Revised 2016 AMP Adola Woyu

Adolla City Administration Asset Management Plan (AMP)
Adola City Administration Asset

Management Plan
For 2016-2018 E.C
OROMIYA REGIONAL STATE ADOLLA CITY
ADMINISTRATION
Revised Infrastructure Asset

Management Plan (AMP)
2016-2018E.C
What Infrastructure Does The City Have?
1
THE MUNICIPALITY OF Adolla City ASSET MANAGEMENT

PLAN
I. Summary information
 Name of City: Adola Weyu
 Region: Oromia
 population projection: ____________
 Contact details (name, telephone no., fax, email)
 Name of Mayor :
 Name of City Manager
 ULGDP contact Person :
 Person responsable for the AMP:
Person responsable for the AMP:
Checked by Certified By
i
Table of Contents
Contents
I. Summary information ......................................................................................................................................... i
Table of Contents ....................................................................................................................................................ii
Executive Summary ..............................................................................................................................................xi
Structure of the (AMP) ........................................................................................................................................xii
INTRODUCTION .................................................................................................................................................... 15
I. General Background ....................................................................................................................... 15
II. Description of the City Administration ........................................................................................... 16
III. Asset Management Plan (AMP).................................................................................................. 18
A. Key Benefits .................................................................................................................................... 20
B. Key Principles.................................................................................................................................. 20
I. Key Considerations in Asset Management Plan ............................................................................. 21
1.1. Goals of the Asset Management ................................................................................................ 22
1.2. Scope of the AMP ....................................................................................................................... 23
1.3. Definitions of Major Relevant Terms ......................................................................................... 24
1. (Section) I. Building the GIS-Based Management System for The AMP (step I) ................... 28
General Background ............................................................................................................................... 28
1.1. Establishing of a GIS Project ....................................................................................................... 28
1.2. The difference between data and information .......................................................................... 29
1.3. Relationship between spatial and attribute data ....................................................................... 29
1.4. The Backdrop Image of the AMP ................................................................................................ 30
1.5. GIS protocol used for the asset management plan .................................................................... 31
1.6. Building a template structure for an asset management plan................................................... 32
1.7. The difference between spatial and attribute (non-spatial) data .............................................. 33
I. Spatial data ............................................................................................................................... 33
II. Attribute (non-spatial) data ..................................................................................................... 33
1.8. Defining the attribute data tables .............................................................................................. 33
1.9. Translating the operational relationship into a relationship based upon asset management .. 34
1.10. Translating the relationship between Infrastructure Components into a GIS-based database
structure 36
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1.11. Nature of a relational database used to store attribute data ................................................ 37

1.12. Data associated with the physical attributes data set ........................................................... 38
1.12.1. Physical attributes data set .................................................................................................... 38
1.12.2. Condition indicator and maintenance activities and costs data set ...................................... 38
1.12.3. Financial data set .................................................................................................................... 38
1.12.4. New works projects and maintenance activities data set ...................................................... 39
1.13. Establishing the GIS operating system for the AMP ............................................................... 39
1.13.1. Introduction ............................................................................................................................ 39
1.13.2. Creating the GIS project ......................................................................................................... 39
1.14. Ensure the image is geo-referenced and link this to the GIS ................................................ 40
2. (Section)II: Build the institutional framework and the asset management structure. (Step
II) 42
2.1. Build the institutional framework .......................................................................................................... 42
2.1.1. Situating the AMP within the city administration ............................................................................ 42
............................................................................................................................................................ 43
2.1.2. Departmental Responsibilities for managing the city’s asset management plan (AMP
unit) 44
2.1.3. The qualifications of the AMP focal person (Training and Skill)......................................... 46
2.2. Building an asset strategy: defining the strategic activity areas .................................................. 47
2.3. Departmental responsible for the AMP in each asset category ................................................... 48
2.4. Design of Spatial and Tabular Templates for the AMP ................................................................. 49
2.4.1. The Spatial template ......................................................................................................................... 49
2.4.2. Creating Tabular Database Structure .......................................................................................... 51
2.4.2.1. The Attribute Domain of Feature Class ...................................................................................... 52
2.5. Establishing the GIS Operating Environment for the AMP ........................................................... 54
2.6. Linking and Allocating the Asset Categories to the GIS ................................................................. 56
2.6.1. The list of feature classes included in the AMP ......................................................................... 56
2.6.2. Integrating Feature Class into the GIS Environment .............................................................. 57
2.6.3. Building the data structure for new works ................................................................................ 59
2.6.4. Creating the information base for new projects and maintenance activities ................ 60
a) Data associated with new works projects ................................................................................. 60
b) Data associated with all maintenance activities ...................................................................... 60
2.6.5. Project implementation..................................................................................................................... 61
2.6.6. Building the framework for action ................................................................................................ 61
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a) Data management .................................................................................................................... 62

b) Information management ......................................................................................................... 62
c) Knowledge management .......................................................................................................... 62
2.7. Allocating a Unique Reference Identifier (ID) to Each Asset Element ....................................... 62
3. (Section) III: A Complete Inventory of Existing Assets (Step 3) ..................................................... 67
3.1.1. General Background ............................................................................................................... 67
3.1.2. Use of GIS Application and Environment ............................................................................... 67
3.1.3. Spatial Data Management Systems and Metadata ................................................................ 68
3.1.4. Database Structure ................................................................................................................. 69
3.1.5. Structure of Inventory Data.................................................................................................... 73
3.1.6. Data Collection Tools .............................................................................................................. 74
3.1.7. Methods of Data Collection, Type and Sources ..................................................................... 74
3.1.8. Data Collection formats .......................................................................................................... 76
3.1.9. Carrying out the data collection and the supervision ............................................................ 76
3.1.10. Database Design ..................................................................................................................... 77
3.1.11. Developing an Asset Register - Data Base .............................................................................. 78
3.1.12. Developing Asset Management Strategies ............................................................................ 80
3.1.13. Developing Asset Management Program ............................................................................... 81
3.1.14. Methodologies Employed....................................................................................................... 81
1.Inventory of Movement Network ....................................................................................................... 82
Inventory of Road ............................................................................................................................... 82
3.1.15. Asset Inventory Summary ...................................................................................................... 82
3.1.16. Summary Report on Road Asset ............................................................................................. 82
3.1.17. Inventory of road by surface finish material and standard Width ......................................... 84
3.1.18. Inventory of Pedestrian Walkway .......................................................................................... 85
3.1.19. Street Light Inventory ............................................................................................................. 86
3.1.20. Inventory of Culverts, length in (meter) ................................................................................. 87
3.1.21. Summary Report on Water Supply Network .......................................................................... 87
3.1.22. Inventory of Social and Economic Service .............................................................................. 88
3.1.23. Inventoried Administrative Office Buildings .......................................................................... 88
3.1.24. Inventoried Educational Service Buildings ............................................................................. 90
3.1.25. Inventoried Health Service Buildings...................................................................................... 96
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3.1.26. Inventoried MSEs Premises .................................................................................................... 98

3.1.27. Inventory of Abattoir Facilities ............................................................................................... 99
3.1.28. Inventory of Environmental Service ....................................................................................... 99
3.1.29. Inventory of Drainage Network .............................................................................................. 99
3.1.30. Solid Waste Management Facilities ..................................................................................... 100
3.1.31. Liquid Waste Management Facilities ................................................................................... 101
3.1.32. Inventory of Parks, Greenery Fields and Recreational Facilities .......................................... 101
3.1.33. Inventory of Movable Asset ................................................................................................. 103
3.1.34. Inventory of Machineries,Heavy Trucks,Vehicles and Engineering Equipment ................... 103
4. (Section) IV: Condition Assessment of the Existing Inventoried Asset (Step 4) ...................... 106
4.1. Condition Indicators .................................................................................................................................. 106
4.3.1 Condition of Road network...................................................................................................................... 115
4.3.2 Condition Assessment of Street Light. .......................................................................................... 117
4.3.3 Condition Assessment of Culvert. ................................................................................................... 118
4.3.4 Condition of Water Supply Network .......................................................................................... 123
5.3.1 Condition of Environmental Network ................................................................................................. 123
5.3.2 Condition Assessment for Drainage ............................................................................................. 123
5.3.3 Condition of Solid Waste Management Facilities.................................................................... 124
5.3.4 Condition of Liquid Waste Management Facilities ................................................................ 125
5.3.5 Condition Assessment of Movable Asset .....................................................................................126
5.3.6 Condition Assessment of Machineries and Vehicles .................................................................126
5. (Section) V. Maintenance Budget Guide (Step 5) ............................................................129
5.3 Maintenance Forecast.......................................................................................................................... 135
5.3.1 Maintenance Forecast for Movement Network Assets .................................................................. 136
I. Preventive Maintenance for Movement Network Assets ............................................................. 136
5.3. Maintaining Water Supply Network .................................................................................................... 141
5.3.4 Maintaining Assets of Social and Economic Strategic Activity Area ................................. 148
i. Preventive Maintenance of Social and Economic Service Facilities........................................... 148
5.4. Rehabilitation Requirement for Social & Economic Area and Supporting Services .............. 155
5.3.7Maintenance Summary ............................................................................................................................ 155
6. (Section)VI: Cost, And Value, the Existing Asset Base (Step 6) .................................................... 158
6.1 Introduction .................................................................................................................................................. 158
6.2 Methods of Valuation ................................................................................................................................ 159
6.3 Establishing Unit Rate ............................................................................................................................... 159
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6.4 Estimating Current Replacement Cost of the City Assets ..............................................................162

6.4.1 Current Replacement Cost of the Movement Network Assets .................................................... 163
6.4.2 Current Replacement Cost of Water Supply Network..........................................................164
6.4.3 Current Replacement Cost of Environmental Protection Assets ........................................164
6.4.4 Current Replacement Cost of Social and Economic Strategic Area Assets ..................... 165
6.4.5 Current Replacement Cost of Administration Office Buildings and Machineries .........166
6.5 Current Value of the City Assets ............................................................................................................166
6.5.1. Introduction .........................................................................................................................................166
6.5.2. Depreciated Replacement Cost as Measure of Current Value ........................................... 167
6.5.3. Formula to Compete Depreciated Replacement Cost and Current Value .................... 167
6.5.4. Summary of Current Value and Asset Deficit of the City Asset base ............................... 167
7. Step Seven (Section) VII Proposed New Works Projects, Cost and Prioritization ................. 174
7.1. Unit Rates for New Works ....................................................................................................................... 174
8.1. Need Assessment and Community Consultation ............................................................................. 176
8.2. The Proposed New Work Projects ........................................................................................................ 177
8.3. Evaluating Proposed Projects from Socioeconomic and Environmental Perspectives........ 178
8.4. Financial Plan ............................................................................................................................................. 180
8.5. Prioritizing New Work Projects ................................................................................................... 180
a. Budget for New Works Projects on the Basis of Priorities ..................................................... 182
8. (Section) VIII: Maintenance Plan (Step 8) ............................................................................. 184
8.1. General ........................................................................................................................................................ 184
8.2. Preventive Maintenance................................................................................................................... 184
8.3. Maintenance Activities for Deteriorated Assets ................................................................. 185
Table 92.2: Summary of Maintenance Budget 2015 E.C .........................................................................191
9. (Section)IX: Budget for New Works & Maintenance Projects (Step 9) ..................192
9.1 The 3-Year rolling Program for New Works Projects .......................................................192
9.2 Proposed Three Years Rolling Capital Investment Budget .........................................192
9.3 Three Years Maintenance Rolling Program .......................................................................... 193
10. (Section)X: Implementation Strategy (Step 10) .................................................................196
10.1. Institutional Arrangement .....................................................................................................196
10.2 Managing Transition of all Completed New Works and Maintenance
Projects ................................................................................................................................................................. 197
10.2.1. Monitoring Procedures for New Works and Maintenance Projects ................ 197
10.2.2. Tracking New Works Projects ................................................................................................ 198
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10.2.3. Tracking Approved Maintenance Activities .................................................................199

10.2.4. Tracking Past Projects and Maintenance Activities ................................................199
List of Tables
TABLE 1.THE DESCRIPTION OF THE 10 STEPS AND THEIR RESPECTIVE OUTCOMES ................................................... 22
TABLE 2: THE ALLOCATION OF CATEGORIES OF PHYSICAL ASSETS TO THE FOUR STRATEGIC ACTIVITY AREAS ......... 47
TABLE 3 THE DEPARTMENTAL RESPONSIBILITY FOR DIFFERENT CATEGORIES OF ASSETS......................................... 48
TABLE 4: EXAMPLE OF TABULAR DATABASE FOR ROAD NETWORK CATEGORY AND SUB-CATEGORY ....................... 52
TABLE 5 SURFACE MATERIAL INDEX TABLE ................................................................................................................. 53
TABLE 6 CLASSIFICATION OF ASSET SUB-CATEGORIES BY GIS PROTOCOL .................................................................. 57
TABLE 7 CODES FOR ROADS BY SURFACE FINISH ........................................................................................................ 65
TABLE 8 CODE FOR ROAD CATEGORY BY HIERARCHY ................................................................................................. 65
TABLE 9: THE LIST OF CATEGORY AND FEATURE CLASS CODES USED FOR BLOCK 1 OF THE UNIQUE IDENTIFIER
(EXAMPLE).......................................................................................................................................................... 66
TABLE 10: FIELD ATTRIBUTES OF THE GIS DATABASE .................................................................................................. 70
TABLE 11: SUMMARY OF THE ASSET MANAGEMENT DATA SETS ............................................................................... 73
TABLE 12 THE EXTENT OF THE CITY`S ROAD NETWORK .............................................................................................. 82
TABLE 13 SUMMERY OF PEDESTRIAN WALKWAY BY SURFACE TYPE AND EQUIVALENT LENGTH BY
HERRARCY ........................................................................................................................................................ 86
TABLE 14 STREET LIGHT NETWORK INVENTORY ......................................................................................................... 86
TABLE 15 CULVERT INVENTORY................................................................................................................................... 87
TABLE 16 SUMMARY OF ADOLLA CITY WATER SUPPLY NETWORK ASSETS ................................................................ 87
TABLE 17 SUMMARY OF ADMINISTRATIVE OFFICE BUILDINGS INVENTORY............................................................... 89
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TABLE 18INVENTORY SUMMARY OF EDUCATIONAL SERVICE BUILDINGS. ................................................................. 90

TABLE 19INVENTORY SUMMARY OF HEALTH SERVICE BUILDINGS ............................................................................. 96
TABLE 20 INVENTORY SUMMARY OF MSE FACILITIES ................................................................................................. 98
TABLE 21 INVENTORY OF ABATTOIR SERVICE FACILITIES ............................................................................................ 99
TABLE 22: DRAINAGE NETWORK INVENTORY BY MATERIAL TYPE AND EQUIVALENT LENGTH .............................. 100
TABLE 23 INVENTORY OF LIQUID WASTE MANAGEMENT FACILITIES ....................................................................... 101
TABLE 24: URBAN GREENERY AND PARKS INVENTORY ............................................................................................. 102
TABLE 25 INVENTORY OF MACHINERIES, HEAVY TRUCKS, VEHICLES, AND ENGINEERING EQUIPMENT ..... 103
TABLE 26: 5-POINT CONDITION INDICATOR FOR POINT FEATURE ASSETS ............................................................... 107
TABLE 27: CONDITION INDICATOR TABLE FOR POINT FEATURE ASSETS: MECHANICAL FEATURES ......................... 108
TABLE 28: CONDITION INDICATOR TABLE FOR POINT FEATURE ASSETS: STRUCTURAL FEATURES .......................... 108
TABLE 29: CONDITION INDICATOR TABLE FOR POINT FEATURE ASSETS: VEHICLES PLANT AND MACHINERY ......... 109
TABLE 30: METHOD OF MEASUREMENT OF DETERIORATION TYPES FOR ASPHALT ROADS .................................... 111
TABLE 31: METHOD OF MEASUREMENT OF DETERIORATION TYPES FOR COBBLESTONE ROADS ........................... 111
TABLE 32: METHOD OF MEASUREMENT OF DETERIORATION TYPES FOR COMPACTED EARTH ROADS .................. 111
TABLE 33 CONDITION INDICATOR TABLE FOR LINEAR FEATURE ASSETS: ROADS, CYCLE PATHS, FOOTPATHS, PAVED
AREAS AND ROUNDABOUTS – ALL ROAD SURFACE TYPES .............................................................................. 111
TABLE 34 CONDITION INDICATOR TABLE FOR LINEAR FEATURE ASSETS: COBBLESTONE ROAD EDGING ................ 112
TABLE 35 METHOD OF MEASUREMENT OF DETERIORATION TYPES FOR MASONRY DRAINS (CHANNELS) ............. 112
TABLE 36: CONDITION INDICATOR TABLE FOR LINEAR FEATURE ASSETS: DRAINAGE CHANNELS............................ 112
TABLE 37: CONDITION INDICATOR FOR POLYGON FEATURE ASSETS: BRIDGES; CULVERTS; RESERVOIRS ............... 113
TABLE 38 CONDITION INDICATORS FOR ASSETS OF ROUNDABOUTS ....................................................................... 114
TABLE 39: GENERAL CONDITION INDICATOR FOR GREENERY; OPEN SPACES; WATER BODIES ................................ 114
TABLE 40:CONDITION INDICATORS FOR ASSETS OF FOOTPATHS ............................................................................. 114
TABLE 41 : GENERAL CONDITION INDICATOR NATURAL FEATURES; GREENERY; OPEN SPACES; WATER BODIES .... 115
TABLE 42: CONDITION INDICATOR FOR POLYGON FEATURE ASSETS: BUILDINGS AND FACILITIES .......................... 115
TABLE 43: CONDITIONS OF ALL ROADS BY SURFACE FINISH MATERIAL ................................................................... 116
TABLE 44: CONDITION OF PEDESTRIAN WALKWAY BY SURFACE FINISH MATERIAL ................................................. 117
TABLE 45 CONDITION SUMMARY OF EDUCATIONAL INSTITUTES ............................................................................. 120
TABLE 46 CONDITION SUMMARY OF HEALTH SERVICE BUILDINGS .......................................................................... 122
TABLE 47.9 CONDITION SUMMARY OF HEALTH SERVICE BUILDINGS ....................................................................... 122
5. TABLE 48.99 CONDITION SUMMARY OF HEALTH SERVICE BUILDINGS ........................................................... 123
TABLE 49 CONDITION OF DRAINAGE NETWORK ....................................................................................................... 123
TABLE 50.1 CONDITION OF LIQUID WASTE MANAGEMENT FACILITIES .................................................................... 125
TABLE 51 CONDITION ASSESSMENT OF MACHINERIES, TRUCKS, VEHICLES AND ENGINEERING EQUIPMENT ......... 126
TABLE 52 ERA (ERCC) MAINTENANCE RATE OF ROAD, DRAINAGE AND CULVERT (2016 E.C) ..................... 131
TABLE 53 PROPOSED MAINTENANCE RATE FOR MOVEMENT NETWORK ASSETS .................................................... 133
TABLE 54 MAINTENANCE RATE FOR ENVIRONMENTAL STRATEGIC AREA ASSETS ................................................... 134
TABLE 55 MAINTENANCE RATE FOR THE WATER SUPPLY NETWORK- ABOVE GROUND ASSETS ............................. 134
TABLE 56 MAINTENANCE UNIT RATES FOR WATER SUPPLY NETWORK - BELOW GROUND ASSETS ........................ 135
TABLE 57 MAINTENANCE RATE FOR SOCIAL AND ECONOMIC SERVICE BUILDINGS AND SUPPORTING SERVICES ... 135
TABLE 58 PREVENTIVE MAINTENANCE ACTIVITIES FOR RODE SURFACING .................................................... 136
TABLE 59 PREVENTIVE MAINTENANCE BUDGET FORECAST FOR THE ROAD SURFACING ............................ 137
TABLE 60 PREVENTIVE MAINTENANCE FORECAST FOR PEDESTRIAN SIDEWALK ROADS ............................ 138
TABLE 61 MAINTENANCE ACTIVITIES FOR DETERIORATED COBBLESTONE ROAD .......................................... 139
TABLE 62 MAINTENANCE ACTIVITIES FOR DETERIORATED GRAVEL AND RED ASH ROADS ......................... 139
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TABLE 63 MAINTENANCE ACTIVITIES FOR DETERIORATED COMPACTED EARTH ROADS ............................. 139
TABLE 64 MAINTENANCE DEFICIT OF ROAD SURFACING .................................................................................. 140
TABLE 65 MAINTENANCE DEFICIT OF STREET LIGHT .......................................................................................... 141
TABLE 66 MAINTENANCE REQUIREMENTS FOR ABOVE GROUND WATER SUPPLY NETWORK ASSETS .................... 143
TABLE 67 FORECASTED MAINTENANCE BUDGET FOR WATER LINES ........................................................................ 144
TABLE 68 PREVENTIVE -ROUTINE AND PERIODIC MAINTENANCE BUDGET FOR DRAINAGE NETWORKS .. 145
TABLE 69 MAINTENANCE DEFICITS OF DRAINAGE NETWORKS ........................................................................ 146
TABLE 70 MAINTAINING PUBLIC AND COMMUNAL TOILETS .................................................................................... 146
TABLE 71MAINTAINING GREENERY AND PARKS ....................................................................................................... 147
TABLE 72 REHABILITATION OF DRAINAGE CHANNELS ...................................................................................... 147
TABLE 73 PREVENTIVE MAINTENANCE OF SOCIAL AND ECONOMIC SERVICE BUILDINGS........................................ 149
TABLE 74 MAINTENANCE DEFICIT OF SOCIAL AND ECONOMIC SERVICE BUILDINGS ............................................... 151
TABLE 75 MAINTENANCE FORECAST FOR MACHINERIES, VEHICLES AND ENGINEERING EQUIPMENT ....... 152
TABLE 76 REHABILITATING SOCIAL AND ECONOMIC ACTIVITY AREA AND SUPPORTING SERVICE ASSETS 155
TABLE 77 MAINTENANCE SUMMARY..................................................................................................................... 156
TABLE 78 REHABILITATION SUMMARY ................................................................................................................. 157
TABLE 79 : UNIT RATE FOR THE MOVEMENT NETWORK ASSETS .......................................................................... 160
TABLE 80 : UNIT RATE FOR WATER SUPPLY NETWORK ASSETS ................................................................................ 160
TABLE 81.9 : UNIT RATE FOR SOCIO ECONOMY ASSETS............................................................................................ 161
TABLE 82: RATE FOR ENVIRONMENTAL STRATEGIC ACTIVITY AREA ASSETS ............................................................ 161
TABLE 83 SUMMARY OF CURRENT REPLACEMENT COST OF THE CITY ASSETS ............................................... 162
TABLE 84 CURRENT REPLACEMENT COST OF THE MOVEMENT NETWORK ASSETS ....................................... 163
TABLE 85 CURRENT REPLACEMENT COST OF WATER SUPPLY NETWORK ASSETS ......................................... 164
TABLE 86 CURRENT REPLACEMENT COST OF THE ENVIRONMENTAL PROTECTION ASSETS ........................ 165
TABLE 87 CURRENT REPLACEMENT COST OF SOCIAL AND ECONOMIC STRATEGIC ASSETS ......................... 165
TABLE 88 CURRENT REPLACEMENT COST OF ADMINISTRATION OFFICE BUILDINGS & MACHINERIES ........ 166
TABLE 89 : SUMMARY OF ESTIMATED CURRENT VALUE AND ASSET DEFICIT OF THE CITY ASSETS .......................... 169
8. TABLE 90.9 : UNIT RATE 2016 .......................................................................................................................... 174
TABLE 91 COMMUNITY NEED ASSESSMENT ............................................................................................................. 176
TABLE 92 POTENTIAL FUNDING OF THE THREE YEARS ROLLING CAPITAL INVESTMENT PLAN ................................. 180
TABLE 93FINANCIAL SUMMARY FOR NEW WORKS PROJECTS BY STRATEGIC ACTIVITY ARE.................................... 182
TABLE 94 MAINTENANCE ACTIVITIES TO ELIMINATE MAINTENANCE DEFICIT ................................................ 185
TABLE 95 MAINTENANCE DEFICIT SUMMARY PRIORITIZED BY THREE YEARS ................................................. 187
TABLE 96 SUMMARY OF THREE - YEAR PROPOSED ROLLING PROGRAM BY STRATEGIC AREA AND
ACTIVITIES ....................................................................................................................................................... 192
TABLE 97 MAINTENANCE ROLLING PROGRAM BY STRATEGIC ACTIVITY AREA .............................................. 193
TABLE 98: THREE YEAR MAINTENANCE BUDGET FOR THE TOWN FOR EFY 2016 TO 2018
DEPENDING ON CIP ..................................................................................................................................... 194
TABLE 99. NEW WORKS PROJECTS INITIATED AGAINST APPROVED ...................................................................... 200
List of Figures
FIGURE 1 LOCATION MAP OF ADOLA WOYU TOWN ............................................................................................. 17
FIGURE 2 SATELLITE MAP OF ADOLA WEYU TOWN .................................................................................................... 17
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FIGURE 3 THE BACKDROP IMAGE (ORTHOPHOTO) OF ADOLLA WEYU TOWN ........................................................... 31

FIGURE 4: THE GIS PROTOCOL OF SPATIAL DATA DEFINITION .................................................................................... 32
FIGURE 5: THE RELATIONSHIP BETWEEN INFRASTRUCTURE COMPONENTS VIEWED FROM AN OPERATIONAL
PERSPECTIVE ...................................................................................................................................................... 34
FIGURE 6: THE INFRASTRUCTURE COMPONENTS VIEWED FROM THE PERSPECTIVE OF DATA COLLECTION ............. 36
FIGURE 7: THE FINAL DATA MANAGEMENT STRUCTURE FOR ASSET MANAGEMENT ................................................ 37
FIGURE 8: EXAMPLE OF A FEATURE CATALOGUE TREE FOR THE FEATURE DATASET ‘WATER SUPPLY’ ..................... 40
FIGURE 9: GEO-REFERENCED AND DIGITIZED ROAD NETWORK OF ADOLLA CITY ...................................................... 41
FIGURE 10: PROPOSED ORGANIZATIONAL FRAMEWORK ........................................................................................... 43
FIGURE 11 ROAD SURFACE MATERIA FROM SQL DATABASE ...................................................................................... 50
FIGURE 12 STORING MULTIPLE SETS OF ATTRIBUTES FOR A FEATURE PERFORMED USING LINEAR REFERENCING .. 55
FIGURE 13: THE ASSET DATABASE FLOW DIAGRAM ................................................................................................... 58
FIGURE 14 RELATIONAL DIAGRAM LINKING ASSETS CATEGORIES WITH GIS .............................................................. 58
FIGURE 15: GIS PROTOCOL FOR DATA DIFFERENTIATION BY FEATURE CLASS ................................................. 59
FIGURE 16: DATA COLLECTION AND SUPERVISION CYCLE .......................................................................................... 77
FIGURE 17 PICTURE TAKEN FROM DATA BASE WINDOW ........................................................................................... 78
FIGURE 18: DATA BASE MANAGEMENT SYSTEM INTERFACE ...................................................................................... 79
FIGURE 19: SCREEN SHOOT OF ROADS MENU ............................................................................................................ 79
FIGURE 20 ROAD COVERAGE BY SURFACE MATERIAL ................................................................................................. 83
FIGURE 21 SAMPLE ROAD LABELED BY SURFACE MATERIAL ...................................................................................... 85
FIGURE 22: STREET LIGHT INSTALLATION POSITION AND TYPE OF POLE ......................................................... 86
FIGURE 23 WATER SUPPLY NETWORK ASSETS CHART ................................................................................................ 88
FIGURE 24 SUMMARY OF ADMINISTRATIVE OFFICE BUILDINGS INVENTORY............................................................. 90
FIGURE 25 SAMPLE SPATIAL LOCATION OF EDUCATION INSTITUTES ................................................................ 96
FIGURE 26 SAMPLE SPATIAL LOCATION OF HEALTH CENTER ...................................................................................... 98
FIGURE 27 : DRAINAGE LINE BY SURFACE MATERIAL COVERAGE .................................................................... 100
FIGURE 28 PARTIAL VIEW OF UNSANITARY AND POOR SOLID WASTE DISPOSAL SITE ............................................. 101
FIGURE 29: URBAN GREENERY DISTRIBUTION .......................................................................................................... 102
FIGURE 30 URBAN GREENERY TYPE........................................................................................................................... 102
FIGURE 31: CONDITION OF ALL ROADS BY SURFACE FINISHES ......................................................................... 116
FIGURE 32SAMPLE ROAD CONDITION ASSESSMENT MAP OF ADOLLA CITY ................................................... 117
FIGURE 33 CONDITION SUMMARY OF ADMINISTRATIVE BUILDINGS ....................................................................... 120
FIGURE 34 CONDITION SUMMARY OF EDUCATIONAL INSTITUTES ........................................................................... 121
FIGURE 35 CONDITION SUMMARY OF HEALTH SERVICE BUILDINGS ........................................................................ 122
FIGURE 36 SAMPLE DRAINAGE CONDITION ASSESSMENT MAP OF ADOLLA CITY .................................................... 124
FIGURE 37 POOR AND RISKY WASTE DISPOSAL PRACTICE OUTSIDE THE DUMPING SITE......................................... 125
FIGURE 38 PERCENTAGE OF GOOD CONDITION ROADS BY ROAD SURFACE MATERIAL........................................... 137
FIGURE 39 PROPORTION OF MAINTENANCE DEFICIT OF ROAD SURFACING ................................................. 140
FIGURE 40 PROPORTION PREVENTIVE MAINTENANCE OF SOCIAL AND ECONOMIC SERVICE BUILDINGS ............... 149
FIGURE 41 SUMMARY OF CURRENT REPLACEMENT COST OF THE CITY ASSETS....................................................... 163
FIGURE 42 PROPORTION OF NEW WORK PROJECTS BY STRATEGIC ACTIVITY AREA ................................................ 183
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Executive Summary
The preparation of this AMP adheres, as per the agreement, to the ten-step procedure of the
Asset Management manual which is prepared by the GIZ and latter elaborated and
contextualized by the then Ministry of Urban Development and Construction (which is now
called as Ministry of Urban Development, Housing and Construction).
Thus, the team began its task by detail identification and defining of asset Future classes for
those major assets classified by four strategic activity areas that have been identified and
presented in the Terms of Reference (ToR) by the city administration. Such defined asset
classified by four strategic activity areas and Future classes were defined for the study and
these have been presented for discussion with the focal persons of this Asset Management Plan
(AMP) project. And then, after incorporating all the comments come out from the discussion,
strategic activity areas and Future classes have been identified to be covered in this AMP
study and for which a precise report was submitted to the city administration in the inception
report. It is with this background that this AMP is prepared.
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Structure of the (AMP)

