tab to break off.
When this occurs, the switch will need to be replaced.
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b. Hybrid/Solid State Controllers
Hybrid and solid state controllers are designed to provide the programming versatility that is
needed to better protect our water resources. The technology that is necessary to accomplish
this makes repairs by untrained persons. The following items should be checked before
assuming that the controller is the problem.
Visible Damage: Inspect the controller for any visible signs of damage. Check the keyboard for
collapsed buttons: run your finger lightly over each of the buttons (a slight ‘hill’ should be felt at
each location). If a ‘valley’ is felt then the keyboard must be replaced. This is not a warranty
item. Inspect the printed circuit board for burned components; this is normally caused by
lightning or other power surges.
Primary Power: Verify that the primary power is within acceptable limits.
Transformer: Verify that the transformer output voltage is between 24 and 28 VAC. If the output
voltage is zero and the primary power is correct, then replace the transformer.
Circuit breaker/Fuse: Check the condition of the circuit breaker or fuse. If it has blown, the most
likely reason is a field wiring short. When this happens, it only interrupts the 24 volt section of
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the transformer. The 12 volt section will remain active; therefore, the display will show that the
station is on. Press the appropriate button(s) on the keypad to turn the active station(s) off.
Reset the circuit breaker or replace the fuse with the valve specified by the manufacturer.
Manually advance the controller to station #1 and allow it to run for one minute. If station #1
operates correctly then advance to station #2 and repeat this procedure until the fuse blows.
This will determine the problem station. Once the defective station has been located, disconnect
the wire that operates that valve. Continue the above procedure to test the rest of the stations as
there could be more than one problem. Once this has been completed the controller will operate
all of the stations that are still connected. The faulty field wiring will have to be repaired before
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they can be reconnected to the controller.
6.5.3 Microprocessor Lockup Problems
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The microprocessor is the ‘brains’ of the controller. Occasionally, due to electrical problems, the
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microprocessor will freeze all of its functions. The symptoms of this are:
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 Display blank, (the display does not show any information), or
 Frozen display, (the display shows erratic information that cannot be cleared or changed
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from the keypad) and
 The controller will not perform any of its programmed functions.
If the following steps are taken, the microprocessor will usually resume its normal functions. It
will be necessary to completely power down the controller.
Note: This process will delete the existing program!
i. Primary Power: It is necessary to disconnect the controller from its primary electrical source
either by unplugging it from the outlet or by turning off the appropriate circuit breaker in the
electrical panel
ii. Battery backup: Remove the battery from the controller. The purpose of the battery is to
maintain the information inside of the microprocessor in the event of a primary power failure.
By removing the battery the microprocessor is allowed to reset itself to its normal condition.
iii. Wait: Maintain this power down condition for 5 minutes to be certain the microprocessor will
reset itself.
iv. Primary Power: Reconnect the primary power to the controller.
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v. Function Check: The display should now show 12:00 am. Set the time and day to the current
setting. Using the manual controller function, turn on several stations and observe that they
operate properly.
vi. If the controller now operates properly re-enter the original program and continue on to step
‘vi.
vii. Battery Replacement: If the controller uses an alkaline battery, it is recommended that it be
replaced with a new one at this time. Reinstall the correct battery in the controller and
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perform a final resistance test to ensure proper operation. This procedure will normally
resolve approximately 30% of the solid state ‘failures’.
6.5.4 Volt Ohm-Meter (VOM)

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A volt ohm-meter is an inexpensive piece of test equipment that is capable of measuring AC
volts, DC volts, and resistance. By learning how to use this equipment, it is possible to
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troubleshoot controllers, solenoids, field wiring, and to verify AC and DC voltage levels.
There are two styles of VOM’s, analog and digital. An analog VOM is the style that has a needle
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that moves across a face (similar to a speedometer). The DMM (digital multi-meter) has a digital
display. DMM’s normally have additional features than are available with an analog VOM, and
therefore are more expensive. For this reason the following instructions are designed to work
with an analog style VOM.
a) Electrical Terms
 AC volts (VAC): Alternating Current, this is household voltage. Most irrigation solenoids
operate on AC voltage.
 DC volts (VDC): Direct Current, this would normally be from a battery. DC voltage is
polarized, meaning that there is a positive (+) and a negative (-), sometimes referred to as
ground. The VOM must be connected properly to prevent VOM damage, the Red lead is (+)
and the Black lead is (-).
 Resistance: A measurement of how difficult it is for the current to flow through the electrical
system. This would be similar to being able to actively measure the friction loss when water
flows through a piece of pipe.
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Comparisons between Water and Electricity

Water Term Electrical Term
Pressure (psi) Voltage (volts-V)
Friction Loss (psi) Resistance (ohms-Ω)
Flow (GPM) Current (amps-A)
For irrigation applications, a solenoid is considered to be good if its resistance is between 20 -
60 ohms
 Short: when the measured resistance is below 20 ohms for a single solenoid.
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 Open: if the resistance is above 60 ohms when measuring the field wiring.
Note: When two valves are operated together on a single station, the resistance will be
approximately ½ of a single solenoid.
6.6 C -
Irrigation Troubleshooting - Bad Valve Symptoms
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When troubleshooting an irrigation system it is important to know the various bad valve
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symptoms that can cause sprinkler problems. When a sprinkler valve is not working properly the
effects can vary widely. A sprinkler valve has many components that can break or malfunction.
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To complicate matters a bad valve doesn’t always behave the same way. Bad valve symptoms
can appear to be a broken sprinkler head or household water pressure problems. Knowing the
symptoms of a broken sprinkler valve can make troubleshooting your irrigation system problems
much easier.
6.6.1 Leaks Around the Valve

Leaks are a pretty obvious symptom of a broken sprinkler valve. Leaking around the valve could
be caused by a number of issues. Look closely at where the water is leaking from. Is it coming
from around the solenoid? Is the anti-siphon part of the valve the source of the leak? Or is the
sprinkler valve leaking around the housing of the valve? Getting to the root of the problem is the
first step so that you can more accurately weigh the cost of replacing a valve vs. repairing it
6.6.2 Low or no Water to the Sprinkler Heads
If the sprinkler heads seem to be getting very little or no water but the valve is clearly on this
could be a bad valve symptom. Sprinkler pressure problems could be caused by the sprinkler
valve not allowing enough flow through the valve.
The first thing to do is to try to isolate the source of the problem. Make sure the valve is turned
on all the way first. Next, check to see if only one valve is affected or if all the valves have the
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same problem. If all but one valve is working properly then it is likely that all of the valves are
getting sufficient water and it is just the one valve that needs to be worked on. When the
problem is isolated to one valve it could mean that the diaphragm inside the valve has gone bad.
If all of the sprinkler valves are not getting enough or any water then the problem is most likely
not the valves. The source of the problem can be at the main sprinkler shut off or at the pressure
vacuum breaker.
6.6.3 Sprinkler Valve is not Turning on
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If the sprinkler valve will not turn on with the timer it can be a bad valve symptom but it can also
be just a wiring problem. Try turning the sprinkler valve on manually to isolate an electrical issue.
If the valve works when turned on manually the next step is to find out if it is the wires or the
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solenoid that is not working properly. The first thing to do is to check the wires. Make sure there
is good contact where the wires connect. Check that there are no cuts or breaks in the wires. If
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the wires look fine it could be the solenoid. The solenoid can be easily replaced, but with the
cheaper sprinkler valves you may find it almost more cost effective to just replace the valve
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rather than do a few repairs, especially if the valve is already a few years old. The commercial or
heavy duty valves are usually worth rebuilding a number of times, but you pay for it upfront.
6.6.4 Leak at the Sprinkler Furthest from the Valve

This is one of the bad valve symptoms that is easy to miss. When there is standing water or
leaking water at the sprinkler furthest from the sprinkler valves it could be the sprinkler head, but
it could also be that the corresponding valve. Standing water is a sign that the valve is not
shutting off completely. There can be several causes for a sprinkler valve that doesn’t turn off
properly. If this is a new problem check for debris in the valve that can be causing it to stay
open. If cleaning doesn’t solve the problem it could be that the valve is broken and once again
you must decide to replace or repair it. If the problem is not new it could be that the valve was
installed backwards. Check the valve to ensure that the direction of flow is pointing the right way.
6.7 General Safety Aspects

Following safety precautions should be observed while working in a pump house.
i. No electric live part shall be kept exposed. Particular care should be taken not to keep the
motor terminals, starter door, panel door etc. in open condition.
ii. Guard for pump – motor coupling and for extended shaft shall be provided.
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iii. Top cover of the VHS (vertical hollow shaft) motor shall not be unnecessarily kept in
dismantled condition.
iv. Helmet, gumboots, hand gloves, torch and emergency lamp etc. shall be provided to the
workers.
v. Shock proof rubber matting shall be kept in front of panel and starters.
vi. Discharging devices shall also be provided to work safely on HT side of transformer.
vii. Fire-fighting equipment suitable for electrical fire shall be provided. The fire extinguisher
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shall be thoroughly checked and recharged once in a year.
viii. Damaged wooden flooring, damaged grating etc. shall be repaired on priority.
ix. Safety railing shall be provided above all openings, unwalled edges of flooring and all such
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places vulnerable for falling or slipping of staff.
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x. First aid box shall be kept at visible and accessible place. The first aid box shall be checked
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once in a month and all used items shall be replenished.
xi. Staff shall be trained in the following aspects to enhance safety awareness and skills to
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handle safety aspects:
 Fire-fighting,
 Safety procedures and practices in electrical work,
 First aid (general),
 First aid for electric shock.
6.8 Type of Failure

Failure is the cessation of proper function or performance. RCM examines failure at several
levels: the systems level, subsystem level, component level, and sometimes even the parts
level. The maintenance approach must be based on a clear understanding of the consequences
of failure at each level. For example, a failed lamp on a control panel may have little effect on
overall system performance; however, several combined, minor components in degraded
conditions could collectively cause a failure of the entire system.
Failure modes are equipment and component specific failures that result in the functional failure
system or subsystem. For example, a machinery train composed of a motor and pump can fail
catastrophically due to the complete failure of the windings, bearings, shaft, impeller, controller,
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or seals. In addition, a functional failure also occurs if the pump performance degrades such that
there is insufficient discharge pressure or flow to meet operating requirements. These
operational requirements should be considered when developing maintenance tasks.
Dominant failure modes are those failure modes responsible for a significant proportion of all the
failures of the item. They are the most common modes of failure. Not all failure modes or causes
warrant preventive or conditioned based maintenance because the likelihood of their occurring
is remote or their effect is inconsequential.
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6.9 Failure Identification
The proactive approach to maintenance analysis identifies potential system failures and ways to
prevent them. It, along with human observations during normal operations or maintenance tasks,
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also identifies pre-failure conditions that indicate when a failure is imminent. The latter is a basis
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for selecting PT&I applications. The O&M Contractor’s CMMS and work order form should
include fields for failure codes in order to maintain historical data.
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6.10 Identify the Consequences of Failure
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The most important consequence of failure is a threat to safety. Next is a threat to the
environment or mission accomplishment (operating capability). The RCM analysis should pay
close attention to the consequences of the failure of infrequently used, off-line equipment and
hidden function failures. Also, it should consider the benefit (reduced consequences of a failure)
of redundant systems.
6.11 Identify the Failure Process

Determining the methods and root causes of failures provides insight into ways to detect or
avoid failures. The examination, which investigates the cause of the problem and not just its
effect, should consider factors such as wear, overload, fatigue, or other processes.
6.12 Verify the System

Before efforts are expended on a system, it is important to verify that the system was installed or
is being used as originally designed. This review of the design and Maintenance Support
Information (MSI) may reveal the root cause of a past or anticipated problem. Although the
existing design may have been correct, the installation, while functional, may have been
improper or there may have been latent manufacturing defects. These deficiencies should be
discovered and corrected by the contractor during the acceptance process, before the
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Department accepts the equipment and the contractor leaves the job site. If, after acceptance,
the installation is still under warranty, the problem may be resolved without an additional
expenditure of CMT resources. Changes in the intended use of equipment can also create
problems leading to excessive wear and premature failure.
6.13 Modify the System

Redesigning the system to eliminate the weakness may be the most desirable solution since it
can eliminate a potential cost. However, redesign may not be possible in many O&M situations.
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6.14 Root Cause Failure Analysis
In all cases when, for whatever reason, a major equipment item, system or process is not able
to deliver its design performance, the O&M Contractor is to consider that equipment item,
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system or process failed, and shall initiate an investigation to determine the root cause(s) of that
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failure. At the minimum, each investigation shall accomplish the following:
a) Identify what specific function of the equipment item, process or system is failing to meet
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design performance?
b) List all of the possible causes and/or conditions that could cause the specific performance
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failure.
c) Determine whether or not the failure could have been prevented cost effectively.
d) Initiate cost effective barriers to future failure such as:
o Preventive (scheduled parts replacement) maintenance
o Predictive (vibration, heat, oil analysis) maintenance for wear related failures
o Install safeguards (screens, filters, and pressure relief) for failures caused by
outside forces.
o Institute training for failures caused by improper installation or adjustment.
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7. EMERGENCY RESPONSE PLAN (ERP)

7.1 General Requirements
The Contractor shall fully understand the critical importance of emergency response and the
preparedness effort required to meet emergency situations. Being prepared means that
personnel must be fully trained, and that necessary equipment and supplies are available to
meet any emergency situation. In order to ensure the most effective and prompt response to
emergency situations involving the facility staff, it is important to coordinate emergency
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notification and response activities at the facility, in planning and in implementation, with other
agencies and parties involved. Key coordinating agencies include designated Department
contacts, fire, police, emergency management and services agencies, and civil defense.
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This section describe emergency response plan, objectives, procedures, and guide to be
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develop and implement in the final detailed plan for the system in cooperation with other
agencies following project start-up. Overall plan objectives include:
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 Safeguarding the health and safety of the facility employees and general public.
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 Eliminating damage to and loss of capital equipment and facilities.
 Protecting the quality of the environment.
 Providing prompt and thorough responses to any emergency condition that may arise.
7.2 Emergency Procedures

The O&M Contractor shall implement Emergency Response Plan (ERP) procedures for each
emergency event. The plan should be reviewed annually to ensure it is up to-date and
addresses a full range of potential threats, including flooding, other natural disasters, and
security breaches such as terrorism and other forms of unauthorized entry.
This guidance document provides advice on emergency response planning. It aims to help O&M
Contractors consider the appropriate level of detail for a specific site, taking into account the
risks and the site layout.
Emergency procedures will define the scope of activities covered, staff responsibilities and
procedures for dealing with a variety of events. The level of response will depend on Health &
Safety issues, staff training, the level of Personal Protective Equipment (PPE) available, the
nature of the problem and types of control equipment available on the site. The appropriate level
of response will, therefore be site specific. It is important to consider what could happen in the
worst case and to take this into account in developing the procedure. A check list of actions may
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07- ERP FIRST EDITION - DECEMBER 2016

be a useful addition.
A well prepared plan should give competent operatives adequate information to initiate
appropriate remedial action. This will eliminate having to wait for decisions to be made by others
and reduce the overall response times required to contain the incident. A well prepared plan will
also include availability of resources, internally and externally.
Also refer to Appendix ‘F’ for emergency management flowchart.
7.3 Definition and Classification/Levels of Emergencies
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An incident can be defined according to the alarm levels that trigger an emergency response:
Minor (Level 1) Incidents arising on a daily basis, e.g. flooding or surcharge imminent or
occurring.
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After intervention and action by the O&M Contractor, the situation returns to normal with no
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resultant effect on the system. This type of emergency does not require other organizations to
be notified immediately. However, a procedure will exist to record the incident in order to allow
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recognition that these problems can exist.
i. Intermediate (Level 2) Incidents limited to a well-defined area that completely halt the
operation of that area, e.g. damage / collapse of a distribution pipeline.
Level 2 Incidents concern well defined zones of the system and during these incidents the
affected zone in non-operational. Irrespective of the severity of the situation, the O&M
Contractor in charge of the problem will provide an account as soon as possible to the
management. Following internal communications, the management will implement the
necessary safeguards. These may involve:
 coordinating the actions with the O&M Contractor,
 contacting emergency works services,
 Informing the relevant authorities.
For incidents of this level, the management takes complete control of the problem.
ii. Major or Associated (Level 3) Incidents that completely stop the flow of TSE, and requiring
some coordination with external organizations, e.g. damage/collapse of transmission/supply
pipeline, pumping station breakdown.
Level 3 incidents adopt the same concept as emergency Level 2. As a priority the management
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will consider main actions to solve the problem and will identify as quickly as possible the most
probable delay in the restitution of works. During this type of crises the role of the management
is essential, in that, all resources, personnel, emergency works services and relevant authorities
must be assigned to control the crisis in the best possible way. Each of these three levels is
defined using three criteria:
 zone of influence
 seriousness
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 management of the emergency
Typical Emergency Response Levels:
Level 1
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 An incident that is
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identified or develops develops during Routine or Non- develops during Routine or
during Routine or Non- routine Maintenance or as a result of Non‐routine Maintenance,
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routine Maintenance, power shutdown, and requires having high risk to public or
which can be managed by immediate action from Response property and requires
Maintenance Team. Team for the normal operation of the immediate assistance of
Pumping Station
Station with the support of the Response Team, Heavy

Standby/Portable Generators. Repair Team, and
 Pump station failure due to flooding Instrumentation Team etc. for
which can be resolved within two the normal operation of the
hours. Station.
 Power loss in multiple stations.  Pump station power
failure, cannot be resolved
within 8 hours.
 Severe damage to asset
reducing its operating
ability.
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 An Incident that is  An Incident identified or develops  Incident in VIP or high

identified during routine or Non‐routine
risk area which cannot be
maintenance, cannot be managed by
during or develops during
supervisor. rectified within 6 hours.
work being undertaken
either as routine  Incident in high‐risk location, which  External flooding
can be rectified within six
or Non‐Routine affecting many properties.
maintenance cannot be hours.
High risk to public or
Networks
managed by Team leader.

 Internal area flooding.
property.
 Flooding, which cannot
 Potential media interest.
be addressed by area  Severe damage to asset
team, requires emergency  Emergency services disruption.
reducing its operating
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civil team.
 Networks isolated for less than 6
ability.
 No risk to public or hours. There is a risk to public
property.
or property.
 Severe damage to asset reducing its
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Table 7-1: Levels of Emergencies
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7.4 Establishment of an Emergency Response Plan
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An effective Emergency Response Plan (ERP) shall be an essential element of the

Department’s strategy for dealing with operational emergencies. Included in this should be a
system for avoiding, or at worst, minimizing pollution during emergencies.
An ERP should enable O&M Contractors to respond to incidents in an efficient, timely and cost
effective manner. In this respect procedures should:
 Be comprehensive, yet short and easy to read
 Be simple, with a minimum of bureaucracy
ERP need to take account of the Department’s operational arrangements and will vary from one
organization to another. However, an ERP should in general address the following issues:
i. Communication strategy that identifies, for each level of failure, the communication that is to
occur, i.e. with the emergency services, local authorities and other organizations concerned,
communications between the organization and customer and internally and dealing with the
press.
ii. Management systems, including systems that give an early warning of problems, pollution
management, alerting staff on site and clean-up procedures and follow-up reviews;
iii. Information, including contingency plans and access to reliable and appropriate
information/databases and resources, etc.
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iv. Training, the above elements are all worthless unless the people concerned know how to
use them. Any site ERP will depend for its effectiveness of staff training. All staff and
contractors working on site should be made aware of the plan and should know their role if
an incident occurs. Exercise should be carried out periodically to familiarize staff with the
operation of the plan and to test its effectiveness and records of staff training should be
maintained.
v. Review and follow-up systems of ERP, why a failure occurred and to ensure that there is no
repeat. Any failure discovered through the exercises should be managed through the QA
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corrective action system. In order for the plan to remain effective, it is vital that it is regularly
reviewed and that any significant changes are reflected in a revised plan. Ensure that
revised copies are sent to all plan holders and that old versions are destroyed.
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Finally, the document must be retained by all personnel, in a simplified version that defines their
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personal responsibility. All personnel must be retained in the system, and the communication
strategy must be part of exercising ERP.
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7.4.1 Client Procedures
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It is important in any emergency to respond quickly to correct the situation, learn from the
experience and restore confidence. An ERP will ensure positive action is taken and duration of
the problem is minimised. Important factors are co-ordination and teamwork and all Department
staff will have to familiarize themselves with the Plan so that they fully recognise their own roles
within a team when dealing with any incident.
7.4.2 Management of Specific Types of Incidents on Whole System

An incident is defined as an unexpected, unplanned and undesired event that results in physical
harm (injury or disease):
 to individual,
 damage to property,
 near miss,
 Any combination of these effects.
The management of the incident must follow a procedure that must be agreed between all
parties taking into consideration the local law.
An effective incident management procedure should be an essential element of the

Department’s strategy for dealing with operational emergencies. Included in this should be
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systems for avoiding, or at worst, minimizing pollution during emergencies.
The type of emergency reported will vary from incidents such as a blockage and flooding to less
defined problems such as depression in the road. Such reports may be from customers,
contractors, from highway authorities or others.
In case of a fatal or major accident, notification shall be forwarded to the Department

Representative.
7.4.3 Site/Location Specific Procedures
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Irrespective of the site and/or location of an incident all emergency enquiries and demands
should be reacted to promptly and appropriately. Notice of incident will come from one of the
following sources:
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
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Customer/public complaint
 Operations notification
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 Department (DMAT) notice (pumping station breakdown)
A well prepared ERP will define the organization, the methods of intervention and the courses of
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action in the case of incident or accident, with least possible delay, following any unforeseen
damage or safety problem. Actions taken within the framework of the ERP would intend to:
 Make the installations safe and limit the consequences of an accident
 Guarantee that the emergency services and responsible authorities are alerted.
7.4.4 Interaction with Other Authorities

ERP shall include details of the organizations capable of assisting in the various areas and their
ability to be brought together outside normal working hours. Interaction and co-ordination with
other authorities, consultants and contractors is essential to effectively manage an emergency,
also with:
 Emergency Services
 Emergency Response Teams
 Other Service Providers
 Armed Services, where necessary
 The Media
7.5 Standby System and Target Response Time (TRT)

i. The Contractor will receive reports of breakdowns and faults that will require him to send
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staff to a particular site, both during normal working hours and outside normal working hours.
The Target Response Time (TRT) to these call-outs will be determined by the Engineer, and
the Contractor notified. Unless otherwise stated, the Contractor will be required to have staff
on site within two hours of receiving the call.
ii. Provide and maintain a single point of contact outside normal working hours.
iii. Ensure use of suitable communication equipment which can interface with the Department’s
existing telecommunications system.
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iv. Provide sufficient work force and resources to deal with reactive operation and maintenance
tasks during normal working hours, for the full period of the Contract, without affecting
programmed routine operations and maintenance tasks.
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v. Provide sufficient work force and resources to complete the reactive operation and
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maintenance work in a reasonable amount of time. If in the opinion of the
Department/Engineer, the Contractor has been found to have failed in his duties to complete
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the work, then the Department reserves the right to rectify the defect or defects using a third
party, at the Contractor’s expense.
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7.5.1 Standby
The Contractor shall be responsible for attending to incidents both during and outside
normal working hours. A ‘Standby System’ shall be provided to the approval of the Engineer
so that any incident can be attended within the prescribed Target Response Time (TRT).
7.6 Emergency Communications Protocol

7.6.1 Incoming Reports
All the reports received by Department, must be reported to the control room.
7.6.2 Assessment of Situation

Conduct site inspection and assess the situation to determine extent of emergency level, its
priority and the necessity to commence emergency plan. Inform Department and submit incident
inspection report.
7.6.3 Activate Emergency Response

Activate the emergency plan as mentioned in Emergency response plan in coordination with
Department. Based on the incident inspection report, both Department and Incident Manager
shall jointly inspect the site to judge the incident level and what remedy action to be taken.
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7.6.4 Emergency Repairs

 Undertake all the emergency works, if any, during the incident.
 Inform Department of the emergency repair and coordinate during the job.
7.6.5 Major Incident Provisions

If in the judgment of Department the situation escalates to the status of Major event requiring the
mobilization of other Emergency Services, control room will be set up jointly with Department.
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Department will coordinate with overall event and ensure effective liaison with the other
Departments etc. until the situation is normalized.
When necessary, instruction to operate over flow valves in pumping stations will be given by
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7.6.6 End of Emergency Operation
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When the situation is resolved, and in conjunction with Department all involved will formally be
notified to recall the operation. The Contractor shall prepare an incident recovery report of the
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event & submit it to the Department for review and approval.
7.7 Responsibilities of the Incident Management Team

7.7.1 Control Room
 Receives information about incident & informs the Foreman/Pumping Stations/Networks
Engineer. Documents the information in CMMS.
 Communicates regularly with the Incident Management Team during an incident.
 Documents all the information from customers and generates work orders.
 Report incident.
7.7.2 Supervisor
 Responsible for Inspection of site, manage the operation for level 1 emergency.
7.7.3 Area Coordinator

 Coordinates with all site staff, control room and office staff during emergency operation.
 Responsible for inspection of site, implementation and managing the operation for level 2
emergency.
 Implementing the plan as instructed by duty Incident Manager for level 3 emergency.
 Prepares a report of the emergency in coordination with Control Room and site staff and
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report to the Incident Manager.
7.7.4 Incident Manager

 Manages the incident and checks if the Emergency Plan is implemented successfully and
reviews it if necessary.
 Coordinates with the Department and other Department as required during emergency.
 Report to the Contract Manager who shall submit a detailed report of the incident, its
escalation, damages and remedies taken to recover.
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7.8 Emergency Plant and Equipment
Provision of specialist plant and equipment in an emergency situation in a public utilities
environment. These shall include, but not limited to, the following:
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
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Lifting and salvage equipment
 Surface supplied air equipment
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 Rescue and diving equipment
 Swift water rescue equipment
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 Flotation gear
 Full face masks
 Rope rescue equipment
 Ventilation equipment
 Sealed retracting lifeline with retrieval
 Tripods/winches/life lines/gas detectors/communications equipment/etc.
7.9 Rain & Sand Storm Preparedness

The O&M Contractor shall monitor weather conditions and provide the additional support as
required to maintain and protect the Department’s facilities. All routine work associated with this
rain and sand storm support, and works associated with returning the facilities to normal
operations is included in the Contract. Where facilities damage is sustained because of a
disaster the contractor shall take appropriate immediate action to prevent/limit further damage in
accordance with the Emergency Response Plan.
7.10 Public Health and Environmental Considerations

Most industrial and commercial sites have the potential to cause significant environmental harm
and to threaten water supplies and public health. ERP guidance notes will, if followed, reduce
the risk of an incident occurring and often minimises expenditure. However, there will always be
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a residual risk of a spillage or a fire that could cause serious environmental problems. In addition
to these obvious threats posed by spillage of sewage, chemicals and oils, even materials which
are non-hazardous to humans, such as foods and beverages, can cause serious environmental
harm. The run off generated in the event of a fire can also be very damaging.
The health and environmental impact of such an incident may be long term and, in the case of
ground water, may persist for decades or even longer. As a result, the legal consequences and
clean-up operation can be costly. Sewers, culverts, drains, water distribution systems and
service ducts all present routes for pollutants to travel off-site. As a result the effects of a
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discharge may not be evident on site but may become apparent some distance away.
In most cases, an incident of this kind need not result in serious environmental damage,
providing appropriate pollution prevention measures are in place or immediately available.
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7.11 Safety Considerations
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In order to effectively manage sites, from a safety perspective, the O&M Contractor shall ensure
all its personnel have site specific safety manuals such as:
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 Permit to work system

 Permit to work on HV equipment
 Risk assessments
 Safe confined space entry procedures
 Safe hand tool procedures
All personnel involved in carrying out, planning or supervising assets/plant operations work
should receive training, general and specialized, to increase awareness of hazards associated
with their work so that they are able to recognize potential dangers and their effects.
The O&M Contractor will meet all its statutory safety duties and aspire to those standards
submitted in his Safety Manual and “Safe Working Methods” and are best or approved practice.
This shall ensure, so far as reasonably practicable, the health, safety and welfare of the public,
personnel, and others affected by its operations.
The CMT will closely monitor the O&M Contractor’s compliance to his stated “Safe Working
Methods” and include safety assessments on each routine inspection
7.12 First Aid Arrangements and Emergency Procedures

The O&M Contractor will ensure that First Aid arrangements included in his ‘Health and Safety’
policy are in place, and the supply of a First Aid Centre, related items and suitably trained
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personnel meet the requirements of his contract submissions.
Likewise, his procedures for dealing with accidents, emergencies and the possible evacuation of
injured personnel or others, shall include contingency planning for transportation to known
Medical Centers, Hospital Emergency Units, etc. The CMT will ensure these procedures are an
integral part of the Contractors ERP.
In rendering 1st Aid the following points should be remembered: -
i. In all emergency situations, the rescuer must:
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 Assess the situation quickly
 Ensure the safety for the rescuer, victim and bystanders
 Commence appropriate treatment following the Basic Life Support Flow Chart
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ii. Where there is more than one victim, the care of an unconscious victim has priority
iii. The rescuer should not be distracted by victims who are calling out; their needs are less
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urgent as they are able to breathe.
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Note: If an emergency situation arises, the safety of the worker/s, in a manhole or wet well, is
the highest priority regardless of the task being performed or equipment being used.
7.13 Feedback and Optimising Emergency Response

It is in the interest of the O&M Contractor to provide an efficient response to problems in order to
avoid incidents that have the potential to result in pollution and when an incident occurs, to
minimise any resulting pollution. Serious failures can cause disruption, health risks, and a loss of
service, a poor image to the public and unnecessary expenses.
7.14 A Typical Emergency Response Plan

i. List typical/possible incidents
ii. Process – identify actions into 3 levels
 Level 1: Minor incidents dealt with by duty personnel
 Level 2: An incident necessary to inform the Duty Manager
 Level 3: A Major incident where the Duty Manager will lead the Emergency Team
iii. List personnel responsibilities
 Authorized Person
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 Duty Manager
 Contract Manager
iv. List availability of emergency resources
 Manpower
 Plant
v. Devise action plans for typical failures
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 Power failure
 infrastructure failure
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 Valve failure
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vi. List station details and their relevant importance
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vii. List controlling stations in the event of a power failure
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viii. List contact tel nos. and emergency services nos.
ix. List electricity supply company emergency tel nos.
x. Set out site specific Emergency Response Plans
 Site Details
o Tel Nos.
o Sector Location
o Access
o Location Map
 Description of Site
o General Description
o Station Details
o Plant Details
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o Overflow Details
o Major consequences of plant failure and actions
 Catchment Schematic
 Site Layout
7.15 Emergency Response Training

The O&M Contractor shall train all employees in safety practices and prevention strategies
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specific to the system. O&M Contractor safety experts and a designated onsite safety
coordinator shall provide the following training for the facility staff.
 General Safety Rules

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 Plant – Restricted Area
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
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Permit to Work System
 Risk Assessment
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 Electrical Safety
 HV Switchgear
 Permit to work on 11 kV
 TSE Reservoirs
 Safe Vehicle Operation
 Site Safety Sign Boards
 Accident / Disease Reporting
7.16 Emergency Assembly Areas

Emergency assembly areas have been designated for the use in the event of a chlorine release.
The assembly area allows for the counting of personnel and for controlled evacuation if the need
should arise.
In the event of major chlorine release, the site incident controller may instruct personnel to
assemble in the upper storeys of particular administration blocks, as this may offer sufficient
protection while the release is brought under control.
Evacuation of personnel to the assembly areas shall be directed by the senior member of the
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emergency team who will take into account the wind direction. In the event of chlorine release,
there may be occasions when evacuating off-site is not the best action, for example when the
release is sudden and of limited duration. In any event, the reporting procedures shall not be
compromised.
7.17 Examples of Emergency Situations

The incident and emergency response plan must provide for Incidents, Emergencies and other
events which could impact on employees, the public, environment, major stakeholders, the
Irrigation System and operations including:
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 perceived or actual threats to public health, including through the supply of TSE water or
through unplanned discharges,
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events that adversely affect the image or reputation of the Contractor or the Department or
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any of their respective servants, agents or operators,

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prolonged loss of power or communications,
 major water mains failure,

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 major interruptions to water supply,
 Environmental incidents, e.g. spills,
 fire alerts and responses,
 Loss or unavailability of key staff, e.g. industrial stoppage or pandemic,
 denial of access,
 extortion threats, arson, vandalism, sabotage,
 'Extreme' weather events, such as flooding and high winds.
The incident and emergency response plan must clearly describe the policies, procedures,
protocols, authorities and responsibilities of the Contractor's staff in preparing and planning for,
responding to, and recovering from, Incident and Emergency situations, including arrangements
for:
 Incident declaration, escalation, notification, mobilisation and response,
 response preparation and planning,
 communications with the Department and other stakeholders,
 media management,
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 safety of all personnel and visitors,
 Incident close-off and debriefing and revision of plans as needed,
 Training and exercise,
 On-going review.
Notwithstanding the above, the following are some possible emergency situations in the system,
and the adopted systematic approach incorporates reliability and communication features to
minimize the occurrence of emergency situations where possible, and to enhance safety,
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response, and communication when emergencies occur.
7.17.1 Pump Station Failures
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The emergency response plan should include in addition to the procedures on the following
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items:
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Emergency Contact List: The list designates someone from Consultant/Contractor/Client to
be contacted in case of emergency regardless of the day of the week or time of day. Kept
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up-to-date and make available to wastewater system personnel.
 Keys of all facilities main gate, building doors, MCC room, generator room, dry well/wet
well/chamber access, etc. All keys must be kept and tagged at known location.
 Emergency teams with tools/equipment/spare parts/transportation must be assigned and

available 24 hours a day and during holidays/week ends.
 Phones list of all utilities including: electricity, water, police, civil defence, Etisalat,
agricultural Department, and hospital.
 Weekly report for Emergency Generators status and diesel fuel inventory stocked levels.
 List of first point of flooding at each pump station in case of switched off the pump station.
 Maps and as-built drawing for the sewage system to be stored in a secure location. Policy
for the release of copies of maps, records, drawings and other sensitive information.
 Plan to test ERP / Contact list at least annually.
 Information technology: Computer access password to be protected, virus protection to be

installed and up-to-dated. SCADA system to be operated on systems without Internet access
to reduce the chance of unauthorized access, SCADA system to be evaluated for
weaknesses of potential intruders (penetration testing). Plan to back up computer data /
PLC, backing up data regularly will help prevent the loss of data in the event of power
outages or damage to the computer, backup copies of data to be kept at a secure off-site
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location, use of surge protectors can help to reduce damage to computers.
 Physical Assets: Perimeter and Access Control: restrict access to the critical components of
wastewater system to authorized people only, Post sign restricting entry to authorized
personnel only. All facilities should have a security fence around the perimeter, all gates,
doors and windows to be closed/locked. System should ensure that all security measures
comply with safety regulations and fire codes. Adequate external lighting to be around
facilities, Warning signs (against tampering, unauthorized access) to be posted at all
facilities and critical components. Area around critical components to be free of objects. Key
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control and accountability policy; keep a record of locks and associated keys and visit log
book at facilities.
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7.17.2 Prolonged Power Failures
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The O&M Contractor, operations control room shall contact the power company to determine the
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cause and estimated time until power will be restored, in the occurrence of a facility power
failure. Project officials shall be contacted and advised of the situation.
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Through mutual aid agreements and the coordination of other local agencies, a plan shall be
developed to obtain the necessary emergency backup equipment in order to maintain the
operations of the system. Maintenance or operating personnel shall be dispatched to assure that
designated equipment is operating with emergency power.
7.17.3 Supervisory Control and Data Acquisition (SCADA) System

Failure
The O&M Contractor shall be required to provide protection to the following SCADA system
items:
 Password Protection
 Virus Protection
 Battery Backup
 Connections Protection
 Firewall Protection
 Software Protection
 Hardware Protection
 Data Backup
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The information technology system plays an important role in water and wastewater systems
because it controls the equipment and informs the O & M Contractors about any problems
through alarm event protocol and reports. They can response to flooding, storm water,
equipment failure, power outage, telephone disconnection and fire faster, especially the remote
areas at western region.
7.17.4 Facility Transformer Failure

The O&M Contractor shall perform the emergency response procedure when facility transformer
failed, leading to power outage on the system due to the followings causes:
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 Natural calamities, e.g. earthquake, floods, tornadoes, etc.,
 Fire in various installation/equipment,
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
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Failure of equipment due to technical faults,
 Accident due to human error or faculty equipment/non-maintenance,

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 Terrorist attack and sabotage.
The emergency response procedure should include the following:
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 Emergency power supply system shall be made operational to deal with any emergency,
 In plants immediately affected or likely to be affected, efforts should be made to make

shutdown to keep the units in good condition,
 Arrange required safety equipment,
 Organized all support services like fire-fighting system, etc.,
 In case of fire, the unit/station needs to be emergency tripped through the emergency push
buttons provided,
 Fire tenders shall be immediately summoned,
 Guide authorities on all safety related issues,
 Direct all operations to stop within the affected area taking into consideration priorities for
safety of personnel, minimize damage to the plant, property, environment and minimize loss
of materials.
7.17.5 Critical Injury

The O&M Contractor shall perform the following emergency response procedure when critical
injury occurs:
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 Do not move a seriously injured person unless it is a life threatening situation,

 Call the Safety Officer and give your name, location, building and telephone number. Give as
much as information as possible regarding the nature of the injury or illness, whether or not
the victim is conscious, etc. Advice the safety officer of the injury, if possible, and if the
person requires an ambulance. You have the option of calling ambulance directly if you
believe,
 The injury is life threatening,
 Return to the victim and attempt to keep him as calm and comfortable as possible. Do not
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move the victim unless necessary to prevent further injury,
 First aid should only be given to the victim by a trained person,

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Remain with the victim until a Safety Officer or an ambulance arrives,
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Advice the officials on the scene of the illness or injury,
 Person with serious illness or serious injuries shall be transported immediately to the nearest
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hospital.
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8. ASSET MANAGEMENT PLAN (AMP)

8.1 Policy Document for Asset Management
8.1.1 Asset Maintenance
To deliver the appropriate level of activity to ensure optimal asset performance over the
expected asset lifecycle, in its operating environment, whilst meeting safety, statutory and
regulatory requirements in a cost effective manner.
This maintenance policy will promote the above vision and ensure sound stewardship of
company assets, as part of the asset lifecycle management process.
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The scope of the policy includes all activities associated with the maintenance and
refurbishment of key mechanical, electrical and instrumentation, control & automation assets.
This will ensure compliance with the relevant legal, regulatory, safety and operating standards to
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ensure the required asset performance.
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The business processes derived from the strategy will govern maintenance and associated
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activities ensuring delivery in the most efficient and consistent manner. The delivery will be
timely, auditable and will secure the integrity of the asset and the system to which it is
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connected.
The Company’s maintenance philosophy has a foundation of planned preventative maintenance

(PPM), using criticality assessments to determine the appropriate time-based maintenance
regime. This is coupled with condition based maintenance (CBM) using condition monitoring,
inspections and risk based maintenance (RBM) as a continuous improvement approach to
maintenance in ADM to improve asset availability.
There are two key areas for maintenance that this policy is focused on:-
1) Strategy and planning, to create a clear maintenance plan for all maintainable assets
2) To deliver performance against defined and measurable targets.
All parties’ work to a common governance structure to ensure consistency and understanding of
the business requirements.
8.2 Objectives and Approach

Asset Management Plan (AMP) is a structured program to minimize the cost of asset ownership,
improve service reliability and sustain the infrastructure. AM requires close cooperation among
operations, engineering, planning and finance with IT (CMMS, GIS, etc.) as the ‘glue’.
The objectives will be achieved by stringent monitoring and supervision of the operation and
maintenance contracts. O&M Contractor performance shall be continuously supervised,
checked, monitored and controlled to ensure the main priorities of the Department are achieved,
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08-ASSET MANAGEMENT PLAN FIRST EDITION - DECEMBER 2016

as follows:
 Maximise the overall performance of all infrastructure and assets.

 Increase performance levels by the use of improved technologies and methods.
 Perform services to the best industrial practices in terms of delivery, efficiency, safety,
workmanship, housekeeping, planning and control.
 Cater for expansion of the systems to meet future demands and deliver its required levels
and quality of service.
 Monitor and control operations and maintenance expenditure within agreed financial targets.
 Provide the continuity of the services with minimal disruption to the flows and pumping
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requirements.
 Ensure that effluent quality meets the required standards.
 Provide continuity of service for the irrigation water system.

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Protect and aim to enhance the environment.
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AMP governs all aspects of operations and maintenance, ie. starts with commissioning and ends
with disposal.
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O&M Contractor’s AMP shall be:
 As complete as possible and include all sub-systems, plans and procedures, detailed
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program of works, etc.

 AMP policy including rationale for repair/rehabilitation/renew decisions throughout the
Contract period,
 Details of any alternative or additional maintenance and repair tasks that it believes may be
major repairs, repairs of excepted assets or result in lower costs, or provide better quality
assets for the Department,
 Detailed work method statements for the planned maintenance of irrigation system assets,
8.3 Operational Benefits of AMP

Clearly, vigorous leadership and a high degree of institutional strength will be required to make
asset management work, however, the benefits are likely to be worth the effort:
 More meaningful operational and financial monitoring and reporting.
 Better understanding of infrastructure’s condition details and can better manage it.
 Unexpected failures are minimised.
 Life-cycle approach means that we can always get the most assets for our money, ie. reduce
whole life cost of O&M of Irrigation System.
 By measuring actual costs against plans, we make better asset decisions and lower our
costs.
 Better management of energy usage in the operation of the irrigation system.
 Improves efficiency, reliability and customer service.
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 Improves environmental performance, e.g. reduce leakage, water lose and wastage in
Irrigation System.
 Improves system planning.
 Lowers cots and improves resource utilization.
 Sustainable infrastructure.
 By tying cost to asset condition, and by long-term planning for each asset, we give policy
makers the facts they need to help keep infrastructure from decaying.
8.4 Asset Management Cycle

There are three important concepts in understanding asset management:
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a. Asset management is not a ‘general’ approach to things. Each and every asset is managed
on an asset-by-asset basis.
b. Each asset is managed against a plan, which means that there is a plan for each asset.
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c. Management of each asset follows a management cycle.
Let’s look at the classical management cycle, which applies to the management of any process:
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Figure 8-1: The ‘Classical’ Management Cycle
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Asset management activities in terms of each step in the cycle are:
1) Plan: A life cycle plan is created for each asset. This plan includes all the activities
associated with acquisition, maintenance, periodic refurbishments, disposal, and
replacement of the asset. The plan is ultimately expressed in financial terms, since (after all)
the intent is to manage the asset to minimize life-cycle costs.
2) Direct: Resources are allocated and asset-related activities are managed in accord with the
life cycle asset plan.
3) Measure: Costs of the activities directed in the previous step are measured, also on an
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asset-by-asset basis. The impacts of these activities are also measured, primarily through a
condition assessment program.
4) Control: Based on the results of measurements, the asset plans are updated, which may
involve re-allocating resources toward or away from each asset.
8.5 Asset Management Plan/Program (AMP)

The purpose of the Asset Maintenance is:
 To update and record the location, asset condition and attribute data of all assets within the
contract limit of works,
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 To identify and record the location, asset condition and attribute data of all newly added
assets within the contract limit of works,
 To identify the deleted assets within the contract limit of works and update the database,
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 List of repair / upgrading and maintenance work and / or replacement of assets required as a
result of the survey,
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 Centralizing the asset data for timely retrieval,
 Updating of GIS and Asset Management System,

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 To enable the Asset Data Management Centre (ADMC) to develop Data and Asset
Management System Integration, refer to figure below for more details.
 GIS (Geographic Information System)

 DMS (Database Management System)
 WEB (WEB Based Interaction)
The following diagram elucidates a comprehensive asset management plan/program:
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Figure 8-2:An Asset Management Plan/Program
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8.5.1 Asset Management Hierarchy/Team

The current structure does not allow for the review and ownership of the AMP which should be
separate from the operational activities. It may consist the following:
 Top level team, cross-functional

 Key players: planning, engineering, O&M, finance and IT
 Others may/should be involved as well
The Asset Management Team is the cross- functional group responsible for managing the asset
management process. Its primary responsibilities are to involve all users of asset management
information, gather input, define goals and objectives, prepare the Asset Management Plan, and
manage periodic audits of asset management performance.
The job of the team is to formulate an AM ‘strategic’ plan, to formulate policy, standards,
procedures and forms and ensuring thorough, consistent AMP across the organization.
However, it is important to separate the operational activity with the development and review of
asset management policy. Alternatively this can be carried out by the client, therefore removing
the new stakeholder but keeping the tasks and actions required by the asset management
custodian.
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8.5.2 The Asset Management Plan (AMP)

 Lay out objectives, levels of detail, ‘to do’ lists for the overall program
 Assigns responsibilities in each division
 Oversees plan implementation
 Monitors performance against plan, makes mid-course corrections
 Long-term effort
The Asset Management Plan is a ‘living document’ that defines goals, objectives, strategies, and
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specific assignments for the development and maintenance of a consistent and effective asset
management program involving all functions of a utility.
8.5.3 Asset Plans – The ‘Heart’ of AM

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Asset Plans are at the heart of the asset management process. Each asset has an Asset Plan
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that defines the activities required by that asset - maintenance, refurbishments, and ultimate
replacement. Each of these activities is associated with its expected cost. In other words, the
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Asset Plan is both an activity plan and a financial plan. Asset Plans are routinely updated
through ongoing condition monitoring and become increasingly accurate.
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Asset plans are defined by time period (typically by year) and, when combined, provide a
financial plan for all asset-related activities at an enterprise level that looks forward many years.
This financial plan supports both near-term budgeting and long term financial planning
processes.
These asset plans are also the primary keys to the substantial savings available from asset
management. Every asset has a life cycle plan which include initial costs, O&M activities (and
costs), likely refurbishment activities (and costs) and timing/costs of replacement. All asset
plans, added together, give us asset costs well into the future.
8.5.4 Condition Monitoring

 Each asset has an assessment plan
 How can this asset deteriorate or fail?
 How an asset deterioration or failure is monitored?
 What to check and how often?
 What are the key decision points for refurbished or replace?
Asset Condition Monitoring is the ongoing process of measuring asset condition. This is not just
to determine if the asset should be replaced or repaired — the process helps evaluate the
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frequencies and activities involved in normal maintenance and is used to update the Asset Plans
(note the upward-pointing arrows back to the Asset Plans). In other words, condition monitoring
helps to optimize asset management activities to minimize costs.
Condition monitoring also fulfills requirements of regulations, allowing analysis and reporting of
asset condition by segment or for the infrastructure network as a whole. Finally, it helps the
utility manage the condition of its infrastructure to prevent unexpected service interruptions.
Record actual asset based activities against the plan – information systems generate the actual
costs. Over time compare plans with actual costs and manage by variance. Also asses assets’
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conditions and modify asset plans accordingly.
8.5.5 Asset Management Audit

Periodic Audits: The asset management process includes periodic audits of all elements of the
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process to ensure that at least four objectives are being achieved:
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 Asset-related costs are being reduced as anticipated
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 Required service levels are being met
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Asset-related procedures are being conducted as planned
 Asset plans are being properly updated and improved.
Based on findings from the audits, the Asset Management Plan is updated (note again, the
upward-pointing arrows). From this short description, it should be clear that asset management
is a process of continuous improvement. Its aim is always to optimize asset-related activities to
achieve the primary goal of asset management: Minimizing costs of asset ownership while
maintaining required service levels and sustaining the infrastructure.
8.6 Controlled Documentation

The need for a high level strategy to define and set the direction of the business is critical; this
and other material can be documented and subsequently communicated in a number of ways
within the company. This is referred to as controlled documentation. A series of levels can be
developed for the organisation to enable policies, procedures, standards and forms to record
specific company information and ensure that correct procedures are used in both the design
and the maintenance of the asset base. It is essential to have these in place so that any
legislation, company guidance or similar can be benchmarked and delivered. Each document
should be made available to all stakeholders within the organisation.
 Policy – To set the strategy and direction of the business and/or the process/asset area.
 Standard – To define the instructions, tools or software required to complete the work activity
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supported in the policy document.
 Procedure – To define the work activity required and the process that should be followed to
ensure the task(s) is/are completed.
 Form – To define and record measurements to ensure asset data is noted correctly.
Figure 8-3: Controlled Documentation Levels
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As part of any asset management plan it is imperative that a form of monitoring/review is initiated
and carried out, the above diagram enforces this statement.
Form
An example of a policy document for asset maintenance is included at the end of this Chapter.
8.7 Best Practice Maintenance

Procedure
A database/table should be set up containing all maintenance information relating to the assets
within the irrigation systems which will encompass both linear and non-linear assets and made
available to all stakeholders. It willStandard
be a single source of reference to understand the
maintenance requirements and it will link the right maintenance with the right asset.
The table will also reference and link to maintenance evaluation and provide a date when this
Policy
was last achieved.
 Equipment No. or Asset Tag No.