The structure of Adolla City Asset Management Plan generally organized following the
requested 10-Steps of Asset Management Plan developing process as it has been described in
the ToR. It is divided into twelve sections, each of which deals with a specific aspect of the
Infrastructure Asset Management Plan of Adolla City. These sections are presented in a
summarized way as follows:
Introduction This is an introductory part of the plan preparation which includes a brief
review of J Adolla’s General Background, the Terms of Reference (ToR) that
has been prepared for this AMP preparation, Definitions of Related Terms,
Objectives the Project, the Approach and Methodology, and this
Structure/Organization of the Asset Management plan.
Section I: First section which deals about Step 1 of the AMP process that is development
and building of GIS project and the data management structure. It comprises
six sub-sections that describe General Background (including assessment of
requirement) of the Map Option, Use of GIS Application and Environment
(including the proposed systems), Spatial Data Management System and SQL
database system, integrating the Future classes into the GIS Environment, and
the SQL database system.
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Section II: This is the Second section which deals about Step 2 of the AMP, Building an
institutional framework for Asset Management Plan and a comprehensive,
integrated, structure for managing the City’s Assets.
Section III: This section deals about Step 3 of the AMP preparation process that is a step in
which the inventoried asset data is compiled. This section consists of three sub-
sections that deal about creation of Unique Identification Number (UIN) for
assets, Structure of the Asset Data and the Inventoried Asset Data.
Section IV: Section 4 presents the asset condition assessment (which is step-4 of the AMP
preparation process) and within which the Overall Condition Assessment
Indicators and the Condition Assessment for all asset categories have been
presented
Section V: This section addresses step 5 of the AMP preparation process that refers to
preparation of the asset maintenance budget guide and in which critical issues
like Asset Maintenance Activities are stated, Unit Rates for Maintenance are
created and Overall Budgetary Cost Requirements for Maintenance are
estimated and presented.
Section VI: Section 6 deals with Step-6 of the AMP preparation processes (that discusses
Replacement Cost and Existing Value of Asset Base)in which four sub-titles
(such as List of Unit rates for New Assets, Replacement Cost of city
administration Asset Base, the current Value of Assets and Asset Deficits) are
made and presented.
Section VII: This section is devoted to that of Step-7 and in which Measure of Assets against
Strategic Goals and Objectives is addressed. Thus, it includes discussions on the
Significance of such Measuring, Capital Investment, City Revenue, and
Planning for New Works.
Section III: This section, in another instance, is dealt with detailed plan for on-going
maintenance, together with a plan to address the maintenance deficit
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Section IX: This section represents Step-9 of the AMP preparation process and deals about
A set of summary tables that show both the approved new works, and the
maintenance projects, set out as a 3-year rolling program.
Section X: This is a final section of AMP which looks on Step 10 of the process that deals
about the development of implementation strategy. This has two sub sections
and one of which is General Policy Framework for Implementation Strategy
(which reviews Policy Considerations, Roles and Responsibilities, Staffing
Situation, Use of GIS Environment for AMP, Integrating AMP with
Infrastructure Management, Updating/ Revision of AMP and Decentralization
to Kebele). The second one deals about specific implementation strategy of this
AMP (which include Budget and Operational Plan, Maintenance Plan, and
staff as well as Resource Allocation).
2016-2018 AMP Page xiv

INTRODUCTION
I. General Background
The Government of Ethiopia (GOE) as part of its efforts to improve the performance of the
Urban Institutional & Infrastructure Development Program (UIIDP) in terms of efficiency,
accountability and delivery of urban infrastructure and services, has introduced a performance
grant system for capital investments and capacity building.
The objective of UIIDP is to enhance the institutional and organizational performance of

participating urban local governments in developing and sustaining urban infrastructure and
services. Improved infrastructure, service delivery and operation and maintenance systems is one
of the performance improvements expected from the participating cities. Some Urban Local
Government (ULGs) in Ethiopia, including Adola Weyu town have been implementing the
program since 2001 Ethiopian Fiscal Year. The program beneficiary cities have shown
improvements in planning, service delivery and provision of priority municipal service and
infrastructures. Cognizant of the program towards the overall urban development and good
governance goals, the government of Ethiopia in collaboration with the development partners
has reached at an agreement to scale up the program to additional cities with new program
called UIIDP. This UIIDP has been started from March 2018 to July 2023. The third phase is
designed in a way that it promotes the cities as a development engine in urban development
strategy, build institutional capacity at all tiers of governance in urban development, and
enhance the incentives of parties participating in the program through a result/performance-
based capital investment funds transfer system using the world’s bank program for results
instrument which in turn is linked to well-defined disbursement linked indicators (DLIs).
The Urban Institutional & Infrastructure Development Program (UIIDP) gives due attention not
only for the provision of infrastructure to the cities, but also for proper management and
administration of its infrastructure. Asset inventory and updating, condition analysis, and
maintenance of infrastructure are key pillars of asset management plan (AMP) in UIIDP.
In this regard, cities administration under the program are collecting and updating different
infrastructure assets in yearly bases so as to plan, maintain, analyze the progress, and use to
2016-2018 AMP Page 15

generate periodic reports. However, infrastructure data are not systematically registered and
used in the cities as well as bureaus for proper planning and communication. Furthermore, the
data and information of cities infrastructure used by different stakeholders are inconsistent and
lacks clarity. To address this problem, be it infrastructure provision and management core process
of Adola Weyu town Administration intended to undertake asset registry and the
development of city`s infrastructure central database which is used by different stakeholders for
proper planning and communication.
II. Description of the City Administration
Adola Woyu town is located in Guji Zone of the Oromia National Regional State at a distance of
about 470 km from Addis Ababa and 120km from the zone capital city of Nagele town. The
absolute location of the town is 50 53’00”N and 38059’00”E. It is entirely engulfed with peasant
association of Dole in the North and North East, Derartu in the North East, Adamma Dhiba in
the east, Gobicha in the south and south west and Bilu in the west. The existing area under the
2016-2018 AMP Page 16

town administration is 2824.9 hectares.
Figure 1 Location Map of Adola Woyu Town
Figure 2 Satellite Map of Adola Weyu Town
The shape of the town is more compact although there is sort of star shaped development along
the transport routes to Hawassa, Negelle. The relief of Adola Woyu town is not a hindrance for
infrastructure development. This is because of suitable topography except few areas that have
rugged topography. Elevation of the town ranges from 1696 to 1760 meters. The average annual
rainfall is from 1800 to 2200 mm.
According to the population and housing census conducted in 2007, the town total population is
estimated to be 31,755. Out of this 51% of the populations are males and the remaining 49% of
the populations are females. The town was established and administered as a municipality in
1936 E.C and leveled as categories ‘medium or B’ towns of the Oromia Region and a mayor is
appointed to govern the town Administration.
2016-2018 AMP Page 17

III. Asset Management Plan (AMP)

Asset Management Plan (AMP) is a process that seeks to provide cities with answers to a number
of key questions about their infrastructures and service facilities. These answers will eventually be
translated into information that builds up an understanding of the current urban infrastructure
base as well as the future needs. An Asset Management Plan is a plan for the management of
one or more assets within a municipality and combines various management techniques,
including the technical and financial management of assets over their lifecycle. The objective is to
attain a specified level of service in the most cost effective manner. Integrated Asset
Management Plans AMP) build upon this by linking all assets that share a common location
within an identified “strategic areas”. Good asset management can maximize the benefits
provided by infrastructure as it deals with the long-term perspective.
Asset Management has been a key component of the Federal Government’s Urban Growth and
Development Strategy since its inception in 2008. It was a pre-requisite to the ULGDP capacity
building program that ran from 2008-2013, which in turn was part of the government’s Plan for
Accelerated and Sustained Development to End Poverty (PASDEP 2005/06-2009/10). This key
role has been retained under ULGDP II, which is designed to run from 2014-2019, and as such it
has been supporting the government’s Growth and Transformation Plans. The specific
development objective of the ULGDP II is to bring about improved performance in the planning,
delivery and sustained provision of priority municipal services and infrastructure development by
urban local governments. In this respect, the ability to create and operate an Asset Management
Plan is central to both of these outcomes.
While the Asset Management Plan plays a critical role in supporting wider development
objectives, it also plays a role in a local political, economic and social context within the cities
themselves. Urban Infrastructure is expensive to construct and also expensive to maintain. This
makes it important to ensure that the solutions provided are cost effective, as well as meeting the
needs of the urban population. Asset Management provides an integrative approach that links
project-based capital investment planning with long-term operation and maintenance needs
and thereby provides a sustainable management system.
2016-2018 AMP Page 18

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

and condition of infrastructure assets, as well as the service levels expected from them. It also
involves setting strategic priorities to optimize decision-making about when and how to proceed
with investments.
In summary, an Asset Management Plan provides cities with a detailed knowledge of their asset
base. It plays a critical role in empowering the city leadership that enables them to make more
effective strategic investment decisions; and it also empowers residents, by showing them where
the existing infrastructure is situated, and where new infrastructures can be provided. In this way,
the Asset Management Plan is the basic building block of urban development.
2016-2018 AMP Page 19

A. Key Benefits
Specific benefits associated with an Asset Management Plan include:
 It leads to more effective communication with rate payers, elected officials, financial
rating organizations and regulatory agencies;
 Facilitates the establishment and subsequent implementation of policy objectives and

the related measurement of performance;
 Avoids problems and potential crises through the proactive utilization of resources;
 Increases openness, transparency and accountability;
 Can reduce lifecycle costs;
 Allows for better decision-making regarding resource allocation;
 Allows for more effective financial planning;
 Leads to more efficient data management;
 Provides consistent measurable levels of service to the public;
 Raises awareness of the state of the Town’s infrastructure and how it will be replaced;
 Facilitates the grant application process by knowing what projects are priority; and
 Can allow the city/town to better manage risks.
B. Key Principles
Key principles of an Asset Management Plan include:
 A strategic and proactive approach that places a premium on data, information,

collaboration and interdisciplinary management;
 A comprehensive long-term view of infrastructure performance and cost;
2016-2018 AMP Page 20

 An explicit, visible and transparent approach that requires effective communication

among all stakeholders; and
 A business case involving investment choices that are policy driven with trade-offs
among competing priorities.
I. Key Considerations in Asset Management Plan
To undertake Asset Management Plan study there are basic considerations to be reckoned with.
In this regard, the Asset Management Plan should answer the following 10 questions:
1. What infrastructure does the City have?

2. Where is it?
3. What is its condition?
4. How much is it worth?
5. How much money needs to be spent on for maintenances?
6. How does the keep this information available for easy access in the future?
Moreover, a good Asset Management Plan should address the following questions:
1. Does the planned infrastructure address the strategic goals and objectives of the City?
(Generally concerned with local economic development, environmental sustainability
and social development);
2. How much will it cost to build and maintain?
3. How will new infrastructure be prioritized to ensure that spending is matched with, and
balanced against, available income?
4. How do we program the construction of new infrastructure?
The above ten questions lead us to formulate ten steps that provides the underpinning structure
for building an Infrastructure Asset Management Plan. By working through this approach in a
systematic way and by providing the outputs specified in each step, cities will be able to produce
a clearly defined and well-constructed Asset Management Plan that provides a basis for
sustainable capital investment planning, maintenance budgeting, staffing needs, planning and
resource allocation. The table below tries to show the description of the 10 steps and their
respective outcomes.
2016-2018 AMP Page 21

Table 1.The description of the 10 steps and their respective outcomes

Ste Description Outcome
p
1 Build the GIS project and the A GIS-based data and information management system
data management structure for Asset Management
2 Build the institutional framework An institutional framework for Asset Management and a
and the asset management comprehensive, integrated, structure for managing the
structure. City’s Assets
3 Compile an inventory of assets A complete inventory of existing infrastructure assets
4 Assess the condition of all assets A condition indicator table for all infrastructure assets
5 Calculate the maintenance A comprehensive maintenance budget, and a detailed
budget and deficit maintenance deficit
6 Cost and value the existing asset The replacement cost and, as far as is possible, the current
base value of all assets
7 Cost, and prioritise, new works A fully coasted list of proposed New Works set out in order
projects within the CIP process of priority
8 Develop the Maintenance Plan A detailed plan for on-going maintenance, together with a
plan to address the maintenance deficit
9 Convert the CIP agreed budget A set of summary tables that show both the approved new
for all new works and works, and the maintenance projects, set out as a 3-year
maintenance projects to a 3-year rolling program
rolling program
10 Manage the transition of all A system of tracking the progress of all new works, through
completed new works and construction, to become part of the existing asset base in
maintenance projects across to the step 3 of the AMP. Modification of step 4 of the AMP to
the existing assets database reflect the updated status of completed maintenance
projects
1.1. Goals of the Asset Management

Asset management strives to continually improve the management of infrastructure. The
following is a list of goals that asset management programs and processes aim to achieve:
 Reduced life cycle cost (i.e. total operating, maintenance and capital resources) of
providing services to residents.
 Reduced risk exposure to the Municipality by ensuring that assets are managed in a
manner that matches the risk that their failure represents to the delivery of services.
 An informed and transparent decision making process that provides elected officials with
the knowledge that they need to make decisions regarding capital expenditures,
operating costs and revenue requirements (i.e. rate and tax levels).
2016-2018 AMP Page 22

 A mechanism to ensure that the services that are delivered through infrastructure can be
provided at a sustainable level at a cost that is affordable to residents.
Asset Management program also provides the following key benefits to the city of Adolla City:
 It leads to more effective communication with rate payers, elected officials, financial
rating organizations and regulatory agencies;
 Facilitates the establishment and subsequent implementation of policy objectives and
the related measurement of performance;
 Avoids problems and potential crises through the proactive utilization of resources;
 Increases openness, transparency and accountability;
 Can reduce lifecycle costs;
 Allows for better decision-making regarding resource allocation;
 Allows for more effective financial planning;
 Leads to more efficient data management;
 Provides consistent measurable levels of service to the public;
 Raises awareness of the state of the Town’s infrastructure and how it will be replaced;
 Facilitates the grant application process by knowing what projects are priority; and
 Can allow the city/town to better manage risks.
1.2. Scope of the AMP

The overall scope of this assignment was to undertake study and prepare standard asset
management plan for the city of Adolla by registering and analyzing the existing condition of all
assets of the city administration based on the recently revised asset management plan manual
prepared by the Ministry of Urban Development and Housing. Accordingly, the spatial and
thematic scopes were stated as follows:
I. Spatial Scope
The spatial scope of the assignment covers the entire space of the city administration with
emphasis on the built-up area of the city. It covers the Seventeen Kebeles of the administration.
2016-2018 AMP Page 23

II. Thematic Scope
The proposed Asset Management Plan focuses on definition, classification, identification &
inventory of assets. To this effect attribute data were collected, organized, mapped and
registered on asset management plan of the city administration. In this regard, the assignment
required linking the condition of public infrastructures with attribute data of every asset category
stated in the urban infrastructure asset management plan manual.
There are four major drivers of social and economic development embedded in the city’s asset
base covered by the AMP. These are:
 The movement network.

 The water supply network.
 Environment services.
 Social and economic services.
1.3. Definitions of Major Relevant Terms

The definition for the term “Asset Management” varies from time to time, place to place,
organization to organization and/or individual to individual as they intended to define it from
different perspectives for different purposes. For the case of this study, Asset Management Plan
of Adolla City, it is better to have one broad and generic definition that could possibly
incorporate all the necessary issues and concepts under consideration.
Thus, a broad and generic definition of asset management (compiled from different sources) that
has been set for Addis Ababa Asset Management Plan (2012) is adopted for Adolla City that is:
“Asset Management is the strategic management of physical assets

during their life in the organization, for a purpose to be defined”.
This definition, therefore, will enable anybody to create its own approach of asset management
addressing all the necessary concepts and issues with its own existing social, cultural, economic,
political, and administrative framework. Thus, within such framework major issues/concepts of
asset management that always need to be addressed, among others, include the following:
2016-2018 AMP Page 24

1. Asset: An asset can that be defined as an economic resource even if at the same time it
can also be recognized as a social good.
2. Physical Asset: Physical asset is a critical component of an infrastructure asset. It means
that the asset has a tangible or material presence which impacts directly on the city, its
residents and its environment.
3. Management: Management is the other part of the central term of ‘Asset
Management’, which describes the way that activities are structured to achieve the
objectives of an organization (in this study that refers to Adolla City Administration).
4. Strategic: Strategic is also the other critical component of Management, which implies a
clearly defined direction for the achievement of the desired outcomes.
5. Life: Life refers to the concept of operation duration (as the asset has a fixed duration of
operation with clearly defined start and end points). This implies two things. One is that in
financial terms the value of the asset is continually reducing and consideration has to be
given to its replacement. The second implies that the asset has to be maintained if it is to
last for the entire period of its planned life.
6. Organization: Organization refers to an entity that owns and runs the asset operation.
This links the asset contextually to a specific social unit. It means that asset management is
situated within a social and political context.
7. Purpose: Purpose is the one that links the asset to the goals, which creates a wider value-
based framework for asset management.
Other than these, there are also other minor related terms (which may not be compulsory in this
study) that include:
1. Operations: Operations refers to those works which are mostly of a minor or aesthetic
nature. They do not affect the physical nature or condition of the asset.
2. Maintenance: Maintenance works are the on-going day-to-day work activities
necessary to keep assets at a specific standard, and to prevent early failure or
deterioration. It is expenditure on an asset, which maintains the asset in use, but does not
increase its service potential or life. Assets have a design life, and will be consumed, or
used, at a rate. The rate of asset consumption is represented as a graph of asset condition
versus asset age. This graph is the asset degradation curve. Maintenance activities are
intended to keep the asset operating along the design asset degradation curve. If
2016-2018 AMP Page 25

maintenance is not performed, or insufficient maintenance is performed, the life and

dependability of the asset will be significantly reduced, thereby reducing the level of
service provided to the user by the asset, and increasing overall lifecycle costs for the asset
owner.
3. Capital Renewal: Capital renewal works are for the replacement of the consumed
component of the asset. Capital renewal is expenditure on renewing an existing asset, or
portion of an infrastructure network, to its previous level of service. It increases the service
potential, or extends the life, of the asset.
4. Capital Upgrade: Capital upgrade works are works that improve or upgrade an
existing asset to a higher or improved capability. The asset, or infrastructure network, then
delivers an upgraded, or higher, level of service to the user. Upgrading of an asset does
result in increased operations, maintenance and capital costs to City Administration. These
must be considered in the evaluation of any capital upgrade proposal.
5. Capital Expansion: Capital expansion works are works that extend an infrastructure
network to a new group of users. It is anticipated that capital expansion works will be
generally be funded externally and therefore the short term impact of the expansion
works will be negligible. However, the long term operations, maintenance and capital
renewal expenditure will be funded by the City Administration. Therefore, in accordance
with the City Administration’s Asset Management Plan, the life-cycle costing of these
works must be considered before implementation.
6. Disposal: Disposal works are works that retire, or dispose off, existing assets. Disposal
works involves a logical examination of the asset to be able to answer a number of
questions about the asset, including: Is the asset still needed? Can the need be satisfied by
a less expensive or alternative asset? Is it the role of the City Administration to provide the
asset?
7. Depreciated Replacement Cost (DRC):- DRC is, as defined by South Africa AMP
manual, a measure of current value of an asset, based on its current replacement cost less
an allowance for deterioration of condition to date (based on the fraction of Remaining
Useful Life/Expected Useful Life).
Effective and sustainable infrastructure management, and its associated service delivery,
underpins urban government, providing the basis for public health, social equity and economic
2016-2018 AMP Page 26

development. These are all intrinsic benefits. At the same time there is also a more direct measure
of cost and benefit, which is linked to the asset base that is associated with this infrastructure. In
terms of cost, the infrastructure asset base represents a major capital investment that requires
ongoing recurrent expenditure to manage and maintain. In return for this, there is the direct
benefit, in providing the City Administration with a major asset base that adds immense positive
effect as an added value to the development of Adolla City. In this context the infrastructure
asset base is central to the achievement of the City Government’s vision of Adolla as a safe,
livable and recreation center.
Global definitions put Asset Management Plan (AMP) as ‘a plan developed for the
management of one or more infrastructure asset classes with a view to operating, maintaining
and renewing the assets within the class in the most cost effective manner possible, whilst
providing a specific level of service.’ Likewise, the Terms of Reference (ToR) has defined the issue
(Asset Management Plan) as a way of managing assets (specifically the physical assets) across
their entire life cycle cost and provide for the replacement of the assets at the appropriate point
in time. It is, generally, also defined as “a document (including GIS based location map)
containing or referring to specific asset related data, statements & projections that is drafted to
comply with specific government legislation or (more rarely) in an endeavor to improve asset
management practices within an organization and/or in urban as well as rural spatial units.
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1. (Section) I. Building the GIS-Based Management System for The AMP (step I)
General Background
In asset management plan preparation, there will be a management of two data types’ vis-à-vis
spatial/graphical and non-spatial data types. While the spatial data management requires either
Auto-CAD or GIS working environment that of the non-spatial data requires other soft-wares
like Microsoft Excel or Microsoft Access. These data types need to be determined and
differentiated in order to allocate the necessary soft-wares and then based on which data
templates of different types have been prepared.
As stipulated in Urban Infrastructure Asset Management Plan manual, asset management is

expensive to construct and maintain the strategic solutions of a city at one time. The merit of GIS
based database is the provision of ample, seamless integration, dynamically updateable tabular
and spatial data, easy query/analysis facilities and versatile for generating report for project
planning, budgeting and maintenance schedule. Besides, based on the information generated,
one can produce effective capital investment planning and strategies for long term operation
and maintenance of infrastructure asset. The Infrastructure Asset inventory asset management
plan of Adolla Weyu City has been prepared following the basic steps that is:
1. Acquisition of recent Orth photo for the AMP;

2. Defining and Creating a Coordinate System of the Project;
3. Geo-referencing the Orth photo/Image;
4. The Structure plan of the Town
5. Creation of a GIS Project which includes Geo-database (Feature Dataset, Feature
1.1. Establishing of a GIS Project
Establishing a GIS operating environment is an important step that should be carried out for a
city for the first time or an existing once to implement Asset Management Plan successfully.
Adolla Weyu city has outsourced a consultancy service of GIS based Infrastructure Asset Inventory
and Management Plan with an open bid. Accordingly; Brave Consultants Plc. won the consulting
service. The consulting firm has conducted detailed inventory of Cities assets using Geographic
Information System (GIS) as platform. Consequently, the consulting firm created the GIS project
in ArcGIS 10.7 software and Microsoft SQL 2016 Software by establishing full interconnected geo-
database System of the assets.
2016-2018 AMP Page 28

1.2. The difference between data and information

The two terms - data and information - are often used interchangeably. However, they are quite
distinct, and, since both are critical components of GIS, it is important to be clear about the
difference between them.
1. The term ‘data’ refers to raw facts. So collecting facts about the road network, such as
the start and end points, length, width, material of surface finish and so on, is described as
data collection. In Asset Management, data is generally synonymous with numbers or
values that describe characteristics of the different elements that make up the various
asset categories (described in section 2).
2. Information, on the other hand, is generally used to describe processed facts, i.e. the
answer that comes out of queries made about the data, and which results in a useful or
meaningful output. Thus, a table that sums up how many kilometers of road the city has
for each surface finish is information. This example provides another way of looking at the
difference between the two terms, where it can be seen that the data provides simple
facts, while the information is actually transmitting a message about those facts. Using the
same example of the road network, an example of data would be the coordinates for the
start and end point of a length of road. Information would be the length of road between
those two points, and, if all the roads have their start and end point coordinates entered
in the database, then one outcome, which would be a useful and important piece of
information, would be the total length of the road network. Thus it is often necessary to
collect, assemble, and process, a large amount of data to provide meaningful information.
1.3. Relationship between spatial and attribute data

Data is stored in tables known as Databases, and a blank table that provides a pre-defined list of columns
that define the data to be collected is known as a template. A pre-requisite to the building of the
templates themselves is a decision on the relationship between the spatial and non-spatial data. The
choice of which medium to use to portray spatial data was kept as open as possible, since the data itself
came in many different forms (e.g. paper-based, CAD, GIS). This was necessary at the beginning because
the municipality was working with different systems. The situation now is different, with the growing
expertise that the city has developed in managing spatial data through the Structure Planning Process
and Asset Management Plans. This means that the approach to managing spatial data can be improved
and updated to better provide for a more comprehensive and sustainable approach to asset
management.
This updated AMP uses a Geographical Information System as the platform for managing spatial data.
There is a very good reason for making this choice, which is summed up by the following explanation,
namely that: “The use of spatial relational terms requires the selection of a reference frame and the
construction of a spatial template.” What this statement means is that, to build relationships between
spatial data, two shared components are required.
The first component (the reference frame) is a common (shared) spatial referencing system, so that when
a junction in a road (for example) is given a coordinate, that coordinate is common to, and understood
by, all users of the system. Ethiopia uses the ‘Adindan geographic 2D CRS’ as its base coordinate reference
2016-2018 AMP Page 29

system (CRS), with the projection being UTM Zone 37N (Transverse Mercator). This is also adapted as the
city’s base coordinate reference system for all the spatial data analysis.
1.4. The Backdrop Image of the AMP

The back drop image is an important component of the Infrastructure Asset Inventory and
Management Plan in which the vector layers or spatial templates or feature classes are digitized
from this georeferenced Ortho photo or Satellite Imagery. Contemporarily high-resolution
Satellite Imagery Acquisition companies in the World are Geo-EYE, Digital Globe, SKYSAT and
SPOT PLEIADES. The first three belong to the United States of America while the last one belongs
to France.
The other important option for a backdrop image for the AMP is high resolution Ortho Photo in
which high resolution Photo Camera will be mounted on an Air Plane and takes Aerial View
Shots of a place. These Snap shots of aerial picture of a place will be processed in
photogrammetry soft wares with a super computer or work station. Currently, the Information
Network Security Agency (INSA) is mandated to perform this task in Ethiopia. Accordingly, the
Ministry of Urban Development and Housing (MUDH) in collaboration with INSA and the
Ethiopian Mapping Agency have captured Ortho Photo of 44% of the country’s coverage.
Adolla Weyu is one of the major cities in which the Ortho Photo captured in 2009E.C and geo-
referencing was done by already established Ground Control Points by Ethiopian Mapping
Agency. The Ortho photo of Adolla is 25*25 Centimeter’s pixel size which very high resolution to
capture any feature on the map for the Infrastructure Asset Inventory and Management Plan
2016-2018 AMP Page 30

has been used as a back drop image for the inventory of urban infrastructure assets.
Figure 3 The Backdrop Image (Orthophoto) of Adolla Weyu Town
1.5. GIS protocol used for the asset management plan

The second component (the spatial template) is a specific, and agreed, structure that will be used to
create the spatial data template; one that, again, is common to, and understood by, all users. Only a GIS
is capable of meeting these two requirements (providing these two components). Even with that condition
though it is necessary to go further and specify a preference for a particular GIS software, because each
manufacturer will construct an internal relationship for the spatial data template in a different way. In
this case the software chosen as the platform for the GIS is ArcGIS, produced by the company ESRI. Within
ESRI there is what can best be termed a protocol for spatial data, which is illustrated in figure 1.1 below.
This section deals with the top half of this diagram, which looks at the relationship between the spatial
database and the attribute databases.
2016-2018 AMP Page 31

Figure 4: The GIS protocol of spatial data definition

The lower half of figure 1 (the features) is concerned with populating the databases; and ensuring that the
databases comply with the protocol. This is covered in step 2 of the AMP.
1.6. Building a template structure for an asset management plan

The remainder of this first (descriptive) part of the section describes how the templates for the Asset
Management Plan evolved. The outcome will be a set of templates that can be used in different steps of
the AMP. Fully operational templates will be provided on the CD accompanying this manual.
The term template is used here to mean a pre-defined relational database structure that enables
different data relating to the asset to be linked together in a logical way so as to enable that data to be
(a) saved for future use; and (b) set out in such a way that it can be processed to provide information.
There are two different types of template that will need to be developed for the Asset Management Plan:
1. The first is a spatial data template (for core data).

2. The second is a set of non-spatial data templates (for attribute data).
This step of the AMP sets out the relationship between the different sets of spatial and non-spatial
templates and outlines the individual template structures. Each specific data template set is then
referenced to a specific step in the AMP. Those referenced steps will then provide more detailed guidelines
on how to complete the relevant template.
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1.7. The difference between spatial and attribute (non-spatial) data

I. Spatial data
Spatial data is data that is referenced to a specific location, in this case using the coordinate referencing
system described previously. The full list of fields that are associated with this system are termed,
collectively, a spatial data set or a spatial database. Unlike other databases, which would normally be
created in an accessible database software package, the spatial data is embedded within the GIS
software itself. For this reason, it is good practice to limit the number of fields associated with a spatial
database to a minimum.
II. Attribute (non-spatial) data
Another word for attribute would be characteristic. Again using a road as an example there are many
characteristics that can be identified and assembled as data, for example: surface finish; road classification;
year of construction; and so on. None of these characteristics though are directly related to a point in
space; instead they refer to a particular road and exist as a set of attributes that are independent of
location. However, the road that the attributes refer to does have a location, which is defined in the
spatial data set. So the linkage between given attribute data set, and the location is provided by a
creating an identifier that will be common to both the spatial and the attribute data tables. This means
that every element (which in database management terms would be called a ‘record’) that is listed in the
spatial database will require its own, unique, identifier.
1.8. Defining the attribute data tables

The responsibility for building the different attribute data tables associated with the asset management
plan is divided between different steps in the AMP Planning process. This raises an interesting problem,
because not only does each of the different steps have its own specific outcome; it is also dealing with a
range of different asset categories. And each of these might be managed by different bodies or
organizations. Furthermore, even within one asset category, different people or groups might be
responsible for different management aspects. For example, the person collecting data on the asset might
be different to the person assembling the financial data on the asset, and both of those in turn might be
different from the person defining the condition of the asset, or developing the maintenance plan for the
asset. And sitting above all of these variables is a greater variable, which is that the city is assembling its
own data sets for the management of its assets.
With all these variables, it is critical that there should be a common approach to the way in which data is
collected and managed by the city, in order that the outcomes can be compared. This common baseline is
the data management system and its associated set of database templates. The sections that follow
describe the rationale that led to the data management system and the set of data templates that are
used for the AMP.
The introduction described how the objective of building an Asset Management Plan is to be able to
answer a set of key questions about the City’s asset base. The spatial data base defined above answers the
questions: “What assets does the City own?”; “Where are those assets situated?”; “What is their condition?”
and so on. The answers to these questions are derived from the information that is provided by the
analysis of data that is collected and stored in a set of attribute databases. The issue then becomes one of
identifying the best (most effective) database structure to achieve this. On the one hand this is linked to
2016-2018 AMP Page 33

the different steps that make up the asset management plan process. At the same time though it is also
linked to the way in which physical assets, and in particular infrastructure assets, are managed
operationally.
Figure 5: The relationship between infrastructure components viewed from an operational perspective
e.g. a
road network or a water network. Based upon a knowledge of where the network infrastructure is, which
is obtained from mapping the location of the assets, there are then four components to the management
of a particular network infrastructure:
1. Knowledge base: This involves knowing all the components of the infrastructure and how they
function, so that all associated operations can be managed effectively.
2. Maintenance: This has three elements: knowing the condition of the components; knowing what is
required to maintain them (a list of maintenance activities); and building a maintenance budget.
3. Financing: This involves knowing what the network infrastructure costs to maintain and expand,
and how much it is worth.
4. New Works: This involves knowing what additional components are required to expand the
network, so that the infrastructure continues to perform its function in the future, as per the
Structure Plan for the City. This aspect of management is also linked to CIP.
Thus there are four different core ‘activity areas’ that form part of the wider management of an
infrastructure service, one of which, maintenance, has three sub-areas. And each of these operational
areas will be collecting and using data in a different way, and not always the same type of data.
1.9. Translating the operational relationship into a relationship based upon

asset management
The operational relationship described in the previous section, and shown in figure 2 defines what needs to
be done, and by whom, for the purposes of managing the infrastructure efficiently and effectively. This is
2016-2018 AMP Page 34

an operational (i.e. technical) management perspective of infrastructure. However, such a perspective,

whilst important, is not necessarily the most appropriate if the goal is to manage that same infrastructure
as an asset.
There are obviously commonalities between the two perspectives. Thus in two of the activity areas,
namely financing and new works, the data that would need to be collected would be the same for both
operational and asset management purposes, and the way that the data would be assembled would be
very similar. In the other two areas however there would be differences.
With the physical component of the data, the collection and use of data for asset management draws a
distinction between the spatial data, i.e. data relating to the location of the asset, which is the primary
concern, and other data associated with the physical aspects of the asset, which is important but less
critical.
With maintenance, all three sub-area of the activity provide important information in their own right.
The first sub-area activity defines where maintenance is required and how severe is the degree of
degradation of the asset. This is data that relates to the condition of the existing network infrastructure
components. The second sub-area activity is quite distinct, with the focus of the question being: what
needs to be done to repair the damage? This defines a set of maintenance activities. Finally, the third sub-
component of the maintenance activity is concerned with building a maintenance plan to restore the
asset (when and how).
From an operational perspective the three sub-areas of the maintenance activity can be integrated, since
it is normally the same department that would be responsible for all three. From an asset management
perspective however, the three sub-areas of activity are quite distinct, and need to be kept separate. So
the collection of data associated with maintenance has to be divided into three distinct data sets.
The second difference is the way in which the physical assets are viewed. Originally infrastructure plans
were produced on paper drawings, which then transformed to a CAD (Computer-Aided Design) based
computer program. In this context, all information related to the physical aspect of the infrastructure
tended to be kept together, which meant that knowledge management tended to encompass virtually
all of the physical and design information associated with the infrastructure.
In asset management the knowledge requirements are different. Here it is important to differentiate the
essential attributes associated with the physical infrastructure from the equally important but less essential
elements that tend to be associated with design parameters. This distinction is even more important when
working in a GIS environment, as will be discussed in the next section. This leads to a different set of
relationships between the infrastructure management components, which are shown in figure 3 below.
This is the relationship between the components when viewed from an asset management perspective.
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Figure 6: The infrastructure components viewed from the perspective of data collection
1.10. Translating the relationship between Infrastructure Components into a

GIS-based database structure
The final step in building an integrated data structure for asset management that of translating the
above data collection activities into structured datasets capable of providing information within the
context of a GIS-based asset management system. The term dataset is used here to describe a set of
databases with a common purpose. Thus the physical dataset provides physical data, but there will be a
different database for each feature class of asset. This final transformation is shown in figure 4 below.
The main change from figure 3 is that, while the condition analysis and the maintenance activities and
cost are two quite distinct data collection exercises, the results can be combined into a single database
structure. All that is required is an addition of three data fields to the database for the condition indicator,
one for the maintenance activity; one for the unit cost of that activity; and one for the total cost of
maintenance that links the unit cost to the quantity derived from the condition assessment.
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Figure 7: The final data management structure for asset management
1.11. Nature of a relational database used to store attribute data

Before building the data structures for the five attribute data templates shown in figure 4, it is useful to be
clear about the nature of the tabular database that will hold the attribute data, and how this database
will be structured (fields and records). There are a number of different ways of storing data, but the two
most common ones, which are those relevant here, are the spreadsheet and the relational database. A
spreadsheet is a simple two-dimensional matrix made up of rows and columns. It can be used to build an
attribute database but it does have limitations, which will be discussed later.
A relational database is quite different. The basic building block of a relational database is a record. For
asset management, each element of a feature class will constitute a separate, independent record. The
record will then have data, which will be allocated to pre-defined fields, with these being the same for all
the records (i.e. elements) in a particular feature class. The relational data is often confused with a
spreadsheet, because a set of records can be represented as a two-dimensional matrix, where the rows are
composed of records and the columns are composed as fields, so that looks the same as a spreadsheet. In
practice the two are quite distinct, with the relational database being much more versatile.
A spreadsheet is an integrated whole, where the rows and the columns are in a defined relationship. There
is a degree of manipulation possible, but this is limited. So, for example, it is possible to change the order of
the rows by specifying one column in the spreadsheet as the master column. However, the rows themselves
cannot be viewed independently of one another.
With the relational database there is a much greater degree of flexibility because each ‘row’, as seen in
the spread sheet format, is actually a separate, independent record in its own right. Each element of an
asset feature class has its own record. For a given situation we think of what attributes (characteristics) we
would like to define for the components, and these then becomes fields in the database. The flexibility of a
2016-2018 AMP Page 37

database derives from the fact that each record is independent of the others, although they share the
same fields. That means that they can be queried for information in many different ways.
When building a relational database, the data that needs to be collected, as defined by the fields, will be
different for the different feature classes of assets. For example, the data that is collected about valves
would be different to that collected for an asphalt road, which means that the fields for these two feature
classes will also be different.
The sections that follow outline the nature of the attributes required for the five tabular data sets shown
in figure 4 above. The details of each attribute data set will be expanded upon in the relevant step of the
AMP process.
1.12. Data associated with the physical attributes data set
1.12.1. Physical attributes data set

The full recommended list of data fields for the network infrastructure feature classes is provided in section
2. The objective of this data set is to identify all the data linked to the physical nature of an attribute
(feature class element). This would include:
 Asset category
 Organizational (i.e. responsibility) data
 All relevant data associated with the asset’s physical form
 Links to important design data
 Links to other information sources (e.g. photos, contract documents)
The construction of the physical attributes data set, termed TDS 1, is carried out under step 3 (described in
section 3).
1.12.2. Condition indicator and maintenance activities and costs data set
The condition indicator data set is constructed around the five-point scale of physical condition associated
with each feature class. The condition of an asset may be described in totality (e.g. a valve) or the asset
may be sub-divided into smaller parts (elements) as is the case with linear feature assets, e.g. roads, water
mains. The completion of the condition indicator data set, termed TDS 4, is carried out under step 4
(described in section r 4).
The maintenance data is built around a set of maintenance activities associated with the different feature
classes of assets. These are defined and then, each year, a list of unit rates (cost per activity) is assigned to
each activity. The activities are then linked to condition so that a budget can be constructed for
maintaining the assets. The completion of the maintenance activities data fields, which form part of TDS
4, was created in step 4. However, the collection and insertion of the data is carried out under step 5
(described in section 5).
1.12.3. Financial data set

The core component of the financial data set (TDS 2) is a list of unit rates (costs) for each feature class of
assets. The fields from the physical attributes data set associated with the dimensions of each element are
2016-2018 AMP Page 38

then imported and combined with these unit rates to provide a replacement cost. The construction of the
financial data set is carried out under step 6 (described in section 6).
1.12.4. New works projects and maintenance activities data set

There are two data sets involved here, one for new works (TDS 3) and one for maintenance activities (TDS
5). These data sets are different to the other templates in that the records will not be based upon elements
but upon projects. They are developed under step 7, for new works projects, and step 8 for maintenance
activities, and tracked through steps 9 and 10.
1.13. Establishing the GIS operating system for the AMP
1.13.1. Introduction
There are four distinct components that make up the inventory of assets, each of which requires a specific
plan of action. The first component is the GIS. Here the plan of action involves the creation of a new GIS
‘project’; the establishment of a coordinate system; and incorporation of the backdrop image. The second
component is the creation of a spatial dataset. The third component is concerned with the choice of an
identifier system, and the creation of a system of unique identifiers that can be used for all assets in the
AMP. Finally, the fourth component is that of building the physical attribute data set TDS1, which defines
the physical characteristics of the asset feature class elements.
1.13.2. Creating the GIS project

When creating a GIS project for the asset management plan in ArcGIS desktop, the project first needs to
be established in the geo-database environment by creating a new folder in arc catalogue. Organizing
data on the geo-database that is embedded in the catalogue is advantageous because the geo-database
storage model is based on a series of simple yet essential relational database concepts that leverage the
strengths of the underlying Database Management System (DBMS). Thus, working in a geo-database
environment, it is possible to enforce the legal value of a field type in order to enforce data integrity;
control the validity of data entry; share common attributes; and provide range or coded domains for an
attribute field.
The basic component of the geo-database is the feature class. This is a homogeneous collection of common
features each having the same spatial representation such as points, lines or polygons and a common set
of attribute column. The geo-database is then further organized into a feature dataset, which are
designed to group together related feature classes so they can participate in specific functionality.
Typically, a feature data set would group together feature classes that have the characteristics of: being
stored in the same coordinate system; participate in topology; be part of a relationship class; be part of
geometric network; and so on. This means that feature data set will contain one or more feature class so
that, when the feature data set is expanded into a catalogue tree, it becomes possible to see all the
feature classes and other data objects. Below (figure 5) is an example of feature data set called ‘water
supply’ which contains all the feature classes of assets in this category as individual features. So there is a
direct correlation between the features of the GIS geo-database and the feature classes. This will then
allow the external (attribute) datasets, described earlier in sections to be incorporated directly into the
GIS. At the same time though, it is important to recognize that the feature classes are not limited to asset
feature classes but can also contain other relevant information. In the expanded feature catalogue tree
2016-2018 AMP Page 39

below, for example, there is a feature class for pressure zones and one for the old water lines no longer in
use, neither of which are defined feature classes of assets.
Figure 8: Example of a feature catalogue tree for the feature dataset ‘water supply’
1.14. Ensure the image is geo-referenced and link this to the GIS
As mentioned earlier, if a city does not yet have an ortho-rectified image provided by the Federal
Mapping Agency, then the best alternative option for constructing the spatial template is to download an
image from Google Earth. However in this case the city has already a base map in place. Using the base
map, downloaded imagery from Google earth and the alignment process built into the Arc-GIS software
to match points on the image to the points on the ground that enabled ease of the map geo-referencing
the digitized map.
2016-2018 AMP Page 40

Figure 9: Geo-referenced and digitized Road network of Adolla City
2016-2018 AMP Page 41

2. (Section)II: Build the institutional framework and the asset management

structure. (Step II)
2.1. Build the institutional framework
The challenge remains that of maintaining the databases and ensuring the ongoing integrity of the data.
To achieve this, as per the REVISED ASSET MANAGEMENT PLAN MANUAL the city require both
hardware and software, and clear guidelines on operating and maintaining the data. This is distinct to GIS
training. Thus city requires the following:
1. Hardware: There should be a dedicated computer in the AMP unit to work with the GIS,
together with an external drive to back up the data and a printer. The external drive should have
a minimum storage capacity of 2GB.
2. Software: Cities should have an official copy of the latest version of ArcInfo, the GIS software
from ESRI.
3. Training: we will provide training in database management and organization for AMP focal
person and supporting staffs.
The municipality of Adolla City should provide the AMP focal person with the computer hardware and
software, together with an operational budget, that will enable the team to carry out their task. This
includes:
 A computer with a specification that is sufficiently powerful (in RAM, clock speed and storage
capacity) for the task of running the GIS software.
 A computer monitor with a minimum screen size of 32 inches.
 A second computer for the team.
 An external hard drive with a minimum storage capacity of 2TB.
 A printer.
 A copy of the latest version of ArcInfo software.
 Relational database software compatible with the GIS software.
 Supporting software such as documentation, spreadsheets, etc.
2.1.1. Situating the AMP within the city administration
Currently Adolla City is one of the reform towns in the region and it has a city administration consisting of
Three kebeles. The Kebeles are named as Kebele 01, Kebele 02, and Kebele 03.
Within the City, there are Departments, called Infrastructure Service Delivery and Management Work
Process; which takes overall responsibility for building and maintaining the Asset Management Plan for
infrastructure assets excluding water supply, and Water Supply and Sanitation Authority; which is
responsible for building and maintaining the Asset Management Plan for infrastructure of water supply.
The head of these departments are directly under the Mayor.
2016-2018 AMP Page 42

Given the critical importance of the asset management plan to the capital investment program, city
administration has made a lot to build the implementation capacity of these departments with materials
and manpower. In addition to this, the city has established a department called ULGDP coordination
office which is equipped with Materials and technical staff, which is also responsible for building and
maintaining the Asset Management Plan for infrastructure.
City Manager
`
Infrastructure & Public works
Department (ULGDP)
Engineering AMP Service Public Works

Division unit Division unit Division unit
Design & Surveying and AMP GIS& Database Water Supply

Construction Inspection unit Public service
Analysis unit Engineering unit Sanitation unit
unit & facility unit
Figure 10: Proposed Organizational framework
2016-2018 AMP Page 43

2.1.2. Departmental Responsibilities for managing the city’s asset management

plan (AMP unit)
The lack of clear institutional and organizational structures, linked to the needs of the AMP, poses a
serious risk to the long-term success of the AMP process. To a large degree this is due to a lack of guidance
and the fact that the AMP has been introduced as an outcome, rather than as an on-going responsibility.
The move to a GIS-based management system requires a change in attitudes within the cities, with the
implementation of a clearly defined role for the AMP within the city administration, and clear lines of
organizational responsibility. A commitment is also required on the part of departments that are
responsible for categories of assets included in the AMP to provide support to the AMP with respect to the
provision of data and information regarding those categories, and to provide a person whose role will
include liaising with the AMP focal person in that regard.
The implementation strategy begins with the establishment of a sustainable institutional and
organizational structure for the AMP within the city administration, which incorporates clearly defined
roles and relationships for all parties involved with, or contributing towards, the AMP. This involves the
following actions on the part of each city:
1. Defining the AMP team as a formal, recognized, organizational unit within the City
Administration.
2. Defining the AMP unit’s relationship with the City Administration. It is recommended that this
unit be situated in the City Manager’s Office.
3. A staffing plan for the AMP team. The team requires at least two people, an AMP focal
person and an assistant, with the latter being responsible for ongoing survey work. Additional
staff will be required for start-up as mentioned in paragraph 3 below.
4. Providing a job description and ToR for the AMP focal person. In this regard, the role of the AMP
focal person is greatly expanded in the new AMP process.
 Step 1: Build the GIS project and manage the GIS system.
 Step 2: Take responsibility for the city’s AMP and build linkages with the line departments
having responsibility for the different categories of assets included in the AMP.
 Step 3: Build the spatial database and the database of physical properties for all assets.
Summarize the data and provide an analysis of key information.
 Step 4: Responsibility for building a condition indicator for all assets, through the completion
of the condition and maintenance database. Provide summaries of the condition of all assets.
 Step 5: Working with the line departments to obtain a list of all maintenance activities, for:
routine and periodic maintenance; major maintenance associated with levels 3 and 4
condition; and rehabilitation costs for level 5 condition assets. Responsibility for maintaining
an up-to-date list of maintenance activities for all databases. Adding unit costs and total
costs of all maintenance activities to the condition and maintenance database. Provide
summaries of the cost of all maintenance activities.
 Step 6: Working with the line departments and other relevant organizations, obtain and
maintain an up-to-date list of all asset replacement costs, based upon the asset feature
2016-2018 AMP Page 44

classes. Build the new works database that provides a list of the replacement cost and
residual value of all assets. Provide summary information on these.
 Step 7: Working with the CIP team, build the database for new works projects. Provide
summary outputs of these projects.
 Step 8: Using the output from step 5, build the maintenance plan database for all
maintenance activities going forward to implementation.
 Step 9: Working with the CIP team, convert the budget for new works projects and
maintenance activities to a 3-year rolling program.
 Step 10: Track the progress of all approved new works projects and maintenance activities,
using the databases for these created in steps 7 and 8 respectively. Upon completion, convert
project and activities data across to the relevant databases for existing assets. Once sufficient
historical data is available, track the performance of new works project starts against plan,
and the completion of maintenance activities and costs against plan.
5. Clearly defining the roles that all departments, and other administrative units, that are
responsible, operationally, for one or more categories of assets included in the AMP, have with
regard to the AMP. This Involves:
 Identifying a person with the department who will be directly responsible for
liaising with the AMP focal person in respect of the categories of assets lying
within their operational responsibility.
 Clearly stating the duties of that person to provide information to the AMP focal person
as and when required.
 Working closely with the AMP focal person to build the identification codes for all asset
elements in their asset categories.
 Supporting the AMP focal person in building the condition indicator for all asset elements
in their asset categories.
 Supporting the AMP focal person in building the list of unit rates (costs) for all asset
elements in their asset categories.
 Working with the AMP focal person to develop a list of priorities for new works projects
associated with the categories of assets lying within their operational responsibility.
 Working with the AMP focal person to develop a list of routine and periodic
maintenance activities associated with the categories of assets lying within their
operational responsibility, and building the table covering the frequency of operation
and the cost of all such activities.
 Working with the AMP focal person to develop a list of priorities for maintenance
activities associated with the reduction of the maintenance deficit for each category of
assets lying within their operational responsibility.
2016-2018 AMP Page 45

2.1.3. The qualifications of the AMP focal person (Training and Skill)
Given the critical role that the AMP focal person plays in the City administration, the position
requires a person with ability, initiative, and a range of different skills. Key skills include:
 A good operational knowledge of GIS, and preferably the Arc Info system of GIS. The Federal
Government provides training in GIS specifically for the AMP, but the focal person should have the
pre-requisite knowledge of basic GIS operation to be able to attend this training program.
 A good working knowledge of relational database management.
 Knowledge of the principles of information and knowledge management.
 Knowledge of the basic principles of surveying and the ability to work with maps in a geo-spatial
environment.
 A working technical knowledge of infrastructure and buildings.
 Knowledge of how infrastructure and buildings deteriorates and how they are maintained.
Integrated with this is a knowledge of how to build cost estimates for new works and maintenance
activities.
 An understanding of what constitutes an asset strategy and how to create such a strategy.
In terms of training needs, the above list can be broken down into three broad areas. These are:
 The use of GIS to manage large spatial databases with a wide range of physical attributes
attached. This in turn requires a degree of foreknowledge of basic surveying systems.
 An understanding of the role of that infrastructure, buildings, and other physical assets perform in
society, including an understanding of both their deterioration processes and the types of
maintenance that is required to repair or renovate them. This incorporates an understanding of
how infrastructure, buildings and other assets are coasted, i.e. what are the major cost
components and how do they relate to provide a final cost for a project or for existing
infrastructure.
 An understanding of the principles of information and knowledge management, i.e. how is
information extracted from data in a form that is useful, informative, and able to facilitate
decision-making processes.
This is an eclectic range of skills that will not normally be found in one person. The most useful person
would be one with a background or education in a technical field, such as civil engineering or construction
management, with the latter likely to provide the best fit. This would allow the AMP focal person to build
on their existing technical knowledge to deepen their understanding of area 2 above.
2016-2018 AMP Page 46

2.2. Building an asset strategy: defining the strategic activity areas

The asset management plan plays an important role in contributing to the wider development
objectives of the city. When the city is considering its future capital investment, with is capital
investment plan (CIP) process, it is discussing an investment in assets. As a result, asset
management and capital investment planning are symbiotic, i.e. they form an inter-dependent
relationship. By integrating a degree of strategic analysis into the AMP from the beginning, this
facilitates, and makes far more effective, the process of capital investment planning. The
challenge is to integrate this strategic analysis into the AMP process as it evolves.
When a city invests in capital assets, the city is creating the drivers of social and economic
development. The challenge for cities is how to allocate a limited capital investment, which is
generally less that the identified needs, in the most effective and efficient way. That is where an
ongoing strategic analysis of the city’s asset base can assist.
In total there are four major drivers of social and economic development embedded in the city’s
asset base covered by the AMP. These are:
 The movement network.