 Component group
 Location/site
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 Asset description
 Maintenance Task Reference
 Frequency of Maintenance
 Task Time
 Date to review maintenance (link to maintenance evaluation)
Figure 8-4: Best Practice Maintenance Cycle
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C
C
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8.8 Standard Assets List

The intention of the standard assets list is to develop a clear understanding of which assets are
contained within the business. It defines which suppliers are right for the business and ensures
these are captured in a single source of information. This will also enable the use of whole life
costing to ensure the right costs are applied both from an operational and capital point of view.
A form will be developed to review the assets and understand if they can be used in the
business. Typically this form would contain the following:
 Asset type
 Asset supplier
 Maintenance strategy
 Maintenance frequency
 Spares lead time list
 Whole life cost
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8.9 Operational Risk Register (ORR)

The Operational Risk Register will contain all operational perceived risks both from a linear and
non-linear point of view. Risks will be populated by operational staff and should be reviewed on
a monthly basis (link to policy/procedure), it will also include data from the annual surveys and
planned maintenance tasks but only where necessary. Link the output to a heat map (scatter
graph). Risk based asset investment.
 Risk Number
 Risk Owner
 Risk Type (linear or non-linear)
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 Operational Area
 Title of Risk
 Risk Description
 C -
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Consequence of Risk (secondary failure)
 Link to other Projects
C
 Risk level before Mitigation (likelihood * consequence/impact)
C
 Mitigation / Intervention

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Risk level post Intervention (likelihood * consequence/impact)

Risks shall be logged in the risk register. Operationally identified risks are recorded at the level
at which they are identified.
Needs are identified investment requirements, these are created as a promotion of one or more
risks above acceptable threshold. Solutions are created to address needs. The physical
changes required in the asset base to address the solution. The ORR, as a minimum, should
include:
 Asset condition survey (worst performing)
 Planned maintenance (unplanned noted)
 Unplanned maintenance not fixable
Figure 8-5: Delivery Area/Catchment Management
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8.10 Preparation of an Asset Management Plan
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To ensure optimum and efficient management of Department, the AMP should be updated
regularly as a ‘live document’ edited and released by the O&M Contractor and reviewed on a
periodical basis by the CMT and where applicable could be highlighted to Department. The initial
AMP shall be prepared by the O&M Contractor and submitted for CMT/ Department review and
approval. The contents of the AMP would typically comprise the following main sections:
i. Asset Description: Update the assets scope for the contract year version and outline the
contract area landscape and irrigation assets, in an agreed format. This section will highlight
changes from the previous CY revision.
ii. Performance Standards/KPIs related to Assets: This section will address how the assets are
performing with respect to the relevant Department performance standard/KPI.
iii. Current Asset Performance: This will summarize the outcome of the annual asset condition
survey, as per Annual Asset Condition Survey, to update the classification and evaluation of
the Asset Condition Grade (ACG) through the activity.
iv. Planned Actions: This section will present a short narrative explaining the near-term actions
required to bridge the gap between the current state, and future, ie. by the end of the
term/handover for the scheduled CM activities. In the case where performance exceeds the
relevant performance standard/KPI, this section will explain how this was successfully made
and measures to continue to do so for the least cost. It is important to appreciate and
understand what actions are planned (O&M or CM) to bring or keep the assets above their
set ACG (1-3) and able to perform their intended function.
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v. Anticipated Costs: This section will be updated annually, and may form the basis for
enabling projects proposal. The numbers provided for the Contract year (year 0) and the
next two to three CY (to be agreed in the contract) should be fairly accurate depending on
the supplier’s guarantees and fluctuation in currency and using the Consumer Price Index
(CPI) released by Abu Dhabi Chamber of Commerce to update the equipment prices.
Beyond that, estimates of costs will be provided as indicative.
vi. Benefits: This section shall demonstrate that the on-going cost of an asset system is
reasonable and relevant to meet the Standards/KPI and given the scale of the benefits.
vii. Potential Improvements/Changes: Improvements represents a potential change to the
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standard of service and can be considered as a project, complete with some form of
appraisal of the additional expenditure, comparing different options and selecting a preferred
options based on whatever decision process is appropriate. This should also include
additions/omissions of assets.
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Figure 8-6: Standard Work Procedures (SWP) defines all processes step-by-step
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8.10.1 Operating Plan

This is a comprehensive plan that defines and governs how the asset will be used and operated
over its entire life cycle campaign:
 Products produced
 Continuous operating hours
 Changeovers and
 All other aspects of operations, including staffing, budgets and infrastructure requirements
Standardized Work Procedures (SWPs) for:
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Setup and changeovers
 Start up and shutdowns
 Ramp and deceleration
 Cleaning and autonomous maintenance
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
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Calibration and adjustments
 Materials handling

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Performance monitoring
8.10.2 Asset Operating Plan

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Defines operating envelope of asset or process, including:
 Boundary conditions, e.g. input/output

 Start-up and shutdown procedures
 Permissible operating ranges and methods
 Operating campaigns
 Specific procedures for abnormal operating modes
8.10.3 Maintenance Plan

Maintenance Plan (MP) is the counterpart of the Operating Plan and provides governance of all
aspect of the maintenance function required to sustain the asset over its life cycle. It is much
more than a simple listing of preventive or predictive maintenance tasks. All required
maintenance tasks:
 Preventive
 Predictive
 Rebuilds
 Overhauls
 Maintenance intervals
 Durations
 Skills and manning
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 Tools and materials

It further defines maintenance organization:
 Structure
 Crafts, skills and staffing
 Support personnel
 Materials and tools
 Infrastructure
 The Maintenance Budget
8.11 Methodology for Development of AMP
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8.11.1 Overview
This Methodology is to be used to provide an O&M assessment of irrigation pumping facilities
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assets in Abu Dhabi Island and Mainland. The assets, irrigation pumping stations, reservoirs and
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C
networks, covered are operational units. It will also include assets such as civil structures that
may not be included in the asset register. This information will be used as part of an overall
C
asset management plan as defined in document for Asset Management Procedure.
a) Existing Asset Register
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All the plant assets managed by the O&M Contractor would have been identified and described
in a functional tree structure. This asset register should be constantly updated if new plants are
built, transferred to the responsibility of the O&M Contractor or if identified as operational units
that would need to be followed individually as assets.
b) General Assessment Methodology
For each operational unit, its Condition and Performance will be graded, as well as its criticality.
Based on these grades a global grade will be given that will be used to specify the forecasted
year of replacement.
c) Condition Grade
Condition grade is an assessment. Rating on a 1 to 5 basis with 1 indicating the asset is in ‘as
new’ condition and 5 that it is beyond economic repair Condition Grade is determined from the
individual assessments of Integrity, Safety and Residual Life. Regarding normal asset life
duration, reference should be made to Department’s requirements at construction stage.
An overall Condition Grade for an operational unit is a translation of the grades for each
category. The overall figure is not a percentage but instead a judgment on which category is the
most important to that operational unit’s Condition Grade, eg. an asset component is given the
following grades:
 Safety 2
 Residual Life 3
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 Integrity 4
The integrity of the asset may be considered to be more relevant to the component’s overall
condition and so the CG is 4 rather than 3 which is the average. Comments relating to these
grades should be noted on the data input forms under their appropriate headings.
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Table 8-1: Condition of Grade Integrity of Asset
Areasto
Score Definition 1 2 3 4 5
Consider
The Sound As 1 but Functionally Deterioration Serious

combined modern showing sound, but has a structural
appearance
score for the structure some minor significantly significant problems
with signs of effect on the having a
Condition at deterioration. affected by
modern performance detrimental
process M&E plant Routine deterioration, of asset, effect on the
level and structure is
components refurbishment marginal in its due to Performance
includes
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and leakage or of the asset.
that are capacity to other Effective life
Overall Condition
serviceability maintenance
at operable prevent of
and well structural
required with Leakage, M&E problems, M&E plant &
process and maintained
review of equipment and components
Component components M&E plant &
condition components exceeded
level.
C - in the medium
function
adequately but function but and incurring
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require
C term with some
reduced efficiency significant excessive
maintenance
and minor failure. maintenance
to remain costs
C
compared to
Operational.
Will require replacement
cost due to
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Major
overhaul. Unreliability.
Combine the Integrity, Residual life and safety aspects for the process and its
components to give an overall score
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Score Definition Areas to Consider 1 2 3 4 5
Pumps - efficiency
for bearings etc. Immediate
Pipework - rust replacement
An indication of known internal or major refurb
the physical work. Control Equip Minor physical Considerable due to physical
Minor physical
condition of an – Valves operating defects require physical defects.
Integrity defects which
asset delivering as they should. No Physical regular defects that The asset
require little
service to Monitoring Equip - defects or maintenance to require should not or
cost to
customers. calibrated, wiring, problems repair CAPEX for preferably not
maintain,
etc. Maintenance - refurb or be used for
rectify
The estimation amount of replacement in operations due
of an asset's unplanned work on the near to its
remaining equipment. future physical
Residual
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service life. condition.
Life
Calculation = <10% 80% >
10% >
Effective time Estimate current 50% > Residual Residual life >
Residual life >
in age (time in life > 80% 200%
50
service/service service) in years.
life
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Estimate residual Residual life >
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time (time left in 200%
C
service) night.
Maintenance - Safety
C
space, cranes, Minor safety Safety infringement
An indication of Safety
electronic infringement infringement that causes
the condition of infringement
isolation. Flood requiring little that puts serious and
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assets whose Low risk. No that would only

protection. maintenance. people at risk imminent
Safety
failure may harm normal put a person at

Buildings - Medium risk under normal danger to
result in the operation, risk if it were to
alarms, locks, site operation, anyone in the
unsafe fail safe fail but it is
window grills. Fail with all requires area. Requires
operation of regularly
safe. Signage. dangers CAPEX to immediate
plant maintained.
Fire alarms & well signed repair/replace CAPEX to
equipment repair/replace.
d) Global Operational Unit Assessment and Replacement
With a view of planning replacement of operational units, each unit is then given a compound
grade based on its Condition Grade (1 to 5), its Performance Grade (1 to 5) and it’s Criticality (1
to 5). Asset Grade = Condition Grade x Performance Grade x Criticality
Grade distribution is presented in the below tables:
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Table 8-2: Grade distribution
Serviceabilit
y1 1 1 1 1
1 2 3 4 5 6 8 9 20 25
Criticalit 0 2 5 6
y
1 1 2 3 4 5 6 8 9 10 12 15 16 20 25
2 2 4 6 8 10 12 16 18 20 24 30 32 40 50
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3 3 6 9 12 15 18 24 27 30 36 45 48 60 75
4 4 8 12 16 20 24 32 36 40 48 60 64 80 100
5
C - 5 10 15 20 25 30 40 45 50 60 75 80 100 125
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C
C
Note 1: With the serviceability being the product of the Condition Grade per the Performance Grade, ie. a grade between 1
and 25.
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Table 8-3: Grade between 1 and 25
Category Grade Interpretation
1 1 – 10 No specific attention needed. Asset is performing efficiently and delivering the required standard of
service
11 - 20 Asset is unlikely to be required in a close future (50% of asset life expectancy)
2 21 - 40 Asset is likely to require refurbishment or replacement in a foreseeable future (<25% of life
expectancy)
3 41 - 70 Asset is getting towards the end of its economical service life, and is likely to require major
refurbishment or replacement in a close future.

5
4 ˃70
Replacement or major refurbishment shall be planned.
Note 2: One shall note thatAsset is already
if grades (Condition,beyond its economical
Performance service
and Criticality) life,randomly
were given and is overdue for of
the distribution
final category grades wouldrefurbishment

be approximatelyor25%
replacement. An
for each grade 1-3immediate
and 4+5, 8%replacement is 5required.
of total for grade alone.
Based on the above, an expected year of replacement can then be entered for each operational
unit. This tentative replacement year shall be our best reasonable estimate at the date of the
assessment. It will obviously be more and more precise when the equipment comes closer to
the end of its service life (Categories 4 and 5 above). One shall bear in mind the following:
 Premature failure of an asset may occur long before its anticipated remaining life duration.
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 On the contrary the deterioration of an asset may be longer than originally expected and the
expected replacement date may then be postponed.
 Estimated years of replacements for assets whose remaining life duration is greater than 10
years will remain approximate and based on non-individualized calculations, as it would be
vane to try to reach greater precision.
e) Replacement Value
The value to replace the operational units shall be estimated. The objective of this estimate is,
together with the estimated replacement year, to have a statistically relevant estimate of the
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global Capital Investment required.
Objective is to have a rough individual estimate for assets with a long remaining life, getting
towards a more precise individual estimate for operational units to be replaced in the following
C -
year. To make this estimate more relevant and precise, initial value of the assets will be
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C
requested from DMAT/O&M Contractor. Evaluations will be corrected for general inflation on a
yearly basis.
C
Replacement value of assets whose replacement year is estimated to be at least 10 years away
will not be estimated unless rough estimates are readily available (for instance from initial
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installation costs).
8.11.2 Specific Cases

a) Minor Operational Units and Non-Critical Assets
Assessment of the Condition, Performance and Criticality, as well as the replacement value of
the unit will be assessed on a priority basis. Critical plants and plants whose Performance or
Condition grades are known/anticipated to be low will be assessed first.
 For minor operational units in non-critical plants, Performance Grade and Condition Grade
may be assessed without going in the detail of each of their components.
 Criticality may also be assessed at a higher level in the Asset Register Tree (level 4 or even
level 3).
b) Assets Not in the Asset Register
Some assets may not be in the asset register as they are hidden and/or require no specific
maintenance. Another case may be assets not under O&M Contractor responsibility, which may
make them difficult to assess properly, but still key assets for the pumping station: example is
transformers under ADDC responsibility. These will be added to asset register on an as found
basis and assessed as per the above process.
c) Replacement of Ancillary Equipment
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Some non-specifically identified assets of low individual value may need to be replaced on a
regular basis. Examples of this are manual valves, railings, etc.
From an asset management perspective the usual way to manage replacement of these assets
is to have a yearly estimate not identifying the precise assets to be replaced (as they are not
individualized in the asset register). Then this program is developed during the year on an
emergency (failed assets) and systematic (number of items to be replaced) basis.
d) Final Data Gathered

Each operational unit is listed and identified in CMMS, where information already available
includes equipment ID, tag, description, type...
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For the specific purpose of the Asset Management Plan the following fields will be managed in a
specific database which will be updated once per year:
 Approximate installation date
 Standard life expectancy
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 Standard renewal date
C
 Condition Grade
C
o Integrity grade
o Residual life grade (automatically calculated)
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o Safety grade
 Performance Grade
o Capability grade
o Reliability grade
o Maintainability grade
8.11.3 Criticality grade

 Overall O&M grade (calculated)
 Estimated Renewal date
 Estimated renewal cost
e) Performance Grade
Performance grade is also an assessment. Rating on a 1 to 5 basis with 1 indicating that the
asset performs its function efficiently within its design parameters and 5 indicating that it is
subject to frequent failure or is being asked to perform outside its designed operating range. As
for the Condition Grade, an overall Performance Grade for an operational unit is a translation of
the grades for each category. The overall figure is not a percentage but instead a judgment on
which category is the most important to that operational unit’s Performance Grade.
Table 8-4: Performance Grade
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f) Criticality
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Criticality is an assessment of the consequences on the asset failure on the whole site
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performance:
C

C
On the quality of products delivered to our customer (compliance with contractual service
standards)
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 On safety and environment

 On the other equipment (cascade effect)
 On the operation costs.
Rating is on a 1 to 5 basis with 1 indicating the asset failure would have only minor
consequences and 5 that it would pose a major risk of global failure with significant monetary
and non-monetary consequences.
Table 8-5: Criticality
8.12 Asset Register

Asset data which is required to run the business is stored in an asset register. The asset register
may be stored in one or more databases. An asset register is the core or foundation for being
able to manage the life cycle of an asset. It needs to be well planned, properly set-up and
populated and most importantly well maintained.
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Acquire Asset – Utilize - Maintain – Renew or Dispose

(Procurement - installation - O&M - Renewal – Decommissioning – Disposal)
Figure 8-7:AMP and Asset Lifecycle Management
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C
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Key considerations to setting up an asset register:

 Asset Hierarchy: needs to support all aspects of the business from maintenance
management, e.g. a work order for an individual valve, through to financial reporting, eg.
total replacement cost.
 Asset Attributes: needs to support all aspects of asset management from simple reporting
through to optimized decision making, e.g. understanding the condition, performance and
criticality, etc. of an asset.
 Data required to support asset management functions: accuracy, completeness, confidence
value (site survey, historic records, interpolation).
 Maintaining superfluous data costs, time and money in perpetuity.
The asset register will detail the company assets and be broken down;
 Operational area
 Asset description
 Tag number (complete during annual survey)
 Asset class
 Condition and performance annual data
 Acquisition data
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 Refurbishment history
 Warranty period (if applicable)
8.12.1 Asset Tagging/Numbering and Identification

Typically three considerations:
 Fully intelligent (asset identification structured to indicate the type of asset, location and
position in hierarchy, etc. that combine to provide a unique identifier.
 Semi-intelligent (asset identification that may indicate the type of asset, approx. location but
then uses unintelligent sequential numbers for the balance of the identification.
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 Unintelligent (random sequential numbers) – commonly preferred, as with the integrated use
of GIS and asset management, the need for intelligent numbering has largely become
redundant.
C -
Underlying considerations include:
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
C
The software system/s being used,
 Tagging of assets
C
Once the asset register has been planned, all data aspects should be planned and documented
in an Asset Data Management Standard. Typically, this should include:
Q
 Data specification,
 The data management process (collection and verification, delivery and entry, quality and
security),
 Data delivery (as-built, field inspections, etc.),
 Data quality (acceptance criteria, processes and procedures),
 Data maintenance (processes & procedures),
 Data improvement plan (processes & procedures)
8.13 Asset Risk Register (Operational)

The risk register will contain all operational perceived risks both from a linear and non-linear
point of view. Risks will be populated by operational staff and reviewed on a monthly basis, it will
also include data from the annual surveys and planned maintenance tasks but only the where
necessary. Link output to a heat map (scatter graph). Risk based asset investment.
 Risk Number
 Risk Owner
 Risk Type (linear or non-linear)
 Operational Area
 Title of Risk
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 Risk Description
 Consequence of Risk (secondary failure)
 Link to other project
 Risk Level before mitigation (likelihood * consequence)
 Mitigation / Intervention
 Risk Level post intervention (likelihood * consequence)
Risks are held in the risk register. Operationally identified risks are recorded at the level at which
they are identified. Needs are identified investment requirements, these are created as a
promotion of one or more risks above acceptable threshold. Solutions are created to address
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needs. The physical changes required in the asset base to address the solution. A risk register
shall, as a minimum, include;
 Asset condition survey (worst performing)
 C -
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Planned maintenance (unplanned noted)

C
Unplanned maintenance not fixable
C
8.14 Risk Analysis
Q
The need to promote Levels of Service compliance, cost effective management, and
consistency in decision making and to ultimately insure against business continuity risk, requires
a well-defined risk management strategy. In addition to developing the risk approach to be
adopted by the Department in the compilation of the management of their existing and emerging
asset base, appropriate risk management tools and techniques should be established.
One of the first steps of risk management is to get a good understanding of the level of risk that
is to be managed out of the business against the level of risk that is to be retained within the
business. In particular, risks have to be managed on a key performance indicator basis, ie. it
may appear that the infrastructure is not broken down into risk classes which subsequently
results in to problems.
Key high risk assets may not be maintained at a high enough standard and therefore the risk of
failure is high which causes safety, financial and business continuity risk to rise. Non-key assets
may often be over maintained. This eliminates safety and business continuity risk but heightens
financial risk from a perspective of wasted resources.
The diagram below highlights the strategic approach to identifying and managing risk.
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Figure 8-8:Approach to Identifying and Managing Risk
C
In order to eliminate these problems a structured analysis must eventually be undertaken to help
Q
classify and manage the risks. A proposed framework for Risk Management should be based
upon a simple approach through using desk studies and based on the historical information
generated by the Asset specific AM regime.
Appreciation of risk within the utility allows the asset manager to assess priorities and set
investment plans to minimise probabilities of asset or service failure.
Risk is basically the combination of the consequence of an event and its probability. For
example the risk associated with a particular asset failure mode is the outcome of that failure
combined with the likelihood of it happening.
The assessment of risk can be a complex exercise. Such methods as Reliability Centred
Maintenance (RCM) gauge risk quite extensively. Failure mode analysis and failure modes and
effects analysis (FMEA) are common tools within utilities. Risk assessment lends itself to scoring
systems based on grades combining consequence and probability of an event – either as the
sum or product of a number of scores for both. For example, if consequence is graded from 1 to
5 in severity and, likewise, probability is gauged from 1 to 5 (5 being the highest in both cases) a
risk matrix can be drawn up which illustrates the overall risk of any event. The following diagram
(traffic light scoring) illustrates this:
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Table 8-6: Assessment Risk Matrix
1 2 3 4 5
5
Consequences (Impact/Severity)
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3
1
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C
Likelihood of Event
C
Another way to look at risk is to separate the consequence of an event from its likelihood. In that
way, events (such as asset failures) that have little or no consequence can be treated differently
Q
from those that do. One such method based on this principle assesses the ‘criticality’ of an asset
at any level from a zone through to a component such as a pump from the consequence of its
failure. Only those critical assets for which asset failure is a significant factor are examined
further in terms of planned maintenance and condition analysis. Non-critical assets may be
allowed to fail.
Data associated with asset failures, condition and performance horizons and similar aspects is
therefore of prime importance when dealing with risk. Analyses of failure rates give statistical
data to back up failure probabilities. Condition is usually important for critical assets.
8.14.1 Risk Assessing

Risk Assessing helps us understand potential impact on:
 Impact on service to customers
 Health and safety of staff
 Costs of O&M
 The environment
 Business reputation
To undertake risk studies a considerable amount of failure records are required, however it is
possible to apply ‘generic models’ and or ‘judgement in analyses’. This provides an alternative
practical way of assessing probability of failure. Diagram below highlights the probability of
failure.
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Figure 8-9:Probability of Failure

Probability of Failures
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Time
C -
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8.15 Risk Management
C
This is the process of analyzing exposure to risk and determining how to best handle that
C
exposure.
8.15.1 Risk Management or Risky Management?

Q
Risk arises due to limited knowledge, experience, information or uncertainty about the future. All
decisions have associated risks and the actions taken depend upon these risks. Risk
management is making decisions with awareness and understanding these risks. Risky
management is making decisions with no knowledge of the effect that decision will have in the
future.
Risk management provides a structured approach to identify, document, track and treat risks.
This sequence of well-defined steps allows the analysis and the implementation of appropriate
responses to the risk.
The AMP is a corporate approach to managing assets. Risk management supports the asset
lifecycle approach by identifying and treating the risks at each lifecycle phase.
Risk Management
Acquire Asset - Utilize - Maintain - Renew or Disposal
8.15.2 Corporate Governance and Risk Management

Corporate governance consists of the policies, procedures, guidelines, checks and balances,
leadership and organizational structures that glues the organization. Risk management is used
to determine the amount of glue that is required to optimize this coherence and risk
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management can determine the resilience of the organization
Figure 8-10: Risk Management Flowchart
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C
C
8.16 Risk Management Plan
Q
A Risk Management Plan (RMP) can only be drawn up when sufficient historical asset data has
been gathered and then it can be introduced as a basis for Maintenance Optimisation (MO). MO
methodology should eventually be undertaken on each and every asset. In addition there will
also need to be an ‘Emergency Management Response Plan’ to any occurrence on the system.
The risk methodology should include for a Change Management Plan, in order that there is
minimum risk involved in changing O&M Contractor at the end of Contract periods. Such a
methodology also includes for ensuring lessons learned during each O&M contract period,
ensuring upgrade of the contract to best practice. Such best practice shall be shared across all
O&M Contracts over the four operational areas.
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Figure 8-11: Interaction of Risk Profile vs. Remaining Life
Remaining Life
Remaining Life
Risk of Failure
Tolerable Level
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Risk of Failure
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C Time
8.17 Existing Asset Condition

C
Existing asset condition reports would have been prepared and agreed under the previous
Q
contract, however, during the first 90 calendar days after the Contract Commencement Date,
the O&M Contractor shall thoroughly review and inspect both the condition and the function of
all assets covered by the services. The O&M Contractor shall review the existing condition
reports and amend them where necessary with photos and in writing to take account of assets
added or removed and to amend current condition of the assets where appropriate. The
purpose of these reports shall be to determine the actual condition and functionality of the
assets covered by the services at the Commencement Date and to identify any essential works
to bring the assets to an acceptable condition for continuing operation.
The O&M Contractor shall submit the condition report fully documenting, with sample data
and/or photographs where possible, the current condition of the asset, referred to as the
handover condition report, to the Employer in accordance with Contract requirements.
The Employer shall review and evaluate the submitted handover condition report. Within 30
calendar days of receipt of the report and following consultation with the O&M Contractor the
Employer shall respond in writing accepting or issuing a revised amended handover condition
report. The Employer’s written response shall be deemed to be the handover report. If the
Employer does not respond within 30 calendar days, the O&M Contractor’s submitted handover
condition report shall be deemed to be the handover condition report.
Notwithstanding the above, in the event that either party does not agree with other party’s
evaluation of asset condition, then a mutual agreement (between Employer and O&M
Contractor) based upon inspection results may be carried out to finalize the conditions of assets
PAGE 201

and establish an agreed handover condition report. In the event that no agreement can be
reached within 90 calendar days of receipt of the O&M Contractor’s submitted handover
condition report the previous paragraph shall apply.
8.18 Asset Management Program and Procedures

Purpose of the Asset Management Procedure is to define the tools, methodology and stages
used by the O&M contractor to:
 Create a structured register of the operational units managed on each site.
 Assess the overall O&M status of the individual Operational Units composing the plants
under VW responsibility. This overall status may be assessed based on sub-components like
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the condition of the operational unit, its performance and its criticality.
 Based on this assessment, estimate a ‘most probable’ year during which the operational unit
would require replacement. Also estimate the cost of this replacement.
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Produce and update annually an ‘Asset Management Plan’ to be submitted to the
Department.
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This document can then be used by the Department to define and anticipate the financial and
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technical means needed to maintain the overall condition of the plants operated and maintained
by the contractor and their ability to deliver the required service.
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It is to be noted that the replacement of an operational unit when it has reached the end of its
economic life and/or failed prematurely is the responsibility of the Department.
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Figure 8-12: Asset Management Procedure
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8.18.1 Asset Register (Creation and update)

All the assets are identified and described in a functional tree according to a well-defined
structure.
8.18.2 Assess / Update assessment of Operational Units

Each operational unit is assessed after being identified in the asset register then re-assessed on
a regular basis. Details of how this assessment is to be conducted are given in a specific work
instruction. In conducting such assessment the following objectives will be pursued:
 Assessment shall help relate the urgency of replacement with technical and economical
criteria like the condition of the asset, its performance and its criticality to the global plant
therefore assisting O&M contractor in establishing a schedule and a priority in the
replacement needs.
 Homogeneity and consistency in the assessment, through a well-defined assessment criteria

and a limited number of assessors.
 Time spent / benefits approach: assessment may be more detailed or updated more
frequently for assets that are:
o Of greater economic value

o More critical to the pumping stations/operational units
o Closer to the end of their economic or technical life
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8.18.3 Define / Update Estimated Replacement Year and Cost

The above assessment will assist the O&M contractor maintenance team define (or update) for
each operational unit:
 An estimated year of replacement
 An estimated cost of replacement
Once again a time spent / benefits approach will be used when establishing these values. Year
of replacement or cost of replacement will only be updated for those assets:
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 Whose technical assessment as changed, therefore implying a potential significant change
in these values,
 Or who are due to be replaced in the next 2 years.

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For other assets, the previous year replacement value will simply be updated by a general
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factor reflecting inflation.
The proposed year of replacement may also take into account other factors like the consistency
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with upgrade or extension works planned by the Department. Some non-specifically identified
assets of low individual value need to be replaced on a regular basis. Examples of this are
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manual valves, railings.
To manage the replacement of these assets O&M Contractor will define, in the Asset
Management Plan, a yearly estimate not identifying the precise assets to be replaced (as they
are not individualized in the asset register and it would be disproportionate to do so). Then this
program will be developed during the year on an emergency (failed assets) and systematic
(number of items to be replaced) basis.
8.18.4 Produce a Synthesis/Detailed Document for Submittal

Detailed assessment will then be synthesized (by year and other relevant grouping categories
agreed with the CMT) and submitted to the CMT with the relevant comments. Such a document
will be updated on an annual basis, at a period to be agreed with the CMT for it to be aligned
with budgeting and planning schedules within the Department.
8.18.5 Implement Planned, Approved and Emergency

Replacements
It is the Department’s responsibility to approve the replacement of operational units and also to
define how he wants the work performed: by the O&M Contractor or by a third party. If the
Department instructs O&M Contractor to perform the job, this will be prepared according to the
documented administrative and technical processes and agreed with CMT: number of quotes for
external suppliers, details of costs, etc. In all cases, work will be performed with the adequate
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health and safety control as specified in the Safe System of Work Procedure.
Planned replacements will be proposed for Department’s approval early in the year so they can
be executed according to an adequate and smoothened schedule all along the year. Not all
planned replacements may be executed in the year they were planned.
Planned replacements also include the replacement of non-specifically identified assets of low
individual value. Unplanned replacements will need to be added to this program when the
premature failure of an operational unit or its degraded performance or condition justifies an
immediate replacement.
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In cases of emergency, if a critical asset fails prematurely, the O&M Contractor may proceed
with its replacement without waiting for full approval of costs by the Department, however, in
such cases the O&M Contractor must communicate with CMT as soon as possible and in the
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adequate form given the emergency of the situation (phone, letter, etc.). In such communication,
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O&M Contractor shall provide full details of the problem, actions to be taken and state its
position and eventually require instructions. In any case the actions should be well documented
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and informed to CMT through a formal correspondence.
8.18.6 Update the Asset Register

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At least once a year the asset register will be updated, as per above. This will take into account
the operational activity of the year and in particular the assets replaced.
8.18.7 Records
 The Asset Register with technical assessment of the asset (condition, performance,
criticality, etc.) and estimated year and cost of replacement. This record will be in electronic
format.
 Annual synthesis of the asset management plan. This record will be both in electronic and
paper format. It will be submitted to CMT for review.
 Technical and administrative documentation related to the replacement of an individual
operational unit.
8.19 Disposal of Assets

8.19.1 The Asset Disposal Planning Process
This structured process ensures the asset portfolio comprises those to meet service deliveries at
the lowest long-term cost. Disposal Plans cover the same period of time as the capital
investment, maintenance and operations plans.
Stage 1: Assets Surplus to Service Delivery
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Assets are of value if they continue to cost effectively support the delivery of Department’s
services. If they no longer do this, their worth lies in their disposal value. An asset’s continuing
acceptability in service must be measured against its disposal and procurement of alternative
assets to provide services. Surplus assets should be identified as to whether they still support
the Department’s service objectives because of changes in the type of service or method of
delivery.
Stage 2: Benefits of Disposal vs. Retention
Some assets identified as surplus will have a negative residual value once disposal costs are
included. Advantages of disposing must be weighed against the cost of continued ownership.
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If the cost of removing redundant pipeline is greater than scrap value, and if there is no
significant risk, or impact on re-use options, then leaving the asset in its present state may be a
viable option.
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Other costs that stem from ownership include the opportunity costs on the residual value of the
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asset and the cost of insurance. Therefore, retaining such assets in service when they no longer
effectively support service delivery will expend resources that could otherwise be used
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elsewhere and could effectively block the acquisition of more suitable and economic assets.
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Stage 3: Value Maximization
Asset disposal is its sales value plus savings achieved in the cost of service delivery or other
benefits. Assets may have a range of values to potential buyers with each valuing different
aspects of the asset.
Stage 4: Disposal Mechanism
Disposal methods must be carefully chosen to ensure disposals are carried out to:
 Satisfy probity considerations

 Provide adequate and equal opportunity to purchase, including clear stipulation of the basis
upon which decisions will be made
 Achieve the best return to the Department
 Avoid any adverse environmental impacts
 An asset disposal form must be completed to obtain the Department’s approval and
authorize the removal from the asset register.
Asset plans should specify the nature of disposals and confirm this satisfies all regulations.
Stage 5: Disposal Plan and Implementation
There should be a culture to regularly analyze all asset holdings to identify any no longer
supporting the delivery of services, to ensure Council is focused on service delivery rather than
assets.
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There must be a link between capital investment and disposal, particularly important if disposals
help to fund capital works. Pre-disposal approval should be obtained in time for disposal to be
completed, bearing in mind a favorable state of the market to achieve a satisfactory outcome.
8.20 Annual Asset Condition Survey (ACS)

Efficient maintenance of capital assets would require regular surveying of the asset conditions
annually reflecting the plant and equipment conditions of the infra and non-infra assets. The
annual ACS is an important pre-requisite to updating the AMP as well as the CIP of asset
management in the service area.
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The asset condition survey reports will be prepared by a team of engineers of all disciplines
(Civil, M&E, Instrumentation and Automation) that will have a regular schedule to cover all the
assets in a given CY. Depending on the distance and extent of work required at each location,
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the team may either be site based or follow a rotational schedule throughout the different
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locations.
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The survey will produce a report on the methodology to evaluate the performance of individual
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assets and facilities vs. the KPI. The format of reporting will adopt the asset data hierarchy code
as referred to in the ‘DMA, Municipality Asset Management Framework for Asset Classes’
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report. The O&M Contractor will address the possibility of incorporating the ACS within the
aforementioned report format for consistency in presentation.
Since this is an on-going endeavour, the survey should take place during July to September
(period to be agreed with the CMT) in each CY allowing 1 month of results analysis and
incorporation into the submission of the draft ACS by the 1st October of each CY to the
Department for review.
The O&M Contractor, under the supervision of the CMT, is solely responsible to compile Asset
Condition Survey information. The key objectives of the survey works are:
 Geographic Asset Positioning, via GPS as per Asset Data Management Centre (ADMC)
standards, to determine the true location of the existing assets and to enable the
construction of a GIS Spatial Database.
 Inventory of Asset Attribute Data - is required to facilitate the operation and maintenance
planning activities and support the Municipality in budget and investment planning strategies
for the future.
 Asset Condition Assessment - is to be conducted as per the Asset Condition Indicator and is
required to provide an accurate record of the condition of all assets at time of survey. This
will also be the process whereby any repair/replacements will be listed.
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 Digital Coloured Photographs - are to provide evidence of the current appearance and
condition of the assets and establish different types within the same asset categories.
After the commencement of the project, the Contractor must submit the Final Asset Condition
Survey Report for Engineer’s review within 90 days or as specified in the Contract Documents.
The report shall be forwarded first to Consultant and finally to DMAT for verification. However, it
is sole responsibility of the Contractor to conduct the Asset Condition Survey in a professional
manner to comply with the stipulations specified in the Contract Document and thereto as per
the requirements.
Reference should be made to ‘Asset Manual / Guidelines for DMAT O&M Contracts’ for full
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details.
8.21 Methodology for Asset Condition Surveys
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As part of the development of an Asset Management regime it is essential to know the condition
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and performance of all the assets, as they are key to delivering continuous irrigation (recycled)
water efficiently and effectively to the end user/customer.
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To successfully implement and deliver the goals and objectives of the DMAT, the following key
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components have to be identified:
 Proper asset records of the irrigation system
 Reliability of structure of the irrigation system
 Security of recycled water supply
To achieve and deliver against these goals and policies it is essential to know the condition of all
the assets, their life expectancy and their performance capability and optimum whole life cycle
costs.
It is recommended that the condition grading of assets be on an asset specific approach. ‘Asset
Specific’ means that the objective is to study each and every asset to derive the best
assessment of its condition and hence the anticipated remaining life. In this way the Department
can determine its medium to long-term investment strategy with a high degree of accuracy and
confidence.
Each asset shall be conditioned assessed into its key component parts, which represents the
costs drivers. These parts will be allocated their appropriate condition grade fields within the GIS
database, which forms the Asset Register.
The investment study methodology shall take risk into consideration but only after condition
grading has been carried out.
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8.21.1 Methodology for Underground Asset Survey

The main purpose of this exercise is to verify the location, material, diameter, and depth of the
pipeline and to condition grade the pipeline and determine asset life. This is required for the
development of asset investment strategies/scenarios.
8.21.2 Initial Strategy

In order to commence asset management planning on the underground network a desktop
condition grading methodology is required. This will provide initial condition grading of the
pipelines with verification of the desktop findings being undertaken with strategically located pipe
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cut outs and condition assessment. This data will then be prepared for input into the GIS and
extrapolated through the network with appropriate rules applied to maintain the quality
assurance of the results.
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To commence the exercise data will be required from the following sources:
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From the GIS the following data will be required: age, material, internal/external protection,
location, ground surface type.
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 Maintenance Records and interviews with maintenance personnel to ascertain areas with
particular problems and areas of no problems.
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 Contract Documents and other relevant sources for any specific information on ground
conditions and the proximity of other utilities etc.
 Identification of strategic mains. These would be the first mains to be condition graded.
By analysing the above information an assessment of pipe condition can be made.
Step one will be to examine the areas showing significantly high rates of pipe failure from the
historical maintenance records. Through screening these records we will identify particular pipe
lengths with high failure rates.
By examining the pipe materials, location, information available on ground conditions and
proximity of irrigation systems an assessment of the pipe condition can be made.
Step two; the result would then be applied to all the pipes laid under this contract in similar
locations, diameter and material. This exercise should be undertaken for all pipes in each
area/zone until the entire network has been assigned a condition grade.
Once this exercise is completed a programme of strategic cut outs and pipe sampling should be
implemented to verify the desktop analysis and adjust the findings/improve confidence grade on
the information.
With the implementation of the Short, Medium and Long-term strategies below the above
information will be continually reviewed and the data in the GIS database updated accordingly.
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8.21.3 Short / Medium Term Strategy

 The network condition survey should in the first instance be undertaken at the same time as
the leak detection/network modelling programme. Also O&M team should commence the
recording of pipe condition every time a pipe is exposed on the data collection forms
provided for this purpose.
 For the chosen area of study/or incident an extract from the GIS file should be taken
indicating the location/material/diameter/internal- external protection/depth
 Any existing fittings in the location should also be recorded and their location
checked/plotted against the GIS data.
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 A suitably qualified engineer, in accordance with agreed criteria, should determine the
internal and external condition of any pipe cut out.
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If no cut out is taken but a fitting is replaced/removed the opportunity should be taken to
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observe the internal and external condition of the pipe plus other required attributes and for
these to be recorded on the form.
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 If there is any deviation on location of the pipeline this should identified on the GIS plot with
appropriate dimensions.
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 If any apparatus is permanently fitted during the course of the leak detection/modelling
exercise/maintenance then this should also be recorded on the GIS plot.
 All data should be recorded on appropriate forms and copied to the Department GIS centre
for updating the system.
8.21.4 Medium to Long Term Strategy

This further reinforces the methodology already established above
 A system needs to be implemented for the on-going network data verification/updating/

recording new plant and condition grading of network assets.
 It should become a requirement of all maintenance and repair gangs to check and verify
attributes of underground assets against that recorded in GIS.
 This requirement should be identified in all work orders/job cards issued and the results
recorded for copying to GIS centre. CMMS should be used to manage and record the
issuing of work order cards and produce the appropriate asset reference numbers.
 A procedure should be established to issue a plot from the GIS for all work locations so that
new works can be recorded thereon and the attributes of the pipes and fittings verified or
amended.
 A key action is to identify/record the internal and external condition of any pipe exposed /cut
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out. Any such cut out should be labelled and recorded to identify its location and date of cut
out.
 A similar procedure should also be implemented for emergency work especially burst
repairs, as this is an excellent source of data particularly with condition grading of a pipeline.
 All data once verified and approved should be forwarded to the GIS centre for the system to
be updated.
All the above data is required for the development and on-going verification of the underground
asset conditions in order to produce a viable and accurate Asset Management Plan for the
renewal/refurbishment of the network.
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It is essential that a quality assurance procedure is developed to ensure the accuracy and
integrity and completeness of the collected data and that only appropriate qualified staff are
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authorised to collect and record such data.
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The confidence in such data collected will be directly related to the appropriateness/training of
the staff involved and the recording methods adopted and utilised.
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To accommodate the extra attributes identified it is recommended that additional fields be
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developed in the GIS database. The programme for the agreement of, the development and
implementation of this work will be critical to the implementation of the Department’s Asset
Management Plan.
8.21.5 Methodology for Above Ground Asset Surveys/Condition

Grading
The following methodology may be followed on above ground asset surveys and condition
grading:
 Extract latest data from GIS files – pumps, motors, valves, tanks, meters, pipe work, etc.
 Identify additional data required for Asset Management Planning (AMP).
 Access latest as built/refurbishment contract documents and compare data with GIS and
note and record any anomalies.
 Visit O&M Contractor and discuss plant/data available/updates with discipline engineer.
 Visit site to verify key data sets and identify any minor works undertaken since last as
built/major refurbishment/GIS record.
 Condition Grade all assets on site in accordance with Condition Grading criteria.
 Check reference numbers against those allocated by CMMS, if available.
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 Complete asset data update sheet for each identified asset.
 Prepare Asset Register spreadsheet of updated/additional data and forward to GIS

maintenance centre.
Additional attribute fields may be required in the GIS to accommodate the data required for
AMP. Data for buildings and site details may not be available from the GIS. Therefore this
information must be obtained from as built records and site inspections and held in a temporary
database until a decision is made on a permanent solution within the GIS.
8.22 Asset Condition Grade (ACG)
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Asset Condition Grading is aligned to a risk‐based approach which considers asset criticality in
respect of ability to meet levels of service, age and condition, performance, serviceability,
security and the consequences of asset failure.
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For each facility inspection which has taken place, there shall be a comprehensive report which
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includes all relevant data and photographic evidence for the assets. The Asset Condition Grade
shall be in accordance with the agreed Asset Condition Grade table.
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During the contract Transition period the technical teams examining assets to determine Asset
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Condition Grades should highlight for the Department, on a periodic basis, those Assets which
have been classified as Asset Condition Grade 4 or 5. This allows for continuous tracking of
progress of the Asset Condition Grading exercise which should be on‐going.
Also refer to Appendix ‘G’ for asset condition grades.
8.23 Computerised Maintenance Management System

(CMMS)
CMMS is a set of computer software modules and equipment databases containing facility data
with the capability to process the data for facilities maintenance management functions and
handle all maintenance activities and materials. These maintenance related functions typically
include, but not limited to: facility/equipment inventory and history, work input control, job
estimating, work scheduling and tracking, preventing and predictive maintenance, facility
inspection and assessment, material management, and utilities’ management.
The O&M Contractor will fulfil the requirements and specifications of the Contract by
implementing a Computerised Maintenance Management System (CMMS) to identify and record
all assets to be maintained and programme maintenance schedules accordingly.
The O&M Contractor shall ensure using Department approved CMMS software for efficient and
successful maintenance of the data entry of the O&M team observations on all O&M activities. In
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reference to the Contract requirements and specifications, upon commencement the CMT shall
ensure the Contractor performs the following tasks:
i. Review of the inventory of all the assets.
ii. Create profiles for each asset as per the Department guidelines.
iii. Add spare parts lists to newly entered assets identified.
The CMMS System shall have the ability to integrate with GIS, documentation system and
display of ‘as-built’ drawings. Moreover, it shall be modular and shall meet enterprise wide asset
management requirements and menu driven, with user friendly selections for the following
functions:
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 Work Orders
 Preventive Maintenance
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Inventory and Materials Management
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Equipment (asset) Management
 Purchasing
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 Inspection Management
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Budget Management
 Labour
 Calendars
 Resources
 Custom Applications and External Interfaces
 Project Management
 Utilities
 Cost Analysis
 Reports
Moreover, the Contractor shall provide a software package for the purposes of a maintenance
programme for the assets. As a minimum the software shall be able to accommodate the
following functions:
 Maintenance management system, ie. complete maintenance program that includes all
assets within the Contract limits,
 Asset database and management functionality,
 Asset failure reporting,
 Scheduling & dispatching,
 Assigning personnel,
 List maintenance services in order of frequency of performance,
 Generate daily, weekly, monthly and annual reports of overdue or missed maintenance
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services,
 Capability to track scheduled maintenance, ie. task tracking,
 Tracking relevant information such as the cause of the problem (if any),
 Capability to accept and save notes and observations made during maintenance,
 Preparation of yearly forecast plan for preventive maintenance,
 Periodic upload of as-built drawings and documentation,
 Display of as-built drawings through links,
 Produce percentage of completed work against planned work and should be reflected in the
KPI’s and used for the calculation of the payments,
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 Document management system,
 Contract payment and invoicing system,
 Data warehousing,
 Work breakdown structure,
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 Time management,
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 Automatic invoice generation,
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 GIS,
 Recording costs,
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 Listing and reserving of materials required for a job

The Contractor shall develop, implement and maintain other computerised applications to assist
in better delivery and provision of services during the course of the Contract, as referred to and
specified in the Contract requirements and specifications.
Populating and maintaining the quality of data entry will be ongoing throughout the term of the
contract with a regular schedule of internal audits to maintain the quality of data entry at the
desired levels.
The CMMS will automatically trigger planned and routine maintenance schedules and record all
spare parts used from the spare parts lists. The inventory control system will determine re-order
levels and generate requisitions to replace spares used. Emergency breakdowns and repairs
should be entered onto the system retrospectively. The Contractor will adjust the report
production to integrate the results and update the assignment of criticality in the Asset Condition
Grade (ACG).
CMMS report production shall be customized to provide the Department information and
correspondence as per the Contract conditions. Hence, the O&M Contractor shall ensure
maintenance schedule reports for decision making and incorporation into the development of
yearly Asset Management Program (AMP) and Capital Investment Plan (CIP) reports will be
presented in a graphical format.
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8.23.1 CMMS Data Entry

Based upon the results of the original asset condition and function survey, the preliminary
irrigation pumping facilities survey and other available and verified data, the O&M Contractor
shall create and enter CMMS asset cards for all assets in the following asset classifications:
a) Rotating Equipment
b) Mechanical & Electrical Equipment
c) Electrical Distribution Systems
d) Fire Protection Systems
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e) Cranes and Hoists
f) Irrigation Reservoirs
g) Buildings & Structures
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h) Resource Evaluation and Forecasting
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For CMMS, the O&M Contractor shall comply in full with the requirements and specifications
within the O&M Contract.
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8.24 Asset Inventory and Condition Assessment
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With regard to the Department’s facilities and assets related to the on-going contracts, the initial
task shall be the listing of all the assets under the contracts and the condition assessment of the
same. This is an important task to protect the assets from deterioration which shall be based on
periodical assessment of the condition to ensure the weakening of the same by appropriate
remedial actions. This principal activity will be interconnected with other specific roles such as
Capital Maintenance (CM), Preventive Maintenance (PM), Condition Survey and Handing Back
to the Department, by the Contractors, at the end of the contract term.
Efficient maintenance of capital assets would require regular surveying of the asset conditions
annually reflecting the plant and equipment conditions. The annual ACS is an important pre-
requisite to updating the AMP, as well as, the CIP of asset management in the project areas.
8.25 Asset Criticality Assessment (ACA)

Asset criticality assessment produces a ranked list of assets regarding the importance of a
particular asset or group of assets within the RW pumping facilities including networks. The
criticality of the process and site is also ascertained during this exercise. The ranked list is then
categorized into three distinctive bands; High, Medium and Low, where the most important
assets receive a more comprehensive maintenance package. The assessment combines the
knowledge and understanding of both the maintainer and the O&M Contractor together with the
quantitative information from the CMMS. The methodology behind the ACA can be compared to
that of a risk assessment, where all plant and equipment is scrutinized in terms of asset
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serviceability and consequence of failure.

The O&M contractor shall perform the first exercise of asset criticality assessment (ACA) during
the Transition where their expert team and Department’s experts shall perform this function as
they visit each facility.
Figure 8-13: Asset Criticality Assessment Flow Diagram
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8.25.1 Definitions:
High criticality plant is considered to be extremely important to the treatment process, loss of
which would give cause to high consequential effects. Equipment with a high rating will require a
comprehensive maintenance strategy comprising Condition Based Maintenance, Planned
Overhauls (where economically viable), PPM tasks, and investigations into replacement,
refurbishment or redesign, should the equipment be failing due to being unfit for purpose or age
problems.
Medium criticality plant is important to plant operation and in general would cause minor to
moderate problems should it fail. Equipment with a medium rating should be maintained on
condition and those with consistent problems should be investigated for replacement,
refurbishment or redesign. Basic maintenance in the form of lubrication and cleaning should be
maintained.
Low criticality plant is considered to have little or no effect on the plant or on its operation should
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it fail. Equipment with a low rating should undergo basic maintenance with the majority of repairs
made on breakdown and subject to cost. Lubrication where required should be maintained.
8.26 Capital Maintenance Procedures

CM of assets shall include replacement of asset items that reached the end of normal useful
service time within the responsibility of the Contractor may be outlined as follows:
a) Infrastructure Assets, i.e. below ground excluding those within pumping stations
 All CM work for all ACG are within Department responsibility.

b) Non-Infra, e.g. pumping stations
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 Assets of pre-determined ACG, e.g. 1, 2, 3 at handover
 Assets of pre-determined ACG, e.g. 4, 5 that have been improved to ACG 3 or
better during the Contract term
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Assets already in poor conditions, e.g. ACG 4 and 5, will be within the Department
responsibility
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The Department may choose to assign the Contractor to execute the works under the
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Department responsibility as a provisional work order and as per the recommendation in the
Capital Investment Plan (CIP).
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The Contractor shall ensure its O&M teams are distributed throughout the Contract areas for
regular checking of the status of assets performance, e.g. monitoring key parameters, as well
as, to perform O&M and CM activities. Typical reporting of CM will identify the asset problem,
planned remedy, proposed time of intervention and the anticipated response time. Capital
maintenance activities shall be prioritized according to its criticality in case of failure.
Schedule of CM will be outlined in the yearly AMP and derived from the O&M plan following the
survey of existing Contract year to meet or exceed the agreed service standards of the
Department. CM activities shall be recorded in the CMMS software.
8.27 Capital Investment Plan (CIP)

To ensure that operations continue uninterrupted, the Contractor will submit a plan for the
acquisition and replacement of critical assets that have been ranked with an agreed ACG
grading and all infrastructure assets within each CY which are within Department scoping.
Planned replacement of aging infrastructure can prevent costly emergency purchases from
inflicting havoc on operations both technically and financially.
The plan, the Capital Investment Plan (CIP), shall be submitted by the Contractor as an
standalone report, for review by the CMT and approval by the Department, on a pre-determined
date of each CY.
The CIP will present a multi-year capital planning that allows for the acquisition costs to be
spread over a number of years to lessen the burden of financing. The AMP will rank priorities of
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repair based on the Annual ACS.

The Contractor shall recommend in the CIP the priority of works based on the criticality ranking
approach following the Methodology for Evaluating Risk in Industry linked to Dysfunction of
Equipments (MERIDE). Plans for future rehabilitation, replacement and the proposed budget,
schedule and method statement shall also be outlined in the CIP for the Department project
approval.
8.28 Data Gathering for Asset Management

8.28.1 Data Management
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Management of the Businesses data is important. It is one thing to agree on the need for data, it
is quite something else to organise the continuous collection, storage and analysis of data. It is
crucial that data management is supported by everyone throughout the company as it is vital to
the success of the organisation.
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The established model of data management for the business needs has three levels:
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i. Policy - what data is required
ii. Ownership - management of the data
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iii. Delivery - use of the data (end users)
A set of guiding policies related to data management have been derived and include:
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 Data Requirements (what data is needed)

 Data Quality Standards (for every data item)
 Data Storage Standards (where data resides)
 Data Model (derived from above but containing links and usage)
 Data Deliverers (who is responsible for supplying data)
 Data Delivery Standards (how often, what format, what penalties for non-compliance)
 Standards and Protocols (in accordance with DMAT protocol) for introducing new data
 Data Editing Protocols (who inputs what) in accordance with DMAT protocol.
 General Housekeeping (how often data is reviewed – what happens to data that is not used,
etc.)
 Data Analysis Rules
It is usual for a cross-functional team to review data quantity and quality on a periodical basis.
The team would generally comprise of representatives from Asset Management, O&M,
Contracts and GIS /SCADA/AIMS departments. The Asset Manager acts as the Facilitator.
The Data Management end users must undertake to apply the bulk of the policies, and such
policies must ensure the systems are designed to ensure data is not being misused. It must
examine and address requests for new data, undertakes or advises on data analysis and inputs
data supplied from outside the core systems.
Using the adopted policies data deliverers provide or input data on behalf of end users and in
accordance with the data management policies. In as many cases as possible data should be
provided as part of everyday practices using performs, etc.
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The Department has established data representing the asset condition and performance of all
the assets, as they are key to delivering continuous irrigation water efficiently and effectively to
the end users (ie. the landscape), and by continuously improving the quality and level of service.
8.29 Asset Condition & Performance Monitoring

As part of the development of an Asset Management regime it is essential to know the condition
and performance of all the assets, as they are key to delivering continuous irrigation water
efficiently and effectively to the end users.
To successfully implement and deliver the required level of service the following key
components are identified:
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 Proper asset records of the irrigation systems
 Reliability of structure of the irrigation systems
 Security of irrigation water supply
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To achieve this it is essential to know the condition of all the assets, their life expectancy and
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their performance capability and optimum whole life cycle costs.
8.29.1 General Methodology

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Condition grading of assets is undertaken on an asset specific approach. ‘Asset Specific’ means
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that the objective is to study each and every asset to derive the best assessment of its condition
and hence the anticipated remaining life. In this way the business determines its medium to
long-term investment strategy with a high degree of accuracy and confidence.
Each asset is conditioned assessed into its key component parts, which represents the costs
drivers. These parts are allocated their appropriate condition grade fields within the databases,
which forms the Asset Register.
The investment study methodology will eventually take risk into consideration but only after
condition grading and more detailed historical data captured on O&M activities has been carried
out. This is to say that ‘risk studies’ do not form part of the condition grading exercise. Risk
studies and Maintenance Optimisation should be undertaken as separate studies
8.30 Operations and Maintenance Optimisation

8.30.1 O&M Methodologies
Development of O&M methodologies to fulfil a role that links expenditure to asset needs and
levels of service aligned towards Reliability Centred Maintenance and optimised whole life cycle
planning.
 Operation, customer interfacing
 Automation and telemetry/SCADA review
 Maintenance review against levels of service and risk
 Benchmarking against best practice
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 Integration into AM
In addition procurement practices, of consumables and stores for Operations and maintenance
activities to support optimisation of whole life cycle costs should be aligned to the asset specific
investment plans.
8.30.2 O&M Studies

The Asset Manager is responsible for facilitating on-going reviews of the O&M practices in-order
to ensure they are in line with International best practice and business risk. The studies are
termed Maintenance Optimisation (MO). Such studies are undertaken when sufficient historical
O&M information has been gathered in a proper and consistent manner. This should be
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achieved through recording historical procedures and practices, and associated costs.
The maintenance planning system (as part of CMMS) will generate important information for the
Asset Manager to review, including actual costs of O&M work undertaken on each asset. Such
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costs need to be recorded against the asset cost drivers in order that they can be assessed and
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used in the Investment Planning cost models.
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MO studies will in the future be desk studies undertaken by O&M managers, engineers,
technicians, fitters and electricians and facilitated by the Asset Manager. The object of MO is to
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optimise maintenance procedures on each asset in line with the actual needs of the assets and
in line with business risk. It is expected that it will take a number of years before full risk analysis
can be undertaken on the network assets. The Asset Manager develops rules for all O&M
activities, and the rules will be included as an O&M scenario, in DMAT'S final investment plans.
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OPEX / CAPEX BALANCE
ASSET DETERIORATION ANALYSES AND MODELLING
REACTIVE
REACTIVE
MAINTENANCE
OPTIMISATION
PLANNED
HISTORIC ASSET
MAINTENANCE GROUP
SPEND MODELS PLANNED
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BACKLOG
ASSET LIFE PLANS
FROM
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QUALITY
PROGRAMME
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ANCE
FROM
QUALITY
PROGRAMME
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PAST FUTURE
Figure 8-14:Asset Life Plans: Past & Future Comparison

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8.30.3 Best Practice Reviews

The data requirements of the O&M Contractor/Section from historical O&M manuals to as-built
drawings, etc., will require updating and enhancing over time. The requirement to convert any
useful historical information to electronic format should continue to be included.
O&M reviews shall look at the present O&M regime and compare it with industry best practice
with a view to streamlining and optimising the process, particularly with respect to planned and
preventative maintenance activities.
8.31 Materials Selection

The materials selection should be based on providing the most optimum and best practice
approach this will allow the design life of the asset to be realised and ensure equipment
availability is kept at a maximum. To achieve this, the following shall be considered when
selecting asset materials:
 Ambient Conditions
 Recycled Water Quality

 Corrosion Mechanisms
In order to fully understand and assess the issues around material selection and durability, the
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corrosion mechanisms must be fully understood. General corrosion, or uniform corrosion, is

characterised by a corrosion reaction that proceeds at a similar rate over the entire exposed
surface. It occurs when the naturally existing protective oxide film on a metal either dissolves
completely on exposure to a corrosive environment, or becomes weakly adherent and non-
protective. Without the constraint of protective oxide films, the metal is exposed directly to the
solution and corrodes over the whole of the exposed surface, often at a significant rate. The
metal surface may become covered with corrosion product, for example rust, but this is not
protective. The metal is described as being in the active state.
8.32 MEICA Compliance
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In some countries around the world maintenance compliance with certain assets is obligatory;
such assets can include the following;
 Lifting equipment
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Asbestos Containing Material (ACM)
 Electricity Regulations
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 Gas Storage
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 Pressure Vessels
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Where such assets are present it is prudent to form an awareness in the form of asset registers
and develop relevant documentation to ensure compliance within the business and local
authorities is maintained. In addition the health and safety of staff and stakeholders is
paramount and this awareness will ensure risk is kept to a minimum. Compliance with legislation
is ensured by a clear management system that identifies risk and establishes effective controls
and mitigation
8.33 Asset Efficiency

Effective maintenance will reduce energy usage significantly. It is paramount that efficiency loss
is measured so that effective and agreed interventions can be put in place to ensure asset
efficiency is kept at its optimum. Effective asset management can help to reduce energy costs
and the associated carbon footprint. Typical activity in this area can involve;
 Energy auditing and performance assessment
 Real time monitoring
 Optimal design and redesign
 Understanding new and emerging activities
 Cost benefit analysis
Recognizing and promoting this area can lead to operational savings for the business if
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encouragement is given to energy efficiency projects.
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9. HANDOVER REQUIREMENTS AND PROCEDURES

9.1 Hand-Over and Mobilisation
9.1.1 Hand-Over
On and from the Handover Date, the O&M Contractor shall provide the services to the specified
performance standards and otherwise in accordance with the Contract.
9.1.2 Mobilization
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The period between the Mobilization Date and the Handover Date is referred to as the
Mobilization Period, which expires on the Handover Date, i.e. 60 days after the Mobilization
Date. During the Mobilization Period the O&M Contractor is required to begin providing the
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services on and from the Handover Date in accordance with the agreed Contract requirements
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and complete the Mobilization activities and fulfill the conditions to the satisfaction of the
Department.
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During the Mobilization Period the O&M Contractor must ensure all key personnel are available
to familiarize themselves with the services to be provided, the sites and the Irrigation System;
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and undertake the Mobilization activities set out in accordance with their mobilization plan, i.e.
submitting the required documents listed, to the Department for approval and mobilize all
necessary resources, etc. all in accordance with the Contract requirements and to satisfaction of
the Department.
9.2 Initial Inspection and Survey

The Contractor shall inspect/survey and report on the irrigation reservoirs and pumping stations
during the first three (3) months of the Contract, this will include:
a) Submitting a programme of inspections/surveys for approval by the Department/CMT.

b) The inspection survey will identify existing defects.
c) Using the survey to amend, verify apparent inaccuracies to existing records and drawings.
d) Optimising the existing routine maintenance programme from the findings of this and
subsequent inspections.
9.3 Acceptance and Hand-Over Inspection

9.3.1 Acceptance
The Department shall have 30 days to respond, clarify and negotiate the conditions of the
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9-HANDOVER REQUIREMENTS AND PROCEDURE FIRST EDITION - DECEMBER 2016

Contract assets, as described in the Contractor’s Initial Survey Report. The Department’s written
response shall serve as the basis of the original asset condition. If the Department does not
respond within 30 days, the asset will be deemed to be in condition as described in Contractor’s
preliminary analysis report.
However, in the event that either party does not agree with other party’s evaluation of asset
condition, then a mutual agreement, between Department and Contractor, based upon
inspection results shall be carried out to finalise the conditions of the assets.
In the event that both parties agree that specific pipe sections and/or systems are partially or
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fully clogged or plugged, the Department shall have the financial responsibility for cleaning. The
Department, at its discretion may assign the work to the Contractor at a negotiated pro rata
basis.
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The Contract also requires the Contractor to return the assets at the end of the Contract period
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in the same conditions minus normal wear and tear as they are described in above mentioned
acceptance procedure.
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9.3.2 Hand-Over
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Physical and financial responsibility for the services remains with the Department for the first 30
days after the asset inspection and familiarisation period has commenced. If the Department,
the Contractor and the CMT/Engineer unanimously agree that a full transfer of responsibility
from the Department to the Contractor is feasible, practical and appropriate then the Hand-over
of responsibility shall be effective from 31st day after commencement on asset inspection.
If, for any reason whatsoever, the Department and the CMT/Engineer do not agree that the
transfer is feasible, practical and appropriate on the 31st day after the asset inspection period
begins, then the Hand-over shall be postponed in 7 day increments until such agreement is
reached. At the end of 60 days after the commencement of the asset inspection period begins,
the Hand-over shall be deemed complete with or without unanimous agreement.
a) During the site Handover Period, conduct an equipment survey of all the reservoirs and
pumping stations in the presence of representatives from the CMT and the Department.
b) Prepare and produce a detailed report of all equipment and their condition.
c) Agree with the DMAT/CMT the condition of all equipment being taken over.
d) Prepare a detailed list of work required for all equipment which needs refurbishment/
replacement.
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e) Prepare a detailed schedule of all routine operational work, and agree with the
Department/CMT the scheduling.
9.3.3 Hand-Over of New Assets at Existing Sites or New Sites

The Department may add new assets to the irrigation pumping stations and reservoirs. During
construction of the various irrigation facilities, liability for all the facilities belongs to the
construction contractor. After the construction of the facilities is substantially and satisfactorily
complete, the Department will, in consultation with the Construction Engineer, issue a Partial
Acceptance Certificate (PAC). Prior to issuance of the PAC, the Department/CMT, the O&M
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Contractor, the Construction Engineer and the construction contractor will conduct and witness
validation tests for every single equipment item, process and system in the facility. If these
validation tests prove that the facility is substantially and satisfactorily complete and functional,
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and that only minor defects or malfunctions remain, the Department may at its discretion issue
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the PAC.
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The O&M Contractor can be present during the validation tests. During such inspection, testing,
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validation and acceptance procedures the O&M Contractor is required to provide written
documentation of all notes, observations and concerns about the asset being tested or
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validated. The Department may add all or some of the O&M Contractor’s notes, observations
and procedures to the acceptance snag list. The Department’s Representative shall notify both
the Department and the O&M Contractor as to his recommendations vis a vis the Department’s
and O&M Contractor’s respective contributions to the snag list.
In case the O&M Contractor fails to participate in inspection, testing, validation and acceptance
procedures deemed necessary by the Department/Engineer then it shall be interpreted by the
Department that the O&M Contractor has accepted the new asset without qualification.
The construction contractor will be responsible for the completion of the acceptance snag list
during the first two (2) months of the warranty period. Any defects that develop during this period
would be updated by the O&M Contractor for resolution by the Department /Engineer and the
construction contractor. The warranty period is generally 365 days and is formally completed by
the issue of a Full Acceptance Certificate (FAC) by the Department to the construction
contractor.
9.4 Hand-Over / Hand-Back Checklist

The CMT shall ensure the O&M Contractor’s strategy in handover is to continuously perform,
monitor and record the O&M, capital activities with the vision of delivering the assets at an ACG
meeting or excelling their state at take over.
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The hand-back plan will include sections on the status of operation and maintenance activities
and assets condition status as regular indicators of the performance of Contract and comparing
its conformance and gaps from the schedule performance by the end of each CY until the end of
the term when the assets are returned to Department.
The O&M Contractor shall ensure the following documents are compiled on a yearly basis which
will be main categories of documentation hand-over to the Client or the subsequent O&M
Contractor.
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1) O&M records of assets:
a) Spares Catalogues
b) Inspection records
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c) Capacity and infiltration assessments
d) Speical working instructions

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e) Safety procedures
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f) CMMS users manual
g) etc.
2) Annual Capital Maintenance records:
a) CIP
b) ACS
c) AMP
d) History of major modifications, replacements
e) Inspection and testing results via quality audits
f) As-built drawings
g) O&M Manuals for new assets
h) Contractual documents related to supplier’s guarantees/warranties, etc.
At the end of the CY concluding the term of the works, a joint hand-back inspection shall be
carried out -during a transition period-as per a checklist of inspections/handover following the
submission of the concluding reports outlined in this preliminary AMP. The draft of the hand-
back plan will be submitted for Department review on a predetermined date of each CY.
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9.5 Contract Closeout & Hand Back

Starting at the 60th Contract month, the O&M Contractor, CMT, Department’s Representative
and the subsequent (new) O&M Contractor shall repeat the preliminary asset condition survey.
The results of this survey will serve as the outgoing O&M Contractor’s final asset condition
report and the incoming O&M Contractor’s initial asset condition report. Asset is whose condition
or performance fail to meet the requirements of the Contract shall be repaired, replaced, or
rectified at the O&M Contractor’s sole cost. The O&M Contractor shall correct all such
deficiencies prior to the issuance of the Final Acceptance Certificate and the release of any
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remaining bonds and/or guarantees.
The O&M Contractor shall maintain all equipment such that a certificate of maintainability as
described below can be provided. A ‘Certificate of Maintainability’ is required for all assets
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acquired and transferred under this contract. The O&M Contractor shall issue the certification 60
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working days prior to the expiration of the contract.
The certificate shall state that preventive maintenance in accordance with the specifications of
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the Contract has been performed and that the equipment is performing in accordance with the
Contract’s specifications such that a successor O&M Contractor or contractor could assume
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maintenance of the equipment if such maintenance were assumed effective the date after the
O&M Contractor's performance ceases. The incumbent contractor is responsible for bearing all
costs associated with obtaining such certification, including any repair or inspection charges
referred to above, at no additional charge to the Department or to the successor contractor.
Should the O&M Contractor fail to issue the required Certificate of Maintainability in accordance
with this clause, or should any equipment fail to perform in accordance with the certification, the
O&M Contractor shall be liable to the Department for any reasonable costs incurred by the
Department for bringing the equipment up to the required maintainable level.
If equipment is acquired under this contract without maintenance, the O&M Contractor shall
issue a Certificate of Maintainability for such equipment if requested by the CMT The certificate
shall list each item delivered by a component identification number, ie. serial number, and state
that the equipment is in such condition that the successor O&M Contractor or contractor could
assume maintenance of the equipment if such maintenance were assumed effective the date
after the O&M Contractor's performance ceases. All charges required to obtain the requisite
performance of the equipment, shall be borne by the O&M Contractor. The fact that the
equipment may have been acquired with a warranty does not relieve the O&M Contractor of its
obligations under this subparagraph.
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No later than one year prior to the End Date, the O&M Contractor shall prepare, in draft form, a
comprehensive transition plan outlining the particulars of the transfer of all responsibilities and
obligations in relation to the Services (the ‘Completion Transition Plan’) to the Subsequent O&M
Contractor, and shall submit the draft plan to the CMT and Department’s Representative for
review and approval, which approval shall not be unreasonably withheld. The Completion
Transition Plan shall deal with both the transfer of the responsibilities and obligations related to
the Services as well as the transfer of the inventory and Facilities to the Subsequent O&M
Contractor. The CMT and Department’s Representative may provide its comments or any
amendments to the Completion Transition Plan no later than ten months prior to the End Date
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and the O&M Contractor shall submit the final version of the Completion Transition Plan to the
CMT and Department’s Representative may no later than nine months prior to the End Date.
The preparation and completion of the draft and final versions of the Completion Transition Plan
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shall form part of the Recurring Work Price.
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The O&M Contractor acknowledges and accepts that the CMT and Department’s
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Representative may, in its sole discretion, provide all or any part of the Completion Transition
Plan to potential Subsequent O&M Contractors and members of the public.
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9.5.1 Final Condition Survey

During the sixth month prior to the End Date, the O&M Contractor and CMT shall jointly repeat
the asset condition surveys. The survey’s results shall serve as the basis for determining overall
maintenance requirements and shall identify assets condition issues that must be rectified prior
to issuance of final acceptance by the Department.
9.5.2 Provisional Acceptance

Upon completion of the final condition survey the O&M Contractor shall submit written
certification that Contract Documents have been reviewed, that works and Services are
complete in accordance with Contract Documents and ready for PAC Inspection.
9.5.3 Final Account

Submit Final Account identifying total adjusted Contract Sum, previous payments, and sum
remaining due.
9.5.4 Final Acceptance

Submit written certification that Contract Documents have been reviewed, Work has been
inspected, and that work is complete in accordance with Contract Documents and ready for
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CMT and Department’s Representative review. Request inspection by Department upon

Department Representative’s approval.
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10. O & M DOCUMENTATION SUBMISSION

10.1 General
All available drawings, records, manufacturer's equipment manuals, history files, and other
available pertinent data shall be turned over to the O&M Contractor. The O&M Contractor shall
update these items to reflect all changes implemented during the contract period. On completion
of the Contract, the O&M Contractor shall return all items (including updates) in the same
condition as received less normal wear and tear.
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10.2 Preparation and Submittal of O&M Reports
Submittals will, but not limited to, include:
1. Submittal Procedures
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2. Reports
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3. Weekly Program Schedule
4. Certificates
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5. Guarantees and Warranties
6. Method Statements
7. Internal / External Audit
8. Applications and Invoices
10.2.1 Submittal Procedures

The Contractor shall submit to the Engineer for his review and approval all procedures and data
as called for in the Contract documentation or subsequently as required. Submittals and their
contents shall be properly prepared, identified, and transmitted in accordance with the Project
Documentation or as the Engineer may otherwise direct. Where possible and practicable, the
Contractor shall present submittals on A4 size paper.
The Contractor shall prepare and submit a list of all submittals, required by the Contract or
otherwise, showing the forecast date for submission of each item within five (5) days from the
start of the Contract.
Procedures and data shall be submitted to meet the time schedules stipulated in the Project
Documentation and where such time schedules are not specified, to meet the requirements of
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10-O&M DOCUMENTATION SUBMISSION FIRST EDITION - DECEMBER 2016

the approved programme. The Contractor shall not allow less than fourteen (14) days for the
review of submittals by the Engineer (excluding the time necessary for delivery or postal) and
shall cause no delay in the work or the work of any other Contractor.
10.2.2 Method of Submittal

 The Contractor shall deliver submittals by means of dated, signed, and sequence numbered
transmittals. The transmittal shall be on the Contractor’s letterhead and shall fully describe
the submittal contents. Submittals are not acceptable from subcontractors, suppliers, or
manufacturers.
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 In each transmittal the Contractor shall state the Document numbers and Specification
Sections, Parts, and Paragraphs to which the submittal pertains.
Contractor’s Review and Engineer Approval

10.2.3
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Every submittal shall bear the Contractor’s review and approval stamp certifying that the
Contractor has;
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o Reviewed, checked, and approved the submittal,
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Co-ordinated the contents with the requirements of the Works, the Contract
Documentation and any related work.
 The Contractor shall make all required corrections and shall resubmit corrected submittals
until approved.
 The Contractor shall direct specific attention in writing to revisions other than the corrections
called for on previous submittals.
 The Contractor shall identify each re-submittal with the sequel number of the original
submittal followed by consecutive number starting with ‘0’ for first submittal, ‘1’ for second re-
submittal, ‘2’ for third re-submittal, etc.
 The approval of submittals shall not relieve the Contractor of responsibility for any deviation
from the requirements of the Project Documentation unless otherwise agreed with, and
confirmed in writing by, the Engineer.
 Any approval from the Engineer shall not relieve the Contractor of responsibility for errors or
omissions in the submittals.
 Submittals which are incomplete, including those not correctly transmitted, not correctly titled
and identified, or not bearing the Contractor’s review and approval stamp, may be returned
to the Contractor without review.
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10.3 Reports
10.3.1 O&M Reporting
i. Daily Report
A record of daily operations and maintenance works completed shall be maintained. It shall
include activities and procedures carried out on a day-to-day basis. The Contractor shall submit
the records sheets along with the Monthly Report of corresponding month.
ii. Weekly Report
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The O&M Contractor shall document and submit weekly progress reports. These reports shall
include weekly and year to date totals for all quantitative services such as reservoirs inspected,
pipelines replaced, TSE/RW quality parameters, flows etc. Weekly reports are to be submitted
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by email to the CMT Employer no later than 10:00 am every Sunday.
iii. Monthly Report

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At the beginning of each month after the commencement date, and continuing on the 1 st day of
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every month, the O&M Contractor shall submit a report of the operations activities in the
previous month. The monthly report shall contain, but not limited to, required flow, quality,
energy and consumption data, breakdowns for each and every day of the previous month. On
days, during the previous month, where performance has not met requirements, the O&M
Contractor shall provide a detailed evaluation of the cause of the problem and a list of steps that
the O&M Contractor intends to or has taken to address the cause or causes. Original spare part
inventories shall be included in the first report and shall be updated every month thereafter. The
monthly report shall also contain all maintenance information required in the sections that follow.
In addition, the monthly report shall provide site-by-site organization charts with staff changes
and whereabouts highlighted.
iv. Annual Report
At the first anniversary of the Commencement Date and every subsequent anniversary the O&M
Contractor shall prepare and submit an annual report. The annual report shall record:
 The condition of the assets at the end of the period and reconcile these with those in the
handover report.
 Spare parts usage and inventories.
 Approved and completed capital improvements.
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 Summary of KPIs during the year.
 Approved and uncompleted capital improvements.
 Other work completed.
 O&M Contractor’s Organization Chart.

v. Progress Report
The Contractor shall prepare and submit a monthly report for the duration of the Contract, as
specified in the Contract documents. The report shall be submitted to the Engineer before the
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third day of each month. The report shall include the following:
 Manpower List
 Man hour List

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Spare part and consumables list that contractor used and changed during maintenance
period I reporting stage
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 PS’s operational summary as following but not limited to: Inlet /0utlet flows
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Produced sludge volume
 Produced irrigation treated water volume separately as supplied
 For outside or diverted to lagoon.
 Chlorine consumed.
 Status of issued lab reports
 The date of commencement and completion of all critical activities
 Details of problem areas
 Accidents to anyone working on the site which required medical attention
 Details of monthly progress and status of the works in O&M terms as approved Plan.
 Status of complaints received from complaints office and their status.
 Details of current or anticipated causes of delay along with their estimated impact on
progress and the corrective measures taken or proposed.
 Photographs (if required).

vi. KPI Monitoring, Evaluation and Reporting
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The Contractor must produce a monthly KPI performance report detailing the results of the
evaluation for inclusion in the monthly report and accompany monthly invoice. The KPI report
must detail how the Contractor performed against the KPI’s during the preceding month, and as
a minimum, include:
a. the actual result achieved for each KPI,
b. graphs showing the previous 12 months results against each KPI,
c. the abatement amount for each KPI,
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d. the total abatement amount of the monthly Service Fee,
e. if applicable, measures that will be undertaken by the Contractor to improve the performance
against the KPl’s.
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The Contractor must keep all records of monitoring against the KPl’s available at all times and
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supply them to the Department upon request.
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vii. Technical Reports
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Where relevant, reports should be referenced to the Programme of Works/QA Plan, ITP,
 Third Party Agency (TPA) certification of, eg. Crane SWL, NDT, etc. shall be reported to the
Engineer.
 The Contractor shall submit one copy of each report unless otherwise specified.
viii. Inspection Reports
After each test, promptly submit three copies of report to Contractor for transmittal to the
Department and Engineer. The report shall include:
 Date issued.
 Project title and number.
 Name of inspector.
 Date and time of sampling or inspection.
 Identification of product and specifications section.
 Location in the Project.
 Type of inspection or test.
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 Date of test.
 Record observations, analysis results and conclusions.
 Secure evidence or specimens along with photographs.
 Conformance with Contract Documents.

When requested by Engineer, provide interpretation of test results.
ix. Water Monitoring and Report
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The Contractor must monitor the Recycled Water (TSE) in accordance with the RW monitoring
requirements and to ensure compliance with the RW quality criteria. If any of the measured
parameters, as measured at any point, are outside the range, or the Contractor considers it will
in future measurement, be outside the range, the Contractor must:
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immediately inform the Department,
 comply with any instructions from the Department regarding the disposal of this water,
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 provide water tankering as instructed by the Department,
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The Contractor must report the results of all water monitoring activities to the Department, as
part of the Monthly Report, including a copy of the Contractor logs.
Incident Report
The O&M Contractor shall prepare an incident report identifying all unplanned incidents during a
shift. The O&M Contractor shall combine the shift incident reports into a daily incident report and
email a copy to the CMT Employer by no later than 8.00am each working day.
10.3.2 Weekly Program Schedule

The Contractor shall prepare a Weekly Program Schedule and a brief schedule of operations
required for the coming week. The format, to be agreed with and approved by the engineer
(CMT) for the schedule of operations will cover each area of the site. The schedule shall
describe the operations the Contractor intends to carry out in the coming week to cover the
items listed in the specification and to ensure full coverage of the whole irrigation systems
efficiently.
A copy of this schedule shall be submitted to the Engineer every week so that a running record
of proposed operations can be checked at the maintenance inspections each month.
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10.3.3 Certificates
 When stated in the Contract Documentation or requested by the Engineer in writing, the
Contractor shall submit manufacturer’s certificates indicating that test results, component
manufacture or installation complies with the requirements of the Contract Documentation.
 A statement from the Contractor, sub-contractor, equipment supplier, or agent indicating the
product installation complies with the requirements of the Contract Documentation shall not
be considered as a certificate.
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10.3.4 Guarantees and Warranties
Manufacturer’s Guarantees and Warrantees shall be submitted prior to handing back and final
acceptance.
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10.3.5
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Method Statements
Procedures, Inspection and Test Plan (ITP) O&M Manual, drawings, etc.
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 The Contractor shall prepare and submit Method Statements/Procedures/ITP for all major
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work activities, i.e. overhauling in any discipline; Mechanical, electrical, etc. He shall also
prepare and submit method statements for specific work activities if it is a requirement of the
Contract Documentation or if instructed to do so by the Engineer.
 The Method Statements/Procedures/ITP shall incorporate any supporting calculations,
drawings and manufacturer’s guidelines.
 All the required Procedures are subjected for submittal under the QA section requirements.
 Each submitted drawing shall be complete with respect to dimensions, design criteria,
materials, connections, bases, foundations, anchors, and the like, and shall be accompanied
by technical and performance data and by calculations as necessary to support the
information shown on the drawings.
10.3.6 Internal/External Audit

Internal/External audit results/reports shall be submitted for Engineer review by Contractor.
10.3.7 Applications and Invoices

Applications and invoices shall be submitted on monthly basis in accordance with the Payment
conditions of Contract. For details refer to payment section.
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10.4 Materials Submittals

The Contractor shall refer to DMAT general guiding procedures for materials submittals. For new
products, manufacturers and/or installers that are not listed in DMAT guiding procedures, the
Contractor shall submit the appropriate application through the DMAT specified forms for civil
works, rehabilitation works, electromechanical works and irrigation and landscaping works.
10.5 Asset Documentation / Records

The O&M Contractor shall keep information in two ways:
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 Real time data and trends stored on telemetry system, e.g. RW flows in different networks,
 Data and trends stored on CMMS or in technical reports such as spreadsheets
On daily intervals all computerized data shall be downloaded/backed-up onto disk and
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archived in a safe place. Typical examples of information to be recorded are as follows:
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
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Flows of RW (TSE) in various networks
 Alarms and event
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 Personnel movement and operation times
 Salinity measurements
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 Electricity consumption
 Chlorine consumption
 Asset performance
Permanent records will be kept as part of the operation and maintenance plan, but not
limited to:
 Asset inspections
 Asset condition
 Test and inspection records
 Commissioning reports
 O&M procedures
 Technical reports
 Manufacturer’s manuals
 Networks drawings and documents, including updates
 Spares and chlorine procurement/consumption
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10.5.1 Operational Records

The following records, documents, drawings and inventories are essential to the operation of
assets:
 Equipment and maintenance inventories
 Operational records
 Laboratory records/inventory
 Asset engineering and specifications
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 Asset documents and drawings
 Discharge monitoring reports
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Industrial discharge permits
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 Refurbishment, including spare parts, records
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 Financial records
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At least one complete set, hard copy and or computerized data of current and working records of
assets information, of ‘as-built’ record drawings shall be kept in a safe place. Computerized
information shall be backed-up daily to be kept timely. Back-up copies should be stored at
separate locations.
10.5.2 Records of Routine (Scheduled) Maintenance

Information relating to all scheduled (routine/planned) maintenance programs shall be
scheduled through CMMS and then work orders dispatched to the work teams together with the
responsive maintenance requests. Work orders shall give details of all parameters to be
monitored and items to be inspected. Where a deviation from normal operating parameters is
served, this is noted and further maintenance investigation/action will be taken. This information
can be used for future maintenance programs.
10.5.3 Records of Non-Routine (Non-Scheduled) Maintenance

Provision of resources and systems to deal with unplanned events within an agreed target time.
Priorities will be made as follows:
a) Quick assessment of problem – can it be resolved?
b) Safeguard process: reduce any impact on environment and community
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c) Detailed inspection: formulate plan of action
d) Mobilize resources: personnel, materials
e) Fix problem
f) Report on problem and ways to prevent recurrence in future
Information relating to all scheduled (planned) maintenance programs shall be scheduled

through CMMS and used for future maintenance programs.
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10.6 Records of Existing Assets
Collection of existing records, standardization of format and update of records. Data collected
from various sources will be stored in CMMS which has capability of providing reports,
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generating graphical trends of asset performance and undertaking statistical analysis of data
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providing understanding of asset behavior.
10.7 Updating of ‘As-Built’ Records

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Updating of ‘as-built’ records will be an activity as important as the maintenance work itself and
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will be seen as an active part of the asset maintenance. Such records shall, as a minimum,
include:
 Visual inspection of pumping stations, reservoirs, valve chambers, etc.

 No. of chambers whose structural condition have been recorded
 No. of chambers structurally refurbished/repaired
 No. of reservoirs structurally refurbished/repaired
 Lengths of pipes repaired/replaced
 Construction works, no. of damaged reports completed for 3rd parties and for which repairs
were commissioned
10.8 Compliance with Standards and Regulations

All work shall meet the standards specified herein and shall be accomplished in conformance
with approved and accepted standards of the industry; equipment manufacturers; all applicable
UAE, Abu Dhabi Municipality and DMAT standards; and all applicable facilities and safety
codes.
All requirements under this Contract are based upon international irrigation and maintenance
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industry standards. Where specific tasks and/or frequencies of tasks are not listed, the O&M
Contractor must meet or exceed those tasks or frequencies currently recommended by:
The performance indicators are measurable quantitative and/or qualitative targets garnered from
industry benchmarks published by the WRc, WEF, World Bank or as developed specifically for
this contract.
When the O&M Contractor completes work on a facility, that facility shall be free of missing
components or defects, which would prevent it from functioning as originally intended and/or
designed. Corrective or repair/replacement work shall be carried to completion including
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operational checks and cleanup of the job site.
Except where otherwise noted, replacements shall match existing in dimensions, finish, color,
and design. During and at completion of work, debris shall not be allowed to spread
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unnecessarily into adjacent areas nor accumulate in the work area itself. All such debris,
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excess material, and parts shall be cleaned up and removed at the completion of the job and/or
at the end of each day work is in progress.
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10.9 Record Keeping / Archiving
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Record all operation and maintenance information and data from activities for uploading onto
CMMS system.
10.9.1 Methodology
 Undertake review of existing record keeping ensuring completeness and validity of data
identifying any gaps in record keeping and data collection.
 Review all data and information requirements required for the service delivery and
performance of the Contract utilising good industry practice, eg.
 All KPI measurements.
 Trends and analysis against contract KPIs.
 Review of grading of assets.
 Asset performance data.
 Accident statistics.
 Personnel records and training records.
 Inter‐stage process analysis data including RW/TSE.
 Irrigation quantities and quality.
 Electricity usage of pumping facilities.
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 Pump running hours.

 Number and location of problems.
 Tanker movements and volumes /loads per day.
 Flows and loads at all pumping facilities.
 Flows passing through irrigation systems.
 Review all data requirements covering Contract area and prepare a schedule to cover
ownership of data collection and analysis.
 Introduce regular audit trails for validation of data and quality control.
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 Ensure prompt action taken to remove any gaps in required reporting and data collection.
 Confirm CMMS software capabilities and check the system continues to log work orders,
received from the Department relating to complaints, flooding incidents, etc.
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O&M Contractor staff will record information received from Department onto CMMS system.
 Undertake regular audits of the CMMS system to ensure it is being fully utilised and that all
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required information to be logged onto the system is being uploaded.
The quality and validity of collected data and record keeping will be the subject of regular audits
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throughout the year, by the appropriate key personnel to ensure accuracy and completeness in
complying fully with the contract data requirements. Any identified gaps or shortfall in
performance will be quickly addressed to rectify any anomalies and address the gaps.
All record keeping will be managed in accordance with good industry practice. The O&M
contractor shall endeavour to achieve ISO 9001 by no later than the end of first year of the
Contract for all its day‐to‐day operations with key personnel having wide experience working
within organisations in which the approach to quality management is a fundamental component.
All reporting and documentation will be in compliance with the 9001 quality management
system.
10.10 Spares/Tools/Material
Tools and material data files typically contain the inventory of centrally managed spares, tools
and material for use in support of facilities maintenance. The material data file aids in assigning
material to work orders, supports the preparation of material requisitions, tracks the receipt of
material on order, and documents related information. Also, these data files record
accountability data for shop tools and equipment.
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11. RISK ASSESSMENT AND MANAGEMENT

11.1 Purpose
The risk assessment and management procedure ensures that a balanced and proactive
approach is in place to provide a balanced and consistent approach to the identification of HSE
risks.
Risk Assessments are required to be undertaken for all work activities, the Risk Assessment
should identify the risks arising from or in connection with work. The level of details in a risk
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assessment should be directly proportionate to the risk.
Once the risks are assessed and taken into account, insignificant risks can usually be ignored,
as can risks from routine activities associated with life in general, unless the work activity
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compounds or significantly alters those risks. The level of risk arising from the work activity
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should determine the degree of sophistication of the risk assessment.
When completing the assessment the assessor (person appointed to carry out the assessment)
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should take into account the view of staff who will complete the work, and those who have
previous experience in the activity. Experienced staff will have a wealth of knowledge that will be
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invaluable when preparing the Risk Assessment.

Once the assessment has been completed the Contractor’s responsible personnel should
ensure that all controls required, eg. Training, supervision, PPE, etc. are provided, and
maintained at all times, before the activity commences. Moreover the completed Risk
Assessment shall be retained for future reference and subsequent review.
Risk Assessments that remain in use are to be reviewed annually unless they are reviewed
more frequently for any other reason. Risk Assessments may be reviewed between annual
reviews for any reason but must always be reviewed in the event of the following:
 The nature of the activity changes significantly
 If there is any reason to suspect the assessment is no longer valid.
 Any incidents occur whilst carrying out the activity.
11.2 Preparing Risk Assessments

Establishing the likelihood a hazard will occur and the impact the hazard will have public health
or the environment allows an assessment of risk to be made.
When preparing Risk assessments the first task is to identify the activity or operation that is to
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11-RISK ASSESSMENT & MANAGEMENT FIRST EDITION - DECEMBER 2016

be assessed. This effectively puts limits on the assessment so that it becomes manageable.
Typical activities could be site survey, inspection, confined space entry, etc.
Consider who may be put at risk by the activity, this will normally be employees but will usually
include others such as members of the public or other contractors.
There are three main stages to Risk Assessment, these are:
 Identify the Hazard.

 Evaluate the Risk – consider the likelihood and impact of harm occurring and establish a risk
rating.
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 Implement Control measures – to eliminate or reduce the risk and re-evaluate the risk rating.
11.2.1 Definitions:
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Table 11-1: Risk Assessment
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A hazard is something with the potential to cause harm. This must be in and of
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itself, eg. A frayed electrical cable is not a hazard, the electricity is! The frayed
Hazard
cable offers no protection from the hazard, which a sound cable would, but it is
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not the hazard itself.
Is a combination of likelihood of the harm occurring and the severity of the

harm should it occur, often written as: Likelihood x Impact
Risk
When each is assigned a numerical value
Controls Are measures to eliminate or reduce risk to an acceptable level
11.2.2 Hazard
When identifying hazards consider what staff will be doing or working near such as:
 Working at height
 Using electrical equipment
 Hazardous substances
 Unstable excavations
 Poor access
 Buried or overhead services. etc.
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Each hazardous event must be considered at two levels:
 Maximum Risk: the risk posed if there were no preventive measures,
 Residual Risk: the risk posed after taking into account existing preventive measures.
Establishing the Maximum Risk associated with a hazard helps identify high priority risks. High
priority risks must be considered in detail and the focus of any emergency planning. Establishing
the Residual Risk allows the safety plan team to decide whether existing preventive measures
are sufficient or if additional measures are needed.
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Consider also the human factors of those that will be involved as these could introduce further
hazards or frustrate controls. Human factors would include:
 Attitude: to the implementation of procedures. If someone fails to implement the measures
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deemed necessary for their, or others, protection it may be that they cannot be allowed to
work unsupervised.
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 Perception of Risk: if people underestimate the risk they may put themselves, or others, at
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risk.
 Reasoning: will people recognise if the situation is different, or circumstances change, and
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be able to work out what to do.

 Physical Attributes: are people tall enough to reach, agile enough to access small areas,
strong enough to lift, etc.
 Illness or Disability: do people have any disabilities or illnesses that may increase risk.
11.2.3 Risk
Once the hazards have been identified, the likelihood of harm arising from each hazard has to
be assessed. The likelihood is based on a consideration of the risk to an individual combined
with the number of individuals who may have come into contact with the hazard.
The next item to consider is the impact of the harm should it occur, e.g. If a person touched a
high voltage cable the result could be a fatality. If the same person touched a piece of paper the
result could be a very minor injury such as a paper cut or more likely no injury at all.
When considering the impact of harm occurring the worst case must be considered but be
careful not to include unrealistic scenarios. With enough imagination even the most minor
accident could result in a fatality. What is required is the realistic worst case.
It is important to remember when assessing the impact of the harm arising from contact with a
hazard that it is irrespective of the likelihood of contact with the hazard. Ask yourself the
question what happens if someone touches that, or falls off that, or gets hit by that, etc. you
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have already assessed how likely it is, impact is about the extent of the harm.
The risk arising from a hazard is the product of the likelihood and impact scores, the two figures
are multiplied together to give the Risk Category.
11.2.4 Controls
Control measures should be considered in a logical order so that the most effective controls are
chosen over those that are less effective:
 Eliminate the hazard
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 Reduce risk at source, i.e. make the hazard less hazardous
 Enclose the hazard, i.e. prevent contact with hazard
 Remove the person from the hazard, e.g. Remote control

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
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Reduce contact with the hazard, e.g. Do less work at height
 Implement safe working procedures

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 Provide information, instruction, training and supervision
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 Provide PPE
Often several of the control methods will be required to reduce the risk to an acceptable level.
When evaluating the initial risk rating assume there are no controls in place. Then decide what
controls are appropriate taking into consideration the initial rating and the time, trouble and effort
needed to reduce it. Remember even low risks should be reduced where this can readily be
done. Where the residual risk rating is ‘Extreme’ or could easily be further reduced, additional
control measures should be implemented.
11.3 Screening Level Risk Assessment

The first step in the risk assessment process is for the safety plan team to carry out a screening
level risk assessment. This initial assessment uses broad information to screen out any hazards
that are unlikely to happen or to have any significant impact.
The risks associated with each hazard or hazardous event should be assessed using the safety
plan team’s judgment and experience. The aim of this screening level assessment is to:
 identify all the risk posed by the reuse scheme
 describe the insignificant risks, and
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 Identify significant and uncertain risks which must be assessed in more detail.
The team should consider each potential hazard and consider its fate as it passes through the
wastewater management chain. This stage is particularly important for assessing environmental
risk because of the wide range of potential endpoints and different impacts.
The second step is to review those the risks identified as significant and uncertain in more detail.
The maximum and residual risk for each hazard should be established and an assessment of
the need for additional control measures should established in this step. Each hazard or
hazardous event identified by the team should be assessed against the likelihood and impact
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criteria.
11.4 Hazard Identification and Risk Assessment

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11.4.1 Identification of Hazards
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i. Listing of activities: Each process is broken down into major activities.
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ii. Categorization of activities (R/N): An identified activity is either routine or non-routine activity,
e.g. a routine activity is denoted as ‘R’ while a non-routine activity is denoted as ‘N’.
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iii. Hazards Identification: Against each activity the related hazard(s) is identified and
documented.
Some examples of typical OHS hazards are as follows:
 Project areas and sites:
o Chemical splash
o Suffocation (working in confined spaces)
o Exposure to heat (causing heat rashes/cramps/dehydration/ sunburn etc.)
o Odor
o Burns (due to fire), cuts and lacerations
o Slips, trips and falls
o Electrocution (use of energized circuits and heavy equipment)
o Noise & Vibration
o Ergonomic Issues (while handling, lifting and carrying)
 Office areas:
o Ergonomic Issues, back and neck pain, stress and strain etc.
o Electrocution
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o Fire
o Health issues due to poor hygienic conditions in rest rooms
o Eye stress due to poor lighting / glare effect
o Injury due to falling objects (files/folders on shelves)
o Slips, trips and falls
o Thermal discomfort (Poor HVAC)
o Respiratory distress, due to exposure to cleaning chemicals/insecticides/aerosol sprays
o Noise
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11.5 Risk Assessment Matrix
The Contractor must use the Risk Assessment Matrix to establish a risk score for each hazard
for both the Maximum and Residual Risks associated with the hazard.
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C Table 11-2: Risk Assessment Matrix
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Impact
Insignificant (1) Minor (2) Moderate (3) Major (4) Unacceptable (5)
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Rare (1) 1 2 3 4 5
Unlikely (2) 2 4 6 8 10
Likelihood
Possible (3) 3 6 9 12 15
Likely (4) 4 8 12 16 20
Certain (5) 5 10 15 20 25
Risk Score Risk Category Action
15 - 25 Extreme Activity must not proceed in current form
8 - 14 High Activity should be subject to detailed analysis and modified
4-7 Moderate Activity can operate subject to management control
1-3 Low No action required; activity can proceed as planned
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11.6 Risk Assessment Sheet Template

The risk assessment for each hazard should be recorded on the risk assessment sheet below:
Table 11-3: Risk Assessment Sheet Template
Potential Hazardous Current

Maximum Risk Residual Risk Details of further
Hazard Event Controls
operation or
management controls
Risk Risk
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Likelihood Impact Likelihood Impact required to control risk
Category Category
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11.7 Identification of Existing Controls

Existing controls are the measures either present by design or already taken by the organization
to control the hazards. The existing control(s) for each hazard is identified.
11.7.1 Risk Product Profile

The risk product profile is a tool which helps in prioritization of risks. It classifies the identified
risks into four color zones. Such as:
 Blue (Safe Zone)

 Green (Moderate Zone)
 Orange (Danger Zone)
 Red (Extremely Danger Zone)
11.8 Implementation of Identified Additional Controls

The identification of additional controls is required when the risk is falling in ‘Orange’ or ‘Red’
zone or in other words the value of R is more than ‘9’. The term additional control also means an
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improved control, i.e. change in existing controls for better results. While identifying and applying
the additional control(s) following hierarchy of controls is followed:
 Key considerations at this stage

o Need for combination of controls, selecting lower elements from hierarchy of controls, e.g.
for machine work, install safety guards (engineering control) plus also display warning signs
(administrative control) while also providing steel mesh gloves (PPE) to the workers.
o Mental and physical capabilities of individuals involved.
o Human behavior and adaptability, whether a particular control measure will be accepted and
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can be effectively implemented.
o The possible need for emergency/contingency arrangements where risk controls fail.
o The potential lack of familiarity with the workplace and existing controls of those not in the
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direct employment of the organization, e.g. Visitors, contractor personnel etc.
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 The accurate application of additional controls is the responsibility of individual concerned.
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 The implementation of controls can be prioritized.
 In case the implementation of additional controls requires time, then a target date of
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implementation is to be mentioned.
Note:
In some cases, it is also necessary to modify work activities until risk controls are in place or
apply temporary risk controls until more effective actions are completed. For example, use of
hearing protection aid as an interim measure until the source of noise can be eliminated, or the
work activity segregated to reduce the noise exposure. However, the temporary controls should
not be regarded as a long-term substitute for more effective risk control measures.
11.9 Potential Human Health and Environmental Risks

11.9.1 Public Health Risks
The risks to human health should be assessed by establishing:
 how often people will be exposed to the hazards,

 the amount (dose) they will be exposed to,
 how this relates to the likelihood of illness (response),
 The size of the population likely to be affected.
RSB (Regulations & Supervision Bureau) follows World Health Organization (WHO) advice on
public health risks associated with water use. The WHO recommends that the reuse of
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wastewater should pose a similar degree of risk to public health as other water uses such as
drinking or swimming. WHO have established microbiological quality guidelines by assessing a
wide range of epidemiological data on water related viral and bacteriological diseases.
RSB (Regulations & Supervision Bureau) has reviewed this advice and established the following
standards for self-supply recycled water activities in the Emirate.
Faecal Coliforms Enterococci Helminth Ova

Recycled water reuse activity
(CFU/ 100ml) (CFU/100ml) (No./l)
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Irrigation of urban areas (frequent public access) 100 40 <1
Irrigation of agricultural and forestry areas (limited

1000 200 <1
public access)
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Toilet Flushing 100 40 <1
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Air conditioning processes 100 40 <1
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Street cleaning and dust suppression 1000 200 <1
Vehicle washing 100 40 <1
Table 11-4: Regulations & Supervision Bureau Standards
If the control measures for the scheme ensure recycled water meets these standards at the
point of-use it can be assumed the impact on public health is minor.
11.9.2 Environmental Risks

Environmental guideline values published by local or international organisations provide data on
the chemical and physical characteristics of land, air and or water that do not pose a significant
risk to the environment.
If the control measures for the scheme ensure these environmental standards are met in the
receiving environmental end-points, it can be assumed that the impact on the environment is
minor or insignificant.
11.9.3 Impact Assessment
Impact Public Health Environment
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Insignificant or undetectable impact on local Insignificant damage including minor erosion or short term
Insignificant
communities and O&M Contractors disruption to habitats
Limited exposure of local community or O&M Potentially harmful to local plants and animals, no impact on water
Minor
Contractors with potential minor health affects resources, impact contained to site
Potentially harmful to regional plants and animals, short term impact

Exposure of local community and O&M Contractors
Moderate on water resources and impacts primarily contained to on-site.
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with detectable minor health effects
Damage can be remediated
Continuous damage through erosion or degradation of land, major
Major
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Exposure of wider community with detectable
disruption to local plants and animals, limited short term impacts on
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health effects
C water resources and potential for off-site impacts.
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Widespread destruction of land, permanent changes to local eco
Unacceptab Exposure of large population with significant health
system, long term impacts on water quality and widespread on-site
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le effects
and off-site impacts
Table 11-5: Risk Assessment Administrative Processes
11.10 Risk Management and Administrative Processes

The objective of a risk assessment is to identity hazards and formulate actions that will ensure
injury is avoided. This process is a daily living experience for all human beings. Natives of South
American jungles walking through forests are aware of the hazards they face and take
precautions to avoid harm from them. In cities, automobiles are driven with care and
circumspection to avoid road accidents. In both cases, the individual is aware of the risks and
applies controls to avoid injury from them. This is done mentally in real time, drawing upon their
training and experiences to make the correct behavioral decisions to ensure their safety and
survival. Risk assessments in occupational activities use administrative techniques is to bring
some formality to day to day behavior so that:
 Hazards are identified

 Control strategies are formulated and documented
 Training is given to those at risk in the implementation of control strategies
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 Actions necessary to implement the control strategies are completed
 Hazards and controls are periodically reviewed.