 The water supply network.
 Environment services.
 Social and economic services.
With the exception of municipal administration buildings, all physical assets can be allocated to
one of these four groups, which will be termed here Strategic Activity Areas1, reflecting their role
as drivers of urban development. Linking asset categories to these strategic activity areas enables
cities to make more informed choices about how to allocate their future capital investment, as
well as understanding where their previous investment has been allocated. The allocation of asset
categories to the four strategic activity areas is shown in table 2 below.
Table 2: The allocation of categories of physical assets to the four strategic activity areas
The Movement The Water Supply Environmental Social and Economic
Network Network Services Services
The road network Water supply Urban drainage Abattoirs
Cycle paths Water resources Liquid waste Fire service
Footpaths/ pavements Sanitation Municipal markets
Street lighting Solid waste MSE facilities
Urban Greenery Schools
Parks and play areas Health clinics
Rivers Youth centres
Wetlands Other
Natural areas
1
Municipal Administration Buildings are dealt with as a separate activity area and will be discussed later.
2016-2018 AMP Page 47

The list of asset categories has been distributed among the four strategic activity areas does not
(necessarily) mirror the departmental management structure. For example, the construction of
drains would normally fall under the infrastructure department and be linked to the movement
network. It is important to recognize that the structure of this table has, as its objective, a
strategic analysis and prioritization of projects; and that it is not intended to reflect an
administrative grouping.
2.3. Departmental responsible for the AMP in each asset category

Once the City has defined which institutional units are operationally responsible for the different
categories of assets, it should then identify an individual within that unit who will be the
responsible person, and also the link between that unit and the AMP focal person. That link-
person would then be expected to work with the AMP focal person in providing information
related to the assets within their operational unit.
Once the city has identified the AMP coordinators for the different operational units, it should
then create a table, within the AMP, that lists the following:
 The category of asset

 The operational unit responsible for the category (e.g. department, office, enterprise)
 The name of the AMP coordinator/ link person for that unit
 Contact details for each AMP coordinator/ link person.
Table 3 The departmental responsibility for different categories of assets

No Categories of Responsible Body Responsible Remarks
Assets Person/Group
1 Roads Land Development & Team Members of Land Development & Administration
Administration process; Design, the process process is responsible to open new roads based
construction, & Contract on the City’s Structure & LDP; while Design,
Administration & Infrastructure construction, & Contract Administration &
Processes of the Municipality Infrastructure Process is responsible for
construction, maintenance & management
2 Urban Design, construction, & Contract Team Members of Responsible for construction, maintenance &
Drainage Administration & Infrastructure the process management
Systems. Processes in the Municipality
3 Street Light EEPCO & Design, construction, & Team Members of EEPCO is responsible for maintenance,
Contract Administration & the process replacement & installation of new ones;
Infrastructure Processes of the whereas Infrastructure Provision &
Municipality Administration Process in the behalf of the
Municipality is responsible for monitoring &
management of the asset
4 Water Supply Adolla City Water Enterprise & Team Members Both municipality and water & sewerage
Systems. Municipality of the Enterprise enterprise are Responsible for provision /supply
of water for land development are going to
develop maintenance, replacement &
installation of new ones;
5 Solid and Social & Environmental Responsible for maintenance, & supervision
Liquid Waste Protection Service Process of the containers & vehicles or carts; Collection,
Management Municipality; Organized Groups transportation & safe disposal;
2016-2018 AMP Page 48

Systems
6 Parks and Adolla City Beautification Responsible for maintenance

greener Department
y
7 Schools Education Department Responsible for maintenance & Supervision of
each facilities and buildings in their respective
sectors
8 Clinics Health Department Responsible for maintenance & Supervision of
each facilities and buildings in their respective
sectors
9 Vehicles Design, Construction & Contract Responsible for maintenance
Administration & Infrastructure
Processes in the Municipality
10 Abattoir, Fire Adolla City Manager Office City Manager Responsible for maintenance & Supervision
Fighting, and toilets; timely empty of the toilets.
Municipal
Buildings
11 Eng. Infrastructure provision & Responsible for maintenance
Machineries Administration Processes of the
Municipality
2.4. Design of Spatial and Tabular Templates for the AMP
Once the categories and sub-categories of assets has been clearly defined; then building a
container that will carry the information on the asset is the next step. There are two basic
templates: the spatial template (the spatial data or drawing base) and the information
template (the tabular database).
Yet, as stated on the manual, before the template, it is necessary to have knowledge of where
assets can be found and how they can be located and how the information about them can be
transferred to a database where it can easily be accessed and retrieved. For Successful
undertaking of such tasks, the templates designed on the office have to be tested on the ground
on the targeted pilot area before replicating the experience to large scale inventory of asset
data. Accordingly, pilot test had been done for all inventory formats and invaluable comments
were incorporated together with the client.
2.4.1. The Spatial template
By combining the asset information prescribed on the manual, file geo-database was designed to
capture asset information and the corresponding elements on the database for the smooth
transfer and integration of tabular and spatial data base templates. Using ArcGIS 10.7.1 software,
the geo-database is organized with File geo-database named ‘Adolla AMP’.
2016-2018 AMP Page 49

The Adolla City AMP geo-database is structured using attribute domain and subtype. The logic
behind organizing data in attribute domain is to set the permissible value of a field type or to
constrain the value allowed for any particular attribute for a table, feature class or sub-type.
This is quite useful to constrain the allowable value of a field type in a situation where the same
feature class data entry is handled by different person. For instance, road material attribute is
constrained to the following values:
Figure 11 Road Surface Materia from SQL Database
Besides, a person can easily manage data entry by choosing from the look up table instead of
consuming time for entering value just by writing; which obviously is different from one person to
another. For instance, if the data is not organized according to the aforementioned approach of
geo-database in uncontrolled manner, one person may write mistakenly “concrete road” as
‘concrte road’, the others ‘concret’ and so on, which makes difficult the integrity of data for
generating refined report on asset management plan. In conclusion, the organization of data as
mentioned above makes data entry to be simple as one can easily choose the values from the
already set look up table; even without having user interface system.
2016-2018 AMP Page 50

The other advantage of attribute domain is sharing of the same attribute by different feature
class. For instance, the general condition assessment of all asset categories is modeled (coded) as:
1(Very Good), 2(Good), 3(Moderate) ,4(Poor) and 5(Very Poor) that is shared from the
geo-database by all feature class of Road, Walkways, Drainage, Land Sliding Retaining and
Flood Controlling Wall to describe the condition of the given infrastructure asset.
So, the attribute domain enforces data integrity by maintaining common values to share same
information that can be performed by different persons and different attributes of different
feature class to share the same attribute so as to realize consistency, validity and integrity of data
2.4.2. Creating Tabular Database Structure
A tabular database has been compiled for an infrastructure asset categories and sub-categories.
The road is classified in to Asphalt Road, Cobble Road, Gravel Road, Red Ash Road, Large Block
Stone, Earth Pressed Road, Natural Earthen road, Concrete Bridge and Culvert were classified by
road surface material. A specific sub-category of the asset, say asphalt road, consists of many
fields or attributes such as carriage width in meter, left and right carriage way Kerbing material
and width, date of construction, road condition and so on. The route is also divided along section
of road in to a number of discrete sections for ease of maintenance and quality definition for
road, walkways, drainage and street signpost.
Similarly, for water distribution line, the main subset of the distribution line is categorized in to
DCI, GS, HDPE and PVC by material type. The same is true for point data like Street light where
the left and right side point data is captured including attributes of street light type
(Incandescent, Florescent, High Pressure Magnesium Light, High Pressure Sodium Light and Light
Emitting Diode) using hand held GPS.
A similar situation would apply to the linear elements of the water supply category. So, for
example, using the sub-category of water, steel distribution mains, and a similar set of variations
would apply, defining different elements (segments) of the sub-category by length, class and
diameter.
For further elaboration of the approach for tabular database template pursuant to operational
manual, two examples are provided. The first one let us take a linear element of Road, its
2016-2018 AMP Page 51

category is Road and Movement Network, its sub-category is Cobble or Small Block Paved Road,
element is described by defining two node points (Node from, Node to), one defining the start
while the other defining the end respectively. The route is uniquely identified by Route id. In the
same manner, let us take a point element of pump, its category is Water Supply Network, its
sub-category is pump, its specific geographic location is identified by x, y coordinates and
described according to pipe material, dimension, discharge amount, year installed and so on. The
element is identified by unique number.
The spatial and non-spatial databases are linked with unique id, which makes the integration
versatile to accommodate data within the same geo-database system. More indicators are
developed for infrastructure asset management plan based on the operational manual and
tailoring variables to the context of Adolla City. The following table depicted below shows sample
road network and drainage tabular database templates used for Adolla City Asset Inventory
and management plan.
Table 4: Example of Tabular Database for Road Network Category and Sub-Category
Field Name Data Type Description of the Field Name
Route ID Text Route Identification Number
Node From Text Node From
Node To Text Node To
Start Name Text Node Starting Reference Name
End Name Text Node Ending Reference Name
Length From Double Length From
Length To Double Length To
RoadMat Text Road Material
Length Double Actual Length in Metre
Deterioration Type Text Type of Deterioration
Deterioration Area Double Deterioration Area in m2
Condition Text Condition Assessment
Carriageway Width Double Carriage Width
CarraiageWayType Text Carriage Way Type
Kerbing Material Left Text Kerbing Material Left
Kerbing Left Width Double Kerbing Left Width in Centimetre
Kerbing Material Right Text Kerbing Material Right
Kerbing Right Width Double Kerbing Left Right in Centimetre
Construction Year Long Integer Date/Year Construction
Maintenance Year Long Integer Maintenance Year
Ownership Text Ownership of Road
2.4.2.1. The Attribute Domain of Feature Class

By combining the asset information prescribed on the manual, file geo-database was designed to
capture asset information and the corresponding elements on the database for the smooth
2016-2018 AMP Page 52
transfer and integration of tabular and spatial data base templates. Using ArcGIS 10.2.1 software,
the geo-database is organized with File geo-database named ‘Adolla AMP’. The Adolla City
AMP geo-database is structured using attribute domain and subtype. The logic behind
organizing data in attribute domain is to set the permissible value of a field type or to constrain
the value allowed for any particular attribute for a table, feature class or sub-type. This is quite
useful to constrain the allowable value of a field type in a situation where the same feature class
data entry is handled by different person. For instance, road material attribute is constrained to
the following values:
SurfaceMaterial | Index
Adella City Administration

Name Code
Asphalt A
Cobbel Stone C
Gravel G
Red Ash R
Masonary M
Earth Pressed E
Under Construction UC
Earth Natural EN
Culvert CL
Bridge BR
Earth Press EP
Large Block LB
Table 5 Surface Material Index table
Besides, a person can easily manage data entry by choosing from the look up table instead of
consuming time for entering value just by writing; which obviously is different from one person to
another. For instance, if the data is not organized according to the aforementioned approach of
geo-database in uncontrolled manner, one person may write mistakenly “Asphalt road” as
‘Asphalt road’, the others ‘concrete’ and so on, which makes difficult the integrity of data for
generating refined report on asset management plan. In conclusion, the organization of data as
mentioned above makes data entry to be simple as one can easily choose the values from the
already set look up table; even without having user interface system.
The other advantage of attribute domain is sharing of the same attribute by different feature
class. For instance, the general condition assessment of all asset categories is modeled (coded)
2016-2018 AMP Page 53

as:1(Very Good), 2(Good), 3(Moderate),4(Poor) and 5(Severe) that is shared from the geo-
database by all feature class of Road, Walkways, Drainage, Land Sliding Retaining and
Flood Controlling Wall to describe the condition of the given infrastructure asset.
So, the attribute domain enforces data integrity by maintaining common values to share same
information that can be performed by different persons and different attributes of different
feature class to share the same attribute so as to realize consistency, validity and integrity of
data.
Subtypes are also implemented for categorizing data by creating subsets of features in a feature
class instead of creating separate features. Subtypes are implemented by creating coded value
and by associating the field of data type short or long integer. This integer value each represents
a feature in the sub-type. For instance, water distribution line feature class is disaggregated into
subset of features, based on material type, identified by unique coded value of: PVC (1), GS (1),
HDPE (2), and DCI (3). This makes easier the editing process because when one edits a field with
coded value domain, a drop down list of all the domain values appears. The template allows
choosing from the look up table of each feature class, which makes updating, editing and
locating complex asset data more easily; and more versatile system is implemented to maintain
data integrity.
2.5. Establishing the GIS Operating Environment for the AMP
The spatial operating environment, which the consulting firm uses for this assignment, is GIS and
Specifically Dynamic Segmentation tool from Linear Referencing extension of ArcGIS
10.7.1 software. This tool has so many advantages which are due to its versatility for data entry,
management, updating, and analysis; and besides for water assets; the company used Network
Analyst extension of ArcGIS 10.7.1.
Linear Referencing: is the method of storing geographic locations by using relative positions
along a measured linear feature. Distance measures are used to locate events along the line. In
most data models, linear features split at intersections where they connect with two or more-line
features and frequently also split where key attribute values change, such as a change in the
road name. However, users often want to record many additional attributes about the roads.
This could require that roads may split into many tiny segments at each location where attribute
2016-2018 AMP Page 54

values change. As an alternative, these situations can be handled as linear referencing events
along the roads
Figure 12 Storing Multiple Sets of Attributes for a Feature performed using Linear Referencing
Why We Use Linear Referencing?
Linear referencing is used for many reasons. The following are the two primary reasons:
 Many locations are recorded as events along linear features—for example, locations of
traffic accidents are recorded using a convention such as "27 meters east of reference mile
marker 35 along State Highway 287." Many sensors record conditions along linear features
using measures of distance or time along the lines—along pipelines, along roads, along
streams, and so forth.
 Linear referencing is also used to associate multiple sets of attributes to portions of linear
features without requiring that underlying lines be segmented (split) each time that
attribute values change. For example, most road centerline feature classes are segmented
where three or more road segments intersect and where the road names change.
Dynamic Segmentation: is the process of computing the map locations of events stored and
managed in an event table using a linear referencing measurement system and displaying them
on a map. The term dynamic segmentation is derived from the concept that line features need
not be split (in other words, "segmented") each time an attribute value changes; you can
"dynamically" locate the segment. Using dynamic segmentation, multiple sets of attributes can be
associated with any portion of an existing linear feature independently of where it begins or ends.
These attributes can be displayed, queried, edited, and analyzed without affecting the
underlying linear feature's geometry.
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2.6. Linking and Allocating the Asset Categories to the GIS
Once the list of asset categories that will be included in the city’s AMP has been defined, the next
step is to link these to the GIS system. Each feature class should be tested against the GIS Protocol
to ensure that it comprises only one of the three defined features. Thus on the wider road a
culvert might be defined as a line feature, since it is of sufficient length to give it a start point and
an end point, while on a narrow access road a culvert might be defined simply as a point feature,
since its short length does not warrant defining both a start and an end point. In this situation
there are two options available. In this Adolla City AMP; culverts have been defined as a line or
polygon feature.
2.6.1. The list of feature classes included in the AMP
When working in GIS operating environment it is necessary to follow a specific GIS Protocol with
regard to terminology. The construct of this protocol was shown in Figure 5. This Protocol states
that all spatial elements spatial must belong to one of just three types of feature. These three
features (feature types) are:
 A Point Feature. This is defined in terms of a single x,y, coordinate.

 A line Feature. This is defined in terms of a start point and an end point, i.e. two x,y,
coordinates.
 A Polygon (Area) Feature. This is defined in terms of an x,y, coordinate that represents
the centroid of the polygon
As it is clearly shown in the above diagram that the sub-categories have to be linked with one of
the above mentioned four blocks in the diagram, which means each sub-categories of assets
have to be classified and linked either by one of the three feature classes (point or poly-line or
polygon) or as non-spatial attribute data. This is in line with the definition of a sub-category
defined in the previous section (Section II). Accordingly, it becomes possible to allocate sub-
categories of assets to one of these four blocks. The allocation of some examples is shown in table
4 below. This table also includes the list of maps that support the infrastructure geo-database.
Finally the table has a fourth column that lists the non-spatial data associated with the
infrastructure asset base.
2016-2018 AMP Page 56

Table 6 Classification of Asset Sub-Categories by GIS Protocol

Point Feature Line Feature Polygon Feature
Road furniture Asphalt road Paved area

Manhole Cobblestone road Roundabout
Pump Gravel/ red ash road Reservoir
Valve Compacted earth road Retention and detention ponds
Access box Cycle path Landfill site
Water meter Footpath Administrative boundary
Hydrant Bridge External site boundary
Customer connection Culvert Internal boundary
Communal standpipe Retaining wall Building and facility
Public and communal toilet Drainage channel
Bucket collection point Pipe drainage
Weigh bridge Water pipeline network
Solid waste container River channel centre line
Lighting pole and mast Tunnel
Construction plant Fence and boundary wall
Machinery
Vehicle
2.6.2. Integrating Feature Class into the GIS Environment
Based on such recommendation (of GIS application), the asset management templates (for 13
categories and 111 sub-categories) have been developed and applied for this study. This has been
done as follows:
The use of a GIS for the management of infrastructure assets brings its own set of requirements
with respect to the way in which data is structured. The following Figures (Figure 11 and 12) show
the asset database flow diagram, how sub-categories have to meet the needs of both the
operational and financial units, and how the sub-categories are situated on top of the GIS
operating environment.
2016-2018 AMP Page 57

Figure 13: The Asset Database Flow Diagram
City Administration
Asset Base - Finance Office

Operational
Units Category
System Sub-Categories Accounting

Components of Asset Categories
Operational Unit Water Supply Office
Infrastructure Water Supply System

Service
Operational Departments Financial Department

Internal
Departments
Operational Categories Financial Categories
Category of Assets
Asset Sub-Categories
 Sub-Category of
Assets
GIS Database
Individual Asset
Figure 14 Relational diagram linking Assets Categories with GIS
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The sub-categories of assets integrate with the GIS by following a Protocol that defines the way in
which sub-categories of assets are linked to what are termed in GIS as feature classes. This has
depicted in the following figure (Figure 13).
GIS DATABASE PROTOCOL FOR

ATTRIBUTE DATADEFINITION
SPATIAL ATTRIBUTE NON SPATIAL

DATA ATTRIBUTE DATA
POINT FEATURE POLY LINE FEATURE POLGON FEATURE
Figure 15: GIS Protocol for Data Differentiation by Feature Class
2.6.3. Building the data structure for new works
The data collection processes for steps 3-6 of the AMP remain virtually identical to those in the existing
manual. The changes in the updated manual relate to data storage and the presentation of the data, i.e.
the information output.
The updated manual is accompanied by a model GIS that includes comprehensive templates for all the
databases used for the AMP. In steps 3-6 this includes: a spatial database; a database for storing the
physical attributes of all feature classes of assets included in the AMP manual; a database for storing all
data associated with the condition, maintenance activities and maintenance costs associated with all
feature classes of assets included in the AMP manual; and a database for calculation and for storing data
relating to the replacement cost and residual value of all assets.
The updated manual, with its new datasets, will require a new asset inventory and a new condition
assessment, although in some existing cities it may be possible to migrate the existing data across to the
new physical properties database, depending upon how the existing data is stored. This initial data
collection exercise will require a significant input of time. It is recommended that cities take on 2-3
2016-2018 AMP Page 59

additional persons (depending upon the size of the city), for a period of 2 months, to assist in this process.
These persons should have a basic understanding of data collection, and could be students.
The second area where the manual has introduced new outputs is the presentation of information. The
primary output from the original manual was a list of tables of figures, with summary tables of key data.
The use of GIS, with its ability to query the databases, expands the role of the AMP focal person, so that
(s)he becomes a manager of information and knowledge in a much broader sense than was previously
the case. This means that the focal person is now able to provide a strategic analysis and an interpretation
of the data. This becomes a very important tool that cities can use to improve their decision making with
respect to both asset management and capital investment planning
2.6.4. Creating the information base for new projects and maintenance activities
Part 3 of the updated AMP manual has changed significantly from the previous manual. It now has two
quite distinct goals: the first to manage the data associated with new works projects (step 7); and the
second to manage the data associated with all maintenance activities (step 8).
a) Data associated with new works projects
The AMP focal person is a member of the CIP team. In the updated manual, the role of the AMP focal
person in step 7 is to support the CIP team in building and maintaining the database for all new works
projects. This role also involves contributing to the process of prioritizing projects by incorporating an asset
strategy into the prioritization process. To be able to perform this task, the AMP focal person should have
a good understanding of how to apply project prioritization based upon the contribution that projects
make to the four strategic activity areas defined in the AMP.
b) Data associated with all maintenance activities
With the updated manual, the AMP focal person has an enhanced responsibility with regard to managing
data associated with maintenance planning; and with prioritizing those activities. The AMP focal person
has to be able to liaise effectively with all line departments and be able to discuss maintenance needs with
those departments.
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2.6.5. Project implementation
Step 9 of the AMP manual, dealing with the conversion of approved new works projects and
maintenance activities to a three-year rolling program is similar to the previous manual. Step 10,
however, which deals with implementation, is significantly different.
With step 10, the AMP focal persons play a much greater role in monitoring both new works projects and
maintenance activities through their implementation phase to the point where they are integrated into
the relevant databases for existing assets. It is important to stress that the focal persons are not responsible
for implementation – that is the role of procurement and project management specialists; they are
responsible for monitoring, tracking and recording the progress of new works projects and maintenance
activities.
To be effective, this role requires two conditions. The first is that there is cooperation from those in the city
that are directly responsible for implementation. The second is that the AMP focal persons have a basic
understanding of contract management, so that they know the stages of the project cycle and can track
projects.
2.6.6. Building the framework for action

In building a framework for action, the first point to recognize is that, while the city’s AMP may be a
product that is produced annually, the AMP process itself is an ongoing task. This is quite distinct to the
CIP process, which is solely a task performed annually. This is a critical distinction with an important
implication. The AMP has to be able to manage data relating to the city’s assets through the project cycle.
In other words the AMP has to be not simply aware of, but actually in control of, all data relating to the
city’s asset. The attribute of the AMP process is central to the implementation strategy generally, and to
the relationship between the AMP and the CIP specifically. For it means that, while it is the role of the CIP
to define the CIP budget, it is the role of the AMP to manage the database associated with the CIP
budget. It also means that the CIP should not produce a maintenance budget that is independent of, or
unrelated to, the maintenance plan generated by the AMP.
Following from this, the implementation strategy for the AMP is built around a hierarchy (from the lowest
to the highest level) of: data management; information management; and knowledge management.
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a) Data management
The AMP should have primary responsibility for building and managing all databases associated with the
City’s assets.
b) Information management
While working with other parties, and particularly with the CIP team, it is the AMP that should be
responsible for defining the way in which information is generated from the asset-related databases. So
while the generation of tabular data remains a primary output of the AMP, it is no longer the sole output,
as was the case previously. Rather, the way in which information is presented should be expanded, to
provide a wider range of information about the extent and nature of the asset base. The most effective
way of doing this is by the use of charts of different types, such as pie and bar charts. The pie charts in
particular are a valuable means of providing comparative data.
c) Knowledge management
Knowledge management is concerned with providing information in a way that facilitates a broader
decision-making process. In this context, the use of the four strategic activity areas defined in the AMP
manual, namely: the movement network; the water supply network; environmental services; and social
and economic services; becomes a crucial component of the knowledge management system. Showing the
extent to which investment, both past and future, is allocated across these four strategic activity areas
allows decision-makers to link investment more equitably to achieve a variety of social and economic
objectives. It also provides the basis for the cities to build an asset strategy, by encouraging a review of the
value of assets and the role that each assets serves in meeting social and/or economic objectives. Of
particular relevance in this context is the extent to which both new capital projects and maintenance
activities linked to exiting assets, can be used to generate employment and support the development of
small and micro enterprise
2.7. Allocating a Unique Reference Identifier (ID) to Each Asset Element
An identifier (ID) is an alphanumeric string (a short list of characters that can include both letters
and numbers) that is attached to a single element of a feature class of asset and refers only to
that element. Because of this it is unique within a data set; hence it is termed a unique identifier.
The identifier does not contain all of the attribute data for an element; that is provided in the
database. The objective of the identifier is to be able to locate the element in both the spatial
2016-2018 AMP Page 62

and the tabular databases. It is also important to be able to distinguish the category and feature
class to which the element belongs. This is particularly important for linear elements, where
different services are provided in the same vicinity (e.g. a road, a water main and an electrical
cable for example).
Both the spatial and the tabular databases will create a unique identifier automatically each
time a new record is created. This is termed an auto-ID. While this auto-ID could be used
internally by the GIS software as the main identifier for an element, using it more widely is not
recommended, since this would have a number of serious disadvantages. Firstly, the auto-ID is
simply a number, making it difficult to link, mentally, with a specific element of infrastructure.
Secondly each new database will generate a new auto-ID table, so there is an immediate
duplication, i.e.; the same element will have different auto-IDs in different databases. To
overcome these constraints, it is necessary to create a unique identifier system that is tailored
specifically to meet the needs of the asset management plan.
There is currently no single system of identifiers used for assets in Ethiopia. As a result, different
groups may already be generating identifier systems for the same assets. For example, the
Bureaus of Finance and Economic Development use Pin Codes for asset identification. While it
would be ideal to have only one identifier system for all uses, it is also important to recognize that
an identifier system that has been created for a specific use may not be suited to another
purpose.
As a result, the manual has produced a different identifier system, designed specifically for the
Asset Management Plan. This unique identifier, which is described below, has been tested in a
number of cities and has shown itself to be robust and versatile. At the same time some minor
changes have been made to the individual components of the identifier in response to user
feedback. The unique identifier is made up of four parts and, while it has been created
specifically for asset management, it has also been designed to provide an interface with other
users of the asset infrastructure and services that are likely to use the information generated by
the asset database system. The unique identifier is made up of four parts.
Identifier Component 1: This is a 3 character, alphabetic, code that is linked to the asset
category (with the first two letters) and the feature class (with the Third letter). This provides a
2016-2018 AMP Page 63

quick internal referencing system for the AMP itself. A list of codes for all categories and feature
classes included in the manual is listed in table 7 below.
Identifier Component 2: This is a 2-4-character, alpha-numeric, code indicating the major

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

administrative reference. It is recommended that this code be used as a unique identifier for a
city, which would have the advantage of creating unique asset identifiers across all cities
producing asset management plans. In the interim this component has been given the code CC,
standing for City Code.
Identifier Component 4: This is a 2 character, alphabetic, code providing a local

administrative reference. It is recommended that this code be used as a unique identifier for a
Sub-Cities within the city.
Identifier Component 5: This is a numeric code with 5 digits, followed by an underscore

separator and a further 2 digits. The 5-digit code is used to provide each element with a specific
identifier, while the two-digit code allows the element to be sub-divided to provide a higher level
of detail for the condition indicator. The four parts of the identifier are each separated by
hyphens. Note that full stops and backslashes should be avoided as these are computer reserved
symbols. For instance a route segment of road located in Adolla City with route Id “0001” will
have a unique identifier of RDA-PR-AD- 00- 0001
Where:
“RD” represents Road Network
“A” represents its surface material which is Asphalt
“AD” represents code for Adolla city
“00” represents Code for Sub-Cities within the city
“0001” for the route id given for that segment

2016-2018 AMP Page 64
Table 7 Codes for Roads by surface finish
S.N Road Surface Type Code
1 Asphalt Road RDA
2 Cobble Stone Road RDC
3 Red Ash Road RDR
4 Earth Pressed Road RDE
5 Gravel Road RDG

Table 8 Code for Road Category By Hierarchy
S.N Road Type Code
1 Primary Road PR
2 Secondary Road SR
3 Collector Road CR
4 Local Road LR
5 Foot Path FP
Unique Identifier for Roads
RDA-PR-JI- 00- 0001
RDA : - Represents a road with an asphalt surface (Sub-Category)
PR : – Represents Primary Road (defining characteristic)
AD : – Represents Adolla -City (Geographical Location)
00 : - Represents Sub_City
0001 : – Represents the road number.
2016-2018 AMP Page 65

The list of codes used for the first block of the identifier
A table of codes used for the first block of the identifier. If the city has adopted the list of codes
proposed in the AMP manual then this would be shown in the table.
Table 9: The list of category and feature class codes used for block 1 of the unique identifier (example)
Category Code Feature Class Code Feature Class Code