These administrative techniques rely on documentation, consultation and meetings for their
successful implementation. Employers are primarily responsible for ensuring risk assessments
are carried out and implanting controls to prevent the identified hazards from causing harm.
Unions may disagree with the means by which the employer must make the final choice
because it bears the ultimate legal accountability in the event of injury. It is no defense to say
‘that was what the union wanted’.
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11.11 Risk Management: Administration and
Documentation
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Formal risk assessments must be written down and recorded. Risk assessment documents
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should exhibit the following features:
 Clear identification of the hazards being addressed. Listing the hazards associated with the
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process enables a reviewer to see if any have been missed. It also allows others in the
future to see if newly identified hazards in the process can be controlled by the original
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controls. This is important as new technical and scientific information, emerges, e.g. Newly
identified risks from an existing chemical.
 Identification of the risk assessment process being followed. Several formal risk assessment
processes are discussed in other chapters. Each has merits. The documentation should
clearly reveal which process is being employed so that its relevance to the current
operations can be evaluated. For example, a typical job hazard analysis is not appropriate to
assess risks arising from a machine interlock.
 Identification of the actions to be followed to avoid the hazards identified. This should be
accompanied with time limits within which the actions must be completed.
 Assessment of the residual hazards, i.e. those that cannot be eliminated and the means
used to award priorities for actions.
 The system whereby the risks from the residual hazards are reduced to a minimum.
 Arrangements for monitoring the actions agreed.
 Identifications of the person(s) who carried out the risk assessment. Risk assessors must be
trained and experienced in the type of work covered by the assessment. It seems to be a
fact of human nature that requiring people to sign their name to an assessment heightens
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the degree of responsibility they bring to the task. Identifying the assessors also permits an
auditor to check that the assessors have received suitable training.
 Management sign-off to accept the assessment and implement the controls identified.
 The document should bear a date and number so that it can be identified and reviewed
periodically. The review process is best performed by different assessors to ensure an
independent review with greater objectivity.
11.12 Conditions for Review of Risk and Impact
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Assessment
Following are the conditions in which a review of risk and impact assessment is required to be
done:
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Whenever the risk and impact assessment methodology is changed.
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When there is a change in existing activities or processes; resulting in identification of new
hazard/aspect or need for change in controls.
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 Whenever new hazard/aspect or need for change in controls is identified through feedback
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from interested parties, coordination meetings, audits, inspections, incident investigations,

corrective actions, preventive actions or any other source.
 Whenever new hazard/aspect or need for change in controls is identified subsequent to

emergency situations or after the periodic review of emergency procedures.
 In the case of change in applicable legal and other requirements affecting the risk and
impact assessment process.
 Whenever new hazard/aspect or need for change in controls is identified due to some
external factors, e.g. emerging occupational health or environmental issues.
11.13 Risk and Impact Assessment of Outsourced

Processes
 For the organizational processes which are outsourced or contracted to other organizations,
the responsibility of risk and impact assessment lies with the contractors (service providers).
 It is mandatory for the contractors to carry out risk and Department impact assessment of all
the activities which they are performing on behalf of Department.
 It is recommended for contractors to carry out risk and impact assessment as per
Department’s procedure and on the prescribed formats.
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 Contractors may perform risk and impact assessment as per their own methodology,
provided that their methodology meets the requirements of Department regarding risk and
impact assessment. Otherwise, the contractors are required to either adopt the same
Department’s methodology or upgrade their methodology to meet the Department’s
requirements.
Note: It is the O&M Contractor’s responsibility to ensure full compliance of the service on above
mentioned requirements.
11.14 Risk Assessment/HAZOP (Hazard & Operability
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Studies)
11.14.1 The HAZOP Concept
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For the Contract area it is extremely important that the performance of all assets is improved
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over time to enable reliable operability and maintainability of the assets and facilities with
reduced risk. The contract requires the O&M contractor to undertake an approach for installation
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and adoption of new capital assets and major refurbishments that ensures all foreseeable risks
are minimized or reduced to an acceptable level. The O&M contractor shall utilize risk
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management tools established as good industry practice such as HAZOP (Hazard & Operability
Studies) which will be managed by an accredited team leader and used to identify, categories
and manage risks.
The HAZOP process is based on the principle that a team approach to hazard analysis will
identify more problems than when individuals working separately combine results. The HAZOP
team is made up of individuals with varying backgrounds and expertise. The expertise is brought
together during HAZOP sessions and through a collective brainstorming effort that will stimulate
creativity and new ideas, providing a thorough review of the process under consideration is
made.
HAZOP concentrates on identifying both hazards as well as operability problems. While the
HAZOP study is designed to identify hazards through a systematic approach, more than 80% of
study recommendations are operability and maintainability problems and are not, of themselves,
hazards.
Although hazard identification is the main focus, operability problems should be identified to the
extent that they have the potential to lead to process hazards, result in an environmental
violation or have a negative impact on profitability. It is therefore important that for every HAZOP
study undertaken by the O&M contractor the presence of an experienced and knowledgeable
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O&M Contractor of the facility under the study is a key member of the HAZOP team.
Essentially the HAZOP procedure involves taking the full description of a process and
systematically questioning every part of it to establish how deviations from the design intent can
arise. Once identified, an assessment is then made as to whether such deviations and their
consequences can have a negative effect upon the safe and efficient operation of the plant. If
considered necessary, action is then taken to remedy the situation. This critical analysis is
applied in a structured way by the HAZOP team, and it relies upon them releasing their
imagination in an effort to discover credible causes of deviations. In practice, many of the
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causes will be fairly obvious, such as pump failure.
The great advantage of the HAZOP technique is that it encourages the team to consider other
less obvious ways in which a deviation may occur however unlikely they may seem at first
consideration. In this way the study becomes much more than a mechanistic check‐list type of
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review. The result is that there is a good chance that potential failures and problems will be
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identified that had not previously been experienced in that type of plant.
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Figure 11-1: A Typical Flowchart for a HAZOP Study
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12. HEALTH, SAFETY & ENVIRONMENT (HS&E)

12.1 HSE Training
Notwithstanding the Employer’s procedures and policies the O&M Contractor’s shall plan safety
training to serve the needs of each employee and to meet the objectives of the OHSE
management system and site specific HSE Plan as part of the contractual obligations. Safety
training sessions shall include, but not be limited to, the following items:
 An overall written safety policy and facility safety risk assessment.
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 New employee safety induction.
 Supervisor safety induction.
 Emergency response procedures
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 First aid, cardiopulmonary resuscitation and rescue team.
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 Personal protective equipment use (gas detectors, respirators, etc.)
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 Fire response (prevention and control).
 Eye and ear protection, etc.
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 Hazard communication
 Confined space entry procedures and records.
 Fall protection.
 Safe sampling & laboratory procedures, if applicable.
 Equipment, tools and operating methods/procedures
 Safe vehicle operation procedure.
 Lock out/tag out procedures.
 Permit to work system.
 Accident / Incident reporting & investigation
 Housekeeping
 Crane and rigging
Safety training shall be conducted on a regular basis throughout the term of the Contract, with
timely reporting to the Department.
12.2 Manage and Control Operational Health & Safety Risk

The Contractor shall ensure the health, safety and welfare of his personnel, and any other
operatives engaged in delivering the services, and keep safe from harm the general public
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12-HS&E FIRST EDITION - DECEMBER 2016

during delivery of the services, whilst maintaining high standards of environmental protection.
The Contractor shall implement an H&S management system, effective from services
commencement Date and conformant with the ISO 18001 standard, to control the H&S risks that
the Contractor identified as associated with delivery of the services. Suitable personnel shall be
assigned to ensure the adherence to any H&S management system and for the purposes of
reporting and investigation.
The Contractor shall develop such safe systems of work that ensure the safety and welfare of
Contractor’s personnel and operatives engaged in delivering the services. The Contractor shall
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document and review, on an annual basis, the translation of H&S policy, ie. Department and
Contractor’s own, into operations.
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12.3 General Safety Rules
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Safety practices are an effective means of preventing accidents. All personnel, Contractor’s
personnel and visitors are required to comply with the following safe practices.
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 Know the job; Follow the standard operating procedures.
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Observe all safety rules, regulations, fire prevention procedures and safety programs of the
ADM/Department.
 Practice good housekeeping. Do not leave tools, materials or debris in your workplace. Keep
your workplace clean and tidy.
 Wear the appropriate work clothing and personal protective equipment for your job.
 Work permits are required for certain specific jobs. Follow the instructions and procedures.
 Locate machines, benches, and work areas in such a way to allow free movement.
 Adequate and suitable firefighting equipment must be provided for all hot works or areas
where combustible or flammable material is stored. Know the exact location of firefighting
equipment
 Standard emergency kit and first aid equipment must be provided and readily available at all
the times.
 Know the potential hazards of your job and take precautions.
 Smoking is only allowed in designated smoking areas. ‘No Smoking’ signs and all other
warning signs exhibited shall be followed strictly.
 All incidents causing injury / damages or not, shall be reported to the supervisor. The injured
person shall immediately report to the medical clinic for proper attention. All accidents must
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also be reported to the Personnel Department.

 Conduct safety induction and on the job familiarization programs for new employees.
 Drivers and O&M Contractors must obey all speed limits and other traffic rules and
regulations of the Abu Dhabi Municipality and Emirate of Abu Dhabi in general.
 Do not tamper with any fire equipment. Be sure to understand emergency procedures and
know what to do in case of an emergency.
 Intoxicating drugs or beverages are forbidden in Municipality workplaces.
 No visitor / client shall be allowed inside hazardous workplaces without supervision.
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 Check that tools and equipment are in safe condition. Use tools and equipment correctly. If
defective, report to the supervisor. Never use unsafe tools and equipment.
 Only operate equipment, machines, apparatus, etc. that you are familiar with and authorized
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to use.
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 Do not oil or attend to repairs on a machine or equipment while it is running / energized.
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 Use and place ladders and stepladders in safe condition.
 Never direct or use compressed air for cleaning your body
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 Poisonous / dangerous chemicals must never be kept in unauthorized bottles / cans.

 Do not clean your hands with solvents such as gasoline, thinner. Use prescribed cleansing
agents.
 Do not store gasoline or other flammable materials in open containers. It should be stored in
closed metal containers.
 Wash your hands before eating. Personal hygiene is very important.
 Maintain all equipment in accordance with manufacturer specifications.
12.4 Personal Protection Equipment (PPE)

When engineering control measures are not possible to be provided for total elimination of
hazards, the use of personal protective equipment is required. Proper selection, use and
maintenance of personal protective equipment to provide adequate protection should be
considered taking into account the risk and the hazard. All personnel shall use personal
protective equipment required for their job, all of which shall conform to the appropriate
international standards.
The Contractor shall ensure all personal protective clothing and equipment will be of safe design
and construction for the work to be performed. Only those items of protective clothing and
equipment that meet high standards shall be procured by the Contractor and accepted for use.
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Reference should also be made to Abu Dhabi Municipality EHSMS, UAE labour Law Nos. 8 and
32. These include the management of H&S at Work Regulations, Control of Substances
Hazardous to Health, Manual Handling Operations Regulations, PPE at Work Regulations and
various others.
12.4.1 Head Protection / Safety Helmet

 Safety helmets must conform to EN 397 and must be less than 3 years old and have the
year of manufacture marked on them externally so that the age of the helmet can be easily
ascertained.
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 A safety helmet / hard hat is required to be used on construction sites, excavation work,
overhead crane operation, low structures / pipes/ beams or in other operational areas where
there is risk of head injury.
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The above areas shall be designated as Hard Hat Areas and notices shall be displayed.
 Safety helmets having the hard shell of metal should not be worn.
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 Persons with long hair shall wear hairnets to protect hair coming in contact with moving parts
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of machinery.
 Any helmet, which has been stored in direct sunlight, has suffered impact, or has internal
webbing rotted by perspiration, must be replaced immediately.
12.4.2 Face and Eye Protection

 Ear muffs must conform to EN 352/1 (or EN 352-3 for helmet mounted muffs).
 Ear plugs are not recommended but where used should conform to EN 352-2.
 Eyes may be damaged by; dust particles, particles from grinding, cutting, welding, etc.
 Protection may be in the form of goggles, or safety glasses or full face visors and must
conform to EN 166.
 Suitable face and eye protection must be worn by employees to protect face/eyes against
any flying particles / splash of chemical / hot solutions.
 Impact resistant safety glasses with side shields / safety goggles/full face shield suitable for
grinding, buffing, chipping operations shall be provide and used.
 Welding masks with appropriate filter glasses must be used when performing welding
operations.
 For those with eye defects prescribed lenses of toughed material should be used.
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 In addition, eye wash fountain shall be readily available at the site. In remote locations, eye
wash bottles may be substituted.
12.4.3 Respiratory Protection

 Face masks must conform to EN 149.
 The masks must be appropriate to the particle sizes identified in the Risk Assessment.
 Facial hair can compromise the effectiveness of respiratory protection by preventing a good
seal between the mask and face.
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 Dust mask /respirators must be worn to protect against dust particles.
 Chemical cartridge type respiration must be worn when painting or spraying solvent or
chemicals.
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When there is potential for the presence of toxic gas/vapor or oxygen deficient atmosphere,
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the self-contained breathing apparatus (SCBA) should be used.
 Only authorized /qualified personnel will issue Respiratory Protective Equipment.
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 Only persons trained /certified on the usage of self-contained breathing apparatus shall be
engaged in their use and the work should be done under direct supervision. The basic tests
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to ensure proper fitting of facemasks must be done before each operation.

 Proper selection and use of respiratory protection equipment should be ensured by taking
into consideration hazardous operation, contaminant, time, protection from the particular
equipment, limitations, and state of health of individual, etc.
 When working with asbestos, staff shall be provided with respiratory equipment approved for
use with asbestos that does not allow penetration or retain dust and be a close fit with a
head cover.
 When engaged in grit blasting, the use of an air supplied hood is essential if blasting in direct
contact with the dust / grit.
12.4.4 Hearing Protection

 Persons working in areas with excessive noise above 90 DBA shall wear earmuffs/ear plugs.
 High noise level areas should be identified and appropriate notice ‘WEAR EAR
PROTECTION’, should be exhibited to warn employees. Exposure to high noise levels will
result in noise induced hearing loss.
 Plain cotton plugs do not give adequate protection.
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12.4.5 Body Protection

 High visibility garments must comply with EN 471 Class 3.
 For works on highways, upper body garments must have full length sleeves.
 Wear proper protective clothing/coverall. Loose or baggy clothing is not permitted in work
areas.
 To protect against splash of any chemical or corrosive substance, a PVC apron must be
worn.
 Leather aprons should be worn by welders and others where there is potential hazard of hot
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metal/sparks.
 Full PVC suit to cover full body is required for persons entering tanks/vessels /sumps / pits to
protect against any chemical / corrosive substance.
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Overalls may be worn for general inspections but must be cleaned after use, eg. After
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inspection of old buildings, etc.
 Disposable coveralls must be used when working with dust, asbestos, roof insulations,
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contaminated land, light chemicals, fibres and some sprays.
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12.4.6 Hand Protection

 Hand gloves must be used in jobs likely to cause injury to hands.
 Gloves must be used near moving machinery parts.
 PVC/rubber gloves must be used when handling chemicals
 Electricians using tested rubber gloves must check them for defects prior to start of work.
 Select and use the gloves suitable for the job.
There is a vast range of protection gloves available for a wide variety of risks, however, the
Contractor’s responsible person (PM) must ensure gloves appropriate to the risk identified are
selected. Gloves must conform to EN 420 and any hazard specific standard, eg.
 EN 374 – chemicals and micro-organism

 EN 388 – mechanical risk
12.4.7 Fall Protection

 Safety harness with fall arrest lanyard or fall restraint lanyard must be worn when hazards of
falling from height exist or when working on elevated platforms or baskets. Select proper
safety belt and use it.
 Safety harness shall be examined periodically. Defective and worn out safety harness must
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never be used.
 Safety harness with harness / lifeline must be worn when an employee is working in a
confined space to assist in rescue.
12.4.8 Foot Protection (Safety Footwear)

 Safety footwear must conform to EN ISO 20345 and include toe and sole protection.
 Sole profile must be considered for working surface and whether chemical / heat protection
is required.
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 All personnel on operational areas and in places where foot injury could occur must wear
standard safety boots with metal toecaps.
 Ordinary leather or rubber shoes including slippers /sandals must never be allowed in
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operational areas or in places where risk of foot injury exist.
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In specific operations, rubber boots with a steel toe could be used.
 Special electrical safety shoes should be used by those involved in electrical trades.
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12.5 First Aid Requirements
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Table 12-1: First Aid Requirements
st
Category of Risk No. of Employed at any Location Suggested No. of 1 Aid Personnel
st
Fewer than 50 At least one Emergency 1 Aider with
appropriate person as cover
50 – 100
Lower Risk, e.g. st
At least one Emergency 1 Aider with
More than 100
offices st
Emergency 1 Aider as cover
st
One 1 Aider for every 100 or part 100
st
employed with 1 Aider as cover
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st
Fewer than 5 At least one Emergency 1 Aider with
appointed person as cover
5-50
Higher Risk, e.g. At least one Emergency 1
st
Aider with
More than 50
most construction, st
Emergency 1 Aider as cover
extensive work with Where there are hazards for which
st
st One 1 Aider for every 50 or part 50
dangerous machinery additional 1 aid skills are
st
employed with 1 Aider as cover
or sharp instruments necessary
st
In addition at least one 1 Aider trained
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in the specific emergency action
Where there are special circumstances, such as remoteness from emergency medical services,
shift-work, sites with several separate buildings, there may need to be more first aid personnel
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than the above table indicates. Extra provision will usually be required to cover periods of
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absence such as holidays or sickness leave.
Before taking up first aid duties, a 1st Aider or appointed person must be trained by a 3rd party
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organisation whose training and qualifications are approved by HSE.
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12.5.1 First Aid Containers

All sites must have at least one suitably stocked and properly identified First Aid container,
larger offices will usually have several. The key point is that first aid equipment should be
distributed around an office to allow first aid to be promptly administered. The container should
be supplied with a sufficient quantity of first aid materials suitable for the circumstances. The
contents of first aid containers should be checked frequently and should be restocked as soon
as possible after use.
12.6 Incident Investigation and Reporting

All incidents are reportable and must be investigated. The purpose of investigating incidents is
to identify and correct deficiencies in working practices that led to the incident. Various studies
have provided different values for the number of near misses that occur for each injury accident,
but agree that there are many more near misses than accidents that result in an injury.
Although near misses are sometimes seen as less serious than incidents that result in an injury,
it is important that they are investigated and reported. If we can learn lessons from near misses,
rather than waiting until someone is injured before we try to identify appropriate remedial action,
then we should be able to prevent some incidents that result in an injury.
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12.7 Environmental Protection

Environmental protection is not only a commitment to future generations but also a legal and
moral obligation, as well as, contractual requirement and obligation by the Contractor. The
Contractor shall identify aspects associated with activities that it can control or influence and
determine those aspects that can have a significant impact on the environment.
During the contract period the O&M Contractor maintain an effective environmental
management system and shall take all necessary site specific mitigation measures to ensure full
protection of the environment in compliance with applicable UAE laws as well as the standards
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of international best practice
As required, the O&M Contractor shall prepare and submit, for review and approval of the
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Department, an effective Environmental Management Plan (EMP) to ensure that the
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environmental requirements are identified, planned, achieved, maintained, documented and,
where appropriate, improved. The EMP is made up of the following components:
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 Environmental performance requirements and criteria.
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Planning of the EMP.

 Measurement of performance.
 Emissions to air, including nuisance issues such as noise, vibration, odour.
 Releases to water, contamination of land, disposal of waste, etc.
 Use of energy, water, raw materials and natural disasters.
 Land use and habitat loss.
 Verification of the activities performed.
 Continuous improvement of the process.
 Retention of documentation and experience.
The Contractor shall adopt appropriate strategies for the management of potential impact on the
environment in a structured and systematic manner as follows:
 The systematic identification of environmental hazard arising out of the work.
 Assessment of the hazards and the significance of their effects.
 Implementation of risk controls.
 Planning for recovery in the event that control is lost.

The Contractor shall identify and implement effective management of activities with risk to the
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environment by carrying out Environmental Risk Assessment. The significant findings of any risk
assessment will be suitably recorded. A register of associated environmental aspects and
impacts shall be maintained by the Contractor and made available to Department at any time.
Any system developed by the Contractor shall be conformant with the ISO 14001 standard.
12.8 Procedure to Control Hazards

The elimination, reduction and assessment of risks coupled with implementation of appropriate
control measures form the basis of good health and safety management. The Contractor shall
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ensure that the following procedures and guidance information are developed and implemented
as a minimum:
 Safety management manual: maintenance procedure method statement, risk assessment.

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
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Controls for hazards and effects management.
 Comprehensive listings of HSE Standards & Procedures applicable to the project/contract.

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 Emergency response procedures
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 HSE equipment audits inspection including checklists that demonstrate the following:
o Inspections carried out
o Audits carried out
o Toolbox Talks delivered / carried out
o Training sessions carried out
12.9 Site Specific Emergency Planning

This is to provide a flexible framework for O&M Contractor’s personnel to effectively deal with
and return the operations to normal status from adverse condition that may be encountered at
the work site facilities during all phases of work. This program should provide the guidelines for
actions, assignments and responsibilities that will apply in case of any emergency at sites. The
Contractor shall, but not limited to:
 Establish an Emergency Response Team with designated roles and responsibilities for
specific actions to be undertaken in case of an emergency.
 Ensure Emergency Plan is exercised and reviewed regularly, at least every six months.
 Conduct hazard analysis for possible emergencies at work sites/facilities.
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 Conduct regular drills to check effectiveness of emergency response plan.
 Carry out regular training of emergency response team.

Where applicable, reference should also be made to Client’s Emergency Procedures.
12.10 Audit and Review

12.10.1 Internal Review
The Contractor shall establish, maintain and implement an Internal Audit program to verify that
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quality activities and related results comply with contractual requirements and to determine the
effectiveness of the Contractor’s Quality Assurance Plan (QAP) and associated procedures. The
internal audit program shall include provisions to audit sub-contractors, suppliers, independent
testing laboratories, workshops and sub-tier sub-contractors and suppliers.
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12.10.2
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Measurement, Analysis and Improvement
The Contractor shall define plan and implement the following measurement, monitoring, analysis
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and improvement activities to assure conformity with contractual requirements and to achieve
continuous improvement of its quality management system (QMS):
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 Client satisfaction
 Internal audits
 In-process reviews/inspection/tests
 Control of non-conformances
 Data analysis
 Corrective, preventive and improvement activities
12.10.3 Health and Safety Annual Review

The Contractor shall ensure annual review of its H&S activities and prepare a comprehensive
report for presentation to the Department, as the basis of a management review. The H&S
review report, as a minimum, shall include information on:
 H&S management team and system
 Incident and ill health performance
 Enforcement action
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 Extent and effectiveness of training
 Audit findings
 Other measurements of H&S performance, eg. Development of H&S culture in the year
 Anticipated legislation
 Review of performance on existing objectives
 Suggested objectives for the coming year
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12.11 Site Control and Security
Depending on the nature and location of the site the Contractor shall develop site specific
control and security procedures. These should, as minimum and as necessary, should cover the
following:
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 Security arrangements
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 Parking areas
 Permitted access ways and traffic control systems

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 Vehicle speed control
 Safe and satisfactory access to all works areas
 Visitors checked, equipped and inducted for site entry
 Visitors log book / control of entry
12.12 Housekeeping
Housekeeping is everybody’s responsibility and it requires all to employees keep the workplace
clean, tidy and organised so that it is safe to work in. attention to general cleanliness, storage
and housekeeping can prevent numerous accidents.
Good housekeeping is an important part of the safety program (fire and accident prevention)
and it is the first line of defence against accident /injury. It is everyone’s job to maintain a high
standard of awareness. Keeping the work area clean and tidy will eliminate most of the
accidents and fire hazards. The co-operation of all employees is required to keep the workplace
safe. The following are the main points that everyone should observe:
 Obstruction free passageways, exits must be maintained at all times.

 Work areas shall be clean and tidy with no accumulation of scrap, rubbish or waste material.
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 Any spillage, oil or greasy liquid shall be cleaned immediately; oily rags shall be disposed of
in a closed metal container.
 Tools and materials should be stowed away when not in use and be kept clear from the
edges of benches, walkway, stairs, scaffolding and work platforms.
 Wash hands with soap and water. Do not clean hands with solvents.
 Eating is allowed only at designated places or canteen areas.
 Toilets and washing facilities must be kept in good sanitary conditions.
 Keep changing rooms clean and clothes inside lockers.
 Keep all cleaning equipment in proper place when not in use.
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12.13 Heat Stress
Heat stress is usually the result of work performed at elevated temperatures. Contributory
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factors may also include a decrease of natural ventilation by protective clothing, e.g. chemical
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and impervious suits. There are several health hazards associated with excessive exposure to
heat and sun. Recognize the effects of the following heat exposures:
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 Heat cramps: result of the loss of salt in the working muscles, usually a part of heat
exhaustion.
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 Heat exhaustion: caused by excessive loss of body fluids from sweating.
 Heat stroke: most serious hot weather health problem.

The Contractor must report all the above conditions to the medical centre and treated as soon
as possible, however, in order to prevent heat stress the following preventative measures shall
be taken:
 Summer work plan to be developed.
 Employees must have access to cool potable water at their place of work.
 Shaded areas shall be provided for rest periods.
 First aid equipment provided on site shall include treatment for dehydration, eg. Electrolytes.
 Observe Municipality summer work hours decree.
12.14 Safety, Warning and Traffic Signs

Safety signs play an important role in recognition and dealing with hazards. Safety signs should
be used to inform, advise, instruct, warn of danger and improve safety in workplace. The
Contract shall ensure that all Employees are familiar with the standard system applied at all
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works locations.
The configuration, colour, size display and visibility distance shall comply with applicable UAE
legislation: Ministerial Order No. 32 (1982) Article 14 and international standards BS 5378: Part
1: 1980.
12.15 Amenities and Hygiene

Facilities that need to be provided will depend upon a variety of factors, including the nature of
work, no. of persons engaged, the locality, the climate and the mobility of people. All amenities
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shall comply with the local Statutory Regulations and international standards. The Contractor
shall ensure amenities that are provided shall include cleaning and maintenance programme.
12.16 Hand and Power Tools

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Employees who use hand and power tools and who are exposed to the hazards of falling, flying,
abrasive and splashing objects or exposed to harmful dusts, fumes, mists, vapours or gases
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must be provided with the particular personal equipment necessary to protect them from the
hazard. All hazards involved in the use of tools can be prevented by the following basic safety
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rules:
 Keep all tools in good condition with regular maintenance
 Use the right tool for the job
 Examine each tool for damage before use
 Competent person to periodically examine the power tools
 Operate according to the manufacturer’s instructions
 Provide and use the proper protective equipment.
12.17 Excavation and Trenching

12.17.1 Competent Person
One who is capable by training and is knowledgeable about soil classification, protective
systems and is capable of identifying existing and predictable hazards in the surrounding work
area. Proper documentation of the competent persons training records shall be kept.
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12.17.2 Hazardous Atmosphere

An atmosphere which is explosive, flammable, poisonous, corrosive, oxidizing, irritating, oxygen
deficient, toxic or otherwise harmful and may cause death, injury or illness.
12.17.3 Protective System

A method of protecting employees from cave-ins. Protective systems include; support systems,
sloping and benching systems, shield or shoring systems and other systems that provide the
necessary protection.
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The client shall be contacted and advised of the proposed work in order to establish the location
of underground utilities. Overhead power transmission lines must be de-energised where
possible. Goal posts should be erected to provide high visibility and highlight height restrictions;
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plant should be fitted with restrictors electronic/mechanical to prevent inadvertent contact. All
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workers require NOC from TRANSCO.
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The Client must be notified well in advance prior to start of the work and the Contractor should
obtain all the necessary permits from the client, and where necessary other authorities, in
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advance.
Warning signs and adequate physical barricades or protective covers must be provided for and
erected around all trenches / excavations, pits, shafts and wells.
12.18 Permit to Work (PTW)

The CMT will ensure that the Contractor, or Sub-Contractors, obtain written permission before
entering a ‘live system’, including those which may have been constructed and handed over as
part of the Works of the Contract. This authorisation shall not be given until the Contractor has
fulfilled the requirements set out in the “Permit to Work” form.
12.18.1 Guidance Notes for Processing Assessment of Method

Statements and/or Applications for Permits to Work (PTW)
a) The established application procedure.
b) The established procedure for CMT to follow in processing applications.
c) No PTW can be issued until and unless the Contractor submits a method statement and is
recorded on the issue record sheet.
d) The process is summarised as follows :
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 Scope of work, method statement and a programme are submitted to CMT for comment.
 In liaison with other units, CMT together with the O&M Contractor assess the submission
and pass comment (if any) to the Consultant.
 The Contractor then applies for a PTW
 The CMT authorize the O&M Contractor to issue a PTW

e) To provide a record of the application process stages a special form has been developed for
use. It is split into five sections – one section for each stage of the application process.
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f) The following are notes to assist with completion of the form. The numbers in brackets refer
to the numbered boxes on the sample form.
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On receipt of the application from the Consultant either the Contracts Manager (Engineer) or
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Head of Division complete the first section of the form.
o Write the name of the Consultant making the application.

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o Enter the Consultant’s method statement or Letter Reference, and
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o The date on the method statement or letter, and
o The date received by the CMT. This will be the date shown in the ‘incoming mail’ stamp.
o Enter a brief description of the work – usually taken from the Consultant’s letter ‘Subject’
line.
 The O&M Contractor must have an opportunity to comment on a method statement. To
ensure that this happens the application must be copied to the O&M Contractor and the
second section of the form completed.
o Enter the date the application was passed to the O&M Contractor.
o This may be by hand or by fax dependent on the documents involved.
o Enter the name of the Contract Manager.
o Specify the date that you require comments to be returned to you. A reply is required in
all cases even if it is ‘No comment’.
 Sign Section two, attach a copy of the form and pass the documents to the O&M Contractor
at the same time the CMT are to assess the application and make comment.
o Enter the date on which comments were received back from the O&M Contractor and
sign.
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 Comments received from the O&M Contractor will be combined with those of the CMT and
forwarded to the Consultant for action.
o Enter the date on which the comments are forwarded to the Consultant.
o If there is comment either enter brief summary or attach copies of the comments
received from the CMT and O&M Contractor.
 When the request to issue a PTW is received from the Consultant, complete relevant section
of the form after confirming that all is in line with the above steps
o Enter the date request the request is received
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o Enter the name of the O&M Contractor
Enter the Consultant’s letter reference. Sign the form then:
o Fax the form plus request letter
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Fax the form to the Consultant
The Consultant will notify the Construction Contractor who will collect the PTW from the O&M
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Contractor.
12.18.2 “Permit to Work” System for Working on Mechanical and

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Electrical Equipment
To avoid misunderstanding in the operation of the electrical plant leading to accidents and
damage the following procedure should be followed under the control of the senior authorised
person whose authority in this matter must be absolute.
12.18.3 Engineer
Shall be as stated in the Contract.
12.18.4 Senior Authorized Person

Shall mean the person designated in writing to be responsible for the administration of the
operation of the ‘Permit to work’ system and shall instruct authorised persons to carry out such
works to which these regulations apply.
12.18.5 Authorized Person

Shall mean a person designated in writing by the ‘Senior Authorised Person’ as an authorised
person employed to carry out the works to which these regulations apply or to instruct a
responsible person as defined below to carry out such works.
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12.18.6 Responsible Person

Shall mean a person designated in writing by the ‘Authorised Person’ as a responsible person
employed to carry out the works to which these regulations apply in accordance with instructions
from an authorised person.
Switching of all power circuits to be carried out by ‘authorised’ persons only at the permission of the
senior authorised person all movement of switches to be documented in conjunction with a ‘permit
to work’ system.
No person shall work on electrical apparatus which has previously been in commission until such
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time that a ‘permit to work’ has been issued to him by the authorised person.
Also refer to Appendix ‘H’ for typical permit to work request form.
12.19 Traffic Regulation

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The CMT will ensure that the Contractor maintains and protects vehicle and pedestrian traffic
through areas of construction and provides, erects and maintains temporary traffic control
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devices such as barriers, barricades, cones, drums, warning signs and lights.
The Contractor will coordinate with, and gain approval from, all relevant authorities for the
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maintenance and protection of traffic operation. The Contractor will seek written authorisation
from the CMT for working during the hours of darkness.
12.19.1 Traffic Regulation

The Contractor shall liaise with all relevant authorities for approval to maintain and protect traffic
operation as required by the Contract Documents
The Contractor shall maintain and protect vehicular and pedestrian traffic through areas of
construction and provide, erect and maintain temporary traffic control devices including barriers,
barricades, cones, drums, warning signs and lights.
The Contractor’s appointed Safety Officer shall have received traffic safety training, or had
previous experience in supervising maintenance and protection of traffic through highway
construction areas.
No work shall be carried out during the hours of darkness unless otherwise authorised in writing
by the Engineer.
The O&M Contract documents will specify:
 Types and standards of Signs, Signals and Devices
 General execution of Signage, Signals and Barriers
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 Use of Flag Persons

 Deployment of Flares and Lights
 Establishment of Haul Routes
 Execution of Detours
12.19.2 Closing of Roads

The Contractor shall not close any road without first obtaining written consent from the Traffic
Police and the consent of the Services Co-ordination Committee.
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In the event that such consent being given, the Contractor shall give appropriate warning in
writing in advance of the date of the commencement of the road closure to all appropriate
Authorities and other persons that may be affected by such closure.
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The Contractor shall provide, fix and maintain all warning signs and diversion notices as may be
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required by the Road Authority, the Police and the Engineer.
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12.20 General Engineering
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12.20.1 Electrical Safety

Electrical safety is a subject requiring utmost care in all industrial operations. To prevent shock,
burns, fire and explosions the safe practices detailed below should be observed strictly:
 A proper work permit with electrical isolation/de-isolation must be obtained before doing
electrical works in any restricted area. The established procedures will be followed strictly.
 A non-conductive safety helmet, rubber mats, safety gloves, electrical safety shoes shall be
used.
 Wearing of loose clothing, chains, rings, and wrist watches is not allowed.
 Follow the internationally accepted wiring color code at all times.
 All electrical maintenance or repair work must be performed by a competent and authorized
electrical person.
 All electrical work in hazardous areas shall be decided and planned by the supervisor taking
into consideration the hazard, competency of the individual, tools and equipment
requirement, condition of weather, etc.
 During maintenance and repair work, the equipment involved should be isolated and locked
out to ensure physical separation and inadvertent switching on.
 Electrical tools and equipment should be inspected periodically. Damaged or defective tools
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must be returned to tool room/workshop for necessary repair.

 At night, standard warning signs, barriers, red lights, etc. must be used.
 Regard all conductors as ‘Live,’ do not touch them. Use a meter.
 All junction boxes, circuit breaker panels must be covered.
 ‘ELCB’ shall be used on all circuits and in extended power from extension rolls using
portable electric power tools. (ELCB - Earth leakage circuit breaker)
 Overloading of electric circuits is prohibited. All circuits must be used only for designated
load.
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 Steam, water or oil leaks near electrical equipment must be reported to the supervisor.
 Work in pairs on electrically energized equipment; one can check and render aid if
necessary.
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Never insert bare wires into outlets. Use only approved three pin plugs.
 A minimum gap of 6 meters shall be maintained between the top of the boom and energized
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overhead high voltage line to avoid energizing of crane.
 All repair or maintenance work on motors, starters and other electrical apparatus must be
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done with devices isolated. Testing shall be done only by authorized competent persons.
 Hot fuses or circuit breakers must be handled with rubber gloves and approved fuse pullers.
 Handles of electrical tools shall be insulated properly.
 When working in elevated positions on poles, towers use appropriate safety belts. Inspect
the belts before climbing each day
 If a person comes in contact with live wires or cable and is unable to release his grasp, make
no attempt to pull the victim away using bare hands. If possible:-
o Switch off current.
o Use rubber gloves or thick folds of dry cloth on the hands, and dry stick, remove the
victim from the supply source.
o If the victim is not breathing, start artificial respiration and seek medical attention.
 Make sure that all electrical connections are protected, covered in a safe condition.
 Only carbon-dioxide (CO2) and dry chemical powder fire extinguishers to be used for fires
on or near electrical equipment.
 In the addition to the above basic safe practices, every employee involved in installation,
repair and maintenance of electrical equipment shall follow the Electrical Rules of the Water
and Electricity Department of the Emirate of Abu Dhabi (ADWEA).
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12.21 O&M Safety Equipment

The O&M Contractor shall supply, maintain in good condition and up to date sufficient safety
equipment and supplies necessary for routine, non-routine and emergency process control,
troubleshooting and repairs. The safety equipment shall include but is not limited to:
 30 minute self-contained breathing apparatus (SCBA) sets including harness, tanks,
regulators and masks.
 Backup 30 minute air tanks comparable with the SCBA listed above.
 Complete 5 minute (SCBA) escape sets.
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 Confined Space Entry Gas Monitors capable of measuring, and displaying and alarming;
oxygen percentage, hydrogen sulphide concentration, carbon monoxide concentration and
methane or combustible gas concentration. Monitors must be capable of field calibration and
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remote sensing with built in sample (air) pump and a minimum 5m sample tube.
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Safety tripod with man wench and 10m cable.
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Safety harnesses.
 Five (5) meter safety ladder.
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 Disposable gloves.
 Dust masks.
12.21.1 Confined Spaces

This section discusses the characteristics of confined spaces, their hazards, and the required
precautions for their occupancy. Confined Spaces are identified by:
i. Limited Openings for Entry and Exit. Confined space openings are limited for entry and exit
primarily by size or location. Openings are typically small, sometimes with diameters as
small as 0.5 m (18 in.), and are difficult to move through. Small openings may obstruct entry
or exit of equipment, especially protective equipment such as respirators needed for entry to
spaces with hazardous atmospheres or life-saving equipment for rescue. Some openings
may be large, including open-topped spaces such as digesters or excavations. Access to
open-topped spaces may require ladders, hoists or other devices; escape from such areas
may be difficult in emergencies.
ii. Un-favourable Natural Ventilation. Air may not move in and out of confined spaces freely
because of their design so the atmosphere inside a confined space can differ greatly from
the atmosphere outside. Deadly toxic or flammable gases may be trapped inside, particularly
if the space is used to store or process chemicals or sludge. Oxygen inside the confined
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space may be insufficient to support life. Alternatively, the air might be so oxygen-rich that it
could increase the chance of fire or explosion if there is an ignition source.
iii. Not Designed for Continuous Worker Occupancy. Most confined spaces are not designed for
routine worker entry and occupancy. Therefore, occasional worker entry for inspection,
maintenance, repair, cleanup, or similar tasks is often difficult and dangerous because of
chemical or physical hazards within the space.
12.21.2 Hazards
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The O&M Contractor shall ensure all employees are aware that confined spaces may harbour
many potential hazards including the atmospheric and other hazards described below:
i. Oxygen-deficient atmosphere. The atmosphere in a confined space may lack sufficient
oxygen. If the oxygen content is below 19.5%, a worker shall not enter the confined space
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without using an approved self-contained breathing apparatus (SCBA).
ii. Temperature Extremes. Extremely hot or cold temperatures in a confined space can
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adversely affect or even injure workers. For example, if the space has been steamed, it shall
be allowed to cool before entry.
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iii. Noise. A confined space can amplify noise because of its design and acoustical properties.
Excessive noise may damage hearing and impair communication so that a shouted warning
cannot be heard.
iv. Slick or wet surfaces. Slips and falls can occur on a wet surface, causing injury or death.
Also, a wet surface will increase the likelihood and effect of electrical shock where electrical
circuits, equipment, and tools are used.
v. Falling Objects. Workers in confined spaces must recognize and guard against the
possibility of falling objects, particularly in spaces that have top- side openings for entry, and
in spaces with activities on more than one level.
12.21.3 Precautions
The O&M Contractor shall incorporate all of the precautions listed below into a standardized
confine space entry procedure:
i. Testing and Monitoring: The O&M Contractor shall prohibit confined space entry until testing
with a properly calibrated gas-monitoring device ensures that the confined space
atmosphere is safe. Testing parameters shall include oxygen content, flammability of
atmosphere, and toxic gases.
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ii. Ventilation: The space shall have continuous general ventilation or local exhaust ventilation
(depending on the potential hazards, suspected contaminants, work to be performed, or type
of confined space) before entry and during occupancy of the confined space.
iii. Personal Protective Equipment: Respiratory protection is essential for safe confined space
entry. If an oxygen-deficient atmosphere exists, the worker shall use an SCBA approved by
NIOSH and the Mine Safety and Health Administration. Where confined space openings
restrict entrance with an SCBA, a supplied-air respirator with an auxiliary self-contained unit
(escape SCBA) can be used. Workers authorized to use SCBAs shall not have a beard
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because it could hinder the proper fitting of an SCBA.
iv. Labeling and Posting: The O&M Contractor shall post warning labels near the entrances of
all confined spaces. Labels shall be clearly marked in a way that is recognizable to all
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employees.
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v. Personnel Training: Personnel who will be working in confined spaces must be trained to
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identify confined spaces and their hazards and in the use of respirators, first aid, lockout and
tag out procedures, ventilation, rescue procedures, and the use of permits for the type of
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confined space the worker will be exposed to, such as manholes and pump stations.
Training of workers for confined space entry needs to be evaluated periodically to determine
if it is effective.
vi. Medical Surveillance: Employees who are required to enter confined spaces shall receive
periodic medical examinations and certification that they can work while using an SCBA.
Workers with respiratory problems shall not work in areas that may require use of SCBAs.
vii. Entry by Permit Only: Entry into a confined space shall be authorized by permit only. The
permit, to be signed by the O&M Contractor, explicitly identifies work to be done, associated
hazards, isolation checklists, special clothing and equipment, atmospheric test readings,
atmospheric monitoring, standby persons, and emergency procedures.
viii. Isolation: Where appropriate, the O&M Contractor shall completely isolate confined spaces
from all other systems. Locking circuit breakers in the open (off) position with a key-type
padlock achieves electrical isolation of the confined space. Disconnecting linkages or
removing drive belts can mechanically isolate moving parts. Pipe valves shall be locked and
tagged in the closed position, or the pipe blanked off.
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ix. Standby and Rescue: The O&M Contractor shall ensure that a trained standby person with a
fully charged, positive-pressure SCBA and other rescue equipment remain close to the work
site.
x. Written Procedures: The O&M Contractor shall provide specific written confined space
procedures for work, observation, and rescue activities.
xi. Respirators: Only air-supplying respirators shall be used in confined spaces. This rule must
be followed because air-purifying units filter only certain types of contaminants, while air-
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supply units are safe for any atmosphere.
12.22 Hazardous Operations

The O&M Contractor shall incorporate the following policies and procedures for works in
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hazardous areas:
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12.22.1 Below-Surface Work Areas
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The principal below surface working areas include sewer manholes, pumping station wells, and
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screen chambers. The primary hazards include oxygen deficiency, explosive and toxic gases,
falling, cave-ins, and exposure to wastewater and sludge. Virtually all of these belowground
areas are confined spaces and in addition to the precautions listed previously, the O&M
Contractor shall:
i. Place warning devices, barriers, barricades or guard rails to protect the public and O&M
Contractors before removing manhole covers or gratings,
ii. Locate trucks and other equipment to reduce traffic impediments or hazards. If possible,
place trucks or equipment between the working area and oncoming traffic and ensure that
vehicles have rotating warning or strobe light. In placing cones, flags or other devices to
reroute traffic, comply with regulations.
iii. Always remove and replace manhole covers, with built for purpose hooks or hoists.
iv. Do not allow smoking in any underground structure or enclosure
v. In areas with a normal atmosphere, ensure that the worker has a safety harness attached to
a lifeline or a tripod and hoist before entering the area.
vi. For extended jobs, use forced-air ventilation and repeat the gas tests frequently to ensure
continuing safe conditions.
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vii. While work progresses in a manhole, station two people at the surface of the opening to
handle the lifeline or a tripod and hoist, if necessary.
viii. When an oxygen deficiency or gas is found, purge the below-surface area by forcing fresh
air into the enclosure before entering. Maintain adequate ventilation while the area is
occupied and frequently repeat the tests.
ix. During an emergency, if a person must enter an area with an oxygen deficiency or gas,
ensure that a supplied-air respirator is worn.
x. Use extreme care to avoid all sources of ignition if flammable gas is present. Use non-
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sparking tools and shoes. Any electrical or electronic equipment must be rated as explosion
proof.
xi. Use a portable, nonconductive ladder wherever space allows such use. Otherwise, use a
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harness and tripod hoist, but only after testing.
xii. When first entering the belowground area, carefully inspect for unsafe conditions. Report to
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the O&M Contractor any defects such as cracks and loose bricks in the roof, walls, floor
ducts, and sumps.
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xiii. Allow only one employee at a time on a manhole ladder; others must stay clear of the area
beneath the ladder.
xiv. Check manhole rungs and report weak or faulty rungs to the immediate O&M Contractor.
xv. If a liquid found in a manhole or vault might be flammable, test it by an approved method. If
the liquid is flammable, remove it and purge the area before proceeding with any work.
xvi. Ensure that each employee wears proper protective clothing such as hardhat with chinstrap,
rubber gloves, and rubber boots.
12.22.2 Material Lifting

The O&M Contractor shall incorporate the following policies and procedures for lifting:
i. Consider the size, shape, and weight of the object to be lifted and lift only what can be
handled comfortably.
ii. Inspect the item for metal slivers, jagged edges, burrs, and rough or slippery surfaces.
iii. Use solid footing and place the feet far enough apart for good balance and stability.
iv. Move as close to the load as possible and bend the legs about 90˚ at the knees.
v. Keep the back as straight as possible.
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vi. Grip the object firmly.

vii. To lift the object, straighten the legs from their 90˚ bend.
viii. Never carry a load that blocks forward vision.
ix. When lowering an object, repeat the stance and position for lifting. Bend the legs to 90˚ at
the knees and lower the object.
x. When two or more persons are needed to handle an object, coordinate the effort to ensure a
smooth lift and equal distribution of the weight among the lifters.
xi. When carrying the object, each person, if possible, shall face the direction of travel.
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xii. When handling heavy or bulky objects, use mechanical or power-lift equipment operated by
authorized and trained employees. If these objects must be hand lifted, use the following
practices to avoid injury to the hands and fingers:
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Clean the hands and walkways of oil, grease, or water that might prevent a firm grip.
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 Wipe off grease, oil, or dirt before handling bulky or heavy items. Wear gloves when
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necessary.
 Keep the fingers away from any points that could expose the fingers to pinching or crushing,
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especially when setting the object down or passing through doorways.

 Firmly grip the object.
12.22.3 Ladder Operations

Falls are the second largest cause of compensation injuries. Ladders are a major accident
hazard. The O&M Contractor shall incorporate the following policies and procedures for ladder
operations:
i. Ensure that all ladders are equipped with approved rubber safety shoes. .
ii. Place the ladder so that the horizontal distance from its foot to the support it rests against
equals one-fourth the length of the ladder.
iii. Do not allow working or standing on or the top, three ladder rungs (this does not apply to
safety platform ladders).
iv. Never splice short ladders together.
v. Never place a ladder against an unsafe support.
vi. Ensure that ladder feet rest on a substantial support.
vii. Do not use ladders as scaffold platforms.
viii. Whenever possible, tie the top of a straight ladder to a firm support. Ensure that at least one
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person holds a stepladder.

ix. Ensure that the stepladder's legs are spread fully, and stays are locked while it is used. Use
nonconductive ladders while working near electrical live lines.
x. Avoid using stepladders as straight ladders.
xi. Extend ladders at least 1 m (3 ft) above the top of the work platform level for easy access or
egress.
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12.23 Safety Practices during Repair & Operation of
Irrigation Mains
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12.23.1 Planning
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A safety practice during construction and maintenance of the water distribution system has two
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major aspects — preparation and planning and operation. Usually previous methods are
followed and these are revised on past experience. However, if we want to complete routine or
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special jobs successfully, we must plan them. This will eliminate possible hazards.
Proper maps of the system must be maintained and studied. A study of the character of the area
in which the work is to be carried out is an accident prevention item.
12.23.2 Traffic Control

1. Warning signs must be placed well ahead of the work area. Signs and barricades can be
used.
2. Vehicles can be parked between work area and the coming traffic.
3. Use red warning lights or flashers during the night.
4. Use a flag man for one way operation.
5. Traffic police must be informed and their help taken.
12.23.3 Safety Practices in Repair and Laying of Pipes

1. Excavations should be closely watched. Type of soil must be studied and necessary
precautions taken to provide adequate side slopes or to shore up the trench. The proximity
of poles and buildings must be taken into consideration.
2. All soil must be stacked at least three feet from the edge of the trench.
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3. Repair of broken mains is a hand job. The ground is usually saturated or washed out. Care
must be taken to protect other utilities especially electric cables which can be dangerous.
Welding must be done in dry conditions.
4. The workmen must use safety hats and other protective equipment.
5. Only one trained and experienced man should give signals to a crane operator.
6. The inspection of the equipment to be used should be done before it is sent to the site. In
case of a burst main, the advance crew should carry plans showing the location of valves to
be closed, barricading equipment, signage, valve and chamber keys etc. Portable pumps to
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drain out the water should also be sent.
7. The pipe for replacement must be blocked to prevent it from rolling. Proper equipment
should be used when lowering it into the trench. Sufficient men should also be engaged.
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12.24 Health and Safety Emergency Contacts
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Emergency Contact Telephone numbers shall be known and made available. These will include:
 Police
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 Fire
 Ambulance
 Civil Defence
 Electricity
 Water
 Etisalat/du
 ADNOC
 ADGAS
 Coast Guard
 Cable TV
The address and location of the nearest Hospital shall also be known.
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13. QUALITY MANAGEMENT SYSTEM (QMS)

13.1 Objectives and Goals
A quality management system is a management technique used to communicate to employees
what is required to produce the desired quality of products and services and to influence
employee actions to complete tasks according to the quality specifications.
“A set of coordinated activities to direct and control an organization in order to continually

improve the effectiveness and efficiency of its performance.”
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QMS is a ‘system for monitoring and evaluating performance, as in the delivery of services or
the quality of products provided to consumers or customers. Quality Assurance Plan (QAP) is a
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component of a QMS, a tool to make the plan operational.
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The purpose of the QAP is to provide a quality surveillance plan and ensure that the O&M
activities delivered by the Contractor satisfy contractual agreements, meet or exceed quality
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standards, and comply with approved processes throughout the contract period. The Plan
should provide a basis for the department to evaluate the quality of the Contractor’s
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performance.
The oversight provided for in the O&M contracts and in the QAP shall ensure service levels
reach and maintain the required levels throughout the contract term. The Plan shall provide the
Department/CMT with a proactive way to avoid unacceptable or deficient performance, and
provide verifiable input for the required annual past performance evaluations.
The delivered QAP will include a Program Level plan and Project plan(s). The Program Level
plan describes all potential activities that QA could apply to a program's tasks as they proceed
through the life cycle. The Project Level QAP will describe the actual QA activities that will be
integrated with the project plan and schedule. The level of detail contained in the Project Level
QAP should be consistent with the complexity, size, intended use, mission criticality, and cost of
failure of the system development effort. Only deviations from the Program Level QAP and
special characteristics appropriate to the task are required for completion of the Project Level
QAP. The QAP establishes the following goals:
 Communicate openly to address concerns and solve problems immediately.
 Plan, coordinate, supervise, and provide technical direction.
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13-QUALITY MANAGEMENT SYSTEM FIRST EDITION - DECEMBER 2016

 Employ skilled personnel who perform their work with care to produce a quality product.
 Produce quality work through review and checking by individuals not directly
 Responsible for the initial work product.
 Take responsibility for the QA/QC of a project, regardless of role.
13.2 Quality Management

The Contractor’s Operation and Maintenance Plan will be managed in accordance with good
industry practices and as such will be a controlled document under the express control of the
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Overall Manager.
The O&M Contractor shall endeavor to obtain ISO 9001 accreditation within the 1st year of the
O&M Contract for
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working in organizations where quality management is a fundamental component.
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The O&M Contractor shall develop and implement an overall operations and maintenance
program that is fully compliant with ISO 9000 family requirements. The ISO O&M program shall
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document precisely how the individual quantitative and qualitative performance standards shall
be achieved and monitored.
The O&M Contractor shall appoint a dedicated, qualified, experienced and trained QA/QC
Engineer responsible for developing the O&M program and ensuring execution of the Works in
accordance with agreed quality and performance requirements. In particular the ISO 9000
requirements for continual improvement shall be implemented.
13.3 Development, Implementation and Maintenance of QAP

No later than thirty (30) days from the start of the Contract, the Contractor shall submit a Quality
Assurance Plan (QAP) to the CMT for approval. The QAP shall describe all of the Contractor’s
quality assurance procedures that will be used throughout the Contract and shall include, but not
be limited to, the following:
i. A detailed description of procedures, instructions and reports to be used to ensure

compliance with the Contract Documentation,
ii. A detailed description of procedures for reviewing shop drawings, samples, certificates and
other submittals necessary for compliance with the Contract Documentation,
iii. A detailed description of procedures used to identify, report and resolve problems,
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iv. A description of the services provided by outside organizations such as testing laboratories,
approved workshop(s), Consulting, TPA, etc.,
v. A detailed description of inspections and tests required,
vi. A test and inspection schedule keyed to the operation and maintenance programme,
vii. Copies of forms and reports to be used to document quality assurance operations,
viii. The names of personnel responsible for each part of the Works,
ix. A submittal status log listing required submittals and action required by the Contractor and
Engineer,
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x. A detailed description of document and submittal control procedures,
xi. Procedures to identify and control use of items and materials.
13.4 Quality Audits

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13.4.1 Contractor’s Quality Audit
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The Contractor must plan, prepare, establish, implement and maintain documented procedures
for internal quality audits to verify whether quality activities and related results comply with
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planned arrangements and to determine the effectiveness of the quality system.