The Road Network RN Asphalt road AS Water meter WM
The Urban Drainage UD Cobblestone road CB Hydrant HY
Network
The Street Lighting SL Gravel/ red ash road GR Customer connection CC
Network
The Water Supply WS Compacted earth road CE Communal standpipe CS
Network
Water Resources WR Footpath FP Public and communal PT
toilet
The Liquid Waste LW Paved area PA Bucket collection point BP
Network
Solid Waste SW Roundabout RO Landfill site LS
Management
Sanitation SA Bridge BR Weigh bridge WB
Urban Greenery UG Culvert CU Solid waste container SC
Parks and Play Areas PA Retaining wall RW River channel centre RC
line
River Systems RS Road furniture RF Tunnel TU
Wetlands WE Drainage channel DC Lighting pole and mast LP
Nature Reserves NR Pipe drainage PD Construction plant CP
Abattoirs AB Retention and detention RP Machinery MA
ponds
Fire Service Assets FF Manhole MH Vehicle VE
Municipal Markets MM Reservoir RE Building and facility BU
MSE Facilities MS Water pipeline network WN Fence and boundary FE
wall
Schools SC Pump PU Administrative AB
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boundary
Health Centres HC Valve VA External site boundary EB
Youth Centres YC Access box AC Internal boundary IB
Municipal Buildings MB
3. (Section) III: A Complete Inventory of Existing Assets (Step 3)
3.1.1. General Background
A well-functioning inventory system is a core stone for proper asset management. The inventory
of Adolla City AMP mainly contains the information what the city administration owns, the type
of assets and their specific locations. The inventory carried out through on site intensive survey for
core infrastructure services (road, drainage and associated assets), market centers, abattoir,
administration and public buildings, and the historical sites. The tabular inventory dataset
contains the type of the asset, the material from which the asset is made, the time of construction
or purchase, the size and the place where it is located, in addition to the condition assessment
which is discussed independently on condition assessment section.
Inventory of the asset data is in general applied for both Spatial and Non-Spatial Data types
managed by GIS and Tabular Databases. The tabular data bases, comprising various related
attribute data, which are presented in SQL Database system and the summary of findings
discussed under this section.
3.1.2. Use of GIS Application and Environment
It is known that contemporary asset management system practices showed that management
and planning of assets data is of more manageable, easy and sustainable if they are
computerized using Geographic Information System (GIS) for defining geo-referenced locations,
storing attribute (spatial) data, measuring, displaying data on maps and updating/revising the
data any time whenever it is needed. Accordingly, due to such reason and based up on the client
request, GIS application is selected for this purpose and is recommended for future use too. It is
also important to note that, such GIS application is a nascent technology and methodology that
has been successfully used in various aspects of this asset management plan preparation that
include broad areas of data collection, data storage, data manipulation and analysis, and data
2016-2018 AMP Page 67

mapping. And hence all the spatial data have been collected, stored, manipulated/analyzed and
mapped.
In recent past times training in GIS has got due attention and hence the use of GIS for their
spatial data application is improving from time to time though problem of license is a critical
bottleneck. In fact, they are using different GIS applications, Database formats, Software and
Hardware, and Web application. For instance most of which are currently using that of the
ArcGIS 9.3 Software while ArcGIS 10.2 is already in the market with wide range of modifications.
ArcGIS 10.2 is the newly released GIS software from the ESRI suite of products which is full
inclusive of all the functionalities of ArcGIS 9.x versions. Apart from its being the latest technology,
it is interoperable with almost all software including the ArcGIS Suite. It is seamlessly integrated in
all platforms in ArcGIS for Server, ArcGIS for Desktop and ArcGIS for Mobile with a support
package from ESRI inc. and Partners in the region. Thus, ArcGIS 10.2 (10.3.1) is the
recommended version for Asset Management Plan of Adolla City. But it is important to
note here that it require extensive training and on-going use of such system for asset
management work in order to properly operate in such new GIS environment.
3.1.3. Spatial Data Management Systems and Metadata
As mentioned above there has not been any GIS management framework in the city
administration and hence individuals are working in ArcGIS independently to meet their own
needs. It is, therefore, creation of an overall management framework for GIS with well-defined
protocols of use (that requires a metadata structure; user accessibility permissions; storage
systems; licensing agreements and inter-relationships with other GIS users in different offices and
units within the city) for proper infrastructure management is the other critical issue.
It is important to build institutional based use of ArcGIS applications and environment in all
offices and operational units and to create a ‘culture’ of geospatial data management at all
levels (from top management to lower operational levels) within the City Administration. At the
same time there is a need to rationalize the programs and systems that are used to manage all
spatial and geospatial data and capacitate operators of these systems in all offices and units. In
general, the Asset Management Plan requires building a sustainable GIS system for infrastructure
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asset management by creating an integrated data structure at all levels and hence this is the
other critical issue to be considered.
3.1.4. Database Structure
The data structure for infrastructure has been designed taking into account the multiple uses of
that data. It is due to the fact that some part of the infrastructure is common to (or required by)
a number of different operational units in the City Administration. For example, the road center
lines and the water network are used for engineering design, for urban planning, and for the
cadaster system. As a result, some of the data will be shared with other Offices and Units within
the City Administration. This means that the spatial information associated with the roads used
for road design; road maintenance; operational management of the traffic system; the Structure
Plan; and the Cadaster. So, on the one hand, there is the need to look at the interaction between
different bodies within the City Administration. At the same time, and of equal importance, is the
need to structure the database so that it meets the needs of different groups within the same
organization, for example, New Works Design, Operations, and Maintenance. Each of these
groups will have different requirements, for example the condition indicators will be used by
Maintenance as a basis for maintenance planning but not necessarily by other users of the
database. The database structure has to take all of these considerations into account.
The current approach to data collection and storage is one that makes use of large, GIS-linked,
databases with a comprehensive range of data spread across a large number of fields
(attributes) all situated within one single database table. Not only does this make sharing
difficult, it increases the possibilities for error generation within the system, and makes ongoing
database management difficult. It is not necessary to attach all attribute data directly to the GIS.
Information stored independently in a tabular/relational database, such as for example Microsoft
Access, can easily be linked to the GIS provide it has a common field that has the same attribute
data as the GIS database, which is most commonly the unique identifier (ID) attribute field. The
leads to an alternative model, based upon a devolved database structure. Such a structure
would provide for the diverse needs of the organizations working with the asset management
plan by integrating all the components of the AMP into the data structure. This system would
operate with four levels of data that stated as follows.
Level 1: The Geo-spatial database
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This provides the data that is directly associated with the GIS system, and is termed as
the core data set. This core geo-database has been kept as simple as possible so as to
ensure the integrity of the basic spatial data and minimize errors in data entry. The
resulting GIS data set is limited to just three table variations, based upon the core
feature classes of ‘point data’, ‘line data’ and ‘polygon data’. This means that each of
the 111 sub-categories will be allocated to just one of these three. This is in line with the
defined characteristics of sub-categories described earlier, and each sub-category can
only contain data associated with one feature class. Thus, the attribute fields are as
shown in the following table (Table 5). Thus, each asset is given a sub-category code
attached to a unique ID number; and X and Y coordinates. There is a single set of
coordinates for a point (point data) or a centroid (polygon data); and two sets of
coordinates, representing the start and end points of the line for line data. The GIS
program then generates the key dimension (for lines and polygons) automatically. This
means that the GIS database is derived solely from one-time entries of data and that
data can only be changed if there is a modification to the infrastructure element
coordinates; otherwise it remains locked to access.
Table 10: Field Attributes of the GIS Database

Attribute Core Data for the Core Data for the Line Core Data for the
Field No Point Features Features Polygon Features
1 Auto ID Auto ID Auto ID
2 Sub-category-ID Sub-category-ID Sub-category-ID
3 X-coordinate X-coordinate – start X-coordinate of centroid

node
4 Y-coordinate Y-coordinate – start Y-coordinate of centroid

node
5 X-coordinate – end node Auto-generated area
6 Y-coordinate – end node
7 Auto-generated length
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Each sub-categories has its own layer in the GIS environment, so that each one can be
viewed separately. In addition there are also a further four layers allocated to different
types of spatial boundaries, together with one layer for the river system. This means that
the GIS system currently has a total of 115 data layers. There may also be some temporary
layers included, such as, for example, roads that are shown on the Structure Plan but not
yet constructed.
All of the remaining data (non-spatial data) associated with the infrastructure assets
should store independently, in separate, tabular (relational) databases, termed as data
sets. Hence, a number of different data sets have been created using Microsoft SQL
Database System, which can also be linked directly to ArcGIS, as they have similar data
management system (DMS). For each data set there will be a common ID field that will
then link the relevant database tables, i.e. the database table for a specific sub-category
of assets, to each other. This ID field also mirrors the GIS database ID field, so that each
tabular database can be joined to the GIS database whenever the information it contains
are required for analysis of maintenance database (TDS-4), Valuation and Finance
database (TDS-2) in GIS database system as specified on revised AMP manual. .
Level 2: Attribute Data
This provides the information associated with each asset and is divided into two data sets:
1. One containing the physical and spatial attributes data Tabular Data Set (TDS1).
This, on the other hand, contains all the physical and spatial data associated with
the infrastructure element of a particular sub-category. This database will link
across all offices with different ID systems at the same time that contain a common
link ID.
2. The other containing all associated Financial Data that comprises Cost and Value
(TDS 2). This, on the other hand, contains financial information used for accounting
and valuation purposes. All information relating to the cost of an asset is kept
here. This dataset also contains a field that can be used for the Asset Pin Code,
which will link the asset to the city’s accounting system.
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However, it is important to note that if the unit cost data is highly variable for a number
of sub-categories, it has to be integrated based on a more comprehensive data base
system such as MS SQL or MySQL.
Level 3: Maintenance Related Data
This level integrates the maintenance of the infrastructure into the database through the
use of single tabular data sets. This is built within Microsoft Excel and has also two parts:
1. The first contains information pertaining to the condition of the asset. This part
of the data set provides the description of condition indicators for each sub-
category, based upon a five-point scale and a three point scale (only for
building), and has a field for the condition index, that will apply to every asset.
2. The second part contains information pertaining to maintenance activities. This
provides a description of standard maintenance procedures associated with
each sub-category of asset, and a table that links one or more of these
procedures to each of the condition indicators/levels. There is then a field for
unit rates (cost) associated with each procedure, and a field that integrates
unit cost and procedures, thereby enabling maintenance cost to be generated
for each asset. The outcome is a comprehensive maintenance budget of the
entire asset base.
Therefore, ultimately it is important to create a new data set (TDS 4) that details the
maintenance planning process. Such as data set would record all maintenance activities carried
out and feedback the results to update directly into the condition indicator component of TDS 3
Level 4: New Work-Related Data
This level is proposed for future development, to integrate the new infrastructure into the
existing asset database. It would ideally comprise three tabular data sets:
1. TDS 5 incorporates all of the infrastructure in the planning phase.
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To sum it up, Table 6 below provides a summary of the seven major data sets that together
could provide a comprehensive system of geo-spatial data management for the long-term
operation of the Infrastructure Asset Management Plan.
Table 11: Summary of the Asset Management Data Sets
Data Set Description
GIS Data Set Core spatial data providing coordinates and the primary
measurement
Tabular Data Set 1 Attribute Data associated with the sub-category, feature or non-
spatial asset
Tabular Data Set 2 The data on the cost and value of the asset
Tabular Data Set 3 The data set providing the condition indicator for the asset as well
as the asset maintenance requirements and budget
Tabular Data Set 4 The data set linkage maintenance planning back to the asset base
Tabular Data Set 5 The data set associated with planned future work
Tabular Data Set 6 The data set incorporating all planned work that has been
approved
Tabular Data Set 7 The data set of work under construction
It is worth to note here in the final juncture that the above descriptions specifically refer to the
spatial data base sub-categories and hence there are other non-spatial data (like plant,
machinery and vehicles) that will also have an attribute data set (TDS 2) and a cost and value
data set (TDS 3).
3.1.5. Structure of Inventory Data
The asset data inventory structure is of two types; that are the spatial infrastructure data types,
which is managed within the GIS or CAD environment; and other infrastructure data types
(facilities, vehicles, plant and machinery), which is managed within the framework of non-spatial
(relational or tabular) database with Microsoft SQL 2016 Database System.
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Likewise, the inventory of buildings and other non-spatial data (facilities, vehicles, plant,
machinery, and etc) is made through a systematic survey which was carried out for all
infrastructure related facilities, vehicles, plant, machinery and etc in all offices and units.
3.1.6. Data Collection Tools

In order to start with any planning of future actions, it is necessary to have a certain degree of
information about the assets owned by the city municipality and where the assets are located.
To this end asset data were collected in one or more of the following ways:
 On-site surveys and field inspections;

 Photographing, video records, etc;
 Data from projects and studies (as-built drawings, design drawings), etc;
 Data collected during regular maintenance; and
 Data collected from the staff.
The following data were collected:
 Age, condition, location;

 Size and capacity;
 Construction materials;
 Installation data and expected service life;
 Maintenance and performance history;
 Failure history;
 Criticality, derived from the utility’s risk management framework.
As some of the collection methods are more reliable than others, reliability of gathered data can
also be rated, based on the rating criteria: high, medium, low. Here it is required to develop a
written protocol of asset data collection and asset hierarchy. It is also required to develop Asset
Data Collection Forms. Different forms have been developed for different asset categories, as
each asset category has specific characteristics that need be described.
3.1.7. Methods of Data Collection, Type and Sources

The study was conducted based on both primary and secondary data. The primary data were
collected by conducting inventory through structured questionnaires. The secondary data were
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obtained through review of reports produced by relevant institutions and stakeholders.

Generally, the study heavily relied on primary data.
a) Primary Data Collection
 Method 1: Complete enumeration /Inventory: Inventory was made on each type

of infrastructure (Road, drainage, street lights, greenery etc)
 Type of Data: - Length, width, diameter, number of infrastructures and
services, etc
 Tools – Direct measurement using Meter, Counting, Data Collection Format,
Map
 Source: – Existing infrastructures, services, Maps and drawings
 Responsible body: – Data Collectors, Tape men and Supervisors
 Method 2: Direct Observation (Rapid appraisal method)

 Type of Data: This method was employed mainly to collect qualitative data
on physical condition of the following infrastructures:
 Roads of all type (asphalt, cobble stone, gravel, red ash, masonry, etc);
 Street light poles (concrete, wooden, steel);
 Water reservoirs, collection chambers, pipe lines, fountains, water pumps;
 Waste disposal sites, containers, dust bins, dump trucks, etc;
 Liquid waste dump site, treatment plants, vacuum trucks, sewer lines, etc ;
 Open and closed drainage ditches, culverts, etc;
 Market areas and abattoirs; and
 Location of infrastructure and services
 Tools–Direct observation, Data Collection Format, Photographing, Video;

 Source: – Existing infrastructures and services;
 Responsible body: – Data Collectors, Supervisors, Experts;
In making qualitative judgment on the physical conditions of infrastructures, the probability of
being exposed to subjectivity is very high unless there is a clear cut measurement set for such
2016-2018 AMP Page 75

qualitative judgments. Effort was made by the consulting firm to review several documents
related to measurement of qualitative or physical condition of infrastructure. However, none of
the documents provide measurement which is not subject to subjectivity. In this regard, a sense of
understanding (consensus) is also needed between the consultant and the client.
In conducting our studies we have set five measuring categories – Very good, good, Fair,
Poor, and Very poor; and all the infrastructures would qualitatively be described in terms of
these measuring categories. For example, in case of describing our roads qualitatively, the
standard width of our roads (in accordance to MUDC asset management manual) is 7mts.; and
for the sake of convenience we would assess the conditions of our roads every 700m 2 ( i.e. 7mt.
width x 100mt. length). This will enable us to exhaustively look into the conditions of the roads.
3.1.8. Data Collection formats

Please refer to the attached list of data Collection formats.
3.1.9. Carrying out the data collection and the supervision

The data collection process started immediately after completion of the field training given to
data collectors. Standard formats were used for the data collection of all assets at all zones
(kebeles) of the city.
The following cyclic diagram shall illustrate how the data have been collected, verified, encoded,
mapped and finally tested for its accuracy. Where defects were suspected, the data have been
collected again.
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Data
Verification
Data Data
Collection Encoding
Data Data
Testing Mapping
Figure 16: Data Collection and Supervision cycle

Effective supervision practices have been implemented to monitor the data collection activities
throughout the city. Data Validity, Clarity, Completeness, Reliability, Accuracy and Relevance
have been checked for all data collected.
3.1.10. Database Design

The design of the database structure is very important. For a GIS database, it is impossible to
record all the detailed features and attributes of the site. Therefore, it is very important to
identify the information needed. Infrastructure asset data are typically identified, associated with,
or referenced by their geographic locations and spatial relationships. As a result, GIS and spatial
data analysis can support asset management processes. Advances in information technology
have made GIS powerful and cost-effective tools for land analysis, planning, and management.
Advantages of using GIS tools:
 Ease and speed of map revision and map scale changes

 Inexpensive production of short-run special purpose maps
 Potentially greater mapping accuracy
 Changes in the database are immediately reflected in digital map
 Spatial analysis
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There are four main components of GIS application software: geographic processing, RDMS
(relational database management system), spatial analysis utilities, and graphic user interface
(GUI). The goals and objectives are critical in determining the data that will be recorded in the
GIS database. Relationships must be established correctly between spatial feature classes and
non-spatial feature classes. When data are plotted correctly, classes of both spatial and non-
spatial features will be accessible in GIS. This strategy combines an AMS with a GIS geodatabase.
3.1.11. Developing an Asset Register - Data Base

An asset register is a database that houses all the data required to support asset management
decisions. In this regard, we provided the city with an asset register database format which will
be compatible with the city’s existing system of management. The asset register incorporated:
• Asset hierarchy
• Asset classes
• Asset management data standards
• Asset definition
• Asset naming/numbering convention
For the purpose of this Asset Management plan, sample zones have been selected, and the data for
the infrastructures in these zones have been encoded in to the data base. Since the data base is
specially designed for this specific purpose, we have tested its accuracy and reliability, and finally
proposed the use of it for the city municipality’s asset management plan.
Figure 17 Picture taken from data base window
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Figure 18: Data Base Management system interface
Figure 19: Screen shoot of Roads menu
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The following list shall explain the features of the Data Base Management System (DBMS):
A. The System provides data definition facilities (DDL and Data Dictionary)
B. The system provides facilities for storing, retrieving and updating data
C. The system supports multiple view of data
D. The system provides facilities for specifying integrity constraints
E. The system provides facilities for controlling access of data
F. The system allows simultaneous access and update by multiple users
G. The system provides facilities for database recovery
H. The system provides facilities for database maintenance
I. The system can serve the whole regional government if hosted over the internet
3.1.12. Developing Asset Management Strategies

We developed management strategies for the City’s Nine Asset categories. The management
strategies grouped similar assets and assigned management strategies for each group. The
management strategies included:
 Useful life, refurbishment activities,
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 Minimum acceptable condition level,

 Minimum acceptable risk level.
3.1.13. Developing Asset Management Program

We developed an asset management program for the City’s infrastructure using the asset
management systems as listed above. The asset management program incorporated all
elements identified in the requested scope of services. The organization of the asset
management program resembled the format identified in the asset management Manual
approved by the city.
3.1.14. Methodologies Employed

A general methodology was adopted for the development of asset management plan (AMP)
based on the ten steps of recently revised AMP manual as of June 2016. Thus the methodological
approach is described in steps and is designed to help asset managers assess the level of service
currently provided by their tangible assets. It also allows asset managers to make fact-supported
infrastructure investment decisions, while maximizing the effectiveness of available funds. In
developing the AMP for the city, each of the steps and their key elements were aligned by
building asset categories.
I. Building an Asset Management Template
This includes preparation of a comprehensive data and information management system that
encompasses the entire physical and social infrastructures of the city.
II. Building the Categories and Sub-Categories
By classifying each municipal asset to their main and sub-categories, i.e. network infrastructure
asset categories, it was broken down into sub-categories and municipal service facilities as is seen
in the following table:
III.Compiling Infrastructure Data Inventory

Compile Inventory of the four major drivers of social and economic development (Strategic
Activity Areas)embedded in the cities. These are:
1. The movement network.
2. The water supply network.
3. Social and economic services
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4. Environmental Service.
5. Movable Asset.
1.Inventory of Movement Network
Inventory of Road
Service component Unit of Quantity (to be
measurement provided)
Land areas within the city boundary km2 28.25
Equivalent (7m width) length of road Km 112.416
Total area within the road reserve km2 78.6
Percentage of the city area occupied by the road % 2.8
reserve
3.1.15. Asset Inventory Summary

An asset inventory for Adolla City’s Public Works Infrastructure and public facilities was
developed by collecting the City's existing asset data for the major asset categories. Each asset
category area was then divided into strategic activity areas as shown in below. As shown in the
table below, the asset classes were also further broken down to the feature classes for the analysis.
Moreover, it is important to note here in the outset, that the full registration of such assets is
Stored in a MICROSOFT SQL 2016 database system and integrated with GIS Database.
3.1.16. Summary Report on Road Asset

According to the infrastructure asset inventory result; there was a total length of about 79.19
Kilometers of road in Adolla City urban boundary of which 70.55 kilo meter belongs to the city
administration and 8.64 kilo mete road belongs to the Ethiopian Road Authority.
Table 12 The Extent of the City`s Road Network

Asset type Material Actual Acttual Length of Coverag Owne
length/k Area/m2 Road in e% r
m km
converte
d to 7m
width
ROAD Asphalt Road 8.64 121,006.91 17.29 15.38 ERA
ERA
Asphalt Road 0.25 2,615.56 0.37 0.33 Adoll
a
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Cobble 5.087 54,528.68 7.789 6.93 Adoll

a
Gravel 44.695 430,548.1 61.507 54.71 Adoll
4 a
Red Ash 0 0 0 0.00 Adoll
a
Earth Pressed 10 88,075.86 12.58 11.19 Adoll
a
Earth Natural 11.73 90,159.66 12.88 11.46 Adoll

a
Total 80.402 786934.81 112.416 100
Figure 20 Road Coverage by surface Material
Adola Woyu 2016 Road Coverage in %
12% 15% Asphalt Road ERA

0%
Asphalt Road
11%
7% Cobble
0%
Gravel
Red Ash
Earth Pressed
55% Earth Natural
Table 13: Summary Information Required for the Road Asset Category
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Road Secondary Road Collectors and Local Road Total 7m Total

Percentage (KM) (KM) length Length
Cobble 8.22% 3.45 4.339 7.789 5.087
Gravel 64.91% 34.8 26.707 61.507 44.695
Earthen 26.87% 12.4 13.06 25.46 21.73
Total 100.00% 50.65 44.106 94.756 71.51
Figure 21 Road Coverage by Road Asset Catagories
Road Percentage
Cobble
Gravel
Earthen
Total
3.1.17. Inventory of road by surface finish material and standard Width

Prior to project initiation, the project team developed a database for all linear infrastructures,
including roads. The project team reviewed that information and identified data gaps that
needed to be addressed before processing data for the development of the AMP. Information
such as length and surface type of roads, and maintenance operations were required in the
development of the AMP. The project team worked closely with staff to address missing data or
to make educated assumptions where the information was not available. The following table
summarizes the road assets by type of surface finish material as well as standard width of roads,
equivalent to 7-meter width.
In terms of construction material, close observation at Table below revealed that from the total
length of all roads Gravel Road Covers 61.507Km (54.71%) Followed Earth Pressed Road with a
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total length of 12.58 km,(11.19%) and the remaining 6.01 Km (6%) of road Surface is Paved with
Asphalt road which is the Extension of the main Road, and Corbel Stone, with the length of
0.37Km; and 7.789 km respectively.
Figure 21 Sample Road labeled by Surface material
3.1.18. Inventory of Pedestrian Walkway

The municipal Pedestrian walkway network is only 0.28 km in length and constructed from
cobble stone surface material. The Pedestrian walkway network is a total of 0.17 kilometers in
length, with a standard width of 3 meters.
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Table 13 Summery of Pedestrian walkway by Surface Type and Equivalent Length by herrarcy
Coverage of Pedestrian Walkway By Surface Material

Asset type Material Primary Road Acttual Length of Coverage %
Actual Area/m2 Pedestrian WW
in km converted
length/km to 3m width
Pedestrian Asphalt 0%
Walkway
Terrazo Tile 0.000 0.00 0.000 0%
Cobble 0.28 500.78 0.17 100%
Total 0.28 500.78 0.17 100%
3.1.19. Street Light Inventory

The Table presented below shows coverage of street lights along the roads in the town by the
type of poles, and type of luminaries. From the table, the total number of streetlights along the
roads is 643.00 out of these, 117 are wooden poles, and the rest 263 poles are Steel poles.
Table 14 street light network inventory

street Light Coverage Type of pole
SN Types of lump Number of Lamps wooden steel Concrete
1 Sodium Lamp Street Light 42 117 263 0
2 Florescent Lamp Street Light 75
3 LED Lamp Street Light 526 left right median
Total 643.00 42.00 75.00 263.0
Type of pole
300
250
200 Series1
150
100
50
0
wooden steel Concrete
Figure 22: Street light installation position and type of pole
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3.1.20. Inventory of Culverts, length in (meter)

According to the data obtained during the field work; there were 13 under road cross culverts are
registered with the total length of 390.3 meter; Out of this length 77 % of culverts are constructed
with concrete, and the least portion 23 % of culverts are constructed with concrete pipes.
Table 15 Culvert inventory
Area On Primary On Secondary On Collectors & Total in

Type Length
M2 road in No road in No Local Road in No No
Bridge 0 0 0 0
Masonary
Abuttment 134 640 4 10 6 20
Culvert
Pipe Culvert 5 24 2 0 2 2
Total 664 6 10 8 22
3.1.21. Summary Report on Water Supply Network

Water Supply Network Asset inventory of Adolla City revealed that the city has 82,321.81-meter
length of distribution line 7,200.03-meter transmission line. Besides, the Water Supply Bureau of
Adolla city has a point location asset which includes public tap (Bono) with a total count of (15),
3
1500m Service reservoir (1), Bore hole (3), Submersible Pumps (3), Hydrant (2), 150m3 Elevated
reservoir (1), and 325m3 clear water balancing tank (1).
Table 16 Summary of Adolla City Water Supply Network Assets

SN Water Supply Category Unit of measurment Quantity
1. Water Supply Distribution Line Km 82.32

2. Water Supply Transmission Line Km 7.2
3 Gravity Main (u pvc DN 350) Km 19.7
4 1500m3 Service reservoir No 1
5 Submersible Pumps No 3
6 Bore hole No 3
7 1500m3 Service reservoir No 1
8 150m3 Elevated reservoir No 1
9 Public Tap (Bono) No 15
10 325m3 clear water balancing tank No 1
11 Concur it building reservoir 150m 1973 No 1
12 Generators No 4
13 Office and Buildings No 13
14 Metal Sheet reservoir 13m3 1975 No 1
15 Roto reservoir 10m3 2006 No 1
Total
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Water Supply Network Assets

82.32
90 Water Supply Distribution Line
80
70
60
50 Water Supply Transmission Line
40 19.7
30 15 13
20 7.2 3 3 4
10 1 1 1 1 1 1 1 Gravity Main (u pvc DN 350)
0
1500m3 Service…
1500m3 Service…
Water Supply…
Water Supply…
325m3 clear…
Gravity Main (u…
Submersible…
150m Elevated…
Concur it…
Office and…
Metal Sheet…
Roto reservoir…
Generators
Public Tap (Bono)
Bore hole
1500m3 Service reservoir
Submersible Pumps
Figure 23 Water Supply Network Assets Chart
3.1.22. Inventory of Social and Economic Service

Under the broad category of municipal service assets different buildings serves for administration,
education, health, market, other public purposes, residential houses (Kuteba Betoch) and assets
related to waste management facility, abattoir facility and greenery and beatification facility
are included. Further the municipality moveable assets are inventoried and included under this
category. Here below summary of the municipal service facility assets are presented and the
detail inventory presented in tabular database in Microsoft Excel dataset and Geo-data base in
GIS with referencing Identification number of each building. It has to be noted that the building
inventories includes the number, size in area, the type of material from which the buildings
foundation, wall, floor and roof are constructed, date of construction and the condition of the
buildings. The condition assessments of the buildings further incorporate condition and status of
foundation, floor, wall and roof of each building inventoried and the location of the buildings
that are mapped in GIS data base.
3.1.23. Inventoried Administrative Office Buildings

The administration offices and related service buildings included in the inventory comprises of the
city administration offices, sectoral offices and, Kebele Offices and inter-related services within the
above-mentioned compounds such as stores, cafeterias and toilets. Further the inventory includes
Keble administrative offices and related buildings including halls and offices under construction. A
2016-2018 AMP Page 88

total of 19 administrative buildings and related services are inventoried that are located at a
total area of 4,805.00 square meter of land. Below is the summary of the inventoried
administrative building assets.
Table 17 Summary of Administrative Office Buildings Inventory

Administration Offices (including Kebele Offices)
S/N Name of the Asset Bldg ID Bldg Number Total Number of
Subcategory No function of Floor Bldg floor
(G+) area Rooms Blocks
1 Admin office AD.001 Office G+0 182.00 16 1

7 Admin office AD.007 Hall G+0 492.00 1 1
8 Admin office AD.008 Toilet G+0 12.00 2 1
9 Admin office AD.009 Store G+0 28.00 2 1
Total Area 1,718.00
Fence 4,914.00
10 02 Kebele AD.012 Office G+0 230.00 6 1
11 Adarash AD.015 Hall G+0 1,679.00 3 1
14 Adola woyu T.water office AD.29 Store G+0 94.00 2 1
16 Adola woyu T.water office AD.31 Office G+0 168.00 8 1
19 Kebele 01 AD_033 Office G+0 207.00
Total Area 3,087.00
Fence 590.00
Total Building Floor Area 4,805.00
2016-2018 AMP Page 89

Figure 24 Summary of Administrative Office Buildings Inventory

2,000.00
1,800.00
1,600.00
1,400.00
Axis Title
1,200.00
Admin office
1,000.00
800.00 02 Kebele
600.00
400.00 Adarash
200.00 03 Kebele
-
01 Kebele
Admin 02 Adarash 03 01 Adola
office Kebele Kebele Kebele woyu Adola woyu T.water office
T.water
office
Axis Title
3.1.24. Inventoried Educational Service Buildings

Educational service buildings composed of all primary and secondary schools, preparatory and
TVET College owned by the city administrations is inventoried. A total of 149 old and new school
buildings are registered that covering a total area of 25,860.00 square meter of land.
Table 18Inventory Summary of Educational Service Buildings.