Internal quality audits shall be scheduled on the basis of the status and importance of the
activity to be audited and shall be carried out by personnel independent of those having direct
responsibility for the activity being audited. Unless otherwise agreed with the Department/CMT
in writing, the Contractor shall carry out a quality audit every three months.
The result of the audits shall be recorded and brought to the attention of the personnel having
responsibility in the area audited. The management personnel responsible for the area shall
take timely corrective action on deficiencies found during the audit.
Follow-up audit activities shall verify and record the implementation and effectiveness of the
corrective action taken. The results of the Contractor’s quality audits shall be submitted for
review by the Engineer.
The Contractor shall implement any recommendations made by the Engineer based on the
results of the internal audit. The Contractor shall allow the Engineer to observe the Contractor’s
internal audit upon request.
13.4.2 Engineer’s Quality Audit

The Department/CMT will take quality audits of any of the Contractor’s activities at any time
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and/or planned during the course of the Contract. The Contractor shall make all personnel and
facilities available to the Department/CMT as necessary to undertake quality audits.
The Department/CMT shall make the results of the quality audit available to the Contractor for
information. The O&M Contractor shall implement any recommendations made by the Engineer
based on the results of the Engineer’s quality audit.
Where the Department/CMT undertakes unscheduled audits on the contractor’s QA system as a

consequence of previously having evidenced non-compliance with the QA system, then the
Contractor will be penalized accordingly, as stated in the Contract documentation.
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13.5 Quality Management System Implementation
The O&M Contractor shall develop, implement and maintain a Quality Assurance system,
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covering all the services and other obligations in respect of the Contract and comply with the
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requirements of that Quality Assurance System in carrying out all of its obligations in relation to
the Contract.
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The Quality Assurance System must be at least equivalent to the requirements set out in BS EN
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ISO 9001:2008 Quality systems - model for quality assurance in design, development,
production, installation and servicing (‘ISO 9001’) or an accepted international equivalent as
applicable to the Contract.
The Contractor must provide the services and perform and observe its other obligations
pursuant to or in connection with, the Contract requirements in accordance with the Quality
Assurance Systems certified by an accredited certifying body in compliance with the
requirements of ISO 9001 and obtain certification within the Contract specified period, ensuring
the certification remains current throughout the Contract period.
13.5.1 Quality Management System Planning

The Contractor’s Contract/Project Manager shall ensure that the Quality Management System
will address the requirements of ISO 9001:2008 and the objectives with respect to the quality
issue. The process required for the planning of the quality management system is detailed in
xxx-xxx-xxx-100: Management System Planning.
Also refer to Appendix ‘I’ for typical QMS documentations.
The Contractor shall develop operating procedures and work instructions that define the manner
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of processing, testing and treating of sewage within the Doha South Contract whereby adverse
effects on quality, impact on the environment and the health and safety of staff and the public
can be minimized. Procedures and Work Instructions shall:
 Monitor, measure and ensure that performance complies with stated regulatory, quality,
environmental and safety requirements
 Include identification of key process characteristics and performance indicators
 Ensure monitoring and control of suitable process parameters and product characteristics
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 Include safety workplace hazard inspections and health surveillance
 Ensure application of effective actions where non-conformance identified
 Ensure suitability of measuring devices

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
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Ensure suitability of plant (including maintenance to ensure continuing process capability)
 Approval of processes and equipment where necessary

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 Include measures to eliminate or minimize risks
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 Include accident and incident reporting, rehabilitation, risk management and certification of
personnel to operate certain plant and processes
 Describe criteria for workmanship in the clearest possible manner

Where the results of processes cannot be fully verified by subsequent inspection and testing of
the product and where processing deficiencies may become apparent only after the product is in
use, the processes shall be carried out by qualified personnel and continuously monitoring and
process parameters controlled, to ensure that the specified requirements are met.
13.6 Quality System Levels

The Quality Assurance System generally applies to all activities within the Contract and will be
developed in accordance with ISO 9001. The Quality Assurance System will be fully
documented and is generally structured in three levels, as follows:
i. Level 1: Quality Manual: this document details the corporate quality policy and structure of
the Contract and references the appropriate Operating Procedures
ii. Level 2: Operating Procedures: these documents describe the actual process, and
controls applied, to all activities concerned with the attainment of a quality assured service
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iii. Quality Planning: As the Contract involves the operation of a service, client and customer
satisfaction and quality are achieved by operation in accordance with the documented
quality system. Specific requirements are identified and documented during the contract
review process, allowing these requirements to be communicated and achieved, ensuring
satisfaction of all client and customer declared needs.
13.7 Quality System Monitoring and Measurement

The Contractor shall develop objectives and targets for the service areas operations and for the
implementation of the Integrated Management System (IMS). Regular management meetings
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will be held to review performance and improvement against the set objectives and targets. The
Contractor will monitor measure and analyze the various processes comprising the IMS to:
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Ensure efficient and effective management of Assets,
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Demonstrate conformity of the product,
 Ensure conformity of the IMS,
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 Monitor client satisfaction.
13.7.1 Responsibilities
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The responsibility for ensuring that all operations and maintenance activities, including any and
all administrative, financial, HR and technical activities, comply with the relevant QAP (QA/QC)
procedures and practices shall initially rest with the Contract/Project Manager. However, day to
day supervision and conformance to the relevant QA/QC procedures shall be overseen by the
Quality and Safety Engineer. The activities themselves will be the responsibility of the Manager
for that section, such as Maintenance Manager, Operations Manager. Administration Manager.
13.8 Control of Quality Records

The purpose of this procedure is to define the system for the maintenance, identification,
indexing, storage and control of quality records to ensure:
 Record controls established satisfy all regulatory and customer requirements.
 Records controlled include customer-specified records.
 Disposition of records also includes their disposal.
This procedure applies to all Contractor’s functions and operations and encompasses all records
used to demonstrate conformance to quality system requirements including those specified in
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their Quality Plan/Manual, Operating Procedures (SOPs), Work Instructions (WI), etc.
The Contractor’s ‘Management Representative’ has overall responsibility for the record control
system, including the issuance and maintenance of this procedure. All proposed changes and
other suggestions for improvement should be submitted to the Management Representative.
The Management Representative reviews all proposed changes as they are submitted and
otherwise reviews this document annually for compliance with ISO 9000 requirements and
consistency with established policy, objectives and other QMS processes/systems.
Records are stored in a dry and clean environment. Cabinets containing records are clearly
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labeled to display their contents. Records and other quality documents may not be stored in
private desk drawers or other obscure locations that are not generally known Records are
retained by record holders in either their active location or their final storage locations.
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Records retained beyond their specified retention period must be clearly marked ‘archive or
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obsolete records’ and placed in the archive location.
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13.9 Continual Improvements
The principles of continual improvement shall be employed from the outset of this IMS. This
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shall be achieved by continually monitoring and reviewing the system and documentation as it
develops and incorporating improvements during its operation.
Objectives and goals will be set and recorded on an ‘Objectives and Goals Register’ covering
Quality, Environmental and OHS issues. Goals will be assigned to staff and progress against
these goals will be reported on at review meetings. The vehicle for ensuring continual
improvement shall be the management review meeting and shall address:
 Achieving objectives and targets
 Changes to controlled documentation
 Other incidents that may affect the quality system; and
 Opportunities for improvement
Data shall be collected and analyzed which addresses:
 Client satisfaction;
 Conformity to product requirements;
 Characteristics and trends of processes and products including opportunities for
improvement;
 Performance of suppliers
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During the management review meeting, issues of quality and IMS improvement shall be
identified. These issues shall be formally documented in the meeting minutes.
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14. RECYCLED WATER (RW) QUALITY

14.1 General
Recycled Water (RW) quality is an issue of primary concern wherever RW is the source of
irrigation water for public amenity landscape. There are two main areas of concern. Firstly, the
chemical and biological properties of the RW must be such that its application on areas of public
accessible landscape presents negligible health risk to members of the public, and in particular
those who by reasons of health or age may be more susceptible to pathogens or chemical
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contaminants. Secondly, the chemical, physical and biological properties of RW should be
entirely suitable for plant growth and for the irrigation system through which water will be
applied, or at least do not impose undue constraints on the type of landscaping possible.
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14.2 Recycled Water (RW) Quality Standards
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Regulation & Supervision Bureau (RSB) specified values for the compliance parameters which
is expected from each Treatment Work, those values are shown in Table 14.1. The Recycled
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Water (final effluent) leaving the Works should comply with the Standards as detailed below:
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Table 14-1: RSB Recommended Quality Parameters Standards
Parameters Unit RSB MAC
Sanitary - Table A1.1 (A) P1 P2 P3
pH 6-8 6–8 6-9
BOD5 mg/l 10 10 50
TSS mg/l 10 20 50
Ammonia Nitrogen mg/l - - 2
Total Phosphorus mg/l - - 2
Turbidity NTU 5 10 75
Residual Chlorine mg/l 0.5-1.0 0.5 – 1.0 1
Dissolved Oxygen mg/l >=1 >=1 >3
Microbiological - Table A1.1 (A)
Faecal Coliform CFU/100ml 100 1000 1000
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14-RECYCLED W ATER QUALITY FIRST EDITION - DECEMBER 2016

Intestinal Enterococci CFU/100ml 40 200 -
Helminth Ova Nr/l <1 <1 0
Salinity Parameters - Table A2.1 (B)

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Electrical Conductivity (ECw) dS/m @ 25 C
Total Dissolved Solids (TDS) mg/l
Sodium Adsorption Ratio (SAR) meq/l
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+
Sodium (Na ) meq/l
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Chloride (Cl ) meq/l
Boron (B) mg/l
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Bicarbonate (HCO )
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Notes:
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 P1: General reuse involves frequent and uncontrolled exposure of the general public to RW.
 P2: Restricted reuse involves infrequent and controlled public exposure to RW.
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 P3: Discharge to marine environment

 Marine and land discharges are also subject to Federal and Emirate laws detailed in Annex
A3 and A4. Any system discharging to land percolation should consider P1 as a minimum
acceptable standard unless a site specific assessment in conjunction with relevant
authorities determines otherwise.
 The arithmetic mean of the samples taken in any calendar month must comply with the
standard,
 CFU= Colony Forming Units; NTU = Nephelometric Turbidity Unit; mg/l = milligrams/litre
 MAC = Maximum Allowable Concentration; Average – Arithmetic mean of the samples taken
in any calendar month must comply with the standard.
 dS/m=Deci Siemen/meter in SI units (equivalent to 1 mmho/cm= 1 millimmho/centimeter)
 mg/l = milligram per liter ≃ parts per million (ppm).
 me/l = mill equivalent per liter (mg/l ÷ equivalent weight = me/l); in SI units, 1 me/l= 1
millimol/litre adjusted for electron charge
14.3 Recycled Water (RW) Monitoring and Reporting

The Contractor must monitor the RW (and potable water) in accordance with the RW monitoring
requirements and to ensure compliance with the RW quality parameters. If any of the
parameters, as measured at any point, are outside the range, or the Contractor considers it will
be outside the range in future measurement, the Contractor must:
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 Immediately inform the Department,
 Comply with any instructions from the Department regarding the disposal of this water,
 Provide water tinkering as instructed by the Department,
 Monitor the flow and pressure and volume of potable water supplied to reservoirs,
 If RW quality is not of suitable harmful to health or the environment the Contractor will
immediately activate its Incident and Emergency Response Plan (ERP).
14.4 Public Health Factors in RW Use
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In general, biological quality of the Recycled Water (RW) supplied to Abu Dhabi Island and
Mainland is excellent and presents minimal hazard to public health provided that certain
safeguards are observed.
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Table 14-1 shows a typical analysis report for the outgoing tertiary effluent produced at the
Wastewater Treatment Works. Standards for RW and its re-use vary internationally from country
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to country, and those adopted by WwTW’s can be considered as a typical consensus. Organic
quality, monitored by biological oxygen demand and total suspended solids (BOD:SS), is well
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below 10:10 standards. The other common measure of biological quality, most probable number
of coliform organisms’, is also kept well below the standard of 100 per 100ml (as recommended
and based on WHO standards) indicating that the presence of pathogens is low or very low.
In addition to biological impurities, RW may also contain chemical contamination that could
affect human health. The commonest chemical contaminants include lead, nitrates, and
carcinogenic organic compounds. Since this problem is usually associated with heavy industry,
health issues related to chemical contamination are less likely to be of significance in Abu Dhabi,
where the principal source of RW is domestic sewage.
The likelihood of human contact with irrigation water cannot practically be avoided in amenity
landscape areas. There are several possible means by which pathogenic organisms from
irrigation water could be transferred to humans. The three most likely methods are as follows:
 Bodily contact with irrigation water or the soil
 Breathing of air that contains fine droplets of irrigation water
 Consumption of contaminated food or drinks
Picnicking on grass shortly after it has been irrigated or being in the immediate vicinity when
sprinkler systems are in operation are the most likely means by which pathogens could be
ingested. Bacteria may survive in the soil for up to two months or even one year, although sandy
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soils and high temperatures tend to decrease survival times. Ensuring that lawn sprinkler
systems are scheduled to operate in the early morning hours is a necessary precaution.
Possible exposure to irrigation water is less likely with drip irrigation as compared to bubblers or
spray sprinklers.
Rigorous quality control of the purity of WwTW’s product effluent water will continue to be the
most effective means of ensuring that hazard to human health is negligible. However, it should
be noted that specific health risk is related to an individual’s threshold of susceptibility and that
infants, elderly persons, and those having weakened immune systems are of course the most
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susceptible. Notwithstanding the good organic quality and relative safety of Abu Dhabi’s
irrigation water, some degree of health risk cannot be entirely eliminated and it is essential that
special attention be given to protecting those members of the public who may be vulnerable.
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14.5 Suitability of RW for Landscape Irrigation
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The Recycled Water (RW) supplied from the WwTW is of relatively high salinity. The electrical
conductivity (EC) of WwTW’s product RW is kept below 4,000 µS/cm, and in practice it varies
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between 3,000 and 4,000 µS/cm. The cause of this salinity is saltwater entering the trunk
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sewerage networks in both Abu Dhabi Island and the Mainland. The circumstances are twofold.
Firstly, leakage of highly saline groundwater into the trunk sewers accounts for a general level of
background salinity entering WwTW in the incoming raw sewage. Secondly, there are
exceptional events that result in sudden surges in the level of salinity, either resulting from
broken sewer lines or else caused by illegal disposal of de-watering water into the sewerage
network. Control of the level of salinity in the product effluent is achieved in the first instance by
continuous monitoring of EC in the irrigation water and throughout the trunk sewerage network.
In case of any sudden rise in EC, RW that does not satisfy the agreed standard is discharged to
the sea instead of being supplied to the irrigation distribution network, while the problem is being
addressed. This situation typically occurs on five to ten days each year.
The normal level of salinity in the RW is higher than that preferable for plant growth. This salinity
is a constraint upon plant selection, since all proposed plant materials must be salt-tolerant at
around 4,000 µS/cm. In the medium term, it is anticipated that some reduction can be achieved
through forthcoming projects for lining some defective portions of the sewerage networks. This
will have a number of benefits, specifically in allowing a wider choice of plant materials to be
used and reducing the rate of salt build-up in the soil. However, for the present time plant
materials should be selected to suit the current salinity levels.
The suitability of water for irrigation purposes also depends upon its other chemical properties,
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including sodium hazard, usually expressed as sodium absorption ratio (SAR), and the levels of
harmful individual ions. From the typical analysis of the RW produced at WwTW it is observed
that the value of SAR is 18, representing a medium to high value. SAR is calculated from the
ratio of sodium to calcium and magnesium. Continued use of irrigation water having a high SAR
leads to the sodium being adsorbed, causing the soil to become hard and compact and
increasingly impervious to water penetration. Leaching and soil amendments particularly
gypsum are used to counter these affects. Sandy soils with a low content of clay particles, such
as those found at Abu Dhabi, are less likely to be affected by high SAR.
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Table 14.1 also shows the level of other cations and anions found in the irrigation water from
WwTW. Many heavy metal cations are toxic to plants at different concentrations depending upon
the individual plant species’ tolerance and the soil chemistry. A few of these heavy metals,
including chromium, cobalt and particularly cadmium are at rather higher levels than what is
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recommended for long-term irrigation use. Nevertheless the near-neutral pH of the irrigation
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water and the sandy nature of Abu Dhabi’s soil mean that their availability to the plants’ root
systems is reduced, and it is not considered likely that they would have any harmful effect.
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15. CONTRACTOR CENTRAL CALL CENTRE

15.1 General
This section sets out the standard procedure for the notification of an incident or potential
incident so that information passes to the appropriate members of staff in either the contractor’s
or the Department workforce. This will ensure that correct action is taken which corresponds to
the level of the Incident.
It is important that the procedure is adhered to so that information about an event can be verified
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and actioned by the appropriate person, and is not directed to a person who would have to pass
it on to another person to action.
15.2 Call Centre

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The Contractor must nominate appropriately qualified personnel and resources to maintain a 24-
hour call capability to:
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a) monitor and respond to complaints or problems with the Irrigation System,
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b) monitor and respond to call-outs for Emergencies and Incidents,
c) log, track and report breakdowns,
15.3 Notification of an Incident

15.3.1 Initial Information
Information concerning an event or a potential incident will reach the Department and their
Contractors in a number of ways but it is important that the notification is processed into the
system in the same way.
Reports can come from Contractors’ employees, the Contract Management Team (CMT), the
Department’s employees or from the Public and Third Parties via the Municipality Call Centre.
All incidents which are reported through the Contractors’ Response Centre must be recorded
and reported to the responsible line manager. If incidents are discovered by employees of the
Contractor, CMT or Department they must be recorded so that notification can be passed on to
the appropriate people. It is recommended that either the Call Centre or Response Centre
should be used for notification purposes. If there is any doubt, the Municipality Call Centre
should be contacted.
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15-CONTRACTOR CENTRAL CALL CENTRE FIRST EDITION - DECEMBER 2016

15.3.2 Assessment of an Incident

Once an event has been notified to the Contractor’s management staff, to the Contract
Management Team or to the Department, the event is assessed and the incident is categorised
from Level 1 to 4. Categorising an incident will lead to the necessary response for dealing with
the incident. The appropriate incident teams will be convened depending on the category given
to the incident.
15.3.3 Municipality Call Centre
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All of the Public’s and Third Party’s telephone calls will be received at the Call Centre for the
operating area where the event is occurring. The Call Centre O&M Contractor will ask questions
in an effort to receive the most complete information about the event.
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The O&M Contractor(s) will log the information and pass it on to the appropriate contractor. Any
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further calls will be logged and new or additional information will be passed on to the contractor.
If the event does not relate to any contractor’s area of activity, the O&M Contractor will contact
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the Duty Manager of the Department.
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The O&M Contractor will use the notification procedure even if the incident has been discovered
by employees of the CMT or Department. This ensures that:
 The appropriate people are aware of the incident and are not missed out.
 The incident is logged in the incident register.
15.3.4 Summary
 Receive calls concerning an event in the system
 Log the information on the incident register
 Pass on information to the appropriate contractor by telephone
 Confirm by sending email/fax
 Pass on any new information from subsequent calls
 Receive calls from contractor’s response centre with updated information
 Pass on information to the Department for non-contractual activity
15.3.5 Contractor’s Response Centre

The O&M Contractor(s) at the Contractor’s Response Centre will record calls received
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concerning events in the system. The information will be passed on to the Duty Manager.
Confirmation of the information from the Municipality Call Centre will be received by email/fax.
The Call Centre will update the Response Centre with new information.
Once the initial investigation is completed by site staff, the Response Centre will inform the Call
Centre on site. Periodic updates will be required for both the Call and Response Centres.
The O&M Contractor will use the notification procedure even if the incident has been discovered
by employees of the Contractor. This ensures that:
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a) The appropriate people are aware of the incident and are not missed out
b) The incident is logged in the incident register
15.3.6 Summary C -
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 Receive call and confirmation from Municipality’s Call Centre
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 Log information received in the incident register
 Inform Duty Manager
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 Receive updates from site staff

 Update Call Centre
15.3.7 Incident Officer

The Incident Officer will be despatched to the site of the event and will report back to the Duty
Manager. The Duty Manager will declare the level of the incident. The Incident Officer will
discuss the situation with the Duty Manager and agree remedial action.
If the event takes place on a manned site, the most senior member of staff will be the Incident
Officer. The Incident Officer must give regular situation reports to the Incident Co-ordinator.
15.3.8 Summary
 Report exact location of the event
 Report type of occurrence, eg. main failure, mechanical or electrical breakdown, flooding
 Inform hazards presented by the event
 State any other agency on site
 Take preliminary steps to deal with the situation
 Give an initial assessment of additional resources required
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 Advise best access route and rendezvous point

 Warn the general public
 Keep a log of actions taken and instructions received
15.3.9 SCADA O&M Contractor

The SCADA O&M Contractor will be informed of a failure or a number of events which are not
normal. The O&M Contractor will contact the Contractor’s Duty Manager through the
Contractor’s Response Centre. The Contractor’s Duty Manager may contact the SCADA O&M
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Contractor to receive more information on the event(s).
15.3.10 Summary
 Assess the alarms or information displayed on the screen
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Inform the appropriate Contractor’s Response Centre
 Give the Contractor’s Duty Manager any other relative information
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15.3.11 Duty Manager

The Duty Manager will be the focal point in the early stages of the incident until the Incident Co-
ordinator is appointed. The Duty Manager will assess the situation from the information received
from the Call Centre and/or the Incident Officer. The Duty Manager will categorise the level of
the incident and decide on appropriate action. Depending on the level of the incident the Duty
Manager will inform the Duty Engineer of the Contract Management Team.
15.3.12 Summary
 Assess the situation and confirm level of incident
 Contact the duty Co-ordinator
 Inform the Co-ordinator of the situation
 Take the appropriate action (see relevant Incident Plan) until Co-ordinator takes control
 Contact CMT’s Duty Engineer if level 2 or higher
15.3.13 Incident Co-coordinator

The Incident Co-ordinator will assess the information received from the Duty Manager. If the
level of incident is confirmed, the Co-ordinator will instruct the Duty Manager to carry out
particular tasks until he takes his position in the Contractor’s incident room. The Co-ordinator will
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liaise with the Duty Manager of the Contract Management Team.

Depending on the level of the incident the Co-ordinator will arrange manning of the Contractor’s
Incident Team so that tasks can be delegated to, and managed by, various members of the
Team.
The Co-ordinator will remain in the office from where the incident is being controlled. It is only in
exceptional circumstances that the Co-ordinator will leave the office. If this is the case, another
member of staff will take the role of the Co-ordinator.
The Co-ordinator will inform the CMT Duty Manager of the incident. Lines of communication
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must be established between the Incident Officer on site and the Co-ordinator.
The Co-ordinator will select the appropriate Incident Plan or Plans which will assist in dealing
with the incident.
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Any media enquiries or requested interviews must be referred to the Incident Leader if he is in
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post. Failing that, the Department should be informed so that they can deal with the media.
Any meetings of the Contractor’s Incident Team must be recorded and notes will circulated. If
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the incident is likely to last for more than one day and if the workforce will be working 24 hours a
day, a rota must be set in place.
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If the CMT Duty Manager or the Incident Leader is not in post he must be kept informed of the
current situation of the incident. The Co-ordinator will continually re-assess the level of incident
The CMT Duty Manager will be aware of a level 4 incident but if this senior manager thinks that
a higher response is required, this manager can instigate the next level.
15.3.14 Summary
 Assess the information / situation
 Inform CMT Duty Manager/Incident Leader
 Establish Contractor’s Incident Team with membership appropriate to magnitude and type of
incident
 Set tasks for the Team
 Confirm the lines of communication
 Use Incident Plans
 Form rota
 Receive update from Incident Officer and disseminate the information
 Ensure any meetings are recorded and the notes circulated
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 Consider the use of the agenda

 Re-assess the situation
 Pass any media linked issues to the Incident Leader
 Update the CMT Duty Manager / Incident Leader
15.3.15 CMT Duty Manager

The Duty Manager is the first point of contact for the Contract Management Team. The
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notification of the incident will come primarily from the Incident Co-ordinator but notification can
be received directly from an employee. The Duty Manager has to ensure that the Contractor’s
Duty Manager is aware of the situation.
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The Duty Manager will assess the event and categorise the level of incident and inform his line
manager or CMT Contract Manager. Of course, the Duty Manager can be the Contract Manager.
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The Duty Manager will carry out certain tasks which have been agreed with the Contract
Manager until the Incident Leader takes control. The Contract Manager will nominate the
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Incident Leader.
15.3.16 Summary
 Assess the event
 Categorise the level of incident
 Ensure that the contractor is aware of the situation
 Contact the CMT Contract Manager
 Nominate the Incident Leader (by the Contract Manager)
 Carry out certain tasks which have been agreed
 Take control until Incident Leader takes over
15.3.17 Incident Leader

The Incident Leader will assess the situation from the information received from the CMT Duty
Manager. The Leader will form a Project Incident Team with staff who are related to the type of
incident and the Leader will appraise the Team of the situation. An Incident Room will be set up
and manned by the Project Incident Team.
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Tasks will be assigned to the Team and they will liaise with their opposite number in the
Contractor’s Incident Team. Any instructions must be relayed through the Incident Leader to the
Contractor’s Incident Team.
The Incident Leader will co-ordinate the activities of the Contractor and prioritises the tasks for
the Contractor. The Leader will ensure that the best approach is followed.
The Incident Leader will ensure that adequate alternative service is provided if required during
the incident.
Any meetings of the Project Incident Team must be recorded and notes will circulated. The
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Leader will remain in the office from where the incident is being controlled. It is only in
exceptional circumstances that the Leader will leave the office. If this is the case, another
member of staff will take the role of the Leader.
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The Leader will inform the Head of Area of the incident.
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Lines of communication must be established between the Incident Co-ordinator and the
Operational Team.
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The Leader will select the appropriate Incident Plan or Plans which will assist in dealing with the
incident.
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Any media enquiries or requested interviews for the contractor(s) or Project Incident Team must
be referred to the Incident Manager if he is in post. Failing that, the Department should be
informed so that they can deal with the media.
If the incident is likely to last for more than one day and if the Team will be working 24 hours a
If Head of Area or the Incident Manager is not in post he must be kept informed of the current
situation of the incident. The level of incident must be continually re-assessed.
The Head of Area will be aware of a level 3 incident but if this senior manager thinks that a
higher response is required, this manager can instigate the next level.
15.3.18 Summary
 Assess the situation
 Inform Head of Area/Incident Manager
 Establish Project Incident Team with membership appropriate to magnitude and type of
incident
 Establish an incident room
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 Co-ordinate Contractor’s activities
 Prioritise activities
 Ensure that alternative services are being provided
 Form rota

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Receive update from Incident Officer and disseminate the information

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Pass any media linked issues to the Incident Manager
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 Update the CMT Duty Manager/Incident Leader
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15.3.19 Incident Manager
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The Incident Manager will assess the situation from the information received from the Incident
Leader or Leaders. The Manager will form an Area Incident Team with staff who are the best to
assist him in dealing with the type of incident and the Manager will appraise the Team of the
situation.
An Incident Room will be set up and manned by the Area Incident Team.
Tasks will be assigned to the Team and they will liaise with their opposite number in the Project
Incident Team(s). Any instructions must be relayed through the Incident Manager to the Project
Incident Team(s).
The Incident Manager will co-ordinate the activities of Project Incident Team(s) and agrees the
prioritisation of the tasks for the Project Incident Team(s) and subsequently for the contractor(s).
The Manager will ensure that the best approach is followed.
The Incident Manager will ensure that adequate alternative service is provided if required during
the incident.
The Manager will remain in the office from where the incident is being controlled. It is only in
exceptional circumstances that the Manager will leave the office. If this is the case, another
member of staff will take the role of the Manager.
The Manager will inform the Head of Section of the incident.
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Lines of communication must be established between the Area Incident Team and the Project
Incident Team(s).
The Manager will select the appropriate Incident Plan or Plans which will assist in dealing with
the incident.
Any meetings of the Area Incident Team must be recorded and notes will circulated. Any media
enquiries or requested interviews must be referred to the Incident Manager if he is in post.
Failing that, the Department should be informed so that they can deal with the media.
If the incident is likely to last for more than one day and if the Team will be working 24 hours a
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If the Head of Section or the Strategic Manager is not in post he must be kept informed of the
current situation of the incident. The level of incident must be continually re-assessed.
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The Head of Section will be aware of a level 3 or 2 incident but if this senior manager thinks that
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a higher response is required, this manager can instigate the next level.
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15.3.20 Summary
 Assess the situation
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 Inform Head of Area/Incident Manager

 Establish Area Incident Team with membership appropriate to magnitude and type of
incident
 Establish an incident room
 Co-ordinate Contractor’s activities
 Prioritise activities
 Ensure that alternative services are being provided
 Form rota
 Receive update from Incident Officer and disseminate the information
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 Update the CMT Duty Manager/Incident Manager
15.3.21 Head of Section

The Head of Section is the first point of contact for the Senior Staff of the Department. The
notification of the incident will come from the Incident Manager.
The Head of Section will assess the event and categorise the level of incident. If the Head
assesses that the level should be higher, he will instigate the escalation by informing the
Director.
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The Head of Section will carry out certain tasks which have been agreed with the Incident
Manager until the Strategic Manager takes control.
15.3.22 Summary
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 Assess the event
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 Categorise the level of incident
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 Inform the Director of the situation
 Recommend the setting up of the Strategic Incident Team or not
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15.3.23 Strategic Manager

The Strategic Manager will assess the situation from the information received from the Incident
Manager. If the Strategic Manager agrees with the assessment he will form a Strategic Team as
stated in the Strategic Team Plan.
15.4 Incident Review

After each incident there must be a review of what decisions and actions were taken. In this
way the procedures used during the incident can be assessed as to whether they gave
appropriate guidance to the staff and whether the procedures have to be amended. It is
recognised that certain decisions have to be made in the heat of the moment and that with
hindsight some actions might be considered inappropriate. Therefore the purpose of the review
is not to blame any individual or group if their actions were reasonable, considering the
information received, or instructions issued or received. The purpose of the review is to allow
lessons to be learned.
The review must be carried out within one week of the incident or within a time frame specified
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by the Department after the incident and the report must be submitted in a further four weeks.
15.4.1 Implementation
 Level 4 - 3
After an incident with a response Level 4 and 3, the Co-ordinator in charge will submit a general
report along with any relevant log sheets to the Contract Management Team O&M Manager.
The CMT Manager will study the report and inform the appropriate Head of Area of his findings.
The Emergency Planning Manager will be informed of any changes which may be required. This
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Manager will ensure that these changes are made to the Plans.
 Level 2
After an incident with a response level 2, a review must be conducted to ensure that procedures
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in the general plan and the incident plans for that incident were correct and do not require any
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amendments. The Head of Section of the appropriate function will appoint members of staff who
were not directly involved in the incident and they will assist the Emergency Planning Manager
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in the review. This review group will report back to the Head of Section and a report will be given
to the Department’s. The Emergency Planning Manager will ensure that any changes required
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are made to the Plans.
 Level 1
If the incident was a major one, Level 1, the Director may wish to invite an external review group
from the Consultants to look into the lessons learned. A report with recommendations will be
submitted from the external review group to the Director.
If an external review group is not formed, the Director will appoint members of staff who were
not directly involved in the incident. They will carry out a review and present a report with their
recommendations
15.4.2 General
After any review the General Plan and Incident Plans must be amended to take into account the
recommendations of the review group, internal or external.
15.4.3 Summary
 Submit an internal report if the response level is 4 or 3
 Set up internal review group if the response level is 2 or 1
 Invite an external review group on instruction from the Director if the level is 4
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 Start a review within three weeks

 Complete review and submit a review report within seven weeks of the Incident
 Amend the Contingency Plans where appropriate.
Also refer to Appendix ‘J’ for typical procedure for notification of an incident.
15.5 Irrigation Pump Station Control Centre

The Department has provided automation for the irrigation water (RW/TSE) pump stations for
normal unmanned operation, Operation of all the pump stations is monitored using an existing
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central SCADA System, which is presently being upgraded. The SCADA System tracks pump
operations and records faults I failures.
The Department owns and maintains the base irrigation water control center, however, the O&M
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Contractor shall operate and maintain the central SCADA for irrigation system and report any
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faults with regards to the SCADA system and related equipment to the Department, as soon as
they become aware of the fault.
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The O&M Contractor shall submit relevant information immediately upon any changes to asset
information, to the Department in order to ensure the asset information system (AIS) remains up
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to date and develop effective systems to respond to corrections and inconsistencies raised by
field O&M Contractors. The Contractor must develop, implement and maintain protocols in
conjunction with the AIS provider.
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16. TRAINING
16.1 General
Adequate and safe irrigation water supplies form a sound basis for continuous enhancement in
landscape environment. Maximum benefits will be achieved only when the facilities operate
continuously and to full capacity in conformity with the acceptable standards of quantity and
quality.
If the O&M tasks are to be carried out effectively and efficiently there is a need for strengthening
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the technical, operational and managerial capabilities of the O&M managers and staff. The
management must be able to motivate the staff to perform better. It is essential that the
organization responsible for O&M has well qualified, experienced, efficient staff. Human
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resource development through training programs, career plans and adequate salary system
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should be given special emphasis to improve the knowledge and skills of the staff. This objective
is achieved by first developing proper job roles and responsibilities and undertaking training
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schemes for the O&M managers and personnel.
16.2 Training Requirements to Meet Business Needs

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16.2.1 Training
Training is a planned process to modify attitude, knowledge or skill through learning experience
to achieve effective performance in activity and to develop abilities of the individual to satisfy the
current and future needs of the organization.
The purpose of any training programme is to provide individuals with skills necessary for them to
perform their assigned duties effectively and efficiently. After ascertaining the skills of the job
holders, it has to be decided as to whether trainings to enhance the skills or refreshing the skills
are to be arranged.
The personnel who are already available or chosen to carry-out the actions contained in the
O&M programme may have to be trained through special courses or by “on the job training” to
ensure that these personnel are thoroughly trained to carry-out the actions listed in the plan of
maintenance. This training is essential to prevent experimentation by operating personnel to
meddle with equipment since often these operating personnel may not be capable to take up the
required maintenance. On the job training is preferred to classroom training. A systematic plan
of action of any training programme include:
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16-TRAINING FIRST EDITION - DECEMBER 2016

 Identification and assessment of the need for planned training,
 Defined training objectives,
 Appropriate strategy for training,
 Provision for assessing effectiveness of training.
16.2.2 Effective Training

Effective Training is universally accepted as a means to ensure that personnel have the
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appropriate skills to meet the business needs of an organisation. Training also provides a
measure of the competencies and skill levels of personnel and records and tracks skill
development resulting from suitable training programmes.
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16.2.3
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Training Needs Analysis (TNA)
To be effective, training programmes must meet the specific needs of an organisation. The
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Contractor shall design and implement an on-going employee training program that produces a
workforce capable of meeting or exceeding the requirements of the Contract in a cost effective
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and safe manner.
This is accomplished firstly by carrying out a Training Needs Analysis of the organisation. This
will identify the key competencies and skills needed within the whole organisation to meet the
demands of the following:
 Current and future Organisation Strategy
 Dealing with Change
 Organisation Systems and Communication (IT, Quality Assurance, etc.)
 Technical Expertise
Moreover, the program shall accomplish all of the following:
 Eliminate deficiencies in skills or knowledge required to perform assigned tasks with

competence.
 Inform personnel of modifications in their specific job and task.
 Inform senior management of the capabilities of the operating staff
 Inform personnel of major changes in the operations and maintenance programs.
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 Provide cross training.
 Instruct personnel in the need for good safety habits.

After identifying the key competencies the actual skills of personnel will be ascertained to
establish any shortfall. A suitable training programme can then be drawn up to meet individual’s
skill deficiencies tailored to company needs.
The training programme/schedule should ensure that each staff member gets training
periodically and training should be made mandatory for all the staff members of the organization.
A tentative action plan for the year (or yearly programme) can be prepared in advance. Each
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and every staff member will get training periodically and it shall be made mandatory. This action
plan would give the yearly programme of various training courses. Category of training courses
may be as follows:
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 Technical
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 General Management
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 Finance
 Operation and Maintenance
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 Personal Relations
 Computer application/IT
16.2.4 An Effective Training Programme

The resulting training programme will provide courses according to the results of the TNA and
will be delivered to the appropriate personnel. Suitable trainers and experts must be found to
deliver the training courses; however, it is common to find many experts already within the
organisation. The programme will cover the following:
 Management Techniques
 Personal Development
 Technical Training
16.2.5 Organization Wide Approach

To achieve effective training it is imperative that an organisation ensures that all its line
managers are aware of the benefits training gives. It is essential that line managers direct and
encourage their personnel to attend training courses and follow-up the results. This ‘Mentoring’
process becomes part of the line manager’s management style. It usually takes the form of
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periodic one to one reviews between Manager and staff members which enables the line
manager to understand the skill enhancement and development process. Mentoring is a very
effective development technique that underpins the knowledge gained from effective training by
developing key personnel and changing the company-wide culture from one of stagnation to one
of learning and development. This can only have a positive effect on the performance of the
organisation.
16.2.6 New Employees

The Contractor shall ensure that all new employees are fully aware and familiar with:
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 Location of employee washroom and toilets.
 Emergency phone numbers.
 Location and operation of emergency power systems
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
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Location and operation of fire alarm and suppression systems.
 Confined space locations and entry procedures.
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 Chorine handling and emergency response procedures.
 Odour complaint response and mitigation procedures.
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 Contractor’s organizational chart

 Job description
 The Department’s staff and representatives.
 The Contractual obligations.
16.3 Capacity Building and Staff Training and Awareness

Training and awareness is a very important aspect of the implementation of a strategy. The
O&M Contractor will require its entire staff to be fully trained and have a good understanding of
the Contract requirements and where their respective activities fit into the whole picture. A
number of training and awareness programmes will need to be put into place and will include but
not be limited to the following:
 Asset management lifecycle,

 HSE/QMS
 Leak detection and monitoring,
 Continuous Improvement,
 Network maintenance and repair
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 Irrigation system performance assessment techniques

 Assessing the technical conditions of different network sections
 Hygiene considerations and procedures
 Procurement of required equipment and material
 Site safety including road safety and trench support techniques
 Operational equipment troubleshooting and basic repair skills
 CMMS and GIS Training, including GIS components, map viewing, obtaining data, data
inventory, verification and analysis,
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The training objectives should, as a minimum, cover:
 Constant optimisation and matching of individual’s abilities with business needs,
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Anticipation of future needs by providing training programmes in new technologies, work
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practices,
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 Transfer of skills,
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 Career progression and individual development.
Training may be conducted in the following methods:
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 Classroom training, group discussion, exercises.

 Practical exercises
 On-the-job training
 Theoretical and practical assessments
16.4 Training in CMMS

The Contractor shall provide adequate training in the use of CMMS to the Client and Consultant
at no extra cost to the Contract. Contractor’s staff will attend the training within the normal
working hours. Such training will be scheduled in advance as directed by the Engineer/CMT so
as not to disrupt the day to day O&M activities.
The system end users will participate in the pilot testing of CMMS during the configuration and
implementation, by the CMMS Contractor. The pilot testing sessions (including system
verification/validation) shall be planned in advance and be as directed by the Engineer/CMT.
Such testing allows the end users on behalf of the O&M Contractor to ensure that the
functionality and configuration of the applications meets with the Contract requirements and
business needs.
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16.5 Employee Training Prior to Expiry of Contract Hand-

Back
In addition to any other obligation in the Contract Agreement, in the 3 month period preceding
expiry of the Contract Term, the Contractor must provide appropriate training for all personnel as
may be nominated by the Department. The Contractor acknowledges that the Department's
nominated personnel may include parties not employed by the Department but who have been
engaged by the Department to assume provision of the Services of the Irrigation System at the
expiry of the Term. The Contractor agrees to provide reasonable access to the Sites for such
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entities.
The Contractor must fully cooperate with the Department's nominated training personnel to
achieve effective transfer of operations and maintenance skills such that trained personnel are
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capable of achieving the operational performance for the Irrigation System over a seven (7) day
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demonstration period.
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The Contractor must provide reasonable access to the Sites and Irrigation System for any third
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party entities, notified to the Contractor by the Department, to prepare tender submissions for
succession of the Services.
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17. Permit Approvals and NOCs

17.1 General
Since the majority of the assets are buried underground, prior to start of any repair (underground
works) it is mandatory to obtain clearance from the various service Departments.
Before commencing any excavation work including traffic control, the O&M Contractor shall
obtain/secure all necessary permits and to make all necessary notifications to government,
public entities, including the Department and Consultants, the location of any existing utilities on
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the site that may be impacted.
Active utilities on the site shall be carefully protected from damage, relocated or removed as
required by the work. When an active utility line is exposed during excavation, its location and
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elevation shall be plotted in the record drawings and both the Engineer and the utility owner
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notified in writing.
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Inactive or abandoned utilities encountered during excavation may be removed, plugged or
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capped. The location of such utility shall be noted on the record drawings and reported in writing
to the Engineer.
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Active utility lines damaged during the course of excavation shall be repaired or replaced as
determined by the Engineer at the Contractor’s expense. Immediately an active utility line is
damaged, the Contractor shall notify the Engineer and the utility owners by telephone and
followed in writing by fax and/or letter.
The procedure should include a description of the complaint indicating the with attachments,
containing site plans, location drawings, details sketches for a clear understanding of the subject
with pictorial records.
17.2 Types of Permits

Major maintenance/inspection and overhaul procedures, which require shutdown of the plant for
more than two hours irrespective of availability of standby plant. All such procedures shall be
coordinated with a ‘Permit to Work’ system through the Department/Engineer. The Contractor
shall submit a request for ‘Permit to Work’ at least 48 hours before the proposed shutdown along
with his detailed method statements ensuring the continuous operation.
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17-PERMITS APPROVALS & NOC’S FIRST EDITION - DECEMBER 2016

17.2.1 Permit to Work
17.2.2 Purpose of Permit

To ensure that any work carried out by persons on any irrigation pumping apparatus, is properly
controlled and monitored so that the work is carried out safely with minimum risk to all.
17.2.3 When to Issue the Permit

When the O&M Contract Manager considers that the work to be carried out could present a
significant risk to personnel, equipment or apparatus, e.g. the requirement to enter into Confined
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Spaces, etc.
17.2.4 Completing the Permit Form
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The Form should be completed by all Authorized Representatives. Any safety related work
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carried out by the O&M Contractor or any specific safety requirements required to be carried out
by the Person/Contractor seeking a permit to be clearly indicated and highlighting what safety
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precautions they are implementing, which should tie up with any special safety requirements
specified by the O&M Contractor.
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When the work has been completed the Person/Contractors representative who obtained the
Permit notifies the Department/Engineer that the area has been made safe and then, upon
satisfactory confirmation/completion of the work permit is cancelled accordingly. A copy of a
typical PTW Request Form has been included in the Appendices.
17.3 Permit to Work for ‘Isolation of Systems, Services or

specific Hazardous Activities’
17.3.1 Procedures
An ‘Isolation’ PTW is required, for situations where work on the following systems would expose
persons to specific hazards, where isolation is not local, or is of a complex nature (two or more
sources of supply) or where isolation would have an impact on other users.
 Electrical Services
 Mechanical Services
 Local Exhaust Ventilation Systems
 Building Management Systems
 Fire Alarm Systems
 Lifts
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A PTW for a service isolation, gives somebody permission to work on a service or system or part
of a system, once the method of isolation, and the hazards that are directly associated with
carrying out that isolation, have been identified through documented Risk Assessment and
Method Statement. It does not, in itself, deal with any risk or hazard that may be associated with
the working environment.
The person with responsibility for site safety, (‘Contract Manager/Administrator’ or

Representative) must ensure a ‘safe system of work’ is in place, using Risk Assessments and
Method Statements, prior to the start of work. This process should help to identify any
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‘Hazardous Activities’ in that environment such as:
 Hot Work,
 Confined Space,
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 Access to roofs,
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 Excavations,
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 Asbestos,

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Work within or Impact on a critical area.
A ‘Hazardous Activity’ PTW is then required. A PTW may embrace more than one ‘Isolation’ or
‘Hazardous Activity’. A PTW may not be required, for work on simplex system’s that have
dedicated local isolation, and present minimal risk, or have no secondary impact on other users.
However, a risk assessment should still be undertaken, method statement produced and any
necessary control measures put in place before commencement of works.
17.3.2 Request
A PTW request form, should be completed in time to allow sufficient working days’ notice before
the work is to be carried out. The process for creating a PTW, will involve the participation of:
 The ‘Contract Manager/Administrator’ or representative,
 The ‘Competent Person’ (the person on site who is to carry out the work),
 The ‘Authorized Person’ (O&M staff member, who will give permission for the work to take
place).
The ‘Contract Manager/Administrator’, is responsible for agreeing a safe system of work before
work begins. The ‘Contract Manager/Administrator’, will ensure that a Risk Assessment and a
subsequent Method Statement detailing all hazards and control methods in relation to the task is
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created.
All relevant information must be on or attached to the ‘Request’ form (site details, dates, Risk
Assessments, HSE Plan and Method Statements, drawings, competencies and bank guarantee,
etc.). An undertaking to reinstate the affected area/assets upon completion of the work will also
be required, however, in case of failure to reinstate the affected area/assets to the satisfaction of
the Owner and or the Operator the contractor shall agree to reimburse the related costs to the
Owner and or Operator of the assets.
The notice period starts when the requested documentation is complete and presented to the
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Engineer/CMT. The ‘Contract Manager/Administrator’, will ensure that a PTW request form is
completed and passed The PTW request details will then be entered onto a data base. The
generated PTW document, with unique reference number, plus the attached risk assessment,
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method statement and any drawings, will then be forwarded to the appropriate ‘Authorized
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Person(s)’.
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17.3.3 Authorization / Approval of Permit
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‘Authorized Persons’ for Isolations or Hazardous Activities will be required to complete their
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relevant sections of the PTW before the document is ready for acceptance. Upon receipt of the
PTW document, the ‘Authorized Person’ for the relevant Isolation or Hazardous Activity, will
assess all relevant information supplied, and when satisfied that the relevant Isolation or
Hazardous Activity can be carried out safely, will authorize their section of the PTW. This may
involve working with the ‘Contract Manager/Administrator’, and the ‘Competent Person’ carrying
out the work, taking into account, any other source of guidance available if further clarification is
required.
The ‘Authorized Person’, will pass the PTW document to the next ‘Authorized Person’. The
process will continue until all relevant ‘Authorized’ sections of the PTW document have been
completed and signed off.
17.3.4 Acceptance
The ‘Contract Manager/Administrator’ will then sign for receipt of the document.
A copy of the signed document will be taken by the last ‘Authorized Person’ and passed back to
the Engineer/CMT and kept on file with the request, risk assessment and method statement.
The ‘Competent Person’ carrying out the work, will also ‘sign on’ to the PTW stating that they
have read all sections, and that they fully understand and accept the contents.
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The ‘Competent Person’ is responsible for ensuring that all persons under their charge adhere to
all control measures.
The ‘Contract Manager/Administrator’ is responsible for dealing with all circumstances relating to
an existing PTW until it has been cancelled.
The PTW document will be posted in a prominent position at the entrance to the area where the
task is to be undertaken, for the duration of works.
17.3.5 Testing and Commissioning
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If it is necessary for the ‘Isolated’ service to be reinstated in order that testing and
commissioning can take place, then the ‘Competent Person’ will complete the relevant section of
the PTW and forward it to the appropriate ‘Authorized Person’ who will give authorization for the
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service to be temporarily re-instated.
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17.3.6
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Damage Assessment and Corrective Action
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Upon completion of works, the ‘Competent Person’ carrying out the work, will complete all
sections of the ‘Damage Assessment and corrective Action’ declaration sections, stating that all
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works have been satisfactorily completed and that no damage has been inflicted on the assets.
However, in case of any damage to the assets this needs to be highlighted and corrective
actions recommended, including cost estimates and programme for correction action.
17.3.7 Handback Following Completion of Works

Upon completion of works, the ‘Competent Person’ carrying out the work, will complete all
sections of the ‘Handback’ declaration section, stating that all works are, or are not, complete,
and that all persons under his or her charge have been withdrawn.
The ‘Contract Manager/Administrator’ will also sign the ‘Handback’ section and ensure the return
of the PTW document to the Engineer/CMT, along with any documentation that is deemed
necessary for the safe reintroduction of the service or system.
17.3.8 Cancellation
The Engineer/CMT will then cancel the PTW, update the database and inform the ‘Authorized
Persons’ accordingly.
17.3.9 Request for Extension of PTW Validity Period

If it is necessary for the PTW validity period to be extended, the ‘Contract
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Manager/Administrator’ will contact the appropriate ‘Authorized Person(s)’.
The ‘Authorized Person(s)’ for the relevant activity, will assess all relevant information supplied
and if satisfied, that the activity can continue to be carried out safely, will authorize a time
extension to the PTW.
The PTW will be endorsed with the extension stamp, signed by the ‘Contract Manager/
Administrator’ and the ‘Authorized Person(s)’. The details of the extension will be forwarded to
the Engineer/CMT who will update the data base.
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The ‘Contract Manager/Administrator’ is responsible for dealing with all queries relating to the
extended PTW until it has been cancelled. A copy of the extended PTW document will be posted
in a prominent position at the entrance to the area where the task is to be undertaken, for the
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17.3.10 Notice of Intent (NOI) for Location of Services
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Where the Contractor proposes to carry out work in an area which may be affected by other
proposed schemes and or existing services in that area, the Contractor should request
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information on all your existing and proposed works in the project area, by submitting
appropriate NOI for location of services, to concerned authorities, consultants, etc. for each
service in order that they may be located on site. This should be carried out well in advance of
any proposed work commencing on site.
17.3.11 Access Plan

Prior to the Handover Date, the O&M Contractor must develop and provide to the DMAT/CMT,
an access plan for any restricted areas. The access plan must contain, as a minimum, the
Contractor's approval arrangements for gaining access to the restricted area(s).
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18. APPENDICES
18.1 Appendix A-Irrigation Systems Maintenance Checklist
Components Requiring Maintenance – Example for Irrigation System Operators
a) Irrigation System
 Return to normal service
b) Sprinkler Heads
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 Are any heads missing?
 Are any heads broken?
 Are any heads clogged?
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
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Are any heads tilted, spraying in the wrong direction, or too far in or above the
ground?
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 Is water constantly seeping from a head?
 Is water spraying in a fine mist?
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 Does the sprinkler cover the entire area uniformly?

 Is the spray pattern blocked or misdirected?
 Is the system spraying onto sidewalks, decks, buildings, driveways or the street?
c) Controller
 Is the cabinet or space holding the controller clean?
 Are any wires loose? (Take care with wires of 110 volt).
 Have any wires become worn? (Take care with wires of 110 volt).
 Is a new battery needed?
 Is the time and day showing correct?
 Is the rain or moisture sensor (or other technology) connected to the controller or
ground wire?
 Is the controller programmed for the appropriate season?
 Is the controller programmed for any water conservation measures that may be in
effect from your water supplier?
d) Valves
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18-APPENDICES FIRST EDITION - DECEMBER 2016

 Inspect valve covers and valve boxes.
 Inspect valve electrical connections.
e) Back Flow Prevention Device

 Is tested, as needed or required.
f) Drip Irrigation
 Emitters connected to flex line.
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 Flex line connected to riser.
 Micro adjustment nozzle connected to flex line and nozzle intact.
 Service filter strainer periodically.
 C -
Ensure proper operation of automatic flush valves.
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
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Confirm operational pressures.
C
Sample Maintenance Information for Irrigation System Operators
While the system is in operation, check each zone of the irrigation system to make sure the
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system is operating correctly to conserve water and to keep the green areas, plantation and
trees healthy.
a) Irrigation System
 Winterization – plan to perform this around: __________________________
(Drain the irrigation system, reprogram automatic controller)
 Return to normal service – plan to perform this around :____________( check to
make sure there has been no damage to the system, reprogram automatic
controller.)
b) Sprinkler Heads
 Missing or broken heads? (Replace heads with the same type of head.)
 Heads clogged? (Remove the head and clean the filter or replace with the same
type of head.)
 Heads tilted, spraying in the wrong director, or too far in or above the ground?
(Adjust or replace.)
 Leaking water? (Replace a leaky valve in the valve box or check for a rainage
problem)
PAGE 323

 Misdirected or blocked spray pattern? (Remove vegetation (trim grass, trees or

shrubs) or other obstructions or consider raising the heads.)
 Spraying sidewalk, deck, building, driveway or street? (Adjust the heads to
stay within the planting area.)
 Fine mist? - There may be excessive pressure on the spray zones. Possible fixes:
install a pressure regulator after the water meter, install pressure regulating sprinkler
heads or valves.
 Is the area being irrigated covered uniformly? - Possible causes: low or high water
pressure, poor design, scheduling or poor installation techniques.
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c) Controller
 Is the cabinet or space holding the controller clean? - Clean out cobwebs, dirt, debris,
or ants.
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 Is a new battery needed? - Consider replacing seasonally.

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Is time/day showing correctly? - Reprogram
 Is the controller programmed for the appropriate season? - Generally, plants need
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less water in the winter and mature plants need less water than newly installed
plants. Refer to the seasonal watering schedule provided by your irrigator.
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 Is the controller programmed for any water conservation measures that may be in
effect from your water purveyor? - Adjust program if needed.
Wires loose or worn? (May be 110 volt) - Tighten or replace.
 Is rain or moisture sensor (or other technology) connected to the controller or ground
wire?
d) Valves
 Replace broken or missing valve covers and valve boxes.
 Wire connections are intact and enclosed in appropriate moisture resistant
connectors.
e) Drip Irrigation
 Emitters connected to flex line.
 Flex line connected to riser.
 Micro adjustment nozzle connected to flex line and nozzle intact.
 Service filter strainer periodically.
 Ensure proper operation of automatic flush valves.
 Confirm operational pressures.
PAGE 324

18.2 Appendix B-Reliability Centred Maintenance (RCM)

Decision Logic Tree
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C
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PAGE 325

18.3 Appendix C-Typical Maintenance Tasks and Frequency

No. Task Description Frequency
1.0 Pump Station Sites – Civil Assets Task Guidelines
Fences, Boundary Walls, Free Standing Walls, Pumping Station structures Control Building,
Ancillary Buildings or Similar
1 Remove litter and other debris Monthly
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2 Clean, maintain, repair, etc. Monthly
3 Carry out general cleaning of walkways, ladders, handrails, offices, any other Monthly
C -
rooms, doors, stairs, fence, walls, etc.
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4 Clean all outside lighting on perimeter Semi-Annual
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5 Clean luminaries, check light sensors & timers operation Semi-Annual
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6 Painting of all civil assets Annual
7 Replace lighting elements as necessary As Required
Footpaths, Paved Areas, Asphalt Roads & Gravel Areas / Sand Tracks
1 Remove litter and other debris from the surfaces Monthly
2 Remove any spillages that may occur Monthly
3 Collect rubbish and dispose Monthly
4 Trash bins - empty and sanitize Monthly
5 Clean surfaces and remove any sand Monthly
6 Remove any weeds or other unwanted foliage Monthly
7 Inspect and repair any damaged items Monthly
PAGE 326

Overhead Tanker Filling Gantry
1 Visually check for leaking valves Monthly
2 Remove and replace leaking valve Monthly
3 Check for corrosion, clean, if necessary and paint Annual
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4 Remove any litter accumulated in and around the gantry area Monthly
5 Keep drainage channel clean and free of debris Monthly
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Wet-Wells and Reservoirs
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1 Empty and clean reservoirs and inspect all internal installation such as bell Annually
mouths, overflows, drains, etc. and submit report of work performed along
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with colour pictures.
2 Flush well head with compressed air/remove accumulated sand. Shallow Annually
wells should be cleaned manually
3 Maintain feed pillar (check fuse, terminals, clean) Annually
4 Reservoir structure - carry out minor repairs and apply approved coating Annually
material and system to all surfaces of reservoir
5 Check salinity of the reservoirs discharging water and report to Engineer Quarterly
6 Paint Chamber and inspection vaults Annually
7 Check step irons and ladders and replace when required Quarterly
8 Check water quality in reservoir visually & using applicable portable metering equipment.
Disinfect if applicable while not exceeding residual chlorine plant threshold limits.
9 Clear and grease chamber covers every time they are opened & Annually & Every
PAGE 327

annually Opening
Fiber Glass Tank / GRP Tank
1 General cleaning and remove any litter and debris around tank Monthly
2 Check for leak / damage and repair Monthly
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3 Check valves on inlet pipe, outlet and wash out, and repair if needed Quarterly
4 Check float switch and repair/replace if needed Quarterly
5
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Remove of sand inside the tank Quarterly
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C
6 Check the ladders (internally and externally) and repaired it (if required) Annually
C
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2.0 Pumping Station - Electro-Mechanical Works
General items common to most facilities
1 Visual inspection of all equipment for tightness of nuts and bolts. Monthly
2 Check operation of all station services including small power and lighting and Monthly
maintain as required.
3 Record ADDC Dower meters Monthly
4 Inspect, maintain, and record flowmeter readings Monthly
5 Record all flowmeters reading as accumulated flow (m3/month) Monthly
6 Check and record pressure readings Monthly
7 Salinity monitoring and recording Monthly
8 Check operation, clean and lubricate surge alleviation equipment (open to Semi-Annual
PAGE 328

weather)
Pumps
1 Tighten loose bolts Monthly
2 Check the stuffing box leakage Monthly
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3 Check the pump for painting and corrosion. Remove corrosion and apply Semi-Annual
paint
4 Check the vent valves Monthly

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5
C
Check operation of pumps by starting and stopping each unit. Note cycling Monthly
operation of pump motor sets & report
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6 Lubricate pump and valve glands and adjust as necessary Quarterly
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7 Lift pumps and float switches, wash down, check & rectify any abnormality Quarterly
and reinstate
8 Check sump to control panel ducts and reseal if necessary Quarterly
9 Grease the motor bearings as per manufacturer recommendation Quarterly
10 Check control equipment Semi-Annual
11 Test the hydraulic characteristics and performance curves Annual
12 Dismantle clean and inspect air release valves and pipework Annual
13 Motor and cable insulation resistance check Annual
14 Visual inspection of electrical cables Monthly
15 Check holding down bolts Semi-Annual
16 Check the shaft column couplings, if necessary As Required
PAGE 329

17 Check impellers wear rings, if necessary As Required
18 Check the lower bearing sand collar, if necessary As Required
19 Glean the basket strainers (suction end) during reservoir cleaning Annual
20 Check all nuts and bolts for tightness Annual
21 Check the shaft bearing sleeves, if necessary As Required
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22 Check the impellers vans corrosion if necessary As Required
23 Check the impellers fixation security bolt, if necessary As Required
24
C -
Check and record alignment readings and make realignment if necessary Annual
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C
Submersible Pumps, Diesel Pumps & Booster Pumps
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1 Check pumps and engine's rpm and compare with required parameters Monthly
2 Check bearing temperature Monthly
3 Check engine for overheating Monthly
4 Change oil as required by manufacturer Monthly
5 As per Contract Specification requirement Monthly
6 Others as identified by the Contractor Monthly
7 Check RPM sensor at engine side, if available Quarterly
8 Change oil and air filters as per manufacturer specifications Quarterly
Valves General
1 Check valves - check and rectify stuffing box leaks Monthly
PAGE 330

2 Operate through full cycle Monthly
3 Check and service gland packing Monthly
4 Clean and lubricate valve screw & nut Monthly
5 Check and service stem seal Monthly
6 Check Valves - Remove valve cover, clean disk hinges for free movement Semi-Annual
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7 Check Valves - Clean sump in the bottom of valve, clean valve faces, restore valve cover Semi-Annual
8 Inspect and lubricate valves and hand-levers Semi-Annual
9
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Valves - check all nuts for tightness Semi-Annual
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10 Valves - check coating for damage and repair as necessary Semi-Annual
C
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Air Valves
1 Flush air release valve Monthly
2 Check operation of air release valve and air inlet valve Monthly
Solenoid Valves and Limit Switches
1 Check cable terminations Monthly
2 Ensure that solenoid valve chambers are cleaned, dried, and covered Monthly
properly.
3 Check routine operations are normal Monthly
Float Valves
PAGE 331

1 Check float valve operation and repair/replace if necessary Quarterly
Penstocks
1 Operate penstock through full cycle by opening/closing Quarterly
2 Clean by hosing down Quarterly
3 Grease all unpainted machine faces, seal faces, wedge faces, door guides, stem & nut Quarterly
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4 Inspect penstock & seals for damage & repair as required Quarterly
5 Check & adjust tightness of fasteners during reservoir cleaning time Annual
6
C -
Check for leakage between frame & wall/gate & frame during reservoir cleaning time Annual
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Lifting Equipment
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1 Inspect chain/rope Monthly
2 Check crane rail and fastenings Monthly
3 Inspect trolley and lubricate Semi-Annual
4 Inspect sheaves Semi-Annual
5 Inspect hook Semi-Annual
6 Inspect travelling machinery Semi-Annual
7 Provide Inspection and 3rd party certification to maintain valid certification Annual
8 Check, clean and lubricate lifting equipment (inside station) Annual
Air Conditioning, Ventilation and Refrigeration
1 Check operation of controls and safety devices Monthly
PAGE 332

2 Check compressor oil level Monthly
3 Check operation of all safety systems Monthly
4 Check and clean 3 way valve operation Monthly
5 Check thermostat operation Monthly
6 Check and clean condensate drain and drain line and remove debris Monthly
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7 Visual checks for refrigerant leaks & top-up as necessary Semi-Annual
8 Visual checks for debris on intake side of condenser coils Semi-Annual
9
C -
Visual check electric wiring and insulation for damage Semi-Annual
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10 Clean air filters Semi-Annual
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11 Clean and blowout dust from inside of control panels Semi-Annual
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12 Inspect electrical connections Semi-Annual
13 Check surfaces for corrosion and chipping, clean and repaint Semi-Annual
14 Clean condensate drain hole Semi-Annual
15 Clean area, remove weeds/debris around drain outlet Semi-Annual
16 Clean and blowout dust from compressor compartment Semi-Annual
17 Clean and adjust condenser fan blades Annual
18 Check voltages, current, pressures and temperatures Annual
19 Check earthing Annual
20 Check and clean fan blades, coils and fins, blowout dust Annual
Surge Vessels
PAGE 333

1 Check surge vessel operation and pressure settings Monthly
2 Check bladder / pneumatic equipment and instrumentation and calibrate Monthly
Air Blowers & Ventilating Fans
1 Check operation compressors by starting and stopping each unit Monthly
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2 Remove cover from fan and blow clean Semi-Annual
3 Grease fan and replace Semi-Annual
4
C -
Check for overheating, record the current and adjust excessive vibration and Semi-Annual
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noise
C
C
5 Check insulation resistance Annual
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Pressure Reducing, Pressure Control & Pressure Sustaining Valves
1 Inspect thoroughly, provide service in accordance with manufacturers specification Annual
Filters / Disinfection System / Chlorination
1 Replace media Annual
2 Check and repair/replace damaged items Annual
Instrumentation - Calibration
1 Calibration of pressure and level sensors/transmitters and pressure gauges Semi-Annual

and flood sensors
PAGE 334

2 Check for all Loops- operation through PLC and RTU/SCADA system Semi-Annual
3 Inspection and cleaning of control panels Monthly
4 Checking of panel indicators, ammeters and switches Monthly
5 Calibration of pH, ORP, residual chlorine, conductivity analyzers Monthly
6 Visual inspection of LED / diagnostic displays for PLC/RTU Monthly
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7 Visual inspection of cabling and cable terminations Monthly
Instrumentation
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C
1 Carry out simulation testing for flood level sensor and confirm that Quarterly
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alarm/protection are functional
2 Operate all instruments, check internal wiring and termination, Quarterly

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3 Check and compare instrument readings on all transmitter/sensors, field Monthly

indicator & PLC/RTU and recalibrate as necessary
4 Clean the pressure inlet thoroughly of the pressure gauges, pressure Semi-Annual
transmitter, pressure switch, flow switch, flow transmitter and differential
pressure switch
5 Check the water level of the tank by measuring the actual level of the tank & Semi-Annual
calibrate /configure the transmitter to match the actual level of water
6 Calibrate instrument loops and check alarms Annual
Float Level Switches
1 Remove, clean and check operation Monthly
2 Re-position at the right levels inside wet-wells and reservoirs Monthly
PAGE 335

Flow meters
1 Provide calibration in accordance with manufacturer's standards and certification by an Annual

appropriate certifying authority
Fire Detection/Alarm & Fire Fighting Systems
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1 Check normal operation of panel, record, and rectify any defect Monthly
2 Rectify and complete any previous faults recorded in log book Monthly
C -
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3
C
Provide annual inspection/service in accordance with BS 5839 Part 1, 1988 Annual
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4 Provide (approved) third party Inspection/service for fire-fighting equipment Annual
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3.0 Irrigation Network (Structures and Fittings)
Civil Tasks
1 Visually inspect all chambers (inside and outside) for physical damage or defects, repair Monthly
any damage and eliminate cause
2 Visually inspect all chamber covers for physical damage and vandalism, Repair any Monthly
damage or replace and eliminate the cause
3 Manually clean inside all chambers, covers, step ladders, all valves, air Monthly
release valves, and all vaults to remove unwanted grit and grease
4 Clean site around chambers. This includes removal of vegetation and Monthly
rubbish as required.
5 Check filter screens and unclog if necessary Monthly
PAGE 336

6 Check marker posts for proper alignment, repair damages, and clean Quarterly
including removal of vegetation and rubbish as required
7 If required, apply approved service coatings or paint system for chambers Annually
Structure, access covers & frames, valve vaults, inspection vaults, ventilation
pipes, ladders, etc.
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C -
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C
C
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PAGE 337

18.4 Appendix D- Planned/Reactive Maintenance-Audit Flow

Diagram
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C
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PAGE 338

18.5 Appendix E- Troubleshooting in Pumping Facilities

Pump Malfunctions, Causes and Remedies
Following are some general causes of pump malfunctioning and their remedies that can be used
for on-spot troubleshooting when pump problems are encountered.
Malfunctions Causes Remedies
1. Pump not properly primed 1. Prime pump correctly
op V1
2. Speed too low or high 2. Check speed, check calculations, consult
3. Not enough head to open check with manufacturer
valve 3. Check speed, check calculations, consult
Failure to Pump
4. Air leak with manufacture
5. Plugged section 4. Check and rework suction line
C -
6. Excessive suction lift 5. Unplug section
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C
1. Misalignment
6. Check NPSH and consult manufacturer
1. Align
Rapid Wear of Coupling
2. Bent shaft 2. Replace
C
1. Air pockets or small air leaks in 1. Locate and correct
suction line 2. Remove obstruction
2. Obstruction in suction line or impeller 3. Extend suction line to deeper water to the
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3. Insufficient submergence of suction extent that NPSH allows you or excavate

pipe and deepen the area where the suction
Reduced Performance
4. Excessively worn impeller or wear basket is located
ring 4. Replace impeller and/or wear ring
5. Excessive suction lift 5. Calculate NPSH, consult with
6. Wrong direction of rotation manufacturer
6. Ask contractor to rectify
1. Speed higher than planned 1. Reduce speed
2. Too large an impeller diameter 2. Trim impeller

3. Low voltage 3. Consult power authority
Driver Overload
4. Stress in pipe connection to pump 4. Support piping properly
5. Packing too tight 5. Loosen packing gland nuts
1. Misalignment 1. Align all rotating parts

2. Excessive suction lift 2. Check NPSH, consult with manufacturer
3. Material lodged in impeller 3. Dislodge obstruction
Excessive Noise 4. Worn bearings 4. Replace bearings
5. Impeller screw loose or broken 5. Replace
6. Cavitation 6. Check NPSH, correct suction piping
7. Wrong direction of rotation 7. Ask contractor to rectify
1. Worn wear ring 1. Replace
Premature Bearings Failure 2. Misalignment 2. Align all rotating parts

3. Suction or discharge pipe not 3. Correct support
properly supported 4. Replace shaft
PAGE 339

4. Bent shaft
1. Check voltage and consult power authority
1. High or low voltage 2. Monitor voltage and consult power
2. High electric surge authority
3. Poor electric connection 3. Turn power off, clean and check
4. Overloads connections
Electric Motor Failure 5. Bearing failure 4. Check amperage, do not exceed full load
6. Cooling vent plugged (rodent, dirt, amperage
leaves) 5. Change motor bearing
7. Moisture or water in motor 6. Install proper screen
7. Send for blow-dry and protect from
environment
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Table D.1: Pump Malfunctions, Carouses and Remedies
Troubleshooting for Delivery Pipes, Header and NRV
Malfunctions
C - Causes Remedy
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Undue thrust on pump
C
Provide dismantling joint of proper
foundation and bend in delivery
C
design. The design sit has long tie-bolt
pipe causing shearing or Dismantling joint is not properly designed, to
should ensure that connecting rigid
uprooting of foundation bolts of counterthrust at the elbow in the pump.
Q
flanges and thus taking up the pull

pumps and thrust on common
caused by thrust at pump.
header
Cracks in welded jointed of
individual delivery and common The cracks are caused due to thrust at dead Provide thrust blocks at dead (free) end
header. end of common header. of common header.
Reflux valve (NRV) closes with

 Replace with reflux valve designed for
slam and high noise in the
The reflux valve is not designed for non- non-slam closure.
event of shut-down or power
slam in closure.  Taken up issue of old valve to valve
failure or tripping.
manufacturer.
Table D.2: Troubleshooting for Delivery Pipes, Header and NRV
Troubleshooting for Starters, Breakers and Control Circuits
1. Non availability of power supply to the 1. Check the supply

Starter/breaker not
starter/breaker 2. Reset the relay
switching on
2. Overcurrent relay operated 3. Clean and reset relay
PAGE 340

3. Relay reset not operating 4. Remove lock and lock it properly

4. Castle lock is not locked properly
1. Check and clean the contacts

Starter/breaker not 1. Relay contacts are not contacting properly
2. Readjust latch and cam.
holding on ON-Position 2. Latch or cam worn out
1. Check and reset to 140-150% of normal load

current.
1. Overcurrent relay setting incorrect
Starter/breaker tripping 2. Check and remove cause for short circuit
2. Moderate short circuit on outgoing side
within short duration due 3. Fill oil up to level mark
3. No or less oil in dashpot
to operation of overcurrent 4. Check and use oil of correct grade
4. Dashpot oil not of proper grade
relay 5. Check overcurrent setting
5. Sustained overload
6. Check for short circuit or earth fault
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6. Loose connection
7. Examine cause of overload and rectify
8. Clean and tighten
1. Lubricate hinge pins and mechanisms
2. Adjust all mechanical devices ie. toggle
stops, buffers, springs as per manufacturer’s
C -
1. Lack of lubrication to mechanism instructions
y
C
2. Mechanism out of adjustment
3. Failure of latching device
3. Examine surface, clean and adjust latch. If
worn or corroded, replace it
4. Mechanical binding 4. Replace overcurrent relay (and heater, if
C
Starter/breaker not 5. Relay previously damaged by short circuit provided)
tripping after overcurrent 6. Heater assembled incorrectly 5. Replace overcurrent relay and heater.
or short circuit fault occurs 7. Relay not operating due to: 6. Review installation instructions and correctly
Q
a. Blown fuse install the heater assembly

b. Loose or broken wire
c. Relay contacts damaged or dirty a. Replace fuse
d. Damaged trip coil b. Repair faulty wiring; ensure that all
e. C.T. damaged screws are tight.
c. Replace damaged contacts
d. Replace coil
e. Check and repair/replace
1. Poor condition of contacts 1. Clean and polish contacts
2. Contacts out of proper alignment 2. Align the contacts
3. Contacts burnt or pitted 3. Clean the contacts with smooth polish paper
4. Loose power connection or if badly burnt/pitted, replace contacts.
Overheating
5. Sustained overcurrent or short circuit/earth 4. Tighten the connection
fault 5. Check cause and rectify
6. Poor ventilation at location of starter/ 6. Improve ventilation
breaker
1. Rewind
Overheating of auto 1. Winding design improper 2. Replace transformer oil in poor auto-
transformer unit 2. Transformer oil condition poor transformer unit.
1. Check push button station, (stop button

contacts), auxiliary switch contacts and
overload relay contacts and test with test
1. Low voltage
lamp
Contacts chatter 2. Poor contact in control circuit
2. Check for loose connections in control
3. Defective or incorrect coil
circuits
3. Replace coil. Rating should compatible for
system nominal voltage.
PAGE 341

1. Check for grounds & shorts in system as

1. Abnormal inrush of current well as other components such as circuit
2. Low voltage preventing magnet from breaker
sealing 2. Check and correct voltage
Contacts welding
3. Short circuit 3. Remove short circuit fault and ensure that
fuse or circuit breaker rating is
Correct.
1. Do not file silver tips. Rough spots or

discolouration will not harm tips or impair
their efficiency
1. Filing or dressing
2. Check for short circuit, earth fault or
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2. Interrupting excessively high current
excessive motor current
3. Discoloured contacts caused by
Short push button and/ or 3. Replace contact springs, check contact for
insufficient contact pressure, loose
over heating of contacts deformation or damage. Clean and tighten
connections, etc.
connections
4. Dirt or foreign matter on contact surface.
4. Clean with carbon tetrachloride
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5. Short circuit
5. Remove fault & check fuse or breaker rating
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C whether correct
1. Examine and replace carefully. Do not

1. Mechanical damage
C
handle coil by the leads
Coil open circuit 2. Burnt out coil due to over voltage or
2. Replace coil
defect.
Q
1. Replace part and correct the cause of

damage
1. Too much cycling 2. Replace coil
2. Dust and dirt or mechanical abuse. 3. Replace magnet assembly. Hum may be
Magnets & other
3. Defective coil reduced by removing magnet armature
mechanical parts worn
4. Magnet faces not mating correctly 4. and rotating through 180˚
out/broken
5. Dirt oil or foreign matter on magnet faces 5. Clean magnet faces with carbon
6. Low voltage tetrachloride
6. Check system voltage and voltage dips
during starting
1. Check system voltage and voltage dips
during starting
2. Replace coil
1. Low voltage
3. Check coil voltage rating which must include
2. Coil open or shorted
Failure to pick-up and/ or system nominal voltage and frequency
3. Wrong coil
seal 4. With power off, check for free movement of
4. Mechanical obstruction
contact and armature assembly. Remove
5. Poor contact in control circuit
foreign objects or replace contactor
5. Check and correct
1. Gummy substances on pole faces or in

mechanism 1. Clean with carbon tetrachloride
2. Voltage not removed from control circuit 2. Check control circuit
3. Worn or rusted parts causing binding, eg. 3. Replace contactor
Failure to drop out
coil guides, linkages 4. Replace contactor
4. Residual magnetism due to lack of air gap 5. Review installation instructions and mount
in magnetic path properly
5. Improper mounting of starter
PAGE 342

1. Broken mechanism worn parts, corrosion

Failure to reset dirt etc. 1. Replace overcurrent relay and heater
1. Short circuit in control circuit with too large

Open or welded control protecting fuses 1. Rectify short circuit in general. Fuses over
circuit contacts in over 2. Misapplication, handling too heavy 10A rating should not be used
current relay currents 2. Check rating and rectify
Insufficient oil in
breaker/starter ( if oil 1. Leakage of oil 1. Locate point of leakage and rectify
cooled)
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Table D.3: Troubleshooting for Starters, Breakers and Control Circuits
Troubleshooting for Batteries
Battery troubles revealed in service may be due to inadequate maintenance, incorrect operation
C -
y
and incorrect charging. Many battery troubles can be traced to charging source, undercharging
C
or excessive overcharging eventually leads to battery trouble.
C
iii. Check the following
Readings of specific gravity  Age of battery
 Capacity
Q
and voltage very erratic even

Battery life is over
after equalising charge for at  Appearance of plates
least 48 hours  Depth of sediments below plates
1. Open cells and examine for damage or

Several cells showing low
1. Internal short circuit displaced separators, lead particles between
charge voltage at the end of
plates or buckled plates.
extended charge
1. Clean and tighten all bolted connections, re-

Battery overheats 1. Poor contacts or badly welded joints weld doubtful welded joints.
1. Keep battery dry and clean. Do not overtop

Battery damp and dirty, wood
1. Poor maintenance, overtopping, or when adding water. Clear away all traces of
trays deteriorated or metal
lid sealing compound cracked acid and old sealing compound from cell lids.
work corroded
1. Battery should be recharged. Give high rate

discharge test for capacity. If cell test OK
recharge and adjust gravity of all cells
Hydrometer test (at 800F) uniformly. Check operation and setting of
show less than 1.200specific voltage regulator, make a
gravity thorough check of the electrical system for
short circuits, loose connections, corroded
terminals, etc.
Table D.4: Troubleshooting for Batteries
PAGE 343

Troubleshooting for Capacitors
1. Repair by soldering
1. Leaking welds & solders
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Leakage of heclor* 2. Replace insulators
2. Broken insulators
1. Arrange for circulation of air either by
C -
1. Poor ventilation
reinstalling in a cooler and ventilated
y
Overheating of unit
C
2. Over voltage
place or arrange for proper ventilation.
2. Reduce voltage if possible, otherwise

C
switch off capacitors.
1. Low voltage 1. Correct the voltage

Q
Current below normal value 2. Element fuses blown 2. Replace capacitor
3. Loose connections 3. Replace the capacitor
Replace the capacitor

Abnormal bulging Gas formation due to internal arcing
Replace the capacitor

Cracking sound Partial internal faults
1. Check and remove the short

1. Short, external to the units.
2. Reduce voltage and eliminate
2. Over-current due to over voltage and
harmonics.
HRC Fuse blowing harmonics
3. Replace the capacitor.
3. Short circuited unit.
4. Replace with bank of appropriate
4. kVAR rating higher
kVAR
Correct or replace the discharge
Capacitor not discharging Discharge resistance low resistance.
Replace capacitor unit.

Unbalanced current Insulation or dielectric failure
Table D.3: Troubleshooting for Capacitors
PAGE 344

*Leakage of Heclor from terminals, insulators or lid etc. is not a serious trouble. After cleaning, the nuts should be
tightened carefully, araldite shall be applied if necessary and the capacitor should be put into circuit. If the leakage still
continues, refer the matter to manufacturer.
Troubleshooting for Panels
1. Check and provide additional bars in
1. Bus bar capacity inadequate combination with existing bus-bars or
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Overheating 2. Loose connection replace bus-bars.
3. Improper ventilation 2. Improper ventilation
3. Improve ventilation
C -
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Insulator cracked
C - Replace the insulator
C
Troubleshooting for Cables
Q
 Provide a cable in parallel to existing cable or higher size cable

Overheating Cable size inadequate
 Increase clearance between cable.
 Check size of lug and whether properly crimpled and correct

Improper termination in lug
Insulation burning at
termination  Check whether only few strands of cable are inserted in lug.
Insert all strands using a new or higher size lug if necessary.
Troubleshooting for Transformer
Troubleshooting
Procedure
Listen to the noise at various - External Noise: A loose - Tighten the fixing nuts and such bolts
Abnormal noise points of the transformer and fixing bolt /nut of the and other loose metallic parts.
find out the exact location by transformer. - In the case of such facilities are available
PAGE 345

means of a solid piece of wood - Noise originating from open the transformer and take up the
or insulating materials placed small transform. In the case slackness by placing shim of insulted
on body of transformer tank at of old transformer, possibly boards. In case of big transformers it will
various points. This helps in due to the windings having be necessary to contact the manufacturer
from the inside of determining become slightly slack. or transformer repairer.
whether the noise originated
from the inside of the trans-
former or is only an external
op V1
one.
- Reduce the load to the rated load.

- Improve the ventilation of the
- The temperature rise of the transformer room to achieve
C -
y
transformer during 10-24 hours effective air cooling.
C
of operation is observed. The
- Transformer
loaded.
is over
- Filter transformer oil and improve
input current, oil temp are noted dielectric strength to 40 kV minimum.
- Transformer room is not
C
down at intervals of half an hour - Major repairs are necessary and should
properly ventilated.
and tabulated. be taken up in consultation with an
- Dielectric strength of
- The transformer becomes hot experienced Electrical Engr. and
Q
transformer oil low.

High in a relatively short period; transformer repairer.
- Certain urns in the winding
Temperature transformer oil escapes from - Take action for major repairs are
are short circuited.
the conservator or there is even necessary and should be taken up in
- The transformer has a
appearance of gas. In the case consultation with an experienced Electrical
major defect.
of built-in relay, accumulation of Engr. and transformer repairer.
- Poor termination either
inflammable gas accompanied - External contacts should be checked up
inside or outside the
by the alarm signal of the relay. and put in order especially in the
transformer.
- Abnormal heating of one aluminium bus bars.
terminal - If heating persists, action for major
repairs should be taken in consultation
with an experienced Electrical Engr.
- Short circuit in the

- Action for major repairs should be taken
windings.
Tripping of circuit up in consultation with an experienced
breaker or Electrical Engr. and transformer repairer.
- Damage in the insulation
blowing of fuses.
of the winding or of one
terminal
Frequent change - Breather leakage -Replace packing.

of silica gel - Breather oil level low. -Check oil seal. Top up oil level.
colour - Absorption of moisture. -Moisture to be removed completely
PAGE 346

- Defective packing. - Replace packing.

- Loose tightening - Tighten properly
Oil leak at joints/
- Uneven surface - Check and correct it.
bushing/drain
- Bushing cracked - Replace bushing along with washer.
valve
- Drain, valve not fully tight. - Tighten valve and plug.
- Heat the windings, by opera ting

transformer on no-load, and check
- Moisture absorption by whether insulation resistance improves. If
Low insulation winding no-improvement is observed after
resistance - Contaminated oil operation for 5-6 hours, filter the oil.
- Presence of sludge - Replace with proper oil.
- Filter or replace the oil.
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- Defects of joints - Rectify the defect
- Moisture condensation. - Drain water and dry the moistures from
Water inside tank
- Oil mixed with water when winding.
C - topping up - Heat the winding on no-load. Recheck
y
Overheating of
C dielectric strength & filter if necessary
- Loose connections.
cable ends and - Check and tighten the connections
C
cable terminals
Neutral ground
- Loose connections.
conductor (earth - Replace the grounding conductor.
- Heavy fault current.
Q
strip) burnt.
Troubleshooting for Valves
A zone valve will not turn on

Possible Causes Remedy
Incorrect watering days, start times or run times. Check and adjust the timer program.
Water supply is off to the zone valve. Turn on the water supply.
Faulty valve solenoid. Replace the solenoid.
Closed control at valve. Open the control valve counter clockwise.
A zone valve will not turn off

Zone valve wires are not connected Connect the wires.
PAGE 347

Timer programming is incorrect. Check and adjust the timer program.
Debris in valve, solenoid or meter in orifice. Disassemble the valve and clean with fresh water.
Water is leaking from a valve

Valve diaphragm is faulty. Replace the valve diaphragm.
Valve body is cracked or broken or the valve bonnet is broken. Replace the valve.
op V1
Leak from lowest sprinkler in zone
C -
y
Damaged valve diaphragm.
C Replace the diaphragm.
C
A manual valve is stuck or hard to operate
Q
Dirt in the valve. Clean and lubricate the valve stem.
Misting of the spray occurs

Flow is too high Adjust the flow control to a lower flow on the irrigation valve.
The spray pattern is too small

Flow rate is too low. Adjust the flow control to a higher flow on the irrigation valve.
Valve Solenoid
Problem Possible Causes Remedy
A zone valve will not turn on Burned out valve solenoid. Replace the solenoid.
Fuses blow Faulty wiring or solenoid. Replace the solenoid, check and repair faulty wiring.
PAGE 348

18.6 Appendix F- Emergency Management Flowchart
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C -
y
C
C
Q
PAGE 349

18.7 Appendix G-Asset Condition Grades

Asset Condition Grades
The grading structure that is proposed to be used for condition grading of assets is based on a
grading for each asset from 1 to 5 in which 1 is ‘as new’ and 5 is ‘unusable’, as shown in
the table below:
Condition
Definition Remaining Life
Indicator
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Sound construction of item, very good
appearance and well maintained and operable Remaining life of component
1 under all relevant conditions. between 80% & 100% of the
component life.
C -
y
Sound construction of item but showing some
C
signs of normal wear and tear. Well
Remaining life of component
maintained, good condition and operable under
2 between 60% & 79% of the
all relevant conditions.
C
component life.
Q
Functionally sound components but with Remaining life of component

3 appearance significantly affected by between 40% & 59% of the
deterioration. component life.
Deterioration has a significant effect on

performance and appearance is very poor.
Requires frequent maintenance and poses Remaining life of component
4 occasional safety issues. Item function but between 20% & 39% of the
requires significant maintenance. component life.
Functionally unsound components and

appearance is unacceptable. Structural
problems having a detrimental effect on the
performance of the asset. Remaining life of component
5 between 0% & 19% of the
Item requires excessive maintenance and component life.
reliability problems affect asset performance.
PAGE 350

Grade Rating Description

In good condition, fully serviceable, no remedial work required.
1 Very Good Maintenance to continue as present
No significant defect
Minor defects, non-urgent
Minor routine maintenance work required
2 Good
In reasonable condition, some increase in maintenance needed, probably not
more than 5% affected with slight defect.
Some cause for concern, requires careful monitoring
3 Fair Significant maintenance works required
Average condition, some minor repairs needed & moderate 5%-20% affected.
Structurally unsound now or in the near future
op V1
Major remedial works required or replacement (1 - 5 years)
4 Poor
Extensive repair required in short term
Extensive defect 20% - 50% affected
Completely failed or derelict requires complete reconstruction
Major urgent repairs or replacement needed without delay to avoid failure
5 Very Poor
C -
probably beyond repair
y
Extensive defect >50%
C
C
Q
PAGE 351

18.8 Appendix H- Typical “Permit to Work” Request Form
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C -
y
C
C
Q
PAGE 352

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C -
y
C
C
Q
PAGE 353

op V1
C -
y
C
C
Q
PAGE 354

op V1
C -
y
C
C
Q
PAGE 355

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C -
y
C
C
Q
PAGE 356

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C -
y
C
C
Q
PAGE 357

Note: copies to all concerned, as per above flowchart
18.9 Appendix I-Typical Quality Management System

Documentations
Document Reference Title Description
Management System Administration and Monitoring related Procedures
Management The planning processes involved in creating, implementing,

xxx-yyy-zzz- 100 System maintaining and improving the IMS. Describes the setting of
Planning objectives and targets, management programs and planning
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review. Includes direction to relevant legal requirements.
The creation, approval, issuing, revision and removal of

documents. The numbering, registration, and control of IMS
documentation. The responsibilities of the DCI to issue and
C - maintain the documents.
y
C Ensures that all documentation within the Contract related to
the management system is controlled to ensure that it is
C
Document
xxx-yyy-zzz- 101 issued to the appropriate personnel, under the correct level
Control
of authority, revised and re-issued as necessary. Such
documentation typically includes:
Q
 Specifications
 Customer Orders
 Plans / Drawings
 QA Manual / Operating Procedures
 National / International Standards
 Codes of Practice
Management of
Describes the management, recording and close out of non-
xxx-yyy-zzz- 102 Non-conforming
conforming events. Non-conformances can occur against
events
the IMS, the standard, the contract or legislation.
Corrective and Describes the requirement for corrective action after a non-
xxx-yyy-zzz- 103 Preventive conformance has been reported. Preventive action can take
Action place with or without a non-conformance occurring.
Describes record keeping on site and at head office.

Describes the use of a file index, document registering,
xxx-yyy-zzz- 104 Records managing incoming and out-going correspondence, and
archiving. Ensures that evidence is provided of the viability
of the IMS.
Describes the IMS internal auditing requirements including

xxx-yyy-zzz- 105 Internal Auditing the use of an audit schedule and audit checklist and audit
report. The whole system will be internally audited once per
year. Assures the effectiveness of the IMS.
PAGE 358

Describes the processes involved in continual improvement

Continual
xxx-yyy-zzz- 106 including management of non-conforming events, corrective
Improvement
and preventive actions etc.
The Procedure will be set up to ensure the following
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objectives are met:
 To establish that the IMS is achieving the expected
results and meeting the clients requirements,
 To expose irregularities or defects in the system, identify
weaknesses and evaluate possible improvements,
 To review the effectiveness of previous corrective actions,
C -
y
and to review the adequacy and suitability of the IMS for
C current and future operations,
Management  To review any complaints received,
xxx-yyy-zzz- 200
Review  To review the findings of internal /external audits,
C
 To review the reports of nonconforming items.
The Management Review may be conducted by the Project/

Q
Contract Manager, the Maintenance Manager,

Administration Manager, Quality and Safety Engineer the
Secretary.
The agenda and taking of minutes will be described in the

Procedure.
This Procedure describes

 Client satisfaction
 Communications between Contractor, Consultant & Client
 External communications with the public and any
Internal and
interested parties
xxx-yyy-zzz- 201 External
 Internal communications on the IMS, health and safety
Communication
issues, operational issues, staff performance and training
and environmental issues
 External communications with government authorities
To establish and maintain a system to identify, have access,

Legal and Other
xxx-yyy-zzz- 202 update all legal and other requirements and to communicate
Requirements
the relevant information to employees and contractors.
OHS Related Procedures

Noise and
The management of noise to protect the health and safety of
xxx-yyy-zzz- 300 Vibration
employees, contractors and visitors. Displays minimum limits
Management
for noise from industry.
PAGE 359

Personal The ordering, use, maintenance and storage of personal

xxx-yyy-zzz- 301 Protective protective equipment to protect the health and safety of
Equipment employees, contractors and visitors.
Manual
xxx-yyy-zzz- 302 The management of manual handling risk ensuring the
Handling
health and safety of employees, contractors and visitors.

The types of OHS monitoring carried out at the DSC. OHS
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OHS Monitoring
xxx-yyy-zzz-
303 workplace inspections will also be conducted at the sites in
and Measurement
accordance with this Procedure.
The management of first aid to ensure the health and safety of
employees, contractors, and visitors. Describes the
xxx-yyy-zzz-
304 First Aid
identification of first aid needs at each site, the maintenance
C - of first aid stocks and the requirements for first aid training.
y
C The management of electrical safety on site. Electrical do’s
xxx-yyy-zzz-
305 and don’ts.
Electrical Electrical certification requirements. Record
Safety
C
keeping on testing, checking, isolation, Lock Out, Tag Out
etc.
Q
Biological
xxx-yyy-zzz-
306 To protect people from biological hazards associated with
Hazards
sewage from bacteria, viruses, etc.
To protect people from the potential hazards associated with

xxx-yyy-zzz-
307 Plant Operations
operating plant, ie. machinery, equipment & appliances
To
Working
preventatthe
Height
hazards of falling and drowning associated with
xxx-yyy-zzz-
308 workingandat height and over water.
Over Water
To ensure that:
 all incidents are reported,
 OHSall incidents
Incident are investigated to determine the root cause,
xxx-yyy-zzz-
309
 Management
corrective and preventive actions are implemented,·
analysis is performed to establish system failures.
The correct procedure to follow for all confined space entries,

including
Confinedtraining
Space requirements, permit requirements, staffing
xxx-yyy-zzz-
310
requirements
Entry etc.
To ensure
Site Access,
that vehicular access into and out of the pumping
xxx-yyy-zzz-
311 station
Traffic
sites
andand traffic on site is safe and orderly.
Security
Defines
Management
dangerousof and hazardous goods.
Explains
DangeroustheGoods
requirements for MSDS display on site, labeling
xxx-yyy-zzz-
312 and placarding,
and emergency plans, risk assessments, license
requirements,
Hazardous hazardous and dangerous goods registers,
manifest
Substances
requirements, training requirements.
PAGE 360

To provide a practical and relevant guide

to the O&M contractor’s staff overseeing
the work of contractors; to integrate
occupational health and safety
Contractor
xxx-yyy-zzz-
313 requirements into contractor
Management
management and to fulfill the
contractor’s occupational health and
safety obligations to its Contractors.
To ensure that all areas of the workplace

314 Workplace are inspected regularly for hazards and
xxx-yyy-zzz-
Inspections that hazards identified are recorded and
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remedied.
Document Reference
C - Title Description
y
To ensure that all work, other than that related to the normal
C production processes, is clearly specified, the associated
xxx-yyy-zzz- 315 Permit to work hazards identified, the risks assessed and controlled and
that such work which is particularly hazardous, is carried out
C
only under the authority of a permit.
Environmental Related Procedures
Q
Resource &
xxx-yyy-zzz- 400 Waste
Minimization To ensure that the use of resources is optimised and the
generation of waste is minimized.
xxx-yyy-zzz- 401 Chemical To describe the delivery, storage and use of chemicals at the
Management pumping station locations and to prevent incidents.
Pumping Station Operations Related
Describes normal and out of specification operation of the

xxx-yyy-zzz- 500 Operating the PS
pumping stations.
Operations and To ensure that appropriate determinations are made on

xxx-yyy-zzz- 501 Compliance incoming RW in order to check its quality and to detect
Monitoring variations that may necessitate a change in the operations.
PS start up
xxx-yyy-zzz- 502 To ensure that PS start up and shut down in the proper
and shut down
manner with all the necessary checks etc.
Laboratory Procedure
xxx-yyy-zzz- 600 pH, Conductivity
PAGE 361

Outline based on the APHA Standard Methods the testing

procedure for pH, Conductivity, etc.
Maintenance Inspection and Testing Related Procedures
Maintenance The purpose of this Procedure is to explain the equipment
Management numbering system and identification, and the Computerized
xxx-yyy-zzz- 700 and Maintenance Management System that will be used for the
Equipment Assets
Identification
Describe the use of the CMMS to create, print and issue
xxx-yyy-zzz- 701 Use of CMMS work orders etc.
Inspection and testing should be carried out on completion of
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installation and maintenance activities, with results being
Inspection and
xxx-yyy-zzz- 702 documented. On completion of installation and maintenance
Testing (ITP)
work, the client should be invited to check the work
performed to ensure full acceptability.
C - Production and measuring equipment should be maintained
y
Production and in good condition and capable of safe and effective
xxx-yyy-zzz- 703
C
Measuring operation within a specified tolerance of accuracy. Test and
Equipment measuring equipment should be regularly inspected or
calibrated to ensure that it is capable of accurate operation,
C
by comparable with external sources.
Describes calibration and recording requirements of

Q
xxx-yyy-zzz- 703 Calibration

laboratory instruments, handheld instruments and on-line
instruments.

As goods are inspected, the status should be defined by
location in stores, with all non-conforming items being
Indication of placed in a reject area. The status of work in progress
xxx-yyy-zzz- 704
Inspection Status should be established by markings or associated
documentation recording the inspections undertaken and
their acceptability.
General
Incident Defines incident categories, incident managers, incident

Management & management and reporting. Refers to Contingency Plans for
xxx-yyy-zzz- 800
Emergency foreseeable incidents. Ensures that incidents are handled by
Response competent people, incidents are investigated, shortcomings
are identified and necessary changes are made to the IMS.
Risk Describes risk management to control OHS and

xxx-yyy-zzz- 900
Management environmental risks.
Describes the training requirements for O&M Contractors

Training & and Management of the irrigation pumping facilities. Includes
xxx-yyy-zzz- 950
Competency requirements for training records, performance appraisals
and competency assessment.
PAGE 362

This Procedure should include a list of approved suppliers

and sub-contractors, based on the following criteria:
 Client’s approved list of materials suppliers,
 Previous performance in supplying to similar specification
and requirements,
 Stocking of high volume standard items conforming to a
relevant standard, or supplied with a statement
xxx-yyy-zzz- 1000 Purchasing
 of conformity,
 Compliance with an approved 3 party product / quality
rd
registration scheme,
 Recommendation by other similar purchasers or
manufacturers of equipment,
op V1
 A trial order and evaluation of performance.
Ensures that goods received from suppliers are always

Customer
visually inspected at the receipt stage, with any undeclared
xxx-yyy-zzz- 1010 Supplied
non-conformance being immediately reported to the supplier
C - Items
y
C This procedure should be set up to ensure that all stores
areas are maintained as secure as practical. All items
received should be identified and verified in accordance with
Receiving
C
xxx-yyy-zzz- 1020 the requirements of the delivery note and purchase order
Inspection
and are inspected for correct identity, quantity and any signs
of damage.
Q
The identification of materials/equipment, where it is not

Handling, obvious, should be confirmed by the presence of
Storage, manufacturers/suppliers part number or description label.
xxx-yyy-zzz- 1030 Packaging, Materials and consumables are not identified where they are
Preservation & obvious to a trained/experienced employee. All items with
Delivery serial numbers should be recorded individually.
Table I.1: Typical Quality Management System Documentations
PAGE 363

18.10 Appendix J- Typical Procedure for Notification of an

Incident
(by Contractor & or the CMT)
No. Role/Responsibility of Actioned
All Employees
1 Assess the situation
If the subsequent work due to the event interrupts routine work and requires additional resources, the event must
2
op V1
be notified as an incident
3 Inform your line manager by telephone or in person
4 Check Health and Safety issues
Contractor’s Supervisor
1 Assess the situation
2
C -
Review the situation especially for a potential incident as the first point of contact
y
3 Be proactive in dealing with the incident
4
C
Inform your line manager by telephone or in person
5 Check Health and Safety issues
C
Complete Notification form (NOT 1) and send it to the CMT the next working day if it is a level 4 incident and if the
6
incident happens out of office hours
Contractor’s Management Team
Q
1 Note and assess the information received about the incident or potential incident
2 Inform the Contractor’s Contract Manager by telephone or in person if not informed before
3 Regardless of the level of the incident, the incident must be recorded on Notification form.
Send Notification form by fax to the Contract Management Team, even though the information has been passed
4
on by telephone
Check that if the Notification form has been sent by the Supervisor on the next working day if the incident
5
occurred out with office hour and is a level 4 incident, the
6 Re-send completed Notification form stating when the incident has terminated
If the original notification came from the CMT, the Contractor will send the Notification form to terminate the
7
incident
Contractor’s Contract Manager
1 Ensure that all employees follow the procedures
2 Monitor that the Notification forms are being sent
3 Analyse the locations and types of incidents to check for patterns
Contract Management Team
If the event has not been notified by the Contractor, the member of the CMT who identified the incident will notify
1
their line manager
2 The line manager will inform their Manager and also the Contractor’s Contract Manager by telephone
The CMT line manager will sent Notification form to the Contractor by fax even though the information has been
3
passed on by telephone
4 A copy of the completed form will be retained for record purposes
CMT Contract Manager
1 Ensure that all employees follow the procedures
2 Inform the Area Manager if the level of the incident warrants it
3 Monitor that the Notification forms are being sent
4 Analyse the locations and types of incidents to check for patterns
Table J.1: Typical Procedure for Notification of an Incident
PAGE 364

Note: All external notification, third party or public, will go through the AD Municipality Call Centre
DMAT- ADM Division

‘NOT 1’ Form
Notification and Termination of an Incident
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C -
y
C
C
Q
PAGE 365

Notification of an Incident - Flowcharts
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C -
y
C
C
Q
PAGE 366

Major Pumping Station

O&M
Contractor’s
Contractor’s Contractor’s CMT Duty Contractor’s
Event Response SCADA
Duty Supervisor Duty Manager Manager Response
Centre
Centre
An Event has
been identified
Event
An Event has
been identified
Contact
Informed of an
Contractor’s
event
Response Centre
Contact
Contractor’s
Response Centre
Assess
Pass on
information
information
received Contractor Duty
Manager informed
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Confirm level of Level
END No
incident 3-1
Assess
Confirm level of
information
incident
received
Level 4
C - Confirm level of Assess
y
Level 4
incident information
C Contact the
Emergency Team
Level 3-1
received
Inform
CMT Duty
C
CMT
Manager informed
Duty Manager
Inform
Contractor’s
Duty Manager
Q
Impact on the
supply of TSE
Inform CMT or
next working day
YES
Informed all
affected
O & M contractors
(1)
PAGE 367

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C -
y
C
C
Q
(2)
PAGE 368

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C -
y
C
C
Q
(3)
PAGE 369

18.11 Appendix K – Schedule of Rates for Repairs of

Assets
Rehabilitation Works
Item Rate
Description Unit
No. (AED)
Rehabilitation of the Defective/Contaminated Concrete & Miscellaneous Repair
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works:
Remove all earth/gravel fill, mud, debris and other loose material
1 m³ 10
from top of the reservoir
2
C -
Reinstate earth fill over reservoir with approved material after repair m³ 30
y
C
Locate Services, dewatering, excavation and shoring around
reservoir and back filling in layers:
3 Up to 1.0m depth m³ 55
C
Q

Remove damaged screed/tiles and any protective membranes from
7 m² 20
the roof and walls to expose structural concrete
Remove all the mud, debris and other loose material after
draining the structure and wash the interior with clean water:
8 Up to 200,000 gallons capacity No. 2,000
9 Up to 300,000 gallons capacity No. 3,000
Crack Filling: Surface only
10 Saw cut 10mm deep x 10mm wide and fill with epoxy filler m 100
Crack Injection: Drill injection hole at 45º to intersect crack in
centre of member, insert injection tube, and pump one of the
following, resins out of the crack:
11 Foaming agent (to stop water leak) ltr 100
12 Epoxy resin ltr 200
13 Vinlyester resin ltr 300
14 Sand blast entire concrete surface. m² 10
Epoxy Mortar Repairs: (Shallow depth before rebar) Saw cut at
edges, chip out defective concrete, and apply epoxy mortar:
Overhead Surface
15 0-10mm Depth m² 650
PAGE 370

Item Rate
Description Unit
No. (AED)
16 0-20mm Depth m² 1,150

Vertical Surface
17 0-10mm Depth m² 600
18 0-20mm Depth m² 1,150
Horizontal Surface
19 0-10mm Depth m² 550
20 0-20mm Depth m² 1,050
op V1
Cementous Mortar Repairs: (Beyond rebar) Saw cut at edges,
chip out defective concrete, grit blast and coat rebar, apply
epoxy bonding agent and polymer modified Cementous mortar
with wet curing:
Overhead Surface
C -
y
21 0-40mm Depth m² 600
22 0-60mm Depth
C m² 725
23 0-80mm Depth m² 850
C
24 0-100mm Depth m² 980
Vertical Surface
25 0-40mm Depth m² 500
Q
26 0-60mm Depth m² 650