S/N Name of the Asset Subcategory Bldg Bldg Number of Total Bldg Number of
ID No function Floor (G+) floor area
Rooms Blocks
1 Duta E. school s.064 C.room G+0 224.00 4 1
2 Duta E. school s.065 Toilet G+0 32.00 2 1
3 Duta E. school s.066 Office G+0 58.00 3 1
Total Floor area 314.00
Rooms Blocks
4 Dire sedoka E.school s.024 C.room G+0 224.00 4 5
5 Dire sedoka E.school s.025 Office G+0 56.00 3 5
6 Mekaneyesus E school s.026 Library G+0 92.00 1 1
7 Mekaneyesus E school s.027 C.room G+0 138.00 4 1
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10 Mekaneyesus E school s.030 Office G+0 108.00 3 1

11 Mekaneyesus E school s.61 Toilet G+0 12.00 2 1
12 Fence 11,808.00
Rooms Blocks
13 Woyu high school s.031 Office G+0 108.00 6 1
14 Woyu high school s.032 Lab G+0 132.00 2 1
15 Woyu high school s.033 Library G+0 132.00 2 1
16 Woyu high school s.034 C.room G+0 132.00 4 1
21 Woyu high school s.039 Toilet G+0 18.00 2 1
Total Floor area 1,050.00
22 fence 26,928.00
23 Bilu E.school s.40 C.room G+0 192.00 4 1
26 Bilu E.school s.43 G+0 9.00 4 1
27 Bilu E.school s.44 Office G+0 73.00 4 1
30 Bilu E.school s.041A C.room G+0 232.00
31 fence 15,744.00
Rooms Blocks
32 Adola poly technic college s.067 Library G+0 192.00 2 1
33 Adola poly technic college s.068 Hall G+0 684.00 2 1
34 Adola poly technic college s.069 Work shop G+0 242.00 1 1
35 Adola poly technic college s.070 C.room G+0 192.00 4 1
38 Adola poly technic college s.073 Office G+0 189.00 6 1
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41 Adola poly technic college s.076 Toilet G+0 28.00 4 1
49 Adola poly technic college s.083A C.room G+0 192.00 4 1
50 fence 44,863.00
Rooms Blocks
51 Adola teaching college s.131 Dorm G+0 144.00 7 1
66 Adola teaching college s.146 Toilet G+0 24.00 8 1
68 Adola teaching college s.090 Home G+0 168.00 8 1
69 Adola teaching college s.091 Library G+0 1,376.00 5 1
70 Adola teaching college s.092 Café G+0 93.00 2 1
71 Adola teaching college s.093 Kitchen G+0 97.00 1 1
72 Adola teaching college s.094 Café G+0 1,357.00 2 1
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73 Adola teaching college s.095 Café G+0 1,273.00 2 1

74 Adola teaching college s.096 Clinic G+0 93.00 5 1
75 Adola teaching college s.097 C.room G+0 256.00 4 1
79 Adola teaching college s.101 Power G+0 24.00 1 1
house
81 Adola teaching college s.103 Lab G+0 273.00 4 1
85 Adola teaching college s.107 Parking G+0 53.00 1 1
86 Adola teaching college s.108 GYM G+0 196.00 2 1
87 Adola teaching college s.109 Office G+0 38.00 17 1
88 Adola teaching college s.110 Café G+0 152.00 10 1
89 Adola teaching college s.111 Dipartment G+0 97.00 4 1
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Rooms Blocks
109 Oda Adola E.school s.013A C.room G+0 112.00 4 1
110 Oda Adola E.school s.013B C.room G+0 112.00 4 1
111 Oda Adola E.school s.013C C.room G+0 112.00 4 1
112 Oda Adola E.school s.013D C.room G+0 112.00 4 1
113 Oda Adola E.school s.013E Office G+0 84.00 6 1
114 Oda Adola E.school s.013F C.room G+0 126.00 4 1
115 Oda Adola E.school s.013G Toilet G+0 36.00 2 1
116 fence 41,386.00
117 Adola high school 2 s.021A Library G+0 224.00 1
118 Adola high school 2 s.021B C.room G+0 248.00 4
119 Adola high school 2 s.021C C.room G+0 248.00 4
120 Adola high school 2 s.021D C.room G+0 248.00 4
121 Adola high school 2 s.021E C.room G+0 248.00 4
122 Adola high school 2 s.021F C.room G+0 248.00 4
123 Adola high school 2 s.021G C.room G+0 248.00 4
124 Adola high school 2 s.021H Lab G+0 266.00 1
125 Adola high school 2 s.021I Lab G+0 266.00 1
126 Adola high school 2 s.021J Office G+0 218.00 8
127 Adola high school 2 s.021K Toilet G+0 54.00 2
128 fence 49,378.00
Rooms Blocks
129 Oda high school s.012 C.room G+0 224.00 4 1
130 Oda high school s.013 Toilet G+0 36.00 2 1
133 Oda high school s.016 Library G+0 178.00 2 1
134 Oda high school s.017 Lab G+0 178.00 2 1
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138 Oda high school s.021 Office G+0 196.00 8 1
141 fence 43,368.00
142 Adola E. school s.001 Library G+0 192.00 3 1
143 Adola E. school s.002 C.room G+0 192.00 4 1
146 Adola E. school s.005 Office G+0 327.00 16 1
147 Adola E. school s.006 Unused G+0 82.00 1 1
150 Adola E. school s.009 Store G+0 48.00 4 1
151 Adola E. school s.010 Store G+0 48.00 1 1
153 Adola E. school s.011A C.room G+0 218.00 4 1
154 Adola E. school s.011B C.room G+0 112.00 4 1
155 Adola E. school s.011C Store G+0 168.00 1 1
156 Adola E. school s.011D Café G+0 92.00 1 1
157 Fence 45,964.00
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Figure 25 Sample Spatial Location of Education Institutes
3.1.25. Inventoried Health Service Buildings

A total of 34 health service buildings/ blocks are owned by the city administration that composed
of offices, health service buildings of health centers and health Posts. The total area of land
covered by health service buildings is about 14,664.00 square meters.
Table 19Inventory Summary of Health Service Buildings

Health Service Buildings (Health Post, Health Centers, Hospitals)
S/N Name of the Asset Subcategory Bldg ID Bldg Number Total Bldg Number of
No function of Floor floor area
(G+) Rooms Blocks
1 Adola woyu referal hospital HB.005 Toilet G+0 18.00 2 1
2 Adola woyu referal hospital HB.006 MORG G+0 26.00 1 1
3 Adola woyu referal hospital HB.007 Waiting A G+0 58.00 1 1
4 Adola woyu referal hospital HB.008 Lab G+0 128.00 23 1
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5 Adola woyu referal hospital HB.009 Waiting B G+0 28.00 1 1

6 Adola woyu referal hospital HB.010 MCH G+0 198.00 3 1
7 Adola woyu referal hospital HB.011 OPD G+0 952.00 18 1
8 Adola woyu referal hospital HB.012 OPD G+0 36.00 2 1
9 Adola woyu referal hospital HB.013 kitchen G+0 144.00 4 1
10 Adola woyu referal hospital HB.014 Residence G+0 288.00 12 1
11 Adola woyu referal hospital HB.015 Residence G+0 288.00 12 1
13 Adola woyu referal hospital HB.017 Store G+0 273.00 2 1
14 Adola woyu referal hospital HB.018 Laundry G+0 123.00 2 1
16 Adola woyu referal hospital HB.020 ART G+0 68.00 1 1
18 Adola woyu referal hospital HB.022 TB G+0 36.00 1 1
19 Adola woyu referal hospital HB.023 WARD G+0 728.00 17 1
20 Adola woyu referal hospital HB.024 OR G+0 486.00 12 1
22 Adola woyu referal hospital HB.011A Office G+0 45.00 6 1
23 Adola woyu referal hospital HB.011B WADR G+0 358.00 12 1
24 Adola woyu referal hospital HB.011C WARD G+0 578.00 18 1
25 Adola woyu referal hospital HB.011D GARD G+0 12.00 18 1
26 Adola woyu referal hospital HB.011E waiting G+0 1,908.00 1 1
27 Adola woyu referal hospital HB.011F WARD G+1 3,816.00 24 1
28 Adola woyu referal hospital HB.018A WARD G+0 1,986.00 12 1
30 Fence 37,541.00
Health Service Buildings (Health Post, Health Centers, Hospitals)
S/N Name of the Asset Subcategory Bldg ID Bldg Number Total Bldg Number of
No function of Floor floor area
(G+) Rooms Blocks
31 Adola town health center HB.001 Toilet G+0 12.00 2 1
32 Adola town health center HB.002 Clinic G+0 482.00 4 1
33 Adola town health center HB.003 OPD G+0 978.00 21 1
34 Adola town health center HB.004 GARD G+0 9.00 1 1
35 Adola town health center HB.004A OPD G+0 298.00 8 1
36 Fence 6,205.00
2016-2018 AMP Page 97

Figure 26 Sample Spatial Location of Health center
3.1.26. Inventoried MSEs Premises

The inventory of market facilities includes municipal owned market blocks found in kebele 03
General Market, Cattle Market found in kebele 02 and small market/Gulit in kebele 02. Further
all MSE premises comprising of old and new small shades, medium and large production clusters
across the town are inventoried. The major industrial cluster MSE shades found in Different
location comprises of 16 cluster Blocks covering an Area of 1,884 square meters.
Table 20 Inventory Summary of MSE Facilities

Asset Asset Subcategory ID Area No of
Subcategory Rooms
Micro and In Different Kebele MSE_01 144 12
Small Scale AdollaMicro and Small Scale Enterprises MSE_02 96 8
Enterprises AdollaMicro and Small Scale Enterprises MSE_03 228 19
AdollaMicro and Small Scale Enterprises MSE_04 60 9
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Total 3,084 177
3.1.27.Inventory of Abattoir Facilities

The Abattoir facilities consisting three small buildings situated on a total area of 414.00square
meters for slaughtering service, office and guard houses. The slaughtering service carried out by
traditional system with no any machinery
Table 21 Inventory of Abattoir Service Facilities

Asset Bldg. Building Function Number Building Building Materials
Subcategory ID No of Floor Floor Foundation Floor Wall Roof
Area
Abattoir AB_001 Slaughter House G+0 414.00 Stone masonry Concrete HCB CIS
Total 1 414.00
3.1.28.Inventory of Environmental Service
3.1.29. Inventory of Drainage Network

The municipals’ Drainage Network consists of, Open Masonry, Closed Masonry, and Earthen
drainage lines. The Length of Drainage Network is 14.176 kilometers in length, and 6.74 Km
with a standard width of 1.5 meters.
In terms of construction material, close observation at Table below reveals about 53 percent of
the Drainage Network has been built of Masonry. Out of the total Drainage Network
constructed throughout the city, closed Masonry drainage line constitutes 4% of the total length
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Table 22: Drainage network Inventory by material Type and Equivalent Length
Length
of
Draina On
On On
Actual Actual Acttual ge in Seconda
Materi primary Collect Covera
Asset type length/ length/k Area/m km ry
al 2 Road(k or ge %
m m convert Road(k
m) Road
ed to m)
1.5m
width
Mason
ry 14,176. 19,846.
14.176 7.04 4.2 9.5 0.476 95%
Drain 00 40
Open
DRAINAGE Mason
LINE ry
820 0.82 688.4 0.46 0 0 0.82 5%
Drain
Closed
Total 14,996 15 20,535 8 4 10 1 100%
Drainage Line Coverage by Covering Material

Length in Km
15.00
10.00
14.17 0.82
5.00 Series1
0.00
Masonry Drain Open Masonry Drain
Closed
Figure 27 : Drainage line by surface material coverage
3.1.30. Solid Waste Management Facilities

There is no formal solid waste disposal site in Adola Woyu town. But there are two informal sites
for this purpose. However, Generation of solid wastes in the town needed to prepare for another
Solid waste disposal site according to the town plan.
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Figure 28 Partial View of Unsanitary and Poor Solid Waste Disposal Site
3.1.31. Liquid Waste Management Facilities

There is no properly constructed and managed sewerage system in the town, and There is no
liquid waste treatment plant or any liquid waste dumping site around the town. The inventory
discovered that there are 2 public toilets and 10 communal toilets constructed by the
municipality of Adolla.
Table 23 Inventory of liquid waste management Facilities

NO Asset Subcategory Location No of rooms Area (m2)
1 Communal Toilet Distributed 17 40
2 Public Toilet Distributed 2 8
Total 19 48
3.1.32.Inventory of Parks, Greenery Fields and Recreational Facilities

Adolla is one of the few cities endowed with great Forest and water bodies which can be a
source of public parks, greenery development and recreation centers. However much has not
been done to exploit the potential resources so far to benefit the community and to make the
city one of the big tourist destinations in the region. However, the municipality has made some
2016-2018 AMP Page 101

efforts to develop road median greeneries. As demonstrated in the Table below, there are
Three major categories of greenery areas and inventoried as shown in the table below.
Table 24: urban greenery and parks inventory

GREENERY
2
GREENERY POSITION AREA/M Fence Type
Concret Wood RHS Stone Bric
e With with Masonr k
RHS Wire y
Ammenity Greenery 4,990.00 0 0 4,990.00 0 0

Square or Median 417 417 0 0 0 0
Greenery
Sport Field 48,368.00 0 48,368.00 0 0 0
TOTAL 53,775.0 417.00 48,368.0 4,990.0 0 0
0 0 0
Figure 29: Urban greenery distribution
Greenery Type
4,990.00
417.00
Ammenity Greenery
Square or Median Greenery
Sport Field
48,368.00
Figure 30 Urban greenery Type
2016-2018 AMP Page 102

3.1.33. Inventory of Movable Asset
3.1.34. Inventory of Machineries,Heavy Trucks,Vehicles and Engineering

Equipment
Movable assets of the municipality play key role in the city infrastructure assets and facilities
management beyond their impacts on the operational cost of the core assets. Keeping regular
records of these assets and maintain them to sustain and obtain optimal service standard level
will be part of the planning effort of building effective and sustainable city asset management
function. As illustrated in the Table below, the city consists of 3 construction machineries, 5 heavy
trucks for various functions such as waste disposal, fright services, meat transporting and about 8
field and office vehicles. In relative terms the number of movable assets of the municipality is not
adequate enough, particularly the construction machineries, as compared to peer cities and the
expected development works.
Table 25 Inventory of Machineries, Heavy Trucks, Vehicles, and Engineering Equipment
S.N Asset Plate Number Purpose Condition Operational Year of

Subcategory Status Purchase
Machineries
1 Dozer ___ Construction Works Moderate Functional 2008
2 Greader ___ Construction Works Moderate Functional 2008
3 EXCaVater EX-079 Construction Works Moderate Functional 2008
4 Lovead 03-42893 ET Construction Works Moderate Functional 2008
5 RULO CM-0130 Construction Works Moderate Functional 2008
6 Damtruck 03-45935 ET Construction Works Moderate Functional 2008
7 Damtruck 03-45937ET Construction Works Moderate Functional 2008
8 Damtruck 03-45936 ET Construction Works Moderate Functional 2008
9 Shower 0350086 ET Construction Works Moderate Functional 2008
Truck
Office Vehicles
1 TOYOTA 4-02663-OR M/Qophesa Poor Non Functional ___
2 FYT 315331-OR M/Qophesa Poor Non Functional ___
3 NISAN 420496-OR M/Qophesa Poor Non Functional ___
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4 MST BUSH ___ W/BU-fayyaa Poor Non Functional ___
5 TOYOTA 4-07403 RO W/MWD Moderate Functional 2010

HLUX
6 TOYOTA 4-07405 RO M/Qophesa Moderate Functional 2008
HLUX
7 FORD 4-00339 Dh/BLTO Poor Functional __
8 Ambulans 9078340R W/BU-fayyaa Poor Functional 2012
9 TOYOTA 4-02956 OR HOSPIT/BU/MAG/A Poor Functional __

HLUX
10 TOYOTA 4_06812 OR HOSPIT/BU/MAG/A Poor Functional __
HLUX
11 Ambulans 4_03847 OR HOSPIT/BU/MAG/A Poor Functional __
12 NISAN 4-07003 OR Koolee/Bars/Adolaa Poor Functional __
13 TOYOTA 4_03850 OR Koolee/Bars/Adolaa Poor Functional __
14 BUS 4 _066818 OR Koolee/Bars/Adolaa Moderate Functional ___
Light Vehicles
1 TVS 4'5370 OR Field Vehicles Moderate Functional 2008
2 TVS 4'3970 OR Field Vehicles Moderate Functional 2007
3 BOXER 4'11902 OR Office Vehicle Moderate Non Functional ___
4 BOXER 4'1177 OR Office Vehicle Moderate Functional 2004
5 R/foksi 4'1170 OR Office Vehicle Poor Non Functional 2003
6 BOXER 4'1176 OR Office Vehicle Poor Non Functional 2004
7 BOXER __ Office Vehicle Moderate Non Functional 2004
8 SUK __ Office Vehicle Moderate Functional __
9 YAMH __ Office Vehicle Moderate Functional __
10 TVS __ Office Vehicle Moderate Functional 2011
11 TYGER __ Office Vehicle Moderate Functional 2011
13 TVS 4'5423OR Office Vehicle Moderate Functional 2010
14 BOXER 4'3960OR Office Vehicle Moderate Functional 2005
15 HONDA __ Office Vehicle Moderate Functional 2007
16 TVS 4'3967OR Office Vehicle Moderate Functional 2010
18 TVS 4,5368OR Office Vehicle Moderate Functional 2009
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20 APACHI 4,2147OR Office Vehicle Moderate Functional 2008
22 APACHI __ Office Vehicle Moderate Functional 2009
23 TVS 4,3963 OR Office Vehicle Moderate Functional 2006
27 BOXER 4,1191OR Office Vehicle Moderate Functional 2003
31 TVS POL074OR Office Vehicle Moderate Functional 2006
32 BOXER 4,1190OR Office Vehicle Moderate Functional 2004
37 YAMAHA __ Office Vehicle Moderate Functional __
39 APACHI __ Office Vehicle Moderate Functional 2011
40 TVS 42711-OR Office Vehicle Moderate Functional 2007
41 TYGER 163FMK Office Vehicle Moderate Functional
___
42 TVS 5359 OR Office Vehicle Moderate Functional
____
43 TYGER Office Vehicle Poor Functional 2013
44 BMP ___ Office Vehicle Poor Functional 2013
45 TYGER Office Vehicle Poor Functional
46 TYGER Office Vehicle Poor Functional
47 BMP ___ Office Vehicle Poor Functional 2013
2016-2018 AMP Page 105

4. (Section) IV: Condition Assessment of the Existing Inventoried Asset (Step 4)

Introduction
Knowledge of the condition of infrastructure assets is critical to the wider success of the Asset Management
Plan, as it forms the basis for building the estimate of both maintenance and rehabilitation. It also has an
impact on the value of the asset base, since a large maintenance ‘deficit’ reduces the value of the assets.
The way in which the condition of assets is defined will depend upon whether they are readily accessible.
This is because the best way to provide an accurate assessment is through direct sensing, either visually or
by automated sensors. Where assets cannot be seen, as with buried pipes for example, and where there is
no automatic sensing, then so-called ‘proxy’ methods of defining condition have to be used, which rely on
indirect indicators, such as the age of the pipes.
The assessment of asset condition presents existing status of assets and it therefore serves as a means to
prioritize and forecast future maintenance and rehabilitation efforts. Further it helps the city
administration to understand the asset values that the city worth’s and also indicates the level of
deterioration of core infrastructure assets and the risk management impacts on the probability and
consequence of failure.
4.1. Condition Indicators
In order to undertake an acceptable condition assessment, a definite and clear condition indicator are
prepared and employed for those assets accessible for physical inspections. Two types of condition
indicators have been applied for this AMP study. Thus, five-point scale condition indicators (that classified
as Very Good, Good, Moderate, Poor and Very Poor) are widely utilized for all assets except that of the
buildings for which three scale indicators (Good, moderate and Poor) are applied. Tables below
summarize the condition indicators used for condition assessments of the city asset bases. All indicators
adapted from Addis Ababa AMP except for Buildings and Water Supply Network for which the South
African and Ghana experiences are considered.
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4.1.1. Five-Point Scale Condition Indicators

I. Point feature assets
The five levels of condition used for point feature assets are generic, i.e. they are the same for all feature
classes defined as point features. These follow the outline of the five levels described previously, which can
be summed up in the following table.
Table 26: 5-point condition indicator for point feature assets

Level Descriptor General Description
1 Very good Used for new assets for the first year
2 Good Only routine and periodic maintenance procedures required
3 Moderate Noticeable deterioration, but relatively simple maintenance
4 Poor Serious deterioration, or damage, requiring more complex
maintenance
5 Very poor Decommissioning, or replacement, of the asset
Following from this, point feature assets can then be divided into three groups for the purpose of condition
assessment:
 Group 1: Mechanical assets, i.e. with moving parts

 Group 2: Structural assets, i.e. permanent fixtures
 Group 3: Vehicles, plant and machinery.
The nature of point feature assets, whereby each is defined as a single component, makes them the
simplest assets to assess The set of tables provided in the sections that follow provides a more detailed
description for each asset feature, which expands upon this basic general description.
II. Mechanical point feature assets
A characteristic of mechanical point feature assets is that, if they are not well maintained, then they break
down in a way that is immediately apparent. This means that the condition will generally be either level 2
or level 4. There are some level 3 conditions, for example leaking standpipes, but these will be relatively
small in number. The description of condition indicators is shown in Table 19 below.
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Table 27: Condition Indicator table for Point Feature Assets: Mechanical Features
3 Moderate Minor faults (e.g. Leaking water standpipes) or poor
operation (e.g. Difficulty in opening or closing valves)
4 Poor Major component replacement required
5 Very poor Decommissioning or replacement of the asset
III. Structural point feature assets
Although all of these assets are simple structures, they can vary in complexity to some degree, from single
signposts to communal toilet blocks. For road furniture the level 3 condition is rarely used, since these
assets quickly move to a level 4 condition is there is a problem. The description of condition indicators is
shown in figure 23 below.
Table 28: Condition Indicator table for Point Feature Assets: Structural Features
Level Descriptor General description

3 Moderate Specific faults that require repair, such as leaking joints (for
manholes) or damages walls or toilets (for communal toilets)
4 Poor Major component replacement required
5 Very poor Decommissioning. Damage or deterioration such that the asset is
no longer able to perform its function effectively
IV. Vehicles, plant and machinery
Vehicles, construction plant and machinery have shorter useful lives than do the majority of physical assets,
which is what differentiates them from other point source assets. In addition, there are very clear
guidelines for the servicing of these assets, while the suppliers of very large construction plant and
machinery provide a recommended list of spares that should be carried. Hence the condition of all of these
items can remain at level 2 for most of their useful life. Often, of course, vehicles, plant and equipment are
retained and used beyond the point where their accounting value has depreciated to zero. As the cost of
repairs increases, then there is a need to balance the increased cost against the purchase of new vehicles
and plant.
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Table 29: Condition Indicator table for Point Feature Assets: Vehicles Plant and Machinery
Level Descriptor General description
2 Good Can be repaired with routine and periodic maintenance up to 80% of eul (expected useful
life)
3 Moderate Specific faults that require repair, such as leaking joints (for manholes) or damages walls or
toilets (for communal toilets)
4 Poor Up to 80% of eul where the cost of repairs is considered to be in excess of routine and
periodic maintenance costs; or 80-100% of eul with reasonable cost of repairs for an aging
vehicle
5 Very poor Decommissioning. Or up to 80% of eul where the cost of repairs is considered to be in excess
of routine and periodic maintenance costs; or 80-100% of eul with reasonable cost of repairs
for an aging vehicle
V. Linear feature assets

The linear feature assets are the most complex to assess, primarily because the condition can, and does,
vary significantly along their length. Furthermore, different types of linear feature assets can have
different types of deterioration. As a result, many of them will require their own set of condition
assessment criteria.
The most effective way to create these criteria is to separate the linear assets in groupings and treat each
of these separately. The first group is that of underground assets, comprising water mains and drainage
pipes. These are discussed last. All other linear assets are above ground assets.
With the exception of two feature classes (river center line, and fence and boundary wall) the above
ground linear feature assets can be divided into two groups. The first group comprises those assets directly
associated with the movement network. These include all roads, cycle paths, footpaths and roadside open
drainage channels. The second group comprise structures that are associated with the movement
network, comprising bridges, culverts, retaining walls and tunnels
4.1.2. Assessing the condition of roads
Assessing the condition of the assets begins with a pavement condition survey, with the objective being to
collect all the basic reference data needed to define the condition of the road along it full length, using a
segmented approach. The information recorded will generally not change between periodic maintenance
interventions, except for the impact of rainwater resulting in storm damage. Consequently it is satisfactory
to carry out a survey annually, with the most appropriate time of year being in the period immediately
after the rainy season.
2016-2018 AMP Page 109

Each section of road identified by the asset inventory has been provided with a unique identifier (ID). The
road section is defined as that section of road lying between two defined points or nodes, which are
themselves defined by features such as road intersections. The pavement condition survey then uses the
road identifier, and a ‘chainage’ that is defined from a node point. This has to be done manually by visual
inspection. A set of feature codes can be used to improve the dataset, with known places being used as a
reference along the road segment in addition to the road ID.A plan downloaded from the GIS database
provides the basis for the assessment, and has the added benefit of ensuring accuracy in the location of the
road in the overall network. An entry is then made each time a defect or deterioration is identified.
It is important that the pavement condition survey be carried out methodologically and thoroughly with
as much detail as possible being recorded. Chainage reference points are needed so that the chainage can
be re-established at intermediate along the road segment. These reference points are essential if someone
else wishes to pick-up the chainage part way along the road segment. Provided there are plenty of fixed
features, such as junctions and culverts, this is not a problem but for roads in remote parts of the City,
where there are few obvious features
Turning to the practical application of the condition indicator, the challenge is not so much to identify the
damage, which is relatively easy to do using the tables of condition provided here; rather it is to try and
estimate the percentage of damage for the full element of the road. At a local level, a crack in an asphalt
road, which affects only the surface layer, would be considered only minor deterioration, while a pothole,
which opens up and damages the underlying structure layer, would be considered a much more severe
form of deterioration.
Recognizing this distinction between the specific nature of the deterioration and the overall condition, the
assessment process follows a two step-process. The first step is to define the different types of deterioration
that affect the different road surface types and to quantify these. Full details of the different types of
deterioration, and how to measure then, are provided in the tables below. This method of measuring
deterioration also applies to other feature classes that share these surface types. These include
roundabouts, cycle lanes, paved areas and footpaths.
2016-2018 AMP Page 110

Table 30: Method of measurement of deterioration types for asphalt roads

Deterioration type Method of measurement
Cracking Area measurement. Length*width. Width measurement 30cm either side of crack.
Surface peeling Area measurement. Bounding rectangle around the area of peeling. Minimum
dimensions 1m*1m.
Potholes Area measurement. Bounding rectangle around the area of the pothole. Minimum
dimensions 2m*2m.
Note: larger areas of deterioration may require a hot-mix asphalt layer.
Table 31: Method of measurement of deterioration types for cobblestone roads

Deterioration Type Method of Measurement
Lifting of cobblestonesArea measurement. Bounding rectangle around the damaged
area. Minimum dimensions based upon lifting all cobblestones
back to undamaged sections.
Surface depression Area measurement. Bounding rectangle around the damaged
area, back to an area of undisturbed cobblestones.
Failure of cobblestone Linear measurement. Length of the damaged area, back to
edging (50*50*70mm) undisturbed cobblestones on either side.
Table 32: Method of measurement of deterioration types for compacted earth roads
Deterioration type Method of measurement
Surface depression/ Area measurement. Bounding rectangle around the area of

potholes the pothole. Minimum dimensions 2m*2m.
Channelling/wash-away Area measurement. Length*width. Minimum width 30cm
Table 33 Condition Indicator Table for linear feature assets: Roads, cycle paths, footpaths, paved areas
and roundabouts – all road surface types
Level Rating Scale Condition Indicator

1 Very good Condition as new. No significant defects
2 Good Less than 5% of the total road surface area suffers
deterioration
3 Moderate Between 6% and 20% of the total road surface area
suffers deterioration
4 Poor Between 21% and 50% of the total road surface area
5 Very poor Greater than 50% of the total road surface area
There is just one exception to the use of surface area to describe deterioration in the roads. This is the
edging used in cobblestone roads (as well as the paved areas described later), where there is a double
layer of 50cm by 50cm blocks that form a more rigid boundary layer. Where this edging is used there is a
2016-2018 AMP Page 111

second condition assessment based upon the condition of this edging. Cobblestone roads may, therefore,
have two condition indicators, one reflecting the condition of the road as a whole, and one specifically
reflecting the condition of the edging.
Table 34 Condition Indicator Table for linear feature assets: Cobblestone Road edging
1 Very good Condition as new. No significant defects
2 Good Less than 5% of the total cobblestone road edging length suffers
deterioration
3 Moderate Between 6% and 20% of the total cobblestone road edging length
4 Poor Between 21% and 50% of the total cobblestone road edging length
5 Very poor Greater than 50% of the cobblestone road edging length area
4.1.3. Assessing the condition of drainage channels
The majority of drainage channels will be constructed from either large cut stone (masonry) or compacted
earth, both of which are relatively easy to assess for condition. And unlike the roads however, there is a
closer correlation between the level of individual damage or deterioration and the condition of the
element as a whole. The method of measurement of deterioration for drainage channels is shown in the
table below:
Table 35 Method of measurement of deterioration types for masonry drains (channels)

No Deterioration Type Method of Measurement
1 Surface mortar stripping from Area measurement. Length*width. Bounding

joints or the top of the walls rectangle around the area of the damage.
2 Serious damage to joints or Area measurement. Length*width. Bounding

scouring in the bed of the channel rectangle around the area of the damage.
3 Masonry blocks breaking lose Area measurement. Length*width. Bounding

from the walls rectangle around the area of the damage.
As with the roads, the level of the condition assessment is based upon the proportion of the drain affected
(by length), either, or both, of the last two tapes of damage above. The percentages to be used for the
different levels of condition are:
Table 36: Condition Indicator Table for linear feature assets: Drainage Channels
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1 Very Good Shape of drain still in original design condition

2 Good Less than 5% of the channel length suffers deterioration, either
on the walls or the floor
3 Moderate Between 6% and 20% of the channel length suffers
deterioration, either on the walls or the floor
4 Poor Between 21% and 50% of the channel length suffers
deterioration, either on the walls or the floor
5 Very Poor Greater than 50% of the channel length suffers deterioration,
either on the walls or the floor
N.B ;-Compacted Earth Drains
Compacted earth drains require regular grading and compaction; otherwise deterioration is very rapid.
This means that the condition tends to move rapidly from good (level 2 condition) to poor (level 4
condition). Deterioration should be measure by linear metre along the drain and the same percentages as
described above use to define level 2, but to describe everything above this as level 4 condition.
Table 37: Condition Indicator for Polygon feature assets: Bridges; Culverts; Reservoirs
Level Rating Condition Indicator
Scale
1 Very good Sound physical condition. Asset likely to perform adequately without major
work for 25 years or more.
2 Good Acceptable physical condition; minimal short-term failure risk but potential
for deterioration in long-term (10 years plus). Only minor work required (if
any).
3 Moderate Surface damage starting to occur, though not yet affecting the structural
integrity. Requires significant maintenance.
4 Poor Significant deterioration becoming evident. No immediate risk to health or
safety but works required within 2 years to ensure asset remains safe.
Substantial work required in short-term, asset barely serviceable.
5 Very poor Serious structural damage. Health and safety hazards exist which present a
possible risk to public safety or asset cannot be serviced/operated without
risk to personnel. Replacement required urgently.
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Table 38 Condition Indicators for Assets of Roundabouts

Condi Rating Condition Indicator
tion Scale
1 Very good No defects as per the roads condition indicator. Island and barriers
in good condition
2 Good Good driving quality. No significant depressions, undulations and
deformation. Island and barriers in good condition
3 Moderate Shape of the road surface deteriorating, but roundabout still sheds
water. Central island and barrier suffering minor damage.
4 Poor Water retained on roundabout due to severe rutting, severe
potholing, channeling and other deformation. Island and/or barriers
damaged.
5 Very poor Disintegrated surface. Roundabout surface dangerous to traffic.
Island or barrier collapse.
Table 39: General condition indicator for greenery; open spaces; water bodies
1 Very good Pristine condition

3 Moderate Not used
4 Poor Serious deterioration, or damage, requiring some
rehabilitation
5 Very poor Decommissioning, or major rehabilitation
Table 40:Condition Indicators for Assets of Footpaths

Condit Rating Scale Condition Indicator
ion
1 Very good No defects such as cracking, corrugations, potholes, wash

away, channeling and minor defects
2 Good Good driving quality, no rutting, wash away or only

insignificant defects
3 Moderate No failures and only very limited cracking or potholes

4 Poor Significant cracking, rutting and/or potholing
5 Very poor Disintegrated surface. Total collapse of the path structure
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Table 41 : General condition indicator natural features; greenery; open spaces; water bodies
1 Very good Pristine condition

3 Moderate Not used
4 Poor Serious deterioration, or damage, requiring some
rehabilitation
5 Very poor Decommissioning, or major rehabilitation
4.2. Three-Point Scale Indicators
The three point scale condition indicator applied for buildings are adapted from study prepared for
building maintenance in Gahanna because ,on one hand, it has found suitable for building physical
inspection carried out in this AMP and , on the other hand, lack of readily available and established
building condition indicator in the country. Hence, buildings and related facilities covered in this study has
assessed based on the indicators presented the table below.
Table 42: Condition Indicator for Polygon feature assets: buildings and facilities
Level Rating Condition Indicator: Maintenance
Scale
1 Very good Well maintained and clean.
2 Good Increased maintenance inspection required.
3 Moderate Regular and programmed maintenance inspections essential
4 Poor Frequent maintenance inspections essential. Short term

element replacement/rehabilitation.
5 Very poor Minimum life expectancy, requiring urgent rehabilitation or
replacement.
4.3. Condition of Movement Network
4.3.1 Condition of Road network.
Evaluation of the physical condition of the roads of Adolla indicated 13, 65 and 2 percent of the roads to
be, respectively, in good, moderate and poor condition whereas roads which are in Very poor condition
formed nearly 10 percent meaning that significant proportion of the roads in the town need major or
minor maintenance. Out of the total road which were found in very good condition cobble Stone roads
2016-2018 AMP Page 115

have formed high proportion (38 %). The condition of roads which were in good condition totaled about
11.89 km, out of these; cobble and Gravel roads constitute considerable proportion (84%) of total Length
Table 43: Conditions of all Roads by Surface finish material
Road Asset Total length Very Good Moderate Poor Very

in km Good poor
Converted to
7m width
km km km km km
Asphalt Road 0.37 0.34 0.02 0.02 0 0
Cobble 7.789 5.838 1.3 0.65 0 0
Gravel 61.506 3.33 1.24 7.17 18.407 31.36
Red Ash 0 0 0 0 0 0
Earth Pressed 12.58 2.98 1.03 8.57 0 0
Earth Natural 12.88 0 0.81 0 2.31 9.76
Total 95.125 12.488 4.4 16.41 20.717 41.12
All Road Condition 100% 12% 5% 18% 22% 44%
Figure 31: Condition of all Roads by Surface finishes
Phsical Condition of Adola Woyu

Town Road
50
40
30
20
10
0
V.good Good Moderate Poor V.poor
Conditions Eq.Km
2016-2018 AMP Page 116

Legend
All_Road_2014
<all other values> (0)
Status
Good (28)
Moderate (116)
Poor (0)
Very Good (35)
Very Poor (31)

Figure 32Sample Road Condition Assessment Map of Adolla City
Adolasat1georefrenced.tif
RGB
Red: Band_1
Table 44: Condition
Green: Band_2 of pedestrian Walkway by Surface finish material
Condition of Pedestrian WW Length in Km
Blue: Band_3
Pedestrian WW Total Very Good Moderate Poor Very
length Good poor
km
Asphalt km Km km km Km
Cobble 0.28 0 0.28 0 0 0
Total 0.28 0 0 0 0 0
All Pedestrian 100% 0% 100% 0% 0% 0%
Condition
4.3.2 Condition Assessment of Street Light.
The Table presented below shows conditional assessment of coverage of street lights along the
roads in the town by the type of poles, and type of luminaries. From the table, the total number
of streetlights along the roads is 643.00 out of these, 117 are wooden poles, and the rest 263 poles
are Steel poles.
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Table 45: Conditional assessment of street light network inventory

Street Light Coverage Conditions
SN Types of lump Number V.Good Good Moderate Poor V.Poor
of
Lamps
1 Sodium Lamp Street Light 42 0 0 42 0 0
2 Florescent Lamp Street Light 75 0 0 75 0 0
3 LED Lamp Street Light 526 526 26 26 0 0
Total 643 500 26 72 45 0
4.3.3 Condition Assessment of Culvert.
The Table presented below shows conditional assessment of coverage of culvert along the roads
side in the town by the type of built structure
Feature Class Number Condition Indicator

(Road Surface Very Good Good Moderate Poor Very Poor
Mat.)
Masonary Abuttment 20 3 13 4 0 0
Culvert
Pipe Culvert 2 0 0 2 0 0
Total 22 3 13 6 0 0
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4.4. Condition Assessment Result Social and Economic Service

Condition assessment of each municipal services and facilities particularly a careful physical
inspection of conditions and status of the foundation, floor, wall and roof of each building is
carried out. Detail assessment results of each municipal service buildings and facilities presented in
GIS database to guide maintenance activities. The discussion below is the summary based on the
overall condition assessment results and the detail condition assessment result is presented in Excel
data set.
4.4.1. Condition Assessment Result of Administrative Office Buildings

The majority of administrative buildings, are found in state of Poor and moderate conditions.
Cognizant the long age services of most of the buildings and absence of adequate maintenance
activities the current condition of most of the buildings should be taken as optimistic. It is only
small percentage of administrative buildings found in state of poor conditions. The detail
condition assessment result presented in Excel data set.
S/N Bldg_Function AD_ID Very Good Modera Poor Very Total Area
Good te Poor
1 Admin office AD.00 0% 0% 53% 47% 0% 1,718.00
1
2 02 Kebele AD.012 0% 0% 0% 100 0% 230.00
%
3 Adarash AD.015 0% 0% 100% 0% 0% 1,679.00
4 03 Kebele AD.013 0% 0% 0% 100 0% 256.00
%
5 01 Kebele AD.014 0% 0% 100% 0% 0% 207.00
14 Adola woyu AD.29 0% 0% 100% 0% 0% 715.00
T.water office
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Condition Summary of Administrative Buildings
120% 100% 100% 100% 100% 100%

100%
80%
53%
47%
Very Good
60%
Good
40% Moderate
20% 0% 0%0% 0% 0% 0%0% 0% 0% 0% 0% Poor
0% Very Poor
Figure 33 Condition Summary of Administrative Buildings
4.4.2. Condition Assessment Result of Educational Service Buildings

Similar to administrative office buildings the majority of school buildings are found in Poor and
moderate condition. On the other hand, recently constructed new school buildings accounts for
the very good condition. In the contrary due to long aged services and types of poor construction
materials such as timber and mud, school buildings are in state of poor conditions that requires
high degree of maintenance. It is observed that some of these buildings unless maintained
immediately currently found inconvenient for proper teaching and learning process. The detail
condition assessment result presented in Excel data set.
Table 45 Condition Summary of Educational Institutes

Asset Subcategory School_Id Very Good Moderate Poor Very
Good Poor
Duta Elementary school SC_01 6.34% 54.52% 24.77% 14.37%
Dire sedoka E.school SC_02 18.75% 37.50% 31.25% 12.50%
Woyu high school SC_03 32.13% 3.04% 47.53% 17.30%
Bilu E.school SC_04 100%
Adola poly technic college SC_05 92% 8%
Adola teaching college SC_06 85.00% 7.00% 8.00%
Oda Adola E.school SC_07 78% 11% 8% 4%
Adola high school 2 SC_08 90% 5.00% 5.00%
Adola E. school SC_09 6.25% 18.75% 18.75% 56.25%
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Condition Summary of Educational Institutes

1.2
1 92% 90%
85.00%
78%
0.8
0.6 Very Good
0.4 32.13%
Good
0.2
Moderate
0
Poor
Very Poor
Figure 34 Condition Summary of Educational Institutes
2016-2018 AMP Page 121

4.4.3. Condition Assessment Result of Health Service Buildings

The situation with regard to health institutes differ from those of the above categories in which,
the majority lies in the very good and good conditions. The details condition assessment result
presented in Excel data set.
Table 46 Condition Summary of Health Service Buildings

S/N Asset Subcategory Health_Id Very Good Moderate Poor
Good
1 Adola Woyu Referal Hos_01 67% 33% 0% 0%
Hospital
2 Adola Town Health Center HB.001 0% 0% 0% 100%
Condition Summary of Health Service Buildings
100%
80%
Very Good
60% Good
Moderate
40%
Poor
20%
0%
Adola Woyu Referal Hospital Adola Town Health Center
Figure 35 Condition Summary of Health Service Buildings
4.4.4. Condition Assessment Result of Market Facilities and MSEs Premises

The fact that most of MSEs premises are constructed in recent years most are found in good
condition with exceptions of old market area. The detail condition assessment result presented in
Excel data set.
Table 47.9 Condition Summary of Health Service Buildings
Asset.Cat Condition Total No.

Market /MSE V.Good Good Moderate Poor V.Poor
Number Of Buildngs 6 6
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4.3.4 Condition of Water Supply Network
5. Table 48.99 Condition Summary of Health Service Buildings

SN Condition
Feature Qountity(KM) V.Good Good Moderate Poor V.Poor
Class
Distribution 2.33 2.33

main line
1960-1970

main line
1973-1980

main line
1985-1990
Distribution 9.12
main line
2000-2007
Gravity 19.7
Main (u pvc
DN 350)
Transmission 7.2
Line
5.3.1 Condition of Environmental Network
5.3.2 Condition Assessment for Drainage
Condition Assessment had been done using the revised Asset Management Operational manual of the
Ministry of Urban Development and Housing (MUDH) five level condition indicators which is showed in
table below. Accordingly, the inventory result revealed that from the total (14.00 kilo meter) Open and
Closed Masnory drain; about 7.38 kilo metre were in Very good condition followed by 4.86 kilo meter were
in Good condition and 1.26 Km Drain were in Poor condition. The details of drainage condition assessment
can be referred from table 44 below.
Table 49 condition of Drainage Network
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Condition of Drainage Line in Km

Drainage Line Total length Very Good Moderate Poor Very poor km
km Good km km
KM
Masonry Drain Open 14.176 8.537 4.385 0 1.254 0
Masonry Drain closed 0.82 0.104 0.716 0 0 0
Total 14.996 8.641 5.101 0 1.254 0

All Drainage 100% 57% 35% 0% 9% 0%
Condition
Figure 36 Sample Drainage Condition Assessment Map of Adolla City
5.3.3 Condition of Solid Waste Management Facilities
The existing open and uncontrolled solid waste dumping site is not only improper but highly saturated
and unsanitary dumping site which is found in state of poor and a potential threat of human health and
2016-2018 AMP Page 124

urban environment. Aware of that the study of construction of modern sanitary landfill site the existing
poor dumping site will be abandoned.
Figure 37 Poor and Risky Waste Disposal Practice outside the Dumping Site
5.3.4 Condition of Liquid Waste Management Facilities
As part of the liquid waste management system, among the existing public and communal facilities those
serving for long period of time are deteriorated and unsanitary to serve the community.
Table 50.1 condition of Liquid Waste Management Facilities
Conditions
NO Asset Subcategory Location No of rooms V.Good Good Moderate Poor V.poor
1 Communal Toilet Distributed 17 1 16
2 Public Toilet Distributed 2 2
Total 19
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5.3.5 Condition Assessment of Movable Asset
5.3.6 Condition Assessment of Machineries and Vehicles
The condition assessment report, as reported by the municipality, shows that about 50 percent of the
movable assets are found to be in very good and good conditions (5 % very good and 45 % good) and the
rest 27 % are in moderate, 18 % in poor and 1 % in severe condition. Looking into their service years that
almost half of these assets have been serving more than 10 years that is above the conventional expected
use life and the chance of intensive utilization due to limited number, the conditions of most of the assets
would be taken as unfavorable. The Table below presents the detail of the condition status of each
moveable asset. Thus the municipality would have a plan to add some machineries and heavy trucks in
the short and medium term planning period.
Table 51 Condition Assessment of Machineries, Trucks, Vehicles and engineering Equipment

S.N Asset Plate Purpose Condition Operational
Subcategory Number Status
Machineries
1 Bull Dozer ___ Construction Works Moderate Functional
2 Greader ___ Construction Works Moderate Functional
3 EXCaVater EX-079 Construction Works Poor Functional
4 Lovead 03-42893 ET Construction Works Good Functional
5 RULO CM-0130 Construction Works Moderate Functional
6 Damtrak 03-45935 ET Construction Works Moderate Functional
7 Damtrak 03-45937ET Construction Works Moderate Functional
8 Damtrk 03-45936 ET Construction Works Moderate Functional
Office Vehicles
S.N Asset Plate Purpose Condition Operational Status
Subcategory Number
1 TOYOTA 4-02663-OR M/Qophesa Poor Non Functional
2 FYT 315331-OR M/Qophesa Poor Non Functional
3 NISAN 420496-OR M/Qophesa Poor Non Functional
4 MST BUSH ___ W/BU-fayyaa Poor Non Functional
5 Bootti 0350086 ET M/Qophesa Good Functional
6 TOYOTA HLUX 4-07403 RO W/MWD Good Functional
7 TOYOTA HLUX 4-07405 RO M/Qophesa Good Functional
8 FORD 4-00339 Dh/BLTO Good Functional
9 Ambulans 9078340R W/BU-fayyaa Good Functional
10 TOYOTA HLUX 4-02956 OR HOSPIT/BU/MAG/A Good Functional
11 TOYOTA HLUX 4_06812 OR HOSPIT/BU/MAG/A Good Functional
12 Ambulans 4_03847 OR HOSPIT/BU/MAG/A Good Functional
13 NISAN 4-07003 OR Koolee/Bars/Adola Good Functional
a
14 TOYOTA 4_03850 OR Koolee/Bars/Adola Good Functional
a
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15 BUS 4 _066818 OR Koolee/Bars/Adola Moderate Functional

a
Light Vehicles
1 TVS 4'5370 OR Field Vehicles Good Functional
2 TVS 4'3970 OR Field Vehicles Good Functional
3 BOXER 4'11902 OR Office Vehicle Poor Non Functional
4 BOXER 4'1177 OR Office Vehicle Good Functional
5 R/foksi 4'1170 OR Office Vehicle Poor Non Functional
6 BOXER 4'1176 OR Office Vehicle Poor Non Functional
7 BOXER __ Office Vehicle Poor Non Functional
8 SUK __ Office Vehicle Good Functional
9 YAMH __ Office Vehicle Good Functional
10 TVS __ Office Vehicle Very Good Functional
11 TYGER __ Office Vehicle Very Good Functional
12 TYGER __ Office Vehicle Very Good Functional
13 TVS 4'5423OR Office Vehicle Good Functional
14 BOXER 4'3960OR Office Vehicle Good Functional
15 HONDA __ Office Vehicle Good Functional
16 TVS 4'3967OR Office Vehicle Good Functional
17 TVS __ Office Vehicle Good Functional
18 TVS 4,5368OR Office Vehicle Good Functional
19 TYGER __ Office Vehicle Good Functional
20 APACHI 4,2147OR Office Vehicle Good Functional
22 APACHI __ Office Vehicle Good Functional
23 TVS 4,3963 OR Office Vehicle Good Functional
27 BOXER 4,1191OR Office Vehicle Good Functional
31 TVS POL074OR Office Vehicle Good Functional
32 BOXER 4,1190OR Office Vehicle Good Functional
37 YAMAHA __ Office Vehicle Good Functional
38 TVS __ Office Vehicle Very Good Functional
39 APACHI __ Office Vehicle Very Good Functional
40 TVS 42711-OR Office Vehicle Good Functional
41 TYGER 163FMK Office Vehicle Good Functional
42 TVS 5359 OR Office Vehicle Good Functional
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43 TYGER Office Vehicle Very Good Functional

44 BMP ___ Office Vehicle Very Good Functional
45 TYGER Office Vehicle Good Functional
46 TYGER Office Vehicle Functional
47 BMP ___ Office Vehicle Very Good Functional
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5. (Section) V. Maintenance Budget Guide (Step 5)
5.1. Introduction
Strategic maintenance program and reliable maintenance funding for the city network
infrastructure assets and facilities become and recognized as vital requirement in municipal
infrastructure and asset management initiatives. To ensure utilization of the public investment at
optimal level and to meet service level standard expected by the public, considering maintenance
planning and management as integral part of the municipal function is thus one of the core
purpose of municipal asset management.
In other words efficient and effective asset management planning and implementation is largely
require establishing sustainable maintenance management system and program which should be
supported by GIS and other related technologies.
Nevertheless, akin to almost all of cities and municipalities of the country, no doubt the city
should has accumulated maintenance deficit. The accumulated maintenance deficit has to be
identified and addressed to ensure appropriate balance of resource allocation between new asset
development and maintaining the existing to meet the primary requirement to exercise asset
management planning and implementation practice.
To establish modern maintenance management system and to bring radical transformation

over the poor and traditional maintenance practices towards sustaining and responsibly
managing the city assets, AMP should include short to long-term maintenance planning and
program and maintenance implementation strategies.
This part of the AMP is then devoted to prepare the maintenance budget guide which should
identify the maintenance need for all asset classes of the city. It is believed that the maintenance
budget guide besides identifying the need for preventing, maintaining, repairing, rehabilitating
and replacing, will also serve as staring and turning point to systematically plan for, and
continually invest in preventing assets and maintaining, renewal and replacing promptly and
eventually tracks to development and application of modern maintenance management system.
2016-2018 AMP Page 129

5.2. Maintenance Activities and Baseline Maintenance Rate

The starting point, which is of course the basic task, in the preparation of the maintenance
budget guide is identifying the possible maintenance activities and establishing the baseline
maintenance rate. Attempt has so made to identify possible, generic and comprehensive
maintenance activities that are supposed to be appropriate to address the various conditions
and circumstances of the city assets. The maintenance activities mainly classified into three broad
categories, which are preventive maintenance activities, maintenance activities to restore the
deteriorated assets and rehabilitation of the severely deteriorated assets that would include
further actions such as upgrading and replacement.
5.2.1. Preventive Maintenance Activities

Preventive maintenance activities is mainly protective in its nature and it could be routine and
periodic and should be act upon with the aim to retain and preserve the assets that are found in
state of good conditions (the condition level to be prevented by routine and periodic
maintenance will include the assets found in state of very good conditions in the case of water
supply network assets).
Thus the ultimate purpose of normal maintenance is so eventually to prevent failure and
deteriorations of the assets in advance.
5.2.2. Addressing Maintenance Deficits and Rehabilitation
The second type of maintenance that will be the main concern of the city and the base of the
maintenance study is addressing the accumulated maintenance deficit. The maintenance
activities in this regard is therefore significant and require major maintenance actions, as opposed
to preventive maintenance activities. It is mainly intended to restore assets that are found in
state of different deterioration level to bring back to the desired and tolerable condition level.
5.2.3. Maintenance Activities

Identifying the proper maintenance activities that will appropriate to the identified asset
condition is the other important task in the preparation of the maintenance budget guide. The
study attempts to review different relevant sources of maintenance activities and guides. One of
the major source for the proposed maintenance activities discussed subsequently is the national
AMP manual. Cognizing the fact that the manual is not comprehensive to provide all of the
possible maintenance activities other sources have been critically reviewed and additional
relevant maintenance activities are identified and recommended.
2016-2018 AMP Page 130

5.2.4. Baseline Maintenance Rates

The other fundamental issue in preparation of the maintenance budget guide is establishing
baseline maintenance unit rate for the proposed maintenance activities. Many efforts has been
employed to establish baseline maintenance rate including reviewing maintenance practice and
maintenance cost history of the city, experiences of peer cities, the recent AMP studies of major
cities, maintenance data of ERA (ERCC), national AMP manual (particularly pertaining to
water supply network assets) and international practice particularly applied to estimate
maintenance budget of buildings and facilities. One of the reviewed maintenance rate practice
of ERCC is presented below.
Table 52 ERA (ERCC) Maintenance Rate of Road, Drainage and Culvert (2016 E.C)
Maintenance Activities Unit Unit Rate
Asphalt Patching (Seal Coat) m2 72
Asphalt Patching (Single Surface Treatment) m2 74.9

2
Asphalt Patching (Double Surface Treatment) m 136.9
Crack Sealing (Individual cracks) lm 56.5
Pothole Reinstatement (Double Surface Treatment) m2 135.9
Single Bituminous Surface Treatment (SBST) m2 67.3
Double Bituminous Surface Treatment (DBST) m2 130.9
Bitumen Prime Coat lt 54.8
Bitumen Tack Coat lt 55.1
Pothole Reinstatement (Double Surface Treatment) m2 136.3
Pothole (Base Failure Repair) m3 567
Blading Gravel Road (Light) km 2,087
Blading Gravel Road (Heavy) km 5,062
Shoulder Blading km 1,560
Sand Seal Coat m2 71.3
Gravel Resurfacing (Selected Material) m3 219.6
Gravel Resurfacing (Crushed Aggregate) m3 634.2
Crushed Aggregate (Bituminous Surfacing) m3 404.1
Crushed Aggregate (Road Bas e) m3 448.2
Selected Material (Gravel Road Surfacing) m3 51.6
2016-2018 AMP Page 131

Maintenance Activities Unit Unit Rate

Crushed Aggregate (Gravel Road Surfacing) m3 428.7
Re gravelling m2 116
Culvert Cleaning m3 188.4
Ditch Cleaning (Manual) ml 37.3
Brush Clearing m2 0.9
Ditch Cleaning (Machine) km 8,669
Road Bed Preparation (Gravel Road) lm 103.5
Road Bed Preparation (Asphalt Road) lm 176.6
Structural Excavation in Common Material m3 152.9
Granular Backfill m3 182.64
Clearing & Grubbing Ha 27,962.3
Paved Waterway m2 393.66
Accordingly, based on critical review of all aforementioned sources and discussion with the city
AMP focal person, the following baseline maintenance unit rates are set for different condition
levels of the city assets to forecast the maintenance need.
It has to be noted that these baseline maintenance rate can be considered as only as initial base
line rate. So, it has to be modified and fine-tune in the subsequent year based on thoughtful
records of actual maintenance expenditures and tender unit values that will be recorded since
the first year of implementation of this AMP. The estimation of rehabilitation cost for the assets
assessed to be in very poor condition is based on estimated replacement cost of the assets and
three-fourth of the replacement value of the assets is taken to be the estimated rehabilitation
cost.
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Table 53 Proposed Maintenance Rate for Movement Network Assets