27 0-80mm Depth m² 800
28 0-100mm Depth m² 950
Horizontal Surface
29 0-40mm Depth m² 450
30 0-60mm Depth m² 600
31 0-80mm Depth m² 750
32 0-100mm Depth m² 925
Micro-Concrete Repairs: (Beyond rebar) Saw cut at edges, chip
out defective concrete, grit blast and coat rebar, erect formwork
as necessary apply epoxy bonding agent cast micro-concrete
finish and wet cure:
Vertical Surface
33 0-60mm Depth m² 525

34 0-80mm Depth m² 570
35 0-100mm Depth m² 900
36 0-125mm Depth m² 1,100
37 0-150mm Depth m² 1,500
38 0-200mm Depth m² 1,800
Horizontal Surface
PAGE 371

Item Rate
Description Unit
No. (AED)
39 0-60mm Depth m² 500

40 0-80mm Depth m² 625
41 0-100mm Depth m² 800
42 0-125mm Depth m² 1,000
43 0-150mm Depth m² 1,200
44 0-200mm Depth m² 1,600
40N Concrete Repairs: Saw cut at edges, chip out defective
concrete, grit blast and coat rebar, erect formwork as necessary
op V1
apply epoxy bonding agent cast micro-concrete finish and wet
cure:
Vertical Surface
45 0-80mm Depth m² 380
46 0-100mm Depth m² 410
47
C -
0-120mm Depth m² 450
y
48
49
0-150mm Depth
0-200mm Depth
C m²
m²
500
575
50 0-250mm Depth m² 650
C
51 0-300mm Depth m² 725
Horizontal Surface
Q
52 0-80mm Depth m² 350

53 0-100mm Depth m² 380
54 0-120mm Depth m² 410
55 0-150mm Depth m² 455
56 0-200mm Depth m² 530
57 0-250mm Depth m² 605
58 0-300mm Depth m² 680
Shotcrete Repairs: Saw cut at edges, chip out defective
concrete, grit blast and coat rebar, apply shot-Crete, finish and
wet cure:
Overhead Surface
59 0-40mm Depth m² 425
60 0-60mm Depth m² 480
61 0-80mm Depth m² 535
62 0-100mm Depth m² 590
63 0-125mm Depth m² 670
64 0-150mm Depth m² 750
Vertical Surface
65 0-40mm Depth m² 415
66 0-60mm Depth m² 465
67 0-80mm Depth m² 515
68 0-100mm Depth m² 570
69 0-125mm Depth m² 630
70 0-150mm Depth m² 690
71 Install new reinforcing bars. Kg 650
72 Drill grout rebar dowels with chemical resin each 3
PAGE 372

Item Rate
Description Unit
No. (AED)
Complete Demolition and Concrete Replacement

Saw cut at edges, completely demolish and remove member, form,
73 m³ 900
place rebar, cast with typical 40N concrete, finish and wet cure.
Tie-Rod and Step-Iron Removal
Chip out concrete, cut back tie-rod or step-iron 40mm below surface
74 each 100
and fill with epoxy mortar.
Typical Surface Preparation
Clean (after grit blasting) and apply epoxy filler over entire concrete
op V1
75 m² 30
surface.
76 Apply polyurethane flexible coating system m² 55
77 Apply 400 micron solvent free epoxy coating system m² 40
78 Apply UV stable top coat on exterior coating system. m² 20
79
C -
Remove sealants from concrete joints and replace with 2 part
m 200
y
polysulphide as directed by the Engineer.
C
Breakout and remove pipe penetrations and replace pipe or sleeve
80 each 1,000
with non-shrink cementious grout (seal all pipe penetrations).
C
Breakout and remove cover frames and fill cavity with cementious
81 each 500
mortar
Install light duty hinged aluminium access covers & frames
Q
82 900mm x 1300mm opening size. each 8,000

85 500mm x 500mm opening size each 3,000
PAGE 373

Item Rate
Description Unit
No. (AED)
Cleaning (Sand-blasting/grit blasting) and recoating steel with solvent

96 each 200
free epoxy (400 micron)
97 Install new aluminium ladders m 400
98 Install new air vents to match the existing each 2,000

Install 4mm torch applied waterproof membrane with protection
99 m² 40
board on exterior concrete surfaces
op V1
100 Install 50mm protective screed over waterproof membrane m² 20
101 Install aluminium flashing for waterproof membrane m 10
Conduct leakage test for reservoir
102
C -
Up to 200,000 gallons capacity No. 4,000
y
103
C
Up to 300,000 gallons capacity No. 6,000
C
CONCRETE
Q
Item Rate
Description Unit
No. (AED)
Repair works using concrete in accordance with the preamble of the
1 Schedules of Rates and other applicable Sections of Tender
Documents, with breaking of the existing concrete as follows:
1.1 In Walls
1 Removal of the concrete to a depth of 40mm and complete repair
a) At height: from 0 to 2m m² 260
b) At height: from 2 to 4m m² 280
c) At height: from 4 to 6m m² 300
1.2 In floor, top slab and anywhere apart from walls & soffit slab
PAGE 374

1 Removal of the concrete to a depth of 40mm and complete repair. m² 410

3 Removal of the concrete to a depth of 100mm and complete repair m² 475
4 Removal of the concrete to a depth of 130 mm and complete repair. m² 540
1.3 Concrete below ground level (Normally in contact with soil)
a) At depth below ground less than 2m m² 300
b) At depth below ground from 2 to 4m m² 350
c) At depth more than 4m below ground level m² 400
op V1
C -
y
4 Removal of the concrete to a depth of 130 mm and complete repair
C
C
Concrete Cont’d.
Q
Item Rate
Description Unit
No. (AED)
5 Removal of the concrete to a depth of 160mm and complete repair.
Repair works using Shotcrete in accordance with the preamble of the
2 Schedules of Rates and other applicable Sections of Tender Documents,
with breaking of the existing concrete as follows:
2.1 In Walls
PAGE 375


2.2 Soffit Slabs
2.3 Concrete below ground level (normally in contact with soil)
op V1
C -
y
C
C

Q
Concrete Cont’d.
Item Rate
Description Unit
No. (AED)
4 Removal of the concrete to a depth of 130 mm and complete repair.
5 Removal of the concrete to a depth of 160 mm and complete repair.
3
2.4 Partial or full concrete replacement in columns m 1700
3
2.5 Partial or full concrete replacement in cantilever. m 1700
3
2.6 Partial or full concrete replacement in equipment base. m 1850
3
2.7 Partial or full concrete replacement in top slabs of the reservoirs. m 2000
3
2.8 Partial or full concrete replacement anywhere apart from 2.4, 2.5, 2.6 & 2.7 m 1700
Replacement of existing concrete screed and complete works in accordance 3
1 m 1800
with the preamble of the Schedules of Rates.
Repair works using grout: in accordance with the preamble of the Schedules of 3
2 m 6000
Rates.
Repair works using Micro-concrete: in accordance with the preamble of
2.9 the Schedules of Rates and other applicable Sections of Tender
PAGE 376


3 Removal of the concrete to a depth of 100 mm and complete repair m² 640
3
2.10 Removal of existing reinforced concrete any where m 400
Repair works on existing pipes crossing in accordance with paragraph 34 of the
2.11 No. 1000
preamble of the Schedules of Rates.
Repair of dead cracks under moist condition (injection to variable depths
2.12 through the concrete), in accordance with paragraph 35 of the preamble of the lm 350
Schedules of Rates.
2.13 Repair of dead cracks in dry conditions in accordance with the preamble
of the Schedules of Rates and other applicable Sections of Tender
op V1
Documents:
1 By opening and filling with cement slurry (with suitable adhesive). lm 50
2 By opening and filling with appropriate sealant. lm 70
3 By injection of epoxy. lm 250
2.14 Removal of the existing Sealant and apply new Sealant as specified lm 90
C - 3
y
Repair of the settled ground elements in accordance with Paragraph 36 of the m 1500
2.15
C
Raising the level of the concrete top cover slab and complete works as
2.16 described in particular specification Section II.3.6. and in accordance with
C
paragraph 31 of the preamble of the Schedules of Rates:
3
a) Removal of existing reinforced concrete m 400
3
b) New reinforced concrete and complete works m 1100
Q
Repair works using Epoxy Mortar: in accordance with Paragraph 31 of the

preamble of the Schedules of Rates and other applicable Sections of
2.17
Tender Documents, with breaking and sandblasting of the existing
concrete as follows:
3 Removal of the concrete to a depth of 8mm and complete repair m² 200
Concrete Cont’d.
Item Rate
Description Unit
No. (AED)
Excavation and re-filling of soil including compaction and complete works in
2.18
accordance with the preamble of the Schedules of Rates:
3
1 At depth: from 0 to 1m m 75
3
2 At depth: from 1m to 2m m 110
3
3
Removal and reinstatement of existing soil's finishes (external ground finishes)
2.19 and complete works in accordance with the preamble of the Schedules of Rates
as follows:
2
1 Removal of the existing tiles and cushion. m 30
2
2 Reinstatement of finishes using same existing tiles m 40
2
3 Reinstatement of finishes using new similar tiles. m 90
2
4 Removal of the existing asphalt. m 40
2
5 Reinstatement of the existing asphalt. m 100
PAGE 377

2.20 Repair of dis-bonding / damaged plaster as described in particular

specifications
1 Internal plaster m² 30
2 External plaster m² 45
External painting works as described in particular specifications (painting not
2.21
related to repair works):
1 Removal of existing paints m² 10
2 Preparation, application of new paint and complete works m² 40
3 Removal of existing tyrolean m² 10
Rehabilitation of the waterproofing as described in particular specifications
2.22 section II.3.3. and in accordance with paragraph 42 of the preamble of the
Schedules of Rates:
1 Rectification of defective waterproofing to underground concrete. m² 70
op V1
2 Rectification of waterproofing termination to underground concrete including
lm 50
Aluminium flashing and sealant.
Construction of pavement (access road) and complete works as per particular
2.23 specifications section II.3.5. and in accordance with paragraph 43 of the m² 120
C -
y
Cleaning (sandblasting, etc.) and re-coating of steel covers, frames, mechanical
2.24
C
pipes, fittings, etc. and complete works as described in particular specifications.
and in accordance with the preamble of the Schedules of Rates:
1 Steel cover and frame No. 200
C
2 Steel ladder No. 250
3 Handrail lm 50
4 Grating m² 100
Q
5 Chequered plates m² 100

6 Pipes and related fittings:
a) Dia. up to 6" lm 50
b) Dia. greater than 6" and less than 12" lm 80
c) Dia. greater than 12" lm 150
7 Valve No. 500
Supply and fix new hand railing similar to the existing and as per particular
2.25 specifications Section II.2.13.E lm 200
Concrete Cont’d.
Item Rate
Description Unit
No. (AED)
Application of coating on concrete and complete works as per
particular specifications section II.2.13. and in accordance with
2.26
paragraph 40 of the preamble to the Schedules of Rates and other
applicable Sections of Tender Documents:
A On Floor
2
1 Impregnating coating m 30
2
2 Protective coating System “A” m 65
2
3 Protective coating System “B” m 100
2
4 Protective coating System “C” m 70
2
5 Surface concrete sealer containing Migrating Corrosion Inhibitor and m 43
Silicate.
B On any area but not on floors
2
1 Impregnating coating m 33
PAGE 378

2
2 Protective coating System “A” m 70
2
3 Protective coating System “B” m 120
2
4 Protective coating System “C" m 75
2
5 Protective coating System “D” m 40
2
6 Surface concrete sealer containing Migrating Corrosion Inhibitor and m 45
Silicate.
2.27 Removal of existing coating m² 25
Repair works in soffit slabs using pre-packed mortar in accordance
2.28 with paragraph 31 of the preamble of the Schedules of Rates and
other applicable Sections of Tender Documents, with breaking of
the existing concrete as follows:
op V1
Repair works using pre-packed mortar (anywhere but not in soffit
slabs) in accordance with paragraph 31 of the preamble of the
B
Schedules of Rates and other applicable Sections of Tender
C -
y
1
C
Removal of the concrete to a depth of 20 mm and complete repair m² 200
C
Remove all mud, debris and other loose material after draining the Item 4,000
2.29
reservoir and wash the interior with clean water
Q
Providing temporary arrangements for maintaining supply of irrigation

2.30 water to the plantation/green areas in accordance with particular Item 85,000
Specifications
LABORATORY SAMPLING AND TESTING

Item No.
Description Unit Rate (AED)
PAGE 379

Drilling and collecting dust samples for the purpose of

chemical tests:
1 In three depth increments at one location: 0 to 30mm, 30 to Lc. 60

70mm, 70 to 100mm.
2 In two depth increments at one location: 0 to 30mm, 30 to Lc. 55

70mm.
3
Measuring the chlorite ion content for an increment collected No. 70
in 3.1 above.
4
No. 75
op V1
Measuring the sulphate content for an increment collected in
3.1 above.
5
Performing the “Half Cell Potential” test including concrete
cover thickness at break out connection and interpretation of
test results in accordance with relative standards. M² 250
C -
Cover meter readings and recording of the results.
y
6
C
Measuring the carbonation depth at the same hole done in No. 50
3.1. or 3.4 above.
C
7 Drilling and collecting concrete cores and determination of
concrete density and compressive strength (crushing)
including visual examination and photographs. No. 750
Q
8
Cement Content test for drilled core above. No. 620
9
a) Witnessing hole (20 x 20 cm) No. 80
b) Reinstatement of witnessing hole with grout No. 100
CIVIL WORKS
I. PVC-u Gravity Lines, Standard
Average Depth to PVC-u Gravity Pipeline with Granular Bed and Surround
Invert Class 10, Standard Length, OD (mm)
Item
A B C D E F G H
(m) 110 160 225 280 315 400 450 500
1 ≤ 1.5 185 220 265 335 440 530 645 740
2 > 1.5 ≤ 2.0 220 245 290 360 460 555 670 760
3 > 2.0 ≤ 3.0 245 280 335 395 500 590 705 795
4 > 3.0 ≤ 4.5 280 310 360 430 530 625 740 830
PAGE 380

5 > 4.5 ≤ 6.0 325 360 405 475 575 670 785 875
6 > 6.0 ≤ 7.5 380 415 460 530 635 725 840 935
7 > 7.5 ≤ 9.0 450 485 530 600 705 795 910 1000
8 > 9.0 ≤ 10.5 520 555 600 670 770 865 980 1070
9 > 10.5 ≤ 12.0 600 635 680 750 855 945 1060 1150
op V1
10 > 12.0 680 715 760 830 935 1025 1140 1235
C -
y
II. U-PVC Gravity Lines, Extra Over
C
Extra Over PVC-u Gravity Pipeline
C
OD (mm)
Item Description
A B C D E F G H
110 160 225 280 315 400 450 500
Q
1  For Class 16 pipe 25 35 60 70 105 140 N/A N/A
2 Concrete (B15) surround 115 135 150 175 200 220 255 290
4 For 3.0m pipe length 20 35 90 165 230 395 490 605
III. GRP Gravity Lines
Average GRP Gravity Pipeline with Granular Bed and Surround

2
Depth to Stiffness 5,000 N/m , Standard Length, DN (mm)
Item
Invert A B C D E F G H I J K L M
(m) 150 200 250 300 350 400 450 500 600 700 800 900 1000
1 ≤ 1.5 200 245 310 370 460 530 590 645 740 910 1105 1335 1565
2 > 1.5 ≤ 2.0 220 265 335 395 485 555 610 670 760 935 1130 1360 1590
3 > 2.0 ≤ 3.0 255 300 370 430 520 590 645 705 795 970 1165 1395 1625
4 > 3.0 ≤ 4.5 290 335 405 460 555 625 680 740 830 1000 1200 1430 1660
PAGE 381

5 > 4.5 ≤ 6.0 335 380 450 510 600 670 725 785 875 1045 1245 1475 1705
6 > 6.0 ≤ 7.5 395 440 510 565 660 725 785 840 935 1105 1300 1530 1760
7 > 7.5 ≤ 9.0 460 510 575 635 725 795 855 910 1000 1175 1370 1600 1830
8 > 9.0 ≤ 10.5 530 575 645 705 795 865 920 670 1070 1245 1440 1670 1900
9 > 10.5 ≤ 12.0 610 660 725 785 875 945 1000 1060 1150 1325 1520 1750 1980
op V1
10 >12.0 690 740 805 865 955 1025 1085 1140 1245 1420 1610 1850 2070
IV. GRP Gravity Lines, Extra Over

C -
y
C Extra Over GRP Gravity Pipeline
DN (mm)
Item Description
C
A B C D E F G H I J K L M
150 200 250 300 350 400 450 500 600 700 800 900 1000
Q
1 Concrete (B15) surround 135 150 175 200 220 255 290 345 405 485 575 670 750
2 Ditto B5 110 130 150 175 200 230 245 290 345 415 415 600 705
3 For 3.0 m pipe length 85 95 115 130 150 175 200 220 245 280 280 405 460
2
4 Pipe stiffness 10000 N/m 15 20 25 50 70 95 115 165 210 255
V. GRP Pressure Pipelines
GRP Pressure Pipeline with Granular Bed and Surround
Average Depth to 2
Stiffness 10,000 N/m , Standard Length, DN (mm)
Item
Invert (m) A B C D E F G
100 150 200 250 300 350 400
1 ≤ 1.5 185 220 265 335 395 485 555
2 > 1.5 ≤ 2.0 210 245 290 360 415 510 575
3 > 2.0 ≤ 3.0 245 280 325 395 450 545 610
4 > 3.0 ≤ 4.5 280 315 360 430 485 575 645
5 > 4.5 ≤ 6.0 325 360 405 475 530 625 690
PAGE 382

6 > 6.0 ≤ 7.5 380 415 460 530 590 680 750
7 > 7.5 450 485 530 600 660 750 820
VI. Extra-Over GRP Pressure Pipelines
DN (mm)
Item Description
A B C D E F G
100 150 200 250 300 350 400
op V1
1 Concrete (B15) surround 115 135 150 175 200 220 255
2 Concrete (B5) surround 95 110 130 150 175 200 230
3 For 3.0m pipe length 65 80 115 140 175 200 230
C -
y
VII. HDPE Pressure Pipelines
C
HDPE Gravity Pipeline with Granular Bed and Surround
C
SDR 17, PE 100, Standard Length, OD (mm)
Average Depth to
Item
Q
Invert (m) A B C D E F G H
110 160 225 280 315 400 450 500
1 ≤ 1.5 140 185 230 300 380 475 590 680
2 > 1.5 ≤ 2.0 165 210 255 325 405 495 610 705
3 > 2.0 ≤ 3.0 200 245 290 360 440 530 645 740
4 > 3.0 ≤ 4.5 230 280 325 395 475 565 680 775
5 > 4.5 ≤ 6.0 280 325 370 440 520 610 725 820
6 > 6.0 ≤ 7.5 335 380 430 495 575 670 785 875
7 > 7.5 405 450 500 565 645 740 855 945
VIII. Extra-Over HDPE Gravity Pipelines
OD (mm)
Item Description A B C D E F G H
110 160 225 280 315 400 450 500
PAGE 383

3 For using pipe SDR 11 20 30 60 80 105 140 165 200
IX. Storm Water Pipelines
Storm water pipelines with bedding and surround

Average Depth to
GRP RC
Item
op V1
Invert (m) A B C D E F G H I J
500 600 700 800 900 1000 1200 1400 1600 1800
1 ≤ 2.0 645 805 920 1050 1165 1280 1625 1970 2370 2545
C -
y
2 > 2.0 ≤ 3.0
C
680 855 970 1095 1210 1325 1670 2015 2415 2585
3 > 3.0 ≤ 4.5 715 900 1015 1140 1255 1370 1715 2060 2465 2630
C
4 > 4.5 ≤ 6.0 760 955 1070 1200 1315 1430 1775 2120 2520 2685
5 > 6.0 ≤ 7.5 820 1015 1130 1255 1370 1490 1830 2175 2580 2740
Q
6 > 7.5 ≤ 9.0 890 1085 1200 1325 1440 1555 1900 2245 2645 2805
7 > 9.0 ≤ 10.5 955 1165 1280 1405 1520 1635 1980 2325 2725 2885
8 > 10.5 ≤ 12.0 1035 1255 1370 1495 1610 1725 2070 2415 2820 2970
9 > 12.0 ≤ 13.5 1120 1350 1465 1590 1705 1820 2165 2510 2910 3060
10 > 13.5 1210 1440 1555 1680 1800 1910 2255 2600 3000 3150
X. PVC-u Drainage Lines
PVC-u Perforated Pipeline with Granular Surround till 50 cm below Ground

Level
Average Depth to
Item Class 10, Standard Length, OD (mm)
Invert (m)
A B C D E F G H
110 160 225 280 315 400 450 500
1 ≤ 1.5 210 235 275 345 440 530 640 760
2 > 1.5 ≤ 2.0 230 255 300 365 465 550 660 785
PAGE 384

3 > 2.0 ≤ 3.0 265 290 330 400 495 585 695 820
4 > 3.0 ≤ 4.5 295 320 365 430 530 620 730 855
5 > 4.5 ≤ 6.0 340 365 410 475 575 660 770 900
6 > 6.0 ≤ 7.5 395 420 465 530 630 715 825 955
7 > 7.5 450 475 520 585 685 770 880 1015
XI. Gravity Sewers, Structures
op V1
Item Description Unit Rate
Provide, place and connect to sewer concrete chambers and manhole
complete with 5cm blinding B15, cast iron cover and frame class B125
clear opening 60cm dia. cast into concrete slab, GRP sealing plate,
C -
benching, lining, coating, external protection, wrapping, ladders, all as
y
specified and shown in drawings or as instructed by the Engineer, allow
C
for extra excavation, backfill, labour, plant, material and all incidental
works:
Type “II” base unit 100cm x 75cm internal size, 100 cm deep between top of
C
1 No. 6,325
cover slab & invert level of sewer
Type “III” base unit 100cm x 60cm internal size, 80 cm deep between top of
2 No. 5,750
Q
cover slab & invert level of sewer

3 Add. height of shaft, for type “II” m 2,645
4 Ditto but for type “III” m 2,300
5 R.C. adjustment piece, 25cm high for manhole type “II” No. 1,265
6 Ditto but for type “III” No. 1,035
Construct external backdrop, allow for additional excavation, backfill, material,
7 labour, plant and all incidental works, base unit 100 cm high measured between No. 2,875
invert levels
Ditto but internal, material, labour, plant and all incidental works, base unit 100
8 No. 2,300
cm high measured between invert levels
9 Additional height of external backdrop m 1,035
10 Additional height of internal backdrop m 1,035
Construct dam above pipeline and around structures up to design ground level
3
11 with imported granular material, compact at optimal moisture content as m 60
specified and instructed by Engineer
Extra over manhole base unit if cast iron cover and frame clear opening 90cm
12 No. 690
dia. Class D400 are used instead of class B125 clear opening 60cm dia.
13 Ditto but clear opening 75cm dia. Ditto No. 460
14 Ditto but clear opening 60cm dia. Ditto No 290
Gravity Sewers, Structures Cont’d.

Extra over pipe laying for supply, cast into concrete walls of chambers
and manholes special PVC-u sleeves Class 10, connect to pipes
15 OD 110mm complete with 75cm connection piece No. 105
PAGE 385

16 Ditto but OD 160mm No. 115

23 OD 110 mm complete with water tight plug No. 95
op V1
and manholes special PVC-u sleeves Class 16, connect to pipes
31
C -
OD 110mm complete with 75cm connection piece No. 115
y
33 Ditto but OD 225mm
C No. 185
C
Q
and manholes special GRP sleeves, connect to pipes

37 DN 150mm complete with 75cm connection piece No. 200
38 Ditto but DN 200mm No. 240
46 Ditto but DN 700mm No. 1,140
50 DN 150mm complete with water tight plug No. 140
XII. Storm Water Structures
PAGE 386


Provide, place and connect to storm water drain pre-cast concrete
chambers and manhole complete with blinding B15, cast iron cover
and frame cast into concrete slab B125 60cm dia., PVC/HDPE lining,
external protection membrane, wrapping all as specified and shown on
drawings or as instructed by the Engineer, allow for extra excavation,
backfill, labour, plant, material and all incidental works:
Type “I” base unit 150cm internal dia. 150cm deep between top of cover
1 No. 16,100
slab & invert level of pipe
Type “II” Sand trap manhole base unit 150cm internal dia., 150cm deep
2 No. 17,250
between top of cover slab & invert level of pipe
3 Add. height of shaft, internal dia. 150cm m 4,140
op V1
4 R.C. adjustment ring, 25cm high for manhole shaft internal dia. 150cm No. 1,610
Extra over manhole base unit if cast iron cover and frame class B125 clear
5 No 460
opening 75 cm dia. are used instead of class B125 clear opening 60cm dia.
6 Ditto but 90cm dia. ditto No 690
Extra over manhole base unit if cast iron cover and frame clear opening 75
7
C -
cm dia. Class D400 are used instead of class B125
No 400
y
8
C
Ditto but 90cm dia. ditto
The following items are for manholes Type “III”, Type “IV” & Type “V” (inlet)
No 690
works only
C
Structural excavation for manhole, part return, place in layers, compact, cart 3
9 m 100
away surplus
2
10 Plain concrete B15 in 10 cm blinding layer m 70
Q
2
11 Ditto but 5cm ditto m 40
Plain waterproof sulphate resistant concrete B35 for slabs, benching & walls 3
12 m 920
of base unit
RC waterproof B35 for intermediate slabs (reinforcement measured 3
13 m 920
separately)
14 Pre-cast waterproof plain concrete for shaft internal diameter 150 cm m 4,140
15 Ditto for internal diameter 100cm m 3,220
Reinforced waterproof concrete cover slab, 30cm thick, internal diameter
150cm including supply and fix non-ventilated cast iron manhole cover and
16 No. 5,520
frame, class B125 clear opening 90cm dia, grab bar as specified and shown
on drawings, complete (reinforcement measured separately)
Extra over concrete cover slab if cast iron cover class D400 90cm dia. are
17 No. 690
used instead of B125
18 Ditto but 75cm dia. ditto No. 405
19 Ditto but cast iron grating 60 x 60cm ditto No. 290
Extra over concrete cover slab, cast iron cover and frame for side inlet
20 No. 520
grating
21 High tensile deformed reinforcement bars BSt 420/500 ton 4,600
2
22 PVC lining to walls, slabs including fixing, joining, welding, testing, etc. m 230
2
23 Extra over if HDPE (T lock / stud) used instead of PVC lining m 35
2
24 Epoxy coating, 3 coats internally, total thickness 300 micron m 55
GRP lining 5mm min. thickness to walls, slabs including fixing, joining, 2
25 m 405
lamination, testing etc. as specified
26 Supply and fix GRP ladder m 520
PAGE 387

External protection membrane (4mm min. thick) including protection board / 2

27 m 80
screed as specified and shown on drawings
XIII. Storm Water Structures, Miscellaneous

2
1 Epoxy coating, 3 coats, total thickness 300 micron, externally m 65
2 Supply and fix HDPE safety chain for pipe DN 1000mm as specified No. 575
Extra over pipe laying for supply, cast into concrete walls of
chambers and manholes special sleeves, connect to pipes, allow for
op V1
the supply of all material and incidental works all as shown on
drawings or as instructed by the Engineer
4 DN 500mm GRP complete with 75cm connection piece No. 690
5 DN 600mm RC complete with 150cm connection piece No. 890
6
C -
Ditto but DN 700mm No. 1,070
y
8 Ditto but DN 900mm
C No. 1,400
C
Q

Extra over pipe laying for supply, cast into concrete walls of
chambers and manholes special PVC-u sleeves Class 10, connect to
pipes
14 OD 160mm complete with 75 cm connection piece No. 115

21 OD 160mm complete with water tight plug No. 105
28 DN 300mm GRP complete with water tight plug No. 295
31 DN 600mm RC complete with water tight plug No. 950
PAGE 388


op V1
XIV. Pressure Pipeline Structures, General

Structural excavation for valve / transition chambers, part return, place in 3
1 m 100
layers, compact, cart away surplus
2
C -
Plain concrete B15 in 10cm blinding layer m
2
70
y
3
C
Ditto but 5cm ditto
RC waterproof concrete B35 for base slabs, walls and cover slabs of
m
2
45
3
4 m 920
chambers (reinforcement measured separately)
C
Plain waterproof B35 for fill inside chambers, support for pipes, top 3
5 m 920
trowelled smooth to falls, construct sump
Supply and fix into concrete slab, CI cover and frame class B125 clear
Q
6 No. 2,300
opening 90cm dia.
7 Ditto but 75cm dia. ditto No. 1,700
8 Ditto but 60cm dia. ditto No. 1,150
9 Ditto but 30cm dia. ditto No. 650
Extra over if class D400 is used instead of class B125 for clear opening
10 No. 690
90 cm dia.
11 Ditto but 75 cm dia. ditto No. 400
14 High tensile deformed reinforcement bars BSt 420/500 ton 4,600
PVC lining to walls, slabs including fixing, joining, welding, testing etc. for 2
15 m 230
transition chambers
2
16 Extra over if HDPE (T lock / stud) used instead of PVC lining m 35
2
17 Epoxy coating, 3 coats, total thickness 300 micron (Internally) m 55
Epoxy coating, 3 coats, total thickness 300 micron for top of reinforced 2
18 m 65
concrete cover slab
GRP lining 7mm min. thickness to walls, slabs including fixing, joining, 2
19 m 460
lamination, testing etc. as specified
2
20 m 80
External protection membrane (4mm min. thick) including protection
PAGE 389

board / screed as specified and shown on drawings
21 Supply and fix GRP ladder inside valve / transition chambers m 520
Supply, cast into concrete slabs aluminium ventilation pipe DN 100 with
22 No. 485
puddle flange and vent cap as specified
23 Supply, install marker post as specified, allow for all incidental works No. 635
Extra over pipe laying for providing low strength surround as specified,
op V1
24 m 100
allow for extra excavation and incidental works
25 Ditto but concrete surround class B15 ditto m 150
C -
Extra over pipe laying for supply, cast into concrete thrust block, connect
y
26 No. 485
27
0
C
to pipelines 90 bend DN 100mm GRP, PN 10
Ditto but DN 150 ditto No. 555
28 Ditto but DN 200 ditto No. 635
C
Q
32 Ditto but DN 400 ditto No. 1,265

0 0
33 Ditto but for 45 / 22.5 bend DN 100 GRP ditto No. 390
XV. Pressure Pipeline Structures, DI - Fittings & Appurtenances

Supply and install ductile cast iron pipes, fittings and
appurtenances, PN 10 bars, connect to pipes and fittings, allow for
supply all jointing material and incidental works as specified
1 All flanged tee DN 100 / 100 No. 625
2 Ditto but DN 150 / 150 No. 875
3 Ditto but DN 200 / 200 No. 1,190
4 Ditto but DN 250 / 250 No. 1,875
5 Ditto but DN 300 / 300 No. 2,625
6 Ditto but DN 350 / 350 No. 3,500
7 Ditto but DN 400 / 400 No. 5,250
8 Ditto but DN 150 / 100 No. 690
9 Ditto but DN 200 / 100 No. 1,000
10 Ditto but DN 250 / 100 No. 1,375
PAGE 390

11 Ditto but DN 300 / 100 No. 1,690

12 Ditto but DN 400 / 100 No. 2,000
13 Ditto but DN 400 / 150 No. 2,500
14 All flanged inverted tee DN 150 / 100 No. 690
15 Ditto but DN 200 / 100 No. 1,000
16 Ditto but DN 250 / 150 No. 1,500
17 Ditto but DN 300 / 150 No. 2,000
18 Ditto but DN 400 / 200 No. 2,500
19 Ditto but DN 400 / 150 No. 3,000
20 Cross flanged tee DN 200 No. 2,500
21 Ditto DN 150 No. 3,125
22 Double flanged taper DN 200 / 150 No. 1,125
op V1
23 Ditto but DN 150 / 100 No. 815
24 Ditto but DN 100 / 80 No. 500
25 Non-standard dimension tee DN 100 / 100 No. 875
26 Ditto but DN 150 / 150 No. 1,190
27
C -
Ditto but DN 200 / 200 No. 1,625
y
XVI.
C
Pressure Pipelines HDPE Fittings & Appurtenances
Extra over pipe laying for the supply and casting into concrete, connecting to pipeline
C
OD
Q
Item Description Unit

110 160 225 280 315 400 450 500
O
1 Bend 90 No. 185 290 430 635 1,012 1,520 2,660 3,670
O O
2 Bend 22.5 / 45 No. 115 200 280 430 690 970 1,380 1,610
Stub flange with GI backing

3 No. 300 495 1,085 1,380 1,840 3,565 3,800 4,140
ring
4 Equal TEE No. 175 280 380 625 1,085 1,850 2,530 3,105
5 Flanged Pipe m 230 270 370 495 670 890 1,015 1,265
XVII. Pressure Pipeline HDPE Fittings
Extra-over pipe laying for supply, installation of reducer including providing all material, labour,
etc.
Item Description Unit Rate Item Description Unit Rate
PAGE 391

1 OD 160 x 110 No. 200 11 OD 400 x 110 No. 1,610

2 OD 225 x 110 No. 400 12 OD 400 x 160 No. 1,670
3 OD 225 x 160 No. 415 13 OD 400 x 225 No. 1,725
4 OD 280 x 110 No. 460 14 OD 400 x 280 No. 1,850
5 OD 280 x 160 No. 500 15 OD 400 x 315 No. 1,950
6 OD 280 x 225 No. 510 16 OD 450 x 110 No. 1,725
7 OD 315 x 110 No. 1275 17 OD 450 x 160 No. 1,785
8 OD 315 x 160 No. 1325 18 OD 450 x 225 No. 1,840
9 OD 315 x 225 No. 1450 19 OD 450 x 280 No. 1,955
10 OD 315 x 280 No. 1500 20 OD 450 x 315 No. 2,070
op V1
21 OD 450x 400 No. 2,300
XVIII. Pressure Pipeline Accessories
Diameter (mm)
C -
y
Item
C Unit A B C D E F G H
Description
C
80 100 150 200 250 300 350 400
Q
Ductile Iron Fittings & Appurtenances
1 Dismantling piece No. 2,850 3,250 3,600 4,900 6,200 7,350 8,750
0
2 Double flanged 90 bend No. 500 625 825 1,200 1,600 2,000 2,450
0
3 Ditto 45 bend No. 450 575 750 1,150 1,400 1,850 2,150
0
4 Ditto 22.5 bend No. 375 500 700 1,000 1,250 1,625 2,000
5 Gate valve with hand wheel No. 1,400 1,900 3,300 4,700 6,100 8,750 12,000
6 Air valve No. 5,000 8,750 11,875 13,750
7 Non return valve No. 3,150 4,375 6,250
8 X Blind flange No. 375 575 750
9 Quick coupling connection No. 1,875 2,750 3,750
10 Pipe cut to length (flanges measured m 325 400 500 825 1,250 1,750 2,250
separately)
11 Flanges cast or welded to pipe No. 250 350 450 700 1,150 1,650 2,000
12 Puddle flange ditto No. 1,000 1,250 1,650 2,000 3,000 3,750 4,500
GRP Pipes & Flanges
GRP Pipe cut to length (flanges measured
13 m 130 160 200 230 300 350 460
separately), allow for jointing material and all
incidental works
PAGE 392

GRP Flanges (including puddle flange) welded

14 No. 800 1,150 1,400 2,070 2,530 3,000 4,025
and laminated to pipe ditto
XIX. Miscellaneous Items
Diameter of pipe
item Description Unit A B C D
100 - 300 350 - 600 700 - 1000 > 1000
Extra over pipe laying for replacing unsuitable material beneath formation level at any depth over the entire width of
op V1
trench with imported suitable material for
1 depth 25cm below formation m 40 60 80 105

2 Ditto 50cm below formation m 80 115 165 210
3 Depth 75cm below formation m 120 175 245 310
C -
y
4 Ditto but 100cm below formation m 160 230 325 415
5 Ditto but 125cm below formation
C m 200 290 405 520
6 Ditto but 150cm below formation m 240 345 485 625
C
E.O Pipeline for breaking concrete pavement, disposal of debris, m
7 185 230 325 395
reinstating after completion of works
Q
8 Ditto but for interlocking tiles m 115 150 185 210

9 Ditto but for concrete tiles m 105 130 165 185
10 Ditto but for asphalt pavement m 255 300 345 405
11 Ditto but for curb stone m 60 70 80 95
12 E.O pipeline for cutting green grass and planted area, disposal m 175 230 300 345
of debris, reinstating after completion of works
XX. Back Drops
Pipe Diameter (mm)
A B C D E F G H I J
Item Unit
Description
100 150 200 250 300 350 400 450 500 600
Construct of new internal backdrop

on existing manhole or chamber,
1 height 1.0m measured between No. 2,300 2,875 3,335 4,025 4,600 5,290 5,750 6,440 6,900 7,475
invert levels of pipelines and make
connection
PAGE 393

2 Additional height of backdrop m 1,035
E.O pipeline for additional

measures for construction of new
3 external backdrop on existing port No. 1,725 1,725 1,725 2,200 2,200 2,200 2,875 2,875 2,875 3,450
and make connection (Backdrop
measured separately)
E.O pipe laying for crossing of
op V1
pipeline under wall, fence etc. allow
4 No 690 690 690 1,035 1,150 1,150 1,725 1,725 1,725 2,070
for protection existing facilities,
observing rest hours
C -
y
XXI. Disposal of Sewage
C
C
Arrange for temporary disposal of sewage by over pumping or carting away and
Q
1 disposal of sewage as approved by concerned Authorities, as instructed by the No. 3,500

Engineer
Empty soak away and septic tank from sewage, demolish, cart away debris, dispose
2 of as specified, bring in imported suitable approved material, place in layers and No. 5,200
compact
Empty existing chamber or manhole from sewage, arrange for discharge of sewage
3 during construction, flush out, clean, demolish, existing benching, cut pipes to match No. 5,750
wall surface, grout, reconstruct benching and connect to pipeline complete
XXII. Civil Works
Provide, place, connect to sewer pre-cast concrete sand trap, allow for all incidental
1 No. 5,750
works as shown in the drawings
PAGE 394

Connect new pipeline to existing manhole allow for cutting opening in concrete /
block masonry wall and make good after installing sleeve including re-benching and
2 No. 4,370
all incidental works and material for GRP / PVC-u pipes up to DN 200 mm, (special
sleeve and 75cm long connection piece are measured separately)
3 Ditto but for pipe DN 250mm ditto No. 5,175
7,015
op V1
5 Ditto but for pipe DN 350mm ditto No.
C -
Extra over manholes for constructing new manhole on existing line DN ≤ 200, allow
y
C
for dealing with flow, exposing pipes, cutting to length, chamfering, connecting to
7 pipes and manholes, all extra excavation, material, labour, plant, flushing the pipes No. 8,050
C
between the manholes, backfill and incidental works, (special sleeve and 75 cm
long connection piece measured separately)
Q
8 Ditto but for DN 250mm ditto No. 9,200
9 Ditto but for DN 300mm ditto No. 10,350
Expose existing pipeline DN ≤ 300mm & depth from GL to IL ≤ 3m, remove and
10 dispose of pipes and surround, bring in approved material, place in layer and m 405
compact, allow for all incidental works and material
11 Ditto but depth > 3m & ≤ 6m ditto m 520
12 Ditto but depth > 6m ditto m 575
13 Allow for cleaning and grouting of existing pipeline DN 150 m 210
14 Ditto but DN 200 ditto m 230
PAGE 395

Demolish inspection chamber or manholes not exceeding 4m deep (measured

17 between CL and invert level of sewer), cart away and dispose of debris, bring in No. 5,750
suitable imported approved material, place in layers and compact
18 Ditto but depth > 4m and ≤ 6m ditto No. 6,900
19 Ditto but depth > 6m ditto No. 8,050
Carefully expose of existing manhole Type ‘I’, depth ≤ 4m, and shift and place it to
20 No. 4,025
op V1
new location including connecting to sewer line including all incidental works
21 Ditto but for manhole Type ‘II’ & depth ≤ 2m ditto No. 4,600
C -
y
Civil Works Cont’d.
C
C
3
22 Abortive excavation for pipeline and structures m 105
Q
Excavate, expose existing manhole, carefully remove RC cover slab, seal plate,
set aside for reuse, repair, clean, recoat RC cover, repaint CI/DI cover & frame,
23 No. 1,725
set aside for reinstallation, including provide all safety precaution to execute
works
Carefully remove pre-cast concrete rings of existing manhole, repair, store,

24 No. 920
reinstall, allow for all incidental works
Prepare joint on top of existing manhole shaft to receive new shaft / ring or
25 cover slab, place bentonite strips, joint sealant, laminate all as specified and No. 1,495
instructed by Engineer, internal diameter 150cm
26 Ditto but for internal diameter 100cm No. 1,150
PAGE 396

Construct pre-cast RC shaft B35 on existing manhole, internal dia.150cm, 25

cm thick. to adjust final cover levels, height variable > 25cm, allow for GRP
28 m 4,600
lining, external coating and wrapping, joint sealant, laminate and all incidental
works, complete
29 Ditto but for internal diameter 100cm m 3,450
30 Ditto but for internal diameter 80cm m 2,875
op V1
Supply and install RC rings, internal diameter 150cm, allow for GRP lining,
31 external coating & wrapping, joint sealant, laminate and all incidental works, No. 1,725
complete as specified and shown on the drawings
32
C -
Ditto but for internal diameter 100cm No. 1,380
y
C
C
Supply and install GRP ladder in existing manhole, connect to existing, allow for
34 m 635
all incidental works complete.
Q
Reinstall concrete cover slab (previously removed), allow for all incidental works
35 No. 690
complete.
Supply and install GRP seal plate for existing manhole (up to cover opening
36 No. 460
internal diameter 750mm)
E.O pipe laying for Demolition of existing external Backdrop at any depth,
37 including removing and cart away of debris, dealing with flow and any other No. 5,750
work for making good new connection.
Ditto, but for dismantling existing internal Backdrop at any depth including
38 No. 4,050
dealing with flow and any other work for making good new connection.
Demolish existing pumping station (depth to invert from existing ground level not
exceeding 5m) and associated structures, cart away and dispose of debris,
39 No. 60,000
bring in suitable approved material, place in layers, compact, including all
incidental works (dismantling of existing M & E works shall be paid separately)
PAGE 397

40 Ditto but depth to invert exceeding 5m and not exceeding 10m No. 80,000
Dismantle M & E works from existing pumping station (depth to invert from
existing ground level not exceeding 5m) and associated structures, clean,
42 No 25,000
handover to authorities as instructed, co-ordinate with concerned authorities,
including all incidental works
op V1
45
C -
Replace soft spots with granular material m
3
70
y
46
C
Ditto but with concrete B15 m
3
520
C
Construct dam above pipeline and around structures up to design ground level
3
47 with imported granular material, compact as specified and instructed by the m 60
Q
Engineer
Extra over pipe laying for supply, install PVC-u pipe end OD 160 mm, allow for
48 the supply of bend, pipe, coupling, UV resistant pipe, UV resistant plug, plain No. 865
concrete B35 and all material and incidental works as shown on drawing
49 Ditto but for OD 225mm No. 1,035
Extra over pipe laying for supply and install PVC-u Tee OD 160mm, allow for
55 No. 460
supply of all material and incidental works
PAGE 398

56 Ditto but for OD 225mm No. 575
op V1
61 Ditto but for OD 500mm No 1,610
Extra over pipe laying for supply and install PVC-u cross piece OD 160mm,
62 No. 690
allow for supply of all material and incidental works
C -
y
63 Ditto but for OD 225mm
C No. 1,035
C
Q
Construct road drain, allow for excavation and incidental works, 5cm blinding
B15, supply and installation of prefabricated plain concrete bottom part, precast
reinforced concrete cover slabs set in cement and sand mortar, filling of working
69 space with concrete B15, making good asphalt including sealing joint between m 2,300
concrete and asphalt, including supply and installation of material, plant and
labour, cast iron grating and frame class D400, 300mm wide and all incidental
works
Construct 25cm thick wall for road drain with varying height between cover
2
70 slabs and bottom part in plain concrete B35 to adjust levels between invert of m 230
drain and road surface
PAGE 399

71 Removal and reinstatement of existing road warning sign boards No. 290
72 Ditto but road directional sign boards No. 1,610
3
73 Construct inspection chamber in solid cement block work m 690
Allow for cutting opening in concrete/block masonry wall of valve chamber of

pumping station and making good connection after installing pipe/pipe fittings
74 No. 4,750
including all incidental works for DI /HDPE/GRP/PVC-u pipes up to DN 200mm
op V1
(pipe/pipe fittings measured separately)
75 Ditto but for DN > 200 ≤ 400mm ditto No. 6,250
C -
Allow for dismantling existing flanged DI/HDPE/GRP/PVC-u pipe (up to DN 200
y
76
C
mm) with/without socket and plug, clean (to the satisfaction of Engineer), deliver
No. 1,200
to Department Stores including making good the chamber wall etc. as
C
instructed by the Engineer, all incidental works

Q
78 Ditto but for valves DN up to 200mm ditto No. 2,250
Ditto but for fittings like reducer tee, blind flanges, bends (of different angles)
80 No. 625
etc. DN up to 200mm ditto
XXIII. NDM Works
The rates for NDM shall be the total price per meter for all works required to construct the
required pipeline lengths by non-disruptive methods, at any depth (but not limiting to NDM
driving, establish and monitor surface movement points, etc.). The non-disruptive method shall
not disturb in any way the road surface, central reservation or footpaths, and shall not interrupt
the normal flow of traffic other than at access shafts as agreed with the Engineer.
The rates shown for pit shall include all works related (but not limiting to establish, maintain and
remove pit and facilities, fencing around pit locations, thrust block, soil investigations, design pit
PAGE 400

support system etc.). If a pit is utilized as a drive and reception pit then payment will be made for
the construction of one. pit only.
a) GRP Pipes
Unit A B C D E F G H J K
Item Description
DN 100 DN 150 DN 200 DN 250 DN 300 DN 350 DN 400 DN 450 DN 500 DN 600
1 NDM m 3,450 3,700 3,900 4,150 4,375 4,600 4,830 5,060 5,300 5,520
op V1
b) PVC–u Pipes
C -
y
C A B C D E F G H
C
OD 110 OD 160 OD 225 OD 280 OD 315 OD 400 OD 450 OD 500
Q
1 NDM m 3,450 3,700 3,900 4,150 4,375 4,600 4,830 5,060
c) RC Pipes
Unit A B C D E F G H I J
Item Description
600 700 800 900 1000 1200 1400 1600 1800 2400
1 NDM m 5,520 5,750 6,000 6,200 6,500 7,150 7,800 8,510 9,200 11,500
d) Driving / Receiving Pits in Caisson Construction
A B C D E F G H I J K L M N
Ave.
Item Unit
Depth > 3.0 ≤ > 4.0 ≤ > 5.0 ≤ > 6.0 ≤ > 7.0 ≤ > 8.0 ≤ > 9.0 ≤ > 10.0 ≤ > 11.0 ≤ >12.0 ≤ > 13.0 ≤ > 14.0 ≤
≤ 3.0 > 15.0
4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0
1 No. Rate 29,000 33,000 37,000 41,000 45,000 49,000 53,000 57,000 61,000 65,000 69,000 73,000 77,000 81,000
PAGE 401

e) Driving / Receiving Pits In Interlocking Sheet Pile Construction
Ave.
Item Unit
Depth > 3.0 ≤ > 4.0 ≤ > 5.0 ≤ > 6.0 ≤ > 7.0 ≤ > 8.0 ≤ > 9.0 ≤ > 10.0 > 11.0 ≤ >12.0 ≤ > 13.0 ≤ > 14.0 ≤
≤ 3.0 > 15.0
4.0 5.0 6.0 7.0 8.0 9.0 10.0 ≤ 11.0 12.0 13.0 14.0 15.0
27,00
1 No. Rate 31,000 35,000 39,000 43,000 47,000 51,000 55,000 59,000 63,000 67,000 71,000 75,000 79,000
0
op V1
C -
y
f) Driving / Receiving Pits without using Interlocking Sheet Pile or Caisson
C
C
Ave.
Item Unit
Depth > 3.0 ≤ > 4.0 ≤ > 5.0 ≤ > 6.0 ≤ > 7.0 ≤ > 8.0 ≤ > 9.0 ≤ > 10.0 > 11.0 ≤ >12.0 ≤ > 13.0 ≤ > 14.0 ≤
≤ 3.0 > 15.0
≤ 11.0
Q
4.0 5.0 6.0 7.0 8.0 9.0 10.0 12.0 13.0 14.0 15.0
18,00
1 No. Rate 21,000 24,000 27,000 30,000 33,000 36,000 39,000 42,000 45,000 48,000 51,000 54,000 57,000
0
g) Manholes Constructed Inside Pit
1 E.O structures, allow for constructing manholes inside pits No. 3,450
XXIV. Pumping Stations, Reservoirs
2
1 Clearing and levelling of sites, remove overburden, cart away m 10
Import selected material for making up levels at building site and access
3
2 road, place in layers, compact at optimum moisture content, surface to m 60
receive sweet soil or paving
Excavate till formation level, part return, compact, cart away surplus, all as 3
3 m 120
specified
2
4 Sulphate resisting concrete class B15 in 10cm blinding layer m 70
PAGE 402

3
5 Ditto but in foundation strips m 600
3
6 B15 to make up levels below structure and for filling of soft spots m 600
Fair face reinforced waterproof concrete B35 in walls, slabs, beams,
3
7 columns, foundations for pumps and pipelines of substructures below floor m 950
level, ramps etc.
Fair face reinforced waterproof concrete B35 for columns, beams, slabs, up- 3
8 m 1,000
stand beam of roofs etc. of superstructures
Reinforced waterproof concrete B35 for junction box, service pits, light post, 3
9 m 800
foundations etc.
Plain waterproof SRC concrete B35 for fill inside sumps, valve chambers & 3
10 m 800
support for pipes, top trowelled smooth to falls, construction pump sump
11 High tensile deformed reinforcement bars ton 4,600
2
op V1
12 GRP internal lining to wall and slabs etc. m 460
2
13 External horizontal tanking including screed, etc. m 80
2
14 External vertical tanking including wrapping protection m 100
2
15 Epoxy coating externally to beams, walls, slabs etc. m 65
2
16 Epoxy coating internally m 55
Item
C - Description Unit Rate
y
C
2
17 Construct 20cm thick hollow cement block wall m 100
C
3
18 Construct using solid cement block wall m 690
2
19 Construct 10cm thick sand lime brick facing m 100
20 Damp proof course for 20cm thick wall m 7
Q
21 Ditto for 10cm wide for brick wall facing m 7

2
22 Roofing including spouts m 350
2
23 Plaster finish to internal surfaces of walls & ceilings m 30
2
24 Paint walls and ceilings m 20
2
25 Glass brick masonry in external walls m 460
2
26 Terrazzo flooring m 70
27 Terrazzo skirting m 40
28 Heavy duty anodised aluminium double panel door 2.0m x 2.50m high No. 9,200
Heavy duty anodised aluminium widow, 2 panels, overall size 1.2m x 1.2m,
29 No. 2,300
double glazed, outer glass tinted with sliding insect screen
30 Supply, install GRP ladder m 520
31 Supply, install GRP safety cage for ladder m 575
32 Supply, install stainless steel grab bar No. 185
2
33 Supply, fix GRP pultruted grating 45mm thick including angles & beams m 575
Supply install GRP handrail including post, brackets, HDPE chains, anchors
34 m 460
(S/S A4) and incidental works
2
35 Supply, install mild steel chequered plate 10mm thick with rubber mat m 1,400
Supply, cast into concrete slab cast iron cover and frame class B125, clear
36 No. 2,300
opening  900mm
37 Ditto, clear opening  750mm No. 1,700
38 Ditto, clear opening  600mm No. 1,150
39 Ditto, clear opening  300mm No. 650
41 Ditto, clear opening 1500 x 1000mm No. 6,400
PAGE 403


Extra over if class D400 is used instead of class B125, clear opening  900
44 No. 690
mm
45 Ditto but clear opening  750mm No. 400
Supply chequered plate cover 60 x 60cm x 10mm thick and frame including
49 No. 520
lifting keys, install into concrete slab
Supply, cast into concrete slabs aluminium ventilation pipe  100mm with
50 No. 485
puddle flange and vent cap
Supply and cast into concrete wall PVC-u pipe OD 225mm, Class 10 connect
51 m 175
op V1
to odour control foundation including bends, fittings and all incidental works
52 Ditto but OD 315mm m 230
Supply, place 1 No. PVC-u pipe Class 6, OD 50mm cable conduit, complete
53 with pulling wires, concrete surround B15, allow for excavation, backfill, m 60
jointing with pits, walls, water tight end cap and all incidental works
Item
C - Description Unit Rate
y
C
54 Ditto but 2 Nos. OD 50mm m 90
C
55 Ditto but for 1No. OD 75mm m 70
56 Ditto but for 2 Nos. OD 75mm m 115
Q
Supply and install FP GRP pipe DN100mm, PN10 with puddle flange,
61 m 2,100
1000mm length
62 Ditto but for DN 150mm m 2,900
63 Wall/slab penetration with pipes up to DN 200mm, length up to 500 mm max. No. 460
64 Ditto pipes DN exceeding 200mm but up to DN 400 mm ditto No. 690
65 Construct pre-cast boundary wall m 640
66 Construct wire mesh fence m 290
67 Supply and install wire mesh gate 4.0m wide, 2.0m high No. 9,200
68 Ditto 1.0m wide ditto No. 4,000
69 m 100
Construct kerbstone, placed flat on concrete B35 foundation including,
PAGE 404

packing concrete etc.

2
70 Supply and Place 8cm thick flagstones for road m 115
2
71 Place 6 cm thick flagstones for footpaths m 80
2
72 Place asphalt base course 15cm thick m 95
2
73 Place asphalt concrete 10cm thick m 230
3
74 Place imported sweet soil for plantation, spread animal manure as specified m 60
75 Plant trees and shrubs including all incidental works No. 350
op V1
Supply, fix into concrete slab, epoxy powder coated stainless steel 316L
76 No 1,800
hydraulic type access cover with frame, clear opening 150 x 150mm
77 Ditto but clear opening 600 x 600mm No 4,600

C -
y
Item
C Description Unit Rate
C
Q
Miscellaneous Works
I. Miscellaneous
1 Supply and install flap valve to suit 200mm dia. opening No. 3,300
PAGE 405

14 150mm dia. aluminum vent pipe with copper gauge over opening for air
valve chamber No. 561
15 Class B125 cover and frame to suit 750mm x 600mm clear opening with
GRP sealing plate No. 982
16 Class D400 cover and frame to suit 750mm x 600mm clear opening with
GRP sealing plate No. 1,310
op V1
20 160mm OD PVC-U capped ducts cast into concrete wall m 28
21 300mm dia. GRP capped pipe in roof slab for portable purge fan No. 1,650
C -
y
22 Stainless steel penstock to suit 800mm square opening No. 27,500
23
C
E.O Discharge chamber for special benching
a. Pumping main dia. not exceeding 150mm Item 3272
C
b. Pumping main dia. exceeding 150mm but n.e 300mm Item 4207
c. Pumping main dia. exceeding 300mm but n.e 500mm Item 5142
Q
d. Pumping main dia. exceeding 500mm but n.e 800mm Item 6,545
24 Stainless steel channel in groove for stop logs m 275
25 Bar screen 1200 x 1100mm including all fixings No. 13,200
26 Removable HDPE safety chains No. 4,125
3
27 Rock fill for slope protection including geotextile and compacted sand m 165
Soil investigation bore logs not exceeding 15m deep including testing
28 No. 4,125
and submission of soil investigation report
2
29 Sea bed level survey complete with drawing and report m 2.20
300 x 200mm flush concrete kerb including concrete foundation and
30 m 99
haunching
3
31 Compacted selected fill to access roads m 37
II. Pipe Work within the Structure

1 100mm dia. HDPE aqua grip adaptor No. 715
2 150mm dia. HDPE aqua grip adaptor No. 1,100
PAGE 406

8 300mm dia stainless steel pipe work with blank flange m 2,750
III. Replace Subsoil Drainage/Storm Water Pipelines
Average Depth to Replace existing pipes (Perforated / Closed) – all types of pipe material with surround as specified
op V1
Invert DN (mm)
Item
A B C D E F G H I J K L
100
C -
150 200 250 300 350 400 450 500 600 700 800
y
(m)
C
1 ≤ 2 400 440 490 560 660 700 770 840 900 1,000 1,150 1,350
C
2 > 2.0 ≤ 3.0 450 490 540 610 710 750 820 890 950 1,050 1,200 1,400
3 > 3.0 ≤ 4.5 500 540 590 660 760 800 870 940 1,00 1,100 1,250 1,450
Q
4 > 4.5 ≤ 6.0 550 590 640 710 810 850 920 990 0
1,05 1,150 1,300 1,500
5 > 6.0 600 640 690 760 860 900 970 1,0 0
1,10 1,200 1,350 1,550
40 0
Average Depth to Replace existing pipes (Perforated / Closed) – all types of pipe material with surround as specified
DN (mm)
Item Invert
M N O P Q R S T U
900 1000 1200 1400 1600 1800 2000 2200 2400

1 ≤(m)2 1,550 1,750 1,900 2,200 2,600 2,800 3,300 3,700 4,100
2 > 2.0 ≤ 3.0 1,600 1,800 1,950 2,250 2,650 2,850 3,350 3,750 4,150
3 > 3.0 ≤ 4.5 1,650 1,850 2,000 2,300 2,700 2,900 3,400 3,800 4,200
4 > 4.5 ≤ 6.0 1,700 1,900 2,050 2,350 2,750 2,950 3,450 3,850 4,250
5 > 6.0 1,750 1,950 2,100 2,400 2,800 3,000 3,500 3,900 4,300
IV. Cleaning and CCTV Survey of Pipelines
Item Description Unit A B C D E F G H J K L
PAGE 407

DN DN DN DN DN DN DN DN DN DN DN
100 150 200 250 300 350 400 450 500 600 700
60 90 120
Carry out inspection survey, including but
not limited to Pipeline internal cleaning,

M N O P Q R S T U V
coloured CCTV survey including in-situ
electronic data entry, production of DN DN DN DN DN DN DN DN DN

1 m DN 1800
coloured video tape recording, still colour 800 900 1000 1200 1400 1600 2000 2200 2400
op V1
photographs of Pipeline interiors, survey
log and physical features including all

120 140 160 180 200 240 260 300
incidental works to the Engineer’s approval
C -
y
C
C
V. Cleaning and CCTV Survey of Manholes
Q

Clean, Carry out inspection survey for all types of Manholes (depth from
1 cover level to invert level not exceeding 2.0m) including isolation of Manhole No. 3000
and all incidental works
2 E.O item 1 for additional height of shaft m 800
VI. Tankering

Supply and distribute irrigation water (TSE) via tanker to site utilizing refill
1 No. 154
as approved by the Engineer. 3,000 imp/gal
2 No. 176
3 No. 242
Supply and distribute irrigation water (Potable) via tanker to site utilizing
4 No. 165
refill as approved by the Engineer. 3,000 imp/gal
5 No. 187
PAGE 408

6 No. 253
Distribute irrigation water (TSE or Potable) via tanker to site utilizing refill
7 No. 132
8 No. 154
9 No. 220
op V1
C -
y
C
C
Q
PAGE 409

M & E Works
I. General

Construct Wells of internal diameter 300mm including casing and all
1 m 550
associated works
Allow for pressure testing (by water) of connection between Plant
2 Sum 7,000
installed under this Contract and pipelines
Allow for co-ordination with ADWEA, for obtaining approval for drawings,
3 Sum 5,000
installation, kWh for obtaining power supply
Allow for co-ordination charges for approval of drawings, installation for
op V1
4 Sum 3,000
obtaining telephone connection.
5 Operation & Maintenance manuals Sum 10,000
6 Hydraulic performance test of Plant Sum 5,000
7 14 days full operation of the entire plant after the issue of the PAC Sum 5,000
8
C -
Fire alarm system Sum 7,000
y
9
C
Fire extinguisher, dry powder type 5 kg, class B/C No. 750
10 Fire extinguisher, CO2 type 5 kg No. 500
C
11 Plant identification board 700 x 500mm manufactured from aluminium No. 1,500
Q
II. Cast Iron Submersible Pumps
Supply and Install submersible pumps complete with duck foot bend, stainless steel guide rails, guide
brackets and chain complete with all accessories and cable up to the junction box pump motor
protection IP68.
Discharge (l/s)
Item Unit Head (m)
20 40 60 80 100 120 140 160
1 No. 10-20 25,800 35,255 51,000 51,000 67,700 67,700 81,200 81,200
2 No. 20-30 46,130 48,150 67,700 67,700 73,525 73,525 82,975 88,150
3 No. 30-40 58,700 82,425 82,425 82,425 110,450 110,450 111,000 144,200
4 No. 40-50 60,975 71,235 110,450 111,000 144’200 164,750 164,750 170,000
5 No. 50-60 71,250 164,750 165,000 165,000 165,000 177,425 292,790 292,790
III. Duplex Stainless Steel Submersible Pumps
Duplex stainless steel submersible pumps complete with duck foot bend, stainless steel guide rails,
guide brackets & chain with accessories and cable up to the junction box, pump motor protection
IP68.
PAGE 410

Discharge (l/s)
Item Unit Head (m)
20 40 60 80 100 120 140 160
1 No. 10-20 65,870 168,915 168,915 168,915 168,915 197,500 197,500 197,500
2 No. 20-30 194,865 194,865 243,925 197,675 197,675 249,300 249,300 249,500
3 No. 30-40 140,200 264,725 249,025 267,375 267,375 267,375 319,880 319,880
4 No. 40-50 171,400 171,400 315,000 315,000 315,000 478,150 478,150 478,150
5 No. 50-60 185,725 345,825 345,825 345,825 394,740 394,740 553,155 644,000
op V1
IV. End Suction Pumps
Discharge (l/s)
Item Unit Head (m)
C -
y
20 40 60 80 100 120 140 160
C
1 No. 20 5,300 6,500 10,500
C
2 No. 25 10,000 6,800 11,200 14,000 16,200
3 No. 30 6,300 7,200 12,200 16,200 17,000 18,200
4 No. 35 6,500 6,800
Q
5 No. 40 9,000 11,000 14,000 14,000 21,600 21,600 22,700
V. Horizontal Split Case Pumps
Discharge (l/s)
Item Unit Head (m)
20 40 60 80 100 120 140 160
1 No. 20 26,500 29,500 34,750 35,000 34,700 34,300 36,250 36,600

2 No. 40 30,000 30,000 37,200 37,200 50,000 52,000 59,000 59,000
3 No. 60 31,000 31,750 52,800 58,000 58,000 58,000 66,000
4 No. 80 32,000 33,500 33,500 69,000 69,000 69,000
VI. Well Pumps
Discharge (l/s)
Item Unit Head (m)
5 - 10 10 – 15
1 No. 70 – 80 6,000 8,500
PAGE 411

2 No. 80 – 90 7,500 9,000

3 No. 90 – 100 9,000 12,000
4 No. 100 – 110 11,000 14,500
5 No. 110 - 120 13,500 16,000
VII. Diesel Pumps
Discharge (l/s)
Item Unit Head (m)
75 - 100 100 - 125 350 - 400 450 - 500
op V1
1 No. 20 – 30 25,000
2 No. 30 – 40 35,000
3 No. 50 – 60 45,000
4 No.
C - 60 – 70 50,000 75,000
y
C
VIII. Penstock
C
Penstock including non-rising stem, pedestal for manual operation, clamps etc., as shown on
Q
drawings, indicating close/open indication at MCC, material is 316 L
Diameter (mm)
Item Unit
200 250 300 350 400 500
1 No. 20,000 23,000 26,000 29,000 32,000 38,000
IX. Electromagnetic Flowmeter
Electromagnetic flow meter for pipe with transmitter, indicator, cabling and accessories sensor
material shall be from hastelloy (C), IP68.
Diameter ( mm)
Uni
Item Description A B C D E F
t
150 200 250 300 400 500
PAGE 412

Electromagnetic flow meter for pipe with

transmitter, indicator, cabling and
1 No. 10,600 12,250 15,950 18,600 25,250 28,600
accessories sensor material shall be from
hastelloy (C), IP68
2 Ditto explosion-proof No. 13,300 14,950 18,650 21,300 27,950 31,300
X. Butterfly Valve
op V1
Diameter (mm)
Item Description Unit A B C D E F
C -
y
100 150 200 300 400 500
C
1 Butterfly Valve No. 1,430 1,870 2,300 2,530 8,360 13,420
C
2 Ditto with actuator No. 9,350 11,000 13,200 16,610 22,000 26,400
Q
XI. Pressure Sustaining Valves
Diameter (mm)
Description
1 ¼’’
Item Unit A B C D E F G H I J K L
&
1 ½’’ 50 65 80 100 125 150 200 250 300 350 400 500
1 No 2,000 2,200 2,500 2,600 3,200 4,400 4,500 6,800 12,800 19,900 29,800 32,400 52,800
PAGE 413

XII. Pressure Reducing Valves
Diameter (mm)
1
Description
¼’’ A B C D E F G H I J K L M
Item Unit
&
1
50 65 80 100 125 150 200 250 300 350 400 500 600
½’’
op V1
12,500
20,000
29,800
32,400
52,600
55,600
1,850
2,000
2,300
2,400
3,000
4,200
4,400
6,700
No.
1
C -
y
XIII. Jib Crane
C
C
Swivel type davit Jib Crane complete with manually operated hoist 1000kg
Q
1 No 25,000
capacity , indicating close/open indication at MCC
2 Ditto but 1500kg capacity, Ditto No 35,000
3 Ditto but 2000kg capacity, ditto No 45,000
XIV. Over Head Crane
Swivel type davit Jib Crane complete with manually operated hoist 1000kg
1 No 25,000
capacity , indicating close/open indication at MCC
2 Ditto but 1500kg capacity, Ditto No 35,000
3 Ditto but 2000kg capacity, ditto No 45,000
XV. Switches, Sensors, Meters

Pressure gauge assembly comprising 1” service connection welded to
1 No. 2,000
DCI pipe, 3 No. 1” ball valve stainless steel, pressure gauge 150mm
PAGE 414

diameter, diaphragm and jointing fittings & appurtenances

2 Remote Control Unit (RTU), as specified No. 52,000
Float switch for pump and level control including cabling up to MCC,
3 No. 500
fixing material, weights, stainless steel rope, accessories
Piezo type level sensor IP68 including transmitter, indicator, cabling up
4 No. 5,000
to MCC, accessories etc.
Piezo resistive type pressure sensor including transmitter, indicator,
5 No. 2,500
cabling, accessories etc.
Conductivity meter IP68 including sensor and transmitter, indicator,
6 complete with all fixing material and isolating stainless steel ball valve, No. 10,000
cabling, wiring as specified
7 Salinity meter No. 12,000
op V1
XVI. Pump Control Panels (Wells)
C -
y
Pump Control Panels (Note: For individual components, refer separate
items)
C
1 Change Space heater. No. 150
C
2 Change thermostat for above. No. 150
Q
Supply and install stare-delta starter complete with

 All necessary controls, all required meters with selector switches, LED
indicators, on/off and auto-off-manual switches, all type of protection and trip
relays, pump running indicators, O/H and U/G water tank controls and level
indicators including AC3 contractors . All to be in IP54 enclosure and to the
approval of Engineer.
3 -Ditto- but from 11 – 40 Amp. TPN 50 Hz. No. 7500

4 -Ditto- but from 45 – 100 Amp. TPN 50 Hz. No. 10500
XVII. Feeder Pillars
(Note: for individual components, refer separate items).

1 Renew locks, hinges if needed. No. 50
2 Remove rust and repaint (Spray Paint powder coated). No. 150
3 Replace front cover plate, fix properly. No. 100
4 Replace door sealing and renew if required. No. 50
5 Renew RCC Foundation (make new RCC foundation). No. 250
6 Change door light switch. No. 50
Supply and install of new feeder pillars, dismantle old feeder pillar and install new feeder
pillar including disconnection of old cables and re-install all existing cables including
glanding and termination of the following rating:
PAGE 415

7 800A Incomer 8 - 0/G 100 - 250A - 500/- No. 8000

8 600A Incomer 6 -8 O/G - 60 - 200A - 400/- No. 6000
9 400A Incomer 6 - O/G - 60 - 100A - 300/- No. 4500
XVIII. Air Circuit Breakers
Trouble shoot and replace following parts of ACB and commission:

1 Charging motor. No. 2750
2 Close/trip/u/v coils/per coil. No. 1000
3 Complete Electronic Trip Unit. No. 3200
op V1
Trouble shoot and change following ACB, 50 KA, withdrawable TP, stored energy type
motorized. Remove existing ACB and modify bus-bars if needed. Re-commission.
4 630 - 1000 Amps. No. 12750
5 1250 - 1600 Amps. No. 15250
6
C -
2000 - 2500 Amps. No. 17750
y
7 3000 - 4500 Amps.
C No. 27000
XIX. MCCB’s
C
Supply, install and connect following rating fix mounted TP MCCBs, 35 KA. Removing old
Q
ones:-
1 25 Amps. No. 450
2 35/63 Amps. No. 450
3 100/125 Amps. No. 500
4 150Amps. No. 525
5 200/250 Amps No. 575
6 250/400 Amps. No. 700
7 630 Amps. No. 1500
8 800 Amps No. 2300
As above but 50 KA:
9 25 Amps. No. 570
10 35/63 Amps. No. 570
11 100/125 Amps. No. 680
12 150 Amps. No. 720
13 200/250 Amps. No. 770
14 250/400 Amps. No. 900
15 630Amps. No. 2000
16 800 Amps No. 2600
17 Supply and install door operating handle for MCCBs upto 125 Amps. No. 300
18 As above but for MCCBs above 125 Amps. No. 500
PAGE 416

XX. MCB’s

Supply, install & connect Miniature circuit breakers (MCBs), 9 KA
of following ratings. MCBs to be fixed or plug in type as required.
Remove old ones:
1 4 - 10 Amps. SP No. 25
2 16 - 40 Amps. SP No. 25
3 40 – 63 Amps. SP No. 40
4 63 - 100 Amps. SP No. 320
As above but TP MCBs, 9 KA of following rating:
op V1
5 4 - 10 Amps. TP No. 100
6 16 – 40 Amps. TP No. 100
7 40 - 63 Amps. TP No. 150
8 63 - 100 Amps. TP No. 475
9
C -
Supply and install Aux. Contact for MCBs No. 50
y
XXI. Fuses
C
C
Supply and install fuses of following ratings:

Q
1 10 - 25 Amps. No. 58
2 35 - 63 Amps. No. 58
3 80 - 160 Amps. No. 330
4 200 - 400 Amps. No. 780
5 500 - 630 Amps. No. 1700
XXII. Contactors
Change following rating TP Contactors. Remove old ones, Re-

commission:
1 Up to 5 KW AC3 No. 120
2 5.1 - 10 KW AC3 No. 170
3 10.1 - 30 KW AC3 No. 230
4 31 - 60 KW AC3 No. 550
5 60 - 100 KW AC3 No. 1350
6 100 - 150 KW AC3 No. 2900
XXIII. Aux. Relays
Replace/Supply the following:
PAGE 417

Supply and install following Aux. Relays. Remove old ones. Re-
commission. Coil ratings to be as existing:
1 2 - 3 Pole Changeover. No. 70
2 4 Pole Changeover. No. 100
XXIV. Timer Relays
Replace/Supply the following:-

18.11.1.1.1.1.1
18.11.1.1.1.1
op V1
Supply, install & connect electronic timer relay of various setting and
1 No. 250
types.
XXV. Timers
C -
y
C
1 Supply, install & connect 24 hr. timer. Put in operation. No. 400
C
2 Supply, install & connect hours run counter meter of various types. No. 100
Q
XXVI. Photo Cells
1 Supply & install industrial grade photocell. Connect and put in operation. No. 450
XXVII. Control Transformers
Supply , install , test & commission etc. to complete
1 Control transformer No. 500
XXVIII. Meters
Supply & install following meters for various frequencies or DC:

1 0 - 500V AC No. 100
PAGE 418

2 0 - 30V DC No. 200

Supply & install following ammeters for various frequencies & DC:
3 0 - 10/30 Amps. AC No. 100
4 0 - 40/80 Amps. AC No. 100
5 0 - 100/500 Amps. AC No. 100
6 0 - above 500 Amps. AC No. 100
7 DC Ammeter No. 200
8 KWH Meter calibrated by ADCC No. 550
9 50 Hz. Frequency Meter No. 100
10 Hours Run Meter No. 100
op V1
XXIX. Protection Relays for LT
C -
Supply and install following LT Protection Relays. Remove old
y
1
C
ones. Re-commission:
Overcurrent, short circuit relay. No. 4000
2 Overcurrent, short circuit, earth fault relay. No. 6000
C
3 Under/over voltage relay, voltage sensing relay and phase sequence No. 400
4 Check sych. relay No. 4000
Q
5 Earth fault relay No. 4000

6 Frequency relay No. 3000
7 Thermister relay No. 450
8 Level sensor relay No. 430
Supply and install following rating motor TP overload relays.
Remove old ones. Re-commission:
9 0.1 - 1.2 Amps No. 200
10 1.3 - 2.5 Amps No. 200
11 2.6 - 4 - 8 Amps No. 200
12 8.1 - 12 - 20 Amps No. 200
13 21 - 40 Amps No. 350
14 40 - 100 Amps No. 750
15 100- 150 Amps No. 1400
XXX. CT’s for LT

CTs FOR LT - Supply, install, test & put into operation the
following, all complete to the satisfaction of the Engineer. Price
to include removal of faulty one:
1 2000/5A (1A) to 2500/5 A (1A) No. 150
2 1000/5A (1A) to 1600/5 A (1A) No. 150
PAGE 419

3 500/5A (1A) to 800/5 A (1A) No. 150

4 100/5A (1A) to 400/5 A (1A) No. 75
5 Below 100/5 A (1A) No. 75
XXXI. Light Fittings

Supply and installation of light fittings of following types, complete with lamps and control
gear. (Price to include dismantling or removal of unserviceable fitting and installation of
new fitting in place, connections and putting into operation. All to the satisfaction of the
Engineer):
op V1
Internal Fluorescent Light Fittings:
1 4 x 36W Fluorescent tube light fittings with prismatic diffuser. No. 450
2 2 x 36W -ditto- No. 200
3 1 x 36W -ditto- No. 120
4 2 x 58W
C - -ditto- No. 350
y
5
6
1 x 58W
4 x 18W
C -ditto-
-ditto-
No.
No.
180
300
7 2 x 18W -ditto- No. 150
C
8 1 x 18W -ditto- No. 80
4 x 36W Fluorescent tube light fittings with mirror louvers and back
9 No. 400
Q
reflector.
10 2 x 36W -ditto- No. 250
11 1 x 36W -ditto- No. 180
12 2 x 58W -ditto- No. 380
13 1 x 58W -ditto- No. 250
14 4 x 18W -ditto- No. 230
15 2 x 36W Fluorescent tube light fittings with reflector. No. 220
16 2 x 58W -ditto- No. 300
17 1 x 58W -ditto- No. 200
18 1 x 36W -ditto- No. 180
19 2 x 36W Fluorescent tubes batten light fittings. No. 100
20 1 x 36W -ditto- No. 60
21 2 x 58W -ditto- No. 150
22 1 x 58W -ditto- No. 90
23 2 x 18W -ditto- No. 80
24 1 x 18W -ditto- No. 50
2 x 36W Fluorescent tube light fittings with prismatic diffuser and
25 No. 350
rectangular cross section clipped from inside and to IP54
26 1 x 36W -ditto- No. 230
27 2 x 58W -ditto- No. 450
28 1 x 58W -ditto- No. 350
29 1 x 18W -ditto- No. 180
30 2 x 8W Emergency light, self-contained 3 hour, non-maintained. No. 180
PAGE 420

31 1 x 8W Emergency Exit Light, self-contained 3 hour, non-maintained. No. 130

32 1 x 8W Wall mounted plug-in Hand Held Emergency light with charger. No. 230
Down Lighters/Wall Bracket (all bellow fittings to be in an anodized
33 aluminium body).
1 x 25W SL Lamp down lighter with polished reflector. No. 150
34 2 x 13W PL -ditto- No. 180
35 1 x 13W PL -ditto- No. 140
36 1 x 25W SL Lamp wall bracket down lighter with housing. No. 230
37 2 x 13W PL Lamp wall bracket with housing. No. 250
38 1 x 13W -ditto- No. 200
39 1 x 80W HQL Ceiling fitting with reflector. No. 200
op V1
40 1 x 100W GLS Lamp Ceiling fitting with diffuser. No. 180
41 1 x 100W GLS Lamp Ceiling fitting with globe/diffuser. No. 180
External Light Fittings (all bellow fittings to be in an anodized aluminium
body).
42 400 Watts
C - -ditto- No. 450
y
43 250 Watts
C -ditto- No. 350
Explosion Proof Fittings (to Ex (d)
C
44 2 x 58W Fluorescent fitting Ex (d) No. 850
45 2 x 36W –ditto- No. 750
46 1 x 36W –ditto- No. 650
Q
Lamps - Supply & install lamps in existing fittings including cleaning of

fitting & diffuser.
47 400W -ditto- No. 60
48 250W / 400W -ditto- No. 60
External Light Poles/foundations - Remove existing pole, supply and
install new pole, including arm, base plate, nuts, washers, grease,
rubber caps etc. Includes light fixation.
49 5m -ditto- No. 1300
50 8m GI pole No. 1700
51 10m GI pole No. 2200
52 Construct proper RCC foundation for 5m high pole No. 300
53 Construct proper RCC foundation for 10m – 12m pole No. 500
Pole Cut-Outs Remove existing pole cut-out, supply & install new cut-out
with cable glands, terminals, 10KA MCB 18.11.1.1.1.1.3
18.11.1.1.1.1.4
2
54 Pole cut-out of 2 x 4 x 10 mm cable including cable termination. No. 280
XXXII. Socket-Plugs
Supply & installation of following- (Price includes removal of old one,

installation of new one in place and to put in operation. All to the
satisfaction of MW. Engineer. Removed materials to be deposited to MW
Store): 40
PAGE 421

13 Amp Switched socket outlet 1 gang

1 No.
2 -ditto- 2 gang No. 90
3 15 Amp, switched socket outlet. No. 50
4 DP Switched outlet with neon. No. 70
All as above item but weatherproof metal clad socket:-
5 250
13 Amp, 240V, 50 Hz. No.
6 13 Amp 240V, 50 Hz, but with plug No. 300
Industrial, metallic switched socket, interlocked type to be with plug:-
7 250
16 Amp SP+E (3 Pole) of various voltages and frequencies. No.
8 16 Amp 3 P+N+E ( 5 pole ). No. 350
op V1
9 32 Amp 3 P+N+E ( 5 Pole ). No. 430
10 125 Amp. 3 P+N+E ( 5 Pole ). No. 600
All as above item but Metallic interlocked explosion proof type to
Ex(d) (to be with plug):
C -
y
11 16 Amp, 2 P + E (3 Pole) of various voltages and frequencies. No. 400
12
C
16 Amp, 3 P + N + E (5 pole) No. 500
13 32 Amp, 2 P+E (3 Pole) No.
C
14 32 Amp, 3 P + N + E (5 Pole ) No. 600
Supply & install plugs for following ratings and types:
Q
15 16 Amp 3 pole for various voltages and frequencies. No. 150

16 16Amp, 5 Pole -ditto- No. 200
17 32Amp, 5 Pole -ditto- No. 380
XXXIII. Switches (Lighting and Small Power)
Supply and install following switches to be 1 way, 2 way, intermediate

as required:
1 5 Amp, 1 gang No. 10
4 Bell push No. 20
5 20Amp, 1 gang No. 35
6 20 Amp, DP with neon No. 45
9 5/20 Amp, 1 gang No. 25
10 5/20 Amp, 2 gang No. 45
11 5/20 Amp, 3 gang No. 65
12 1 gang blank plate (WH1). No. 5
13 2 gang blank plate (WH1) No. 5
PAGE 422

XXXIV. Load Brake Switches (Isolators)
Supply & installation of following AC3 Duty load brake switches with
metallic boxes and to IP55 complete with glands and fixing materials,
(Price to include disconnection, removal, installation of new one in
place, connections, testing and to put in operation. All to the
satisfaction of Engineer. Removed materials to be deposited to
op V1
Department Store):
1 16 - 32 Amps TP No. 130
2 50 - 100 Amps TP
C - No. 200
y
C
XXXV. Exhaust Fans
C
Q
1 Routine cleaning and servicing of Exhaust Fans. Adjust shutters. No. 300
Supply & installation of following. (Price to include disconnection
removal of unserviceable fan, installation of new one in place,
connections and to put into operation. All to the satisfaction of Engineer.
All removed materials to be deposited to Department Store) :
9”, 240V, 50 Hz, AC Exhaust fan with electrically operated shutter make
2 ‘XPELAIR’ or equivalent. No. 500
3 -Ditto- but 6” No. 300
XXXVI. Lighting Protection Systems
Supply and installation of following:

1 Solid copper elevation rod 20mm dia. 120mm long. No. 50
2 Multi point for use with elevation rod. No. 60
3 Flat saddle made of gunmetal for 20mm copper rod. No. 15
4 Side mounting bracket made of gunmetal for 20mm copper rod. No. 20
5 Rod to tape coupling made of gunmetal for 20mm copper rod. No. 15
6 Metal DC clips set with screws, made of gunmetal for 3mm x 25mm tape. No. 10
7 -Ditto- but non-metal No. 3
8 Square junction clamp with screws, made of gunmetal for 3 x 25mm tape No. 20
9 Test to tape junction clamp made of gunmetal No. 10
PAGE 423

10 Concrete earth housing with cover No. 100

11 25 x 3mm copper tape m 20
XXXVII. Earthing Systems
Supply & installation of following earthing materials:

1 Solid copper rod of 20mm dia. with one coupler & 120mm length No. 50
2 Tinned copper tape 3mm x 25mm (meter) m 20
3 Earth rod connector clamp No. 10
op V1
Tinned copper earthing bar and disconnecting links complete with tin plated
4 No. 200
brass connecting studs (9 Nos.) and nuts
Provide and install 70mm sq. yellow/Green PVC covered stranded copper
5 m 20
cable. (meter)
XXXVIII. Single Core Wires

C -
y
C
C
Supply & installation of following stranded annealed copper wires. (Price to include
disconnection of existing wires removal from existing trays or trunking or conduits,
installation of new one in place, testing and putting into operation. All to the satisfaction of
Q
Engineer. Removed materials to be deposited to Store):

2
1.5 mm PVC insulated 450/750V Grade, red or yellow or blue, black or y/g.
1 (100m) roll 35
2
2 2.5 mm -ditto- roll 45
2
3 4 mm -ditto- roll 75
2
2
2
2
Tinned copper conductor co-axial cable, with complete screen coverage and 75
8 roll 250
ohms impedance (per 100m)
XXXIX. LT Cables
Supply of following cables with stranded annealed copper conductor cables to be

properly factory wound on drums/reels with test certificates. (Price should be only
for supply to site).
2
1 4 x 300 mm XLPE/SWA/PVC, 1000V grade (meter) m 300
2
2 4 x 240 mm -ditto- m 260
2
3 4 x 185 mm -ditto- m 210
2
4 4 x 120/150 mm -ditto- m 180
2
5 4 x 95 mm -ditto- m 110
2
6 4 x 70 mm -ditto- m 85
PAGE 424

2
7 4 x 50mm -ditto- m 60
2
8 4 x 35 mm -ditto- m 45
2
9 4 x 25 mm -ditto- m 33
2
10 4 x 16 mm -ditto- m 20
2
11 4 x 10 mm -ditto- m 15
2
12 2 x 10 mm -ditto- m 10
Installation of cables underground. Cables supplied as above or others in 80cm
trench as per TD 433. Include excavation, removal of old cable glands, cable tags,
concrete tiles, PVC warning tape, backfilling, cable markers, testing and put in
operation
2 2
13 From 4x150 m to 4x300 m armoured cables. m 25
2 2
14 From 4x70 m to 4x120 m m 20
op V1
2 2
15 From 4x25 m to 4x50 m m 15
2
16 From 4x10 SM to 4x16 m m 10
C -
y
XL. Control Cables
C
C
Description Unit Rate
Item
Q
Supply & installation of following 1 KV grade multicore (numbered cores) armoured, PVC
insulated PVC sheathed, stranded copper conductor cable. (price to include disconnection
excavation, removal of faulty cable, installation of new one in place, backfilling testing
glands, connections and to put into operation. All to the satisfaction of Engineer):
2
1 1.5mm 4 cores cable (meter). m 20
2
2 1.5mm 7 cores cable (Meter). m 30
2
2
XLI. MICC Cables

Supply and installation of following: (price to include removal of faulty cables,

installation of new one in place, testing, termination and to put into operation. All
to the satisfaction of the Engineer. Removed materials to be deposited to Store).
2
1 2 x 1.5mm + ECC MICC - Cable (Meter). m 5
2
2 3 x 1.5mm -ditto- m 7
PAGE 425

2
3 2 x 2.5mm -ditto- m 9
2
4 3 x 2.5mm -ditto- m 12
2
5 Gland kit for MICC cable 2x1.5mm No. 15
2
6 -Ditto- 3x1.5mm No. 25
2
2
op V1
XLII. GI Cable Tray
C -
y
Item
C Description Unit Rate
C
Supply and installation of following perforated hot tip galvanized heavy duty return flange
type cable trays complete with bends and supports. “Remove existing trays and cables and
reinstall cables on new trays”:-
Q
1 75cm wide m 34
2 50cm wide m 28
3 40cm wide m 22
4 30cm wide m 18
5 20cm wide m 10
6 10cm wide m 7
XLIII. Enclosure and Assembly

Supply & installation of outdoor enclosure for Feeder Pillar/LCP/-Misc. Works of following
sizes. (Price to include dismantling of all components from existing F.P/LCP etc. cleaning of
same and re-fixing in new enclosure, all to the Engineer’s satisfaction (wiring and bus bars
measured separately):- Enclosure, double walled, hinged doors, GRP, IP55.
1 125cm x 150cm x 30cm -ditto- No. 350
2 80cm x 100cm x 30cm -ditto- No. 250
PAGE 426

XLIV. PLC’s

1 Supply & change power supply unit. No. 2,500
2 Supply & change complete PLC of 20 input/10 output. No. 55,000
3 Same as above but 50 input/30 output. No. 75,000
4 Supply and change space heater. No. 200
5 Supply & change thermostat for above. No. 200
XLV. Capacitors
Rate
op V1
(AED)
Supply, install, test & commission including all works to complete the following:
1 5 KVAR No. 150
2 10 KVAR
C - No. 200
y
3
4
12.5KVAR
15 KVAR
C No.
No.
250
275
5 20 KVAR No 325
C
6 25 KVAR No 450
XLVI. Soft Starters

Q
Rate
(AED)
Supply, install, test & commission including all works to complete the following:
1 Range 55 – 100 A No. 13,200
2 Range 70 – 135 A No. 14,500
3 Range 100 – 200 A No. 16,900
4 Range 125 – 250 A No. 18,900
5 Range 160 – 315 A No. 22,350
6 Range 180 – 360 A No. 25,900
7 Range 240 – 480 A No. 32,850
XLVII. Motor Managers

Rate
(AED)
Supply , install, test & commission including all works to complete the following:
1 Digital type motor protection relays with LCD display No 7,000
PAGE 427

Repair Works
I. LV Motors -1
Dynamic
No. of Rewinding with Sleeving of one
No. Rating (KW) Balance of
Poles Varnish (Dhs) end shield (Dhs)
Rotor (Dhs)
op V1
1 Upto 0.25 2 550 158 450
2 Upto 0.25 4 550 158 450
3 0.25 – 0.37 2 550 158 450
4 0.25 – 0.37 4 550 158 450
5
C -
0.37 – 0.55 2 625 158 450
y
6 0.37 – 0.55
C 4 625 158 450
7 0.55 – 0.75 2 625 158 450
8 0.55 – 0.75 4 625 158 450
C
9 0.75 – 1.00 2 650 210 550
10 0.75 – 1.00 4 650 210 550
Q
11 1.00 – 1.10 2 650 210 550

12 1.00 – 1.10 4 650 210 550
13 1.10 – 1.50 2 800 210 550
14 1.10 – 1.50 4 800 210 550
15 1.50 – 2.20 2 600 263 550
16 1.50 – 2.20 4 600 263 550
17 2.20 – 3.00 2 600 263 550
18 2.20 – 3.00 4 600 263 550
19 3.00 – 4.00 2 600 263 550
20 3.00 – 4.00 4 600 263 550
21 4.00 – 5.50 2 950 263 550
22 4.00 – 5.50 4 950 263 550
23 5.50 – 7.50 2 1150 315 550
24 5.50 – 7.50 4 1150 315 550
25 7.50 – 10.30 2 1250 315 600
26 7.50 – 10.30 4 1250 315 600
27 10.30 – 11.00 2 1350 368 600
28 10.30 – 11.00 4 1350 368 600
29 11.00 – 14.00 2 1450 368 700
30 11.00 – 14.00 4 1450 368 700
31 14.00 – 16.00 2 1650 420 750
32 14.00 – 16.00 4 1650 420 750
PAGE 428

33 16.00 – 17.00 2 1850 420 750

34 16.00 – 17.00 4 1850 420 750
35 17.00 – 20.00 2 2350 420 900
36 17.00 – 20.00 4 2350 420 900
37 20 – 22 2 2450 520 900
38 20 – 22 4 2450 520 900
39 22 – 32 2 3200 520 900
40 22 – 32 4 3200 520 900
41 32 – 45 2 4100 620 1000
42 32 – 45 4 4100 620 1000
43 45 – 60 2 4300 720 1000
op V1
44 45 – 60 4 4300 720 1000
45 80 2 6000 775 1100
46 80 4 6000 775 1100
47 98 2 6700 800 1200
C -
y
LV Motors Cont’d.
C
C
Dynamic
No. of Rewinding with Sleeving of one
No. Rating ( KW ) Balance of
Poles Varnish(Dhs) end shield(Dhs)
Q
Rotor(Dhs)
48 98 4 6700 800 1200
49 200 – 250 2 15500 820 1200
50 200 – 250 4 15500 820 1200
II. LV Motors-2
Pump Pump Pump Axial Axial

Pump
with with with Flow Flow
with
Motor Motor Motor Pump Pump
Motor
No. Task above above above above above
Up to
1 up to 5 to 10 10 to 20 20 to 30 30 to 60
1 KW
5 KW KW KW KW KW
1 Removal and Installation at site 200 300 300 400 500 600
PAGE 429

Collect + dis-assemble + sand blast +

damage report, Re-assemble, function
2 1,600 2,100 2,900 3,900 5,500 6,500
test + paint + supply of Klingerite
gasket
Dynamic balancing of impeller to

3 750 800 900 950 1,100 1,400
suitable grade
4 making new wear rings of S/S - 2 Nos. 750 850 1,050 1,150 1,300 1,400
op V1
Lapping of mechanical seal for Single
5 300 300 350 350 450 550
seal
6
C -
Lapping of Double tandem Seal 600 600 700 700 900 1,100
y
C
C
III. LV Motors-3
Motor Motor Motor Pump Pump

Q
Motor
above above above above above
No. Task
Up to 1
1 up to 5 5 to 10 10 to 20 20 to 30 30 to 60
kW
kW kW kW kW kW
Supply of Bearing / Cable & Cable

1 500 550 650 800 900 1,100
gland / bolts nuts
2 Re making of cable gland joint 450 600 650 750 800 900
Rewinding of motor including

3 supply of material and balancing 1,000 1,500 2,500 4,000 4,500 5,000
rotor
4 Servicing of Motor 700 700 900 1,100 1,100 1,100
5 Balancing of rotor 400 600 600 1,100 3,000
6 Testing of motor, cable and 500 500 600 750 750 850
winding for any leak / damage by
PAGE 430

keeping motor submerged in water

(without any repair work)
IV. LV Motors-4
Pump Pump Pump Pump Pump

Pump
above above above above above
Up to
No. Task
Up to 60KW
1 to 5 5 to 10 10 to 20 20 to 30 30 to 50
1 KW
KW KW KW KW KW
op V1
1 Removal and Installation at site 150 250 250 300 400 500 500
Collect + dis-assemble + sand

C -
y
blast + damage report, Re-
2
C
assemble, function test + paint
1,600 2,100 2,800 3,000 3,250 3,600 4,100
+ supply of Klingerite gasket

C
Dynamic balancing of impeller
Q
3 750 750 900 950 1,050 1,350 1,450

and shaft to suitable grade
Making / fixing new ring or

build up the worn out ring area
4 400 500 600 650 700 750 800
out of S/S material and
machine to size (each)
Lapping of mechanical seal for

5 275 275 375 375 450 550 600
single seal
Lapping of mechanical seal for

6 550 550 750 750 900 1,100 1,200
double seal
V. LV Motors-5
Amount / Unit
No. Description
for 30 KVA for 150 KVA for 450 KVA
PAGE 431

1 Change Anti Vibration Rubber pad 150 300 500
2 Change Bearing 270 1,800 2,000
3 Change AVR 2,700 2,600 4,000
4 Change Fan Belt 150 150 550
5 Change Water Pump 600 800 2,750
op V1
Description Multiplying Factor
C -
Contractor’s Multiplying Factor to apply to all Rates in this SOR
y
C
Multiplication Factor given above must be inserted in Bill No.5 of Provisional Sums item no. 5.2 & 5.3
C
Q
PAGE 432

18.12 Appendix L- Definitions of Terms

Maintenance Definitions
Breakdown
Breakdown is defined as when equipment reaches a condition when it can't operate.
op V1
Breakdown Maintenance
Unplanned jobs, failure resulting in production loss or failure resulting in major repair with repair cost
exceeding a certain predetermined value.
C -
Breakdown / Equipment Failure
y
C
Malfunction of equipment due to component defect/failure and/or activation of protection device
where fitted. This is highly undesirable type of maintenance.
C
Breakdown Repair
Q
Correction of malfunction of equipment due to component defect/failure but excluding re-setting of

activated protection device when fitted.
Condition Monitoring
A task like basic condition monitoring or equipment care which can be performed with the machine
in operation and essentially uses the three magnificent senses (Look, Listen, Feel) to find the
machine condition. The advanced condition monitoring would include technologies like vibration
maintenance management, oil maintenance management, thermography, motor current
maintenance management, etc. which need medium to high investment with trained personnel to
operate.
Corrective Maintenance (Failure Trigger)
An activity requiring the action of the Contractor to return equipment to its pre-defective condition.
Corrective maintenance is the repair preferably done planned and scheduled, but could be
unplanned, unscheduled, or both. This type of maintenance is done as per recommendations of
condition monitoring department.
Corrective Repair
All planned repair jobs identified by Condition monitoring or during checks in PM. These jobs
consume significant parts replacement and manpower involvement.
PAGE 433

Failure
Failre is defined as when equipment reaches an unacceptable condition (still running).
Improvement
Enhancement of the equipment’s capabilities, but not extending its useful life.
Major Overhaul/Re-build
op V1
A fixed time based replacement which should be done for very critical assets/components and the
percentage should be minimum. Uninstallation, complete disassembly into component parts,
detailed inspection and testing, repair/replacement of worn components, replacement of bearings,
C -
y
seals, mechanical seals, joints, etc. with new re-assembly, workshop and site testing, re-installation,
C
painting and re-commissioning.
Non-Routine Maintenance
C
Any activity carried out outside of any programmed planned preventative maintenance, eg. the
Q
replacement of a glass window pane damaged through vandalism.

Overhaul
A fixed time based replacement which should be done for very critical machines and the percentage
should be minimum.
Planned Inspection
Equipment assessments made during performance of operations staff normal activities.
Planned Repair
Repair resulting from planned inspection and/or preventative maintenance, as well as
recommendations of operations staff arising from equipment assessments made during
performance of normal duties.
Predictive Maintenance (History Trigger)
A monitoring system that uses trend analysis and test data to help identify equipment condition and
ensure repairs are planned for resulting in longer machine life. Predictive maintenance = Inspection
= Condi. Mon. - finds problems, done on a schedule based on failure developing period. Condition
of any equipment is monitored by taking vibration readings.
Preventative Maintenance (Time Trigger)
This is time based maintenance program. PM frequency is decided on the basis of Criticality of
PAGE 434

equipment and nature of fluid it is handling. Preventive Maintenance are actions that prolong life
such as lubrication, cleaning and alignment. Verification and/or maintenance and/or adjustment of
equipment to correct any detected performance problems. Isolation of out-of-specification
equipment. Re-testing equipment to verify performance. Typical tasks will include:
Replace oil; check bearing floats, replace grease (bearing/gear coupling); clean filters and strainers;
op V1
dismantling of coupling to check coupling shims and carrying out alignment check and correction (as
alignment is cause for many failures).
Reactive Maintenance
C -
An activity requiring the ‘reaction’ of the Contractor to an unscheduled activity and which only
y
C
requires his or his sub-contractors attendance to rectify. Typically a pump failure or the temporary
installation of a mobile generator to allow pumping to continue in the event of a prolonged power
C
outage. Reactive Maintenance = No planning, when it breaks fix it.
Reactive basis (responding to breakdowns) rather than preventative basis.
Q
Refurbishment
Correction of defects, enhancement of the equipment’s condition resulting in an extended useful life.
Repair
Correction of a defect without extending the equipment’s useful life.
Routine Inspection
Equipment assessments made during performance of operations staff normal duties
Routine Maintenance
Maintenance based upon the manufacturer’s servicing recommendations, supplemented by the
practical knowledge gained by the maintenance staff to successfully eliminate faults/breakdowns,
reduce operating failures and extend the efficient and useful life of the plant
Running Repairs
Repairs that are carried out without the necessity to shut down plant
PAGE 435
Standard
Policy

Wa 725 2

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Document No: 510

LIST OF FIGURES ..................................................................................................................... XVIII

1. OPERATION & MAINTENANCE MANUAL ............................................................................ 21

1.1 GENERAL .............................................................................................................................................21

2.3.1 Supervisory Organizational Structure .........................................................................................25

TOC FIRST EDITION - DECEMBER 2016

2.6.17 Pinch Valves ...............................................................................................................................34

2.7 IRRIGATION SYSTEMS MONITORING .......................................................................................................42

TOC FIRST EDITION - DECEMBER 2016

2.14.1 Site Inspection ............................................................................................................................48

3. PERFORMANCE EVALUATION ............................................................................................. 52

3.1 PURPOSE .............................................................................................................................................52

3.3.8 Communication and Co-operation with the Contractor ..............................................................56

TOC FIRST EDITION - DECEMBER 2016

3.9.2 Reservoirs and Pipework ............................................................................................................65

4.1 OPERATIONS ........................................................................................................................................71

TOC FIRST EDITION - DECEMBER 2016

4.12.7 Materials .....................................................................................................................................84

5. MAINTENANCE PROCEDURES ............................................................................................ 87

5.1 GENERAL .............................................................................................................................................87

TOC FIRST EDITION - DECEMBER 2016

5.6 REACTIVE MAINTENANCE (RM - BREAKDOWN OR RUN-TO-FAILURE M AINTENANCE) ...............................96

5.11.8 Inspection, Quality Control and Follow-Up ...............................................................................108

TOC FIRST EDITION - DECEMBER 2016

5.14.1 M&E (Non-Infrastructure Assets) ..............................................................................................122

5.19.2 Test instruments .......................................................................................................................131

6. TROUBLESHOOTING .......................................................................................................... 137

6.1 GENERAL ...........................................................................................................................................137

TOC FIRST EDITION - DECEMBER 2016

6.5 TROUBLESHOOTING IN REMOTE CONTROL VALVES ..............................................................................142

6.14 ROOT CAUSE FAILURE ANALYSIS .......................................................................................................154

7. EMERGENCY RESPONSE PLAN (ERP) .............................................................................. 155

7.1 GENERAL REQUIREMENTS ..................................................................................................................155

TOC FIRST EDITION - DECEMBER 2016

7.7 RESPONSIBILITIES OF THE INCIDENT M ANAGEMENT TEAM ....................................................................162

8. ASSET MANAGEMENT PLAN (AMP) .................................................................................. 173

8.1 POLICY DOCUMENT FOR ASSET M ANAGEMENT ....................................................................................173

TOC FIRST EDITION - DECEMBER 2016

8.10 PREPARATION OF AN ASSET M ANAGEMENT PLAN................................................................................183

8.18 ASSET M ANAGEMENT PROGRAM AND PROCEDURES ............................................................................202

TOC FIRST EDITION - DECEMBER 2016

8.24 ASSET INVENTORY AND CONDITION ASSESSMENT................................................................................215

9. HANDOVER REQUIREMENTS AND PROCEDURES .......................................................... 224

9.1 HAND-OVER AND MOBILISATION .........................................................................................................224

10. O & M DOCUMENTATION SUBMISSION ......................................................................... 231

10.1 GENERAL ...........................................................................................................................................231

TOC FIRST EDITION - DECEMBER 2016

10.2.2 Method of Submittal ..................................................................................................................232

10.8 COMPLIANCE WITH STANDARDS AND REGULATIONS ............................................................................240

11. RISK ASSESSMENT AND MANAGEMENT ...................................................................... 243

11.1 PURPOSE ...........................................................................................................................................243

TOC FIRST EDITION - DECEMBER 2016

11.9 POTENTIAL HUMAN HEALTH AND ENVIRONMENTAL RISKS ....................................................................250

12. HEALTH, SAFETY & ENVIRONMENT (HS&E) ................................................................. 257

12.4.2 Face and Eye Protection ..........................................................................................................260

TOC FIRST EDITION - DECEMBER 2016

12.14 SAFETY, W ARNING AND TRAFFIC SIGNS ..............................................................................................269

12.19.2 Closing of Roads ..................................................................................................................275

13. QUALITY MANAGEMENT SYSTEM (QMS) ...................................................................... 285

13.1 OBJECTIVES AND GOALS ....................................................................................................................285

TOC FIRST EDITION - DECEMBER 2016

13.3 DEVELOPMENT, IMPLEMENTATION AND M AINTENANCE OF QAP ...........................................................286