Feature Class (Road Surface) Maintenance Activity Unit Maintenance Rate
Asphalt Surface Peeling m2 106
Crack m2 300
Pothole m2 356.00
Cobble Stone Lifting m2 449.8
Depression m2 131
Cobble Edge Failure m2 250
Siltation m2 66
Large Block stone Depression m2 165
Lifting of LB Stone m2 140
Siltation m2 135
Earth Pressed Channeling m2 35
Depression m2 25
Wash Away m2 10
Gravel Depression m2 125
Channeling m2 105
Wash Away m2 47
Red Ash Depression m2 240
Wash Away m2 77
Channeling m2 61
Non-Compaction m2 30
Feature Class Maintenance Activity Unit Maintenance Rate
Cobble Stone Sidewalk Lifting m2 131
Edge Failure m2 175
Siltation m2 66
Depression m2 131
Pedestrian Sidewalk Clay Tile Lifting m2 75
Edge Failure m2 75
Siltation m2 150
Depression m2 187
Feature Class Maintenance Activity Unit Maintenance Rate
(Road Structure)
Concrete Bridge Crack m2 566.00
Slab Failure m2 1,129.00
Concrete Culvert Slab Failure m2 2,024.00
Siltation m2 155
Crack m2 320.00
Steel Bridge Siltation m2 120
LED Steel Pole VerticaL Pole Crack no 65,000
Sodium Lamp Lump fualure no 25,000
Floresent Lamp Lump fualure no 15,000
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Table 54 Maintenance Rate for Environmental Strategic Area Assets

Feature Class (Drainage Maintenance Activity Unit Maintenance Rate
Material)
Cover Material Damage ml 300
Closed Masonry Drain Masonry Collapse ml 1800
Wall Collapse ml 600
Siltation and Deposition ml 132
Closed Concrete Lined Drain Siltation and Deposition ml 132
Open Concrete Lined Drain Siltation and Deposition ml 182
Wall Collapse ml 333.00
Floor Damage ml 182
Open Masonry Drain Cover Material Damage ml 152
Major Joint Damage ml 500
Masonry Collapse ml 1,650.00
Floor Damage ml 235.00
Cobble Lined Drain Siltation and Deposition ml 94
Floor Damage ml 209
Curb Stone Lined Drain Floor Damage ml 152
Earth Drain Siltation and Deposition m3 140
Table 55 Maintenance Rate for the Water Supply Network- above Ground Assets
Feature Class Unit Maintenance Rate (Br)
Boreholes/ Deep Weel no 1 % of RC

Water Treatment Plant no 1 % of RC
Collection Chambers no 0.5 % of RC
Reservoir no 0.5 % of RC
Chlorinator no 1%
Pump no 2 % of RC
Valve Chamber no 2 % of RC
Communal Standpipe no 1 % of RC
Hydrants no 0.5 % of RC
Communal Public Tap no 1 % of RC
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Table 56 Maintenance Unit Rates for Water Supply Network - below Ground Assets
Feature Class Very Good Good Moderate Poor Very poor
Indicative RUL for condition 71 - 100 % 46-70 % 26-45 % 11-25 % 0-10 %
Distribution Line 0.1 % of RC 2 % of RC 5 % of RC 10 % of RC 100 % RC
Transmission Line 0.1 % of RC 2 % of RC 5 % of RC 10 % of RC 100 % RC
Bono Laterals 0.1 % of RC 2 % of RC 5 % of RC 10 % of RC 100 % RC
Table 57 Maintenance Rate for Social and Economic Service Buildings and Supporting Services
Feature Class Good (as % of Moderate (as % of RC) Poor (as % of Very poor
RC) RC)
Buildings and 0.50% 2% 3% 100%
Facilities
Fence 0.50% 2% 3% 100%
Machineries and 5.00% 10% 15% 100%
Heavy Trucks
Office Vehicles 0.50% 2% 3% 100%
and Motors
5.3 Maintenance Forecast

Maintenance budget forecast should prepare, as described above, for two basic maintenance
strategies, which are preventive maintenance and maintenance to address maintenance
deficits. Preventive maintenance budget should utilize for routine and periodic maintenance
activities for assets found in good condition with the aim to retain and preserve their current
acceptable and desirable condition. Unlike the preventive maintenance, the major
maintenance and rehabilitation forecast is for maintenance needed to restore the
deteriorated condition of the assets which are assessed and found in state of moderate, poor
and very poor conditions; with the aim to eliminate the maintenance deficit and
maintenance backlogs accumulated over the years to bring the assets into acceptable and
optimal level of conditions.
It worth mentioning here that some assets assessed and found in very poor conditions would
require further actions than rehabilitation such as full replacement or complete
decommissioning (particularly movable assets and buildings). In such case the estimation for
replacement would not be stated in the maintenance forecast while the rehabilitation cost
itself is assumed to be part of the new work budget.
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5.3.1 Maintenance Forecast for Movement Network Assets

I. Preventive Maintenance for Movement Network Assets
Preventive maintenance activities, as explained above should be carried out in form of routine
and periodic maintenance for road and related infrastructure network assets, which are
inspected and found in good condition level. The target of normal or preventive maintenance
is to preserve the existing acceptable (good) condition level of assets from risk of deterioration
and keep that desired level of condition to ensure optimal functionality of the assets over the
expected life cycle. The following section presents the proposed generic preventive, routine and
periodic maintenance actions for movement network assets and the corresponding maintenance
forecast to carry out preventive maintenance actions.
Table 58 Preventive Maintenance Activities for Rode Surfacing

Road Surfaces Preventive Maintenance Activities
Asphalt and Pavement preservation is the primary maintenance function of paved roads
Cobble Stone (Asphalt and Cobble stone roads). Preventing water from penetrating the
Road base material is so a major preventive maintenance target to keep longevity
of the pavement structure.
Routine and periodic cleaning of the asphalt and cobble road surface to
make free of rubbish and debris and ensuring water can flow freely off the
road surface are basic preventive maintenance activities for asphalt and
cobble stone roads.
Gravel and Spot repair by selected materials and ensuring that water can flow freely off
Red Ash Road the road surface and brushing and ditching are the major preventive
maintenance activities to retain the gravel road found in state of good
condition.
Earthen Keeping the compacted earth pressed road from over flow of water and
Pressed Road routine and periodic minor grading and compaction will be carried out to
preserve the earthen road from further deterioration.
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Preventive Maintenance Budget Forecast for Road Surfacing
The existing roads surfacing, including earthen road, need an estimated Birr 3.5 Million for
preventive routine and periodic maintenance. The budget estimate is to keep 77,460 square
meter or 11.06 km equivalent length of all surface road which are found in state of good condition.
Table 59 Preventive Maintenance Budget Forecast for the Road Surfacing

Routine and Periodic Maintenance Budget for Movement Network
Feature Maintenance Level of Unit Quantity Unit Estimated

Class Activity deterioratio to be Rate Maintenance
n Maintaine (Br) Budget (Br)
d
Asphalt Surface Pelling Good m2 119.34 106 12,650.33
Cobble Road Lifting Good m2 9,132.17 449.8 4,107,650.066
Gravel Road Wash Away Good m2 61,105.60 47.00 2,871,963.27
Earth Pressed Wash Away Good m2 7,222.43 10.00 72,224.27

Road
Total 77,460.20 7,064,487.936
Figure 38 Percentage of good Condition Roads by road surface material
Good Condition Roads

61,105.60
70,000.00
60,000.00 Asphalt Good m2
50,000.00
40,000.00
30,000.00 Cobble Road Good m2
20,000.00 9,132.17 7,222.43
10,000.00
119.34 Gravel Road Good m2
0.00
m2 m2 m2 m2 Earth Pressed Road
Good m2
Good Good Good Good
Asphalt Cobble Road Gravel Road Earth Pressed
Road
2016-2018 AMP Page 137

Preventive Maintenance Activities for Pedestrian Sidewalk Roads
Existing pedestrian sidewalk road network which are assessed to be in state of good condition will
be prevented and retained at current desirable state of condition with similar maintenance
activities and maintenance rate of the road surfacing. The maintenance forecast to preserve and
retain current good conditions of cobble surfaces of pedestrian sidewalk road is about Birr 33,051
Table 60 Preventive Maintenance Forecast for Pedestrian Sidewalk Roads
Feature Maintenance Level of Unit Quantity to Unit Estimated

Class Activity deterioration be Rate Maintenance
(Walkway) Maintained (Br) Budget (Br)
Cobble Stone Siltation Good m2 500.78 66.00 33,051.24
Total 500.78 33,051.24
II. Maintenance Deficit of the Movement Network Assets

As briefly discussed in the introductory part poor maintenance practices of most of the
municipalities manifested by absence of regular and sustainable preventive maintenance and
prompt maintenance actions when assets are deteriorated. Such maintenance negligence
eventually resulted in an increasing backlog of deferred maintenance. The condition assessment
of in Adolla City revealed that relatively large proportion of the city movement network assets
are found in state of moderately and seriously deteriorated situation in addition to severely
deteriorated status of some assets.
The Table below presents brief description of the proposed maintenance activities to eliminate
the different deteriorated conditions of Movement Network assets to restore and bring into the
desired condition level.
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Table 61 Maintenance Activities for Deteriorated Cobblestone Road

Deterioration Type Proposed Maintenance Activities
Lifting of Lift out cobblestone in demarcated area. Clean the bed. Lay down a layer
cobblestones of clean, graded sand and compact. Lay new cobblestones
Surface depression Lift out the cobblestone in demarcated area. Clean the bed. Add sub-base
material and compact. Lay sand bed and compact. Lay new cobblestones.
Failure of Lift out the cobblestone in demarcated area. Clean the bed. Add sub-base
cobblestone edging material if required and compact. Lay sand bed and compact. Lay new
cobblestones.
Table 62 Maintenance Activities for Deteriorated Gravel and Red Ash Roads
Deterioration type Maintenance measures and methods
Channelling For channels less than 20cm wide clean out channel, fill with graded material and
compact by hand
Potholes Clean out depression, fill with graded material and compact by machine
Wash-away For channels greater than 30cm wide clean out channel, fill with graded material and
compact by machine
Table 63 Maintenance Activities for Deteriorated Compacted Earth Roads

Deterioration type Maintenance measures and methods
Surface depression/ potholes Clean out depression, fill with clean, sieved material and compact
Channelling/wash-away All sizes of channel, fill with clean, sieved material and compact
Surface depression/ potholes Clean out depression. Fill with clean, sieved material and compact
Maintenance Forecast to Eliminate Maintenance Deficit of Road Surfacing
The total maintenance backlog for all road surfaces is estimated to be Birr 36.8 Million. Of which
as some as Birr 34.8 Million is forecasted to restore the deteriorated Gravel road, this represents
almost 94% of the maintenance deficit of road surfacing.
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The city would look into alternative options such as upgrading the deteriorated gravel roads into
cobble pavement which would be feasible than spending much more maintenance fund for
gravel road.
The same could be recommending for earth pressed road. The feasible strategic option would be
gradual upgrading of deteriorated compacted earth road into gravel or cobble surface than
spending much to maintain it.
Table 64 Maintenance Deficit of Road Surfacing
Estimated
Level of %
Maintenanc Quantity to be Unit Rate Maintenan
Feature Class deteriorat Unit Cover
e Activity Maintained (Br) ce Budget
ion ed
(Br)
0.10
AsphaltRoad Crack Moderate m2 107.4079663 300 32,222.39
%
Cobble
Cobble Stone 2.10
Edge Moderate m2 4524.44398 250 1,131,110
Road %
Failure
38,129,885. 94.50
Gravel Road Channeling Moderate m2 363141.7679 105
63 %
2,099,258. 3.30
Earth Pressed Channeling Moderate m2 59978.81668 35
58 %
427752.43652 41,166,25 100
Total
63 5.40 %
Figure 39 Proportion of Maintenance Deficit of Road Surfacing
Proportion of Maintenance Deficit of Road

Surfacing
34,861,609.72
35,000,000.00
30,000,000.00
25,000,000.00
20,000,000.00
15,000,000.00
10,000,000.00
5,000,000.00 22,877.90 791,777.70 1,199,576.33
0.00
AsphaltRoad Cobble Stone Gravel Road Earth Pressed
Road
2016-2018 AMP Page 140

Replacing the Non-Functioning Street Light Lamps
The condition assessment identifies that among the total of 643 Street light poles as high as 117
lamps have not been functioning during the study. The study proposes a total of Birr
1,230,000 birr to replace the non-functioning lamps.
Table 65 Maintenance Deficit of Street Light
Street Light Coverage Conditio Uni Qountit Rate Amount

n t y
S Types of lump Numbe
N r of
Lamps
1 Sodium Lamp Street 42 Moderate No. 42 25,00 1,050,000
Light 0
2 Florescent Lamp Street 75 Moderate No. 75 15,000 1,125,000
Light
3 LED Lamp Street Light 526
Total 643 1,230,00

0
5.3. Maintaining Water Supply Network

The national AMP manual describes the fact that because of high level of uncertainty
associated with calculating maintenance costs for water-related assets; the estimated
maintenance budget is supposed to be indicative annual budget based upon a percentage of
investment (in this case the replacement cost. This is due to the fact that the municipal water
supply network are often considered to be under constant inspection, repair of breakages and
leakage.
As the result maintenance need to repair and maintain the above ground assets is to be
computed based on the fixed percentage of replacement cost without any condition indicator.
Whereas, below ground water supply network assets, which constitute distribution lines in Adolla
City, would need relatively big fund to retain and maintain water lines to keep sustainably
operating. The indicative budget estimate to preserving and eliminating estimated maintenance
backlogs for water lines is also based on the percentage of replacement cost but unlike the above
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ground assets, it is based on the age of the assets that is taking into consideration the proportion
of their remaining useful life.
Possible Maintenance Activities for Water Supply Network Assets

Borehole
Clean, well head maintenance, draws down monitoring (and rehabilitation if old enough to serve
properly and significant damages are inspected)
Pumps
Preventing & emergency maintenance of electromechanical components strip, clean, repack,
check wear, disassemble, service, replacement of part, check, assemble (and replace and/ or
upgrade if there is extensive damages and the need arises to scale up and improvement is
necessary)
Customer connections
Regular inspection to maintain and repair and leakage detection, (and replacement if old
enough to function properly and damages, and upgrade if the need arises)
Reservoirs and Communal Standpipe
Cleaning, leakage detection, inlet & outlet maintenance, painting water proof material and level
monitoring, (and replacement and upgrade if damaged and needs arise to scale up and
improvement)
Water Meters
Test, service, repair and maintenance, replace and upgrade
Valves
Strip, clean, repack, check wear, manhole installation, replace and upgrade,
Water Lines
Regular inspection, repair damages and leakages, maintain from any risks causes breakage, and
replace and /or upgrade if severely damaged and needs to raise the capacity.
Maintenance Budget Forecast for Water Supply Network Assets

As mentioned above, the city water supply services are under constant review, maintenance,
and replacement activities, and therefore some of the water supply services systems are up-to-
date and require little to no upgrades and replacements. Whereas a good proportion of water
2016-2018 AMP Page 142

lines supposed to be in poor condition due to their substantial age in services.

Maintenance cost estimates of the water service system, as described above, is unpredictable.
But estimating will help to allocate proper and adequate budget for any re-active and
emergency repair and maintenance need.
The minimum amount of maintenance investment required annually for water service system is
then computed for both above and below ground assets. As provided on the Tables below, the
city will allocate a minimum of Birr 114,000 for above ground assets and Birr 1,895,804 for
below ground assets and in total about Birr 2,009,803.80 for water supply network. As most
of the water main breaks occur on pipes, about 96 % of the estimated maintenance forecast is
for water lines.
Table 66 Maintenance Requirements for above Ground Water Supply Network Assets
Feature Class Unit Quantity Maintenance Estimated Maintenance
Rate as % of RC Budget (Br)
as
Communal Water no 15 0.01 15,000

Point
Submersible Pumps no 3 0.01 9,000
1500m3 Service no 1 0.01 30,000
reservoir
150m Elevated no 1 0.01 30,000
reservoir
Concur it building no 1 0.02 30,000
reservoir 150m 1973
Total 114,000
Below Ground Water Supply Network Assets

Water Pipe Line
The regular maintenance activities to the breakage and damaged water lines are repair,
replacement and upgrade based on frequent inspection and leakage detection. The minor
breakage and damaged below ground water lines would be repair as short as possible before
they get serious damages and causes interrupting the normal water supply system. If they are
left without repairs and kept until serious breakage is occur, they are costly to replace.
Based on the Projected Replacement Cost and the percentage of indicative remaining useful
life of water lines, this is calculated from the Asset Age and Asset Life Expectancy, the
maintenance needs are estimated. Consequently, for water lines found in state of condition
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level one and two (very good and good) annual budget of Birr 217,824 is forecasted and to
repair breakage and damages.
For long age and old water line infrastructure, they rated as state of moderate and poor
conditions based on their indicative remaining useful life; a minimum estimated budget Birr
1,677,980will be needed. The forecasted maintenance will prevent risks of damages, losses and
breakages that may arise due to age and other uncertain circumstances on existing pipe lines.
Aggregately below ground assets should need estimated maintenance budget about Birr
1,979,803.80.
Table 67 Forecasted Maintenance Budget for Water Lines

Feature Class Condition Unit Quantity Maintenance Estimated
Based on Rate as % of Maintenance
Indicative RC Budget (Br)
RUL
Distribution main line Poor km 2.33 10.00% 46,520
1960-1970
Distribution main line Poor km 7.33 10.00% 146,500
1973-1980
Distribution main line Moderate km 0.75 5.00% 7,460
1985-1990
Distribution main line Good km 9.12 0.10% 1,824
2000-2007
Gravity Main (u pvc DN Moderate km 19.70 5.00% 1,477,500
350)
Transmission Line Good km 7.20 2% 216,000
Total 1,895,804
5.3.3. Maintaining Environmental Protection Assets

i. Maintaining Drainage Network
Preventive Maintenance of Drainage Network
The following are some of periodic and routine maintenance activities to prevent the drainage
network from deterioration and to keep properly functioning;
 Clearing and cleaning

 Regarding, deepening
 Erosion controls
 Frequent cleaning of manholes,
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 Frequent clearing of manhole area and clean sump

Considering the current drainage network of the city, which reported to be good performing,
the preventive maintenance need forecasted to be as high as Birr 391,768.97
Table 68 Preventive -Routine and Periodic Maintenance Budget for Drainage Networks
Feature Class Maintenance Level of Unit Quantity to Unit Estimated
Activity Deterioration be Rate Maintenance
Maintained (Br) Budget (Br)
Closed Siltation and Good ml 499.11 132.00 65,882.19
Masonry Deposition
Drainage
Open Siltation and Good ml 4,863.98 67.00 325,886.78
Masonry Deposition
Drainage
Total 5,363.09 391,768.97
Maintenance Deficits of Drainage Network

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

Moderately Deteriorated Clean out the damaged area and reseal the affected joints
Masonry Drainage with new mortar.
Seriously Deteriorated Masonry Remove all damaged block back to the solid wall. Clean the
Drainage joints and lay new blocks.
Moderately Deteriorated Pipe Replace manhole cover or grating, pointing joints, Maintaining
Drainage weep holes
Seriously Deteriorated Pipe Maintain headwall, replacing stone, provide new meter
Drainage (turnout) drain, reline drain, reshaping
Maintenance Forecast for Deteriorated Drainage Network
The maintenance forecast to correct accumulated drainage maintenance deficit of open

masonry, concrete drainage, and Closed Masonry drainage lines combined covering as some as
8.4 km estimated about Birr 1.4 Million.
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Table 69 Maintenance Deficits of Drainage Networks

Feature Class Maintenance Level of Unit Quantity Unit Estimated
Activity Deterioratio to be Rate Maintenance
n Maintaine (Br) Budget (Br)
d
Closed Masonry Cover Material Moderate ml 0 300.0 0
Drainage Damage deterioration 0
Open Masonry Cover Material Moderate ml 9685 152.00 1472120
Drainage Damage deterioration
Total 9,685.00 1,472,120.0
0
As depicted in the Figure below, open masonry drainage, which constitutes the largest portion of
drainage network assets, also represents the largest maintenance deficit, 100 %. Cognizing the
significant impacts of drainage network on the road system the municipality will pay attention
and give priority to maintain the drainage network promptly.
ii. Maintaining Public and Communal Toilets
The communal and public toilets have impacts on the surrounding environment and health
risks of the users thus should get priority of preventive and corrective maintenance.
Particularly inspecting the state of public toilets should need a regular inspection since they
may be subjected to a variety of causes and damages such as; wash–basin taps left running
with the plug-in position; sewage disposal pipes can be blocked because toilets may not flush
regularly and various other materials other than toilet paper will be used and a variety of
unacceptable items disposed of through the sewerage system. Thus, the municipality should
exert efforts to retain deteriorated communal and public toilets with an estimated annual
budget Birr 8,550.00.
Table 70 Maintaining Public and Communal Toilets

Public and Condition Maintenance Rate as % MC
communal Toilet of RC
Very Good
Good 0.50%
Moderate 2%
Poor 3% 8,550.00
Total 8,550.00
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iii. Maintaining Parks and Sport Fields
The maintenance forecast to retain exiting desired condition level of median greenery,
amenity greenery and to reinstate some parts of the sport fields including football fields,
Basketball & Volleyball Fields and Tennis play grounds found in state of moderate and poor
condition. In total the study proposed an estimated budget about Birr 465,558.00 to address
maintenance deficit of greeneries and the indicated sport fields.
Table 71Maintaining Greenery and Parks

Parks and Greenery Condition Maintenance Rate as % of RC MC
Very Good
Good 0.5%
Moderate 2% 30,246
Poor 3% 435,312
Very Poor 100%
Total 465,558.00
Rehabilitation of Environmental Protection Assets

As explained in the above section drainage is critical infrastructure need sustainable
preventing actions and prompt maintenance and rehabilitation when deteriorated since it
can influence and exert impacts on the function and health of the road system at all.
The condition assessment revealed that as some as 1,256-meter length of the open masonry
drainage line is severely deteriorated and need extensive rehabilitation. The estimated
rehabilitation cost is about Birr 2.07 Million. to rehabilitate severely deteriorated drainage
lines
Table 72 Rehabilitation of Drainage Channels
Feature Class Maintenance Activity Level of Unit Quantity to Unit Estimated
Deterioration be Rate Maintenance
Maintained (Br) Budget (Br)
Closed Masonry Masonry Collapse Very Poor ml 0 1,800.00 0.00
Drainage
Open Masonry Masonry Collapse Very Poor ml 1,256 1,650.00 2,071,921.67
Drainage
Total 1,256 2,071,921.67
2016-2018 AMP Page 147

5.3.4 Maintaining Assets of Social and Economic Strategic Activity Area

i. Preventive Maintenance of Social and Economic Service Facilities
Preventing Health Center Buildings
Social and economic strategic activity area are composed of different municipal owned
buildings these provide various social and economic services. The buildings and facilities need
both preventive and corrective maintenance. The preventive building maintenance will be
carried out for buildings rated as good condition in anticipation of failure particularly for aged
buildings currently appeared in state of good conditions and it would be routine and periodic.
Corrective building maintenance, on the other hand, should be carried out for observed and
inspected deteriorations during the condition assessment. The corrective maintenance intent to
address the maintenance gap and would include the broken and the malfunctioning parts and
components of the inspected buildings. The condition assessment of social and economic service
buildings reveals that most of the old buildings had not been adequately maintained and
exhibited considerable maintenance gaps.
Preventive Maintenance of Social and Economic Service Buildings
School buildings are the dominant in number and the largest maintenance need of both
preventive and corrective maintenance. According to the condition assessments 14 school buildings
require preventive maintenance at annual bases with an estimated Birr 132,097.50 to retain
their current good performing condition. In similar manner 22 health service buildings, 2 MSEs
premises and other 7 public buildings that are inspected and found in state of good condition.
Based on the percentage of replacement cost, the study proposes annual estimated budge of Birr
1,273,935.00 to prevent the indicated buildings. In total Birr 1,406,032.50.
will be allocated for preventing social and economic service buildings. The detail of each building
types and maintenance need is annexed in the excel data set.
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Table 73 Preventive Maintenance of Social and Economic Service Buildings

Building Condition Number Of Area Maintenance MC
Function Buildngs Rate as % of
RC
Health Good 22.00 4,227.00 0.50% 939,375.00
Market Good 2 168.00 0.50% 139,860.00
Other Good 7.00 2,228.00 0.50% 194,700.00
Municipal
services
School Good 14.00 3,535.00 0.50% 132,097.50
Total 45.00 10,158.00 1,406,032.50
Total Preventive Maintenance Defesit 1,406,032.50
Figure 40 Proportion Preventive Maintenance of Social and Economic Service Buildings
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Maintenance Backlogs of Social and Economic Service Buildings and Facilities
The accumulated maintenance deficit of social and economic service buildings should be
eliminated or minimized by a range of maintenance activities depending on the damaged and
deteriorated parts and components of the buildings. The possible maintenance measure would
include full servicing and repairing building components, major repair and replacement of
damaged, deteriorated, and poorly functioning parts.
The assessment indicates that there has been a relatively large maintenance backlog of buildings
that shows the majority of municipal buildings have not been adequately prevented and
repaired over their service life. As the result most of buildings exhibited large accumulated
maintenance backlogs and need significant corrective maintenance measures. In aggregate the
study identifies nearly Birr 2.6 Million will be needed to address the ever-accumulated building
maintenance deficit over the years.
Maintenance Deficit of School Buildings
The big maintenance backlog of the strategic category is reported on the school buildings that
accounts for nearly Birr 1.5 Million. The situation reflects there has been along years deferred
maintenance and failure to allocate maintenance budget for school building.
Maintenance Deficit of Health Service Buildings
A need to correct maintenance deficit of 10 health post buildings, located at 1,779.00 square
meters is relatively small that is estimated about Birr 240,165.00 and represents 9 % of the
maintenance deficit of the strategic category. From safety considerations and user’s expectation
health service buildings should be repaired in short periods before any additional damage would
occur.
Maintenance Deficit of Market Facilities and MSEs Premises
There are about 6 aged market buildings assessed to be deteriorated. In aggregate the study
identifies nearly Birr 81,540.00 will be needed to maintain MSEs and Market Buildings.
Maintenance Deficit, Sport Fields Youth Centers and other buildings
Under the category of other municipal buildings 5 buildings and facilities are included such as
Cinema Hall, Sport Center and youth centers that have been inspected in moderate and good
conditions. As illustrated in the Figure below the subcategory constitutes nearly 1% of the
maintenance deficit of the strategic category.
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Table 74 Maintenance Deficit of Social and Economic Service Buildings

Building Condition Number Area Maintenance MC
Function Of Rate as % of
Buildngs RC
Administrative Moderate 12.00 3,517.00 2% 695,790.00

Poor 8.00 1,288.00 3% 167,460.00
Total 20.00 4,805.00 863,250.00
Health Moderate 0 0 0% 0.00

Poor 5.00 1,779.00 3% 240,165.00
Total 5 1,779.00 240,165.00
Market /MSE Moderate
Poor 6 660 3% 81,540.00

Total 6 660.00 81,540.00
Other Moderate 5.00 753.00 2% 18,900.00
Municipal Poor
services Total 5.00 753.00 18,900.00
School Moderate 2.00 280.00 2% 36,400.00
Poor 57.00 7,200.00 3% 1,435,500.00
Total 59.00 7,480.00 1,471,900.00
Total Maintenance Defesit 2,675,755.00
Rehabilitating Social and Economic Service Buildings

As the result of the trend of overlooking building maintenance and the very long service year of
some 5 school buildings inspected as severely deteriorated and need rehabilitation. These five
buildings can be rehabilitated at estimated cost of about Birr 2,762,500.
5.3.6. Repairing and Maintaining Machineries and Vehicles
Maintenance forecast of machineries and vehicles is challenging as maintenance type of
machineries and vehicles are usually reactive so as the need of emergency budget to correct
breakages, failure and accident which are unpredictable in advance. The maintenance estimate
of movable assets in the AMP is with the aim to secure budget based on indicative maintenance
forecast based on assessment results and to correct the observable failures, damages and
breakages. The estimation of maintenance cost for movable assets and engineering equipment is
based on the fixed percentage rate of the replacement cost assigned for different condition level.
The municipality thus, should allocate a minimum Birr 2,616,116 to prevent the good
performing movable assets with regular services and to maintain these found in state of
2016-2018 AMP Page 151

moderate and poor conditions.
Table 75 Maintenance Forecast for Machineries, Vehicles and Engineering Equipment

S, Descriptio Brand/ Mark Condition Status Replaceme MR (as % MC
N n nt Cost of RC)
1 Dozer ___ Moderate Functional 6,006,766 15.0%
901,015
2 Greader ___ Moderate Functional 5,932,571 15.0%
889,886
3 EXCaVater EX-079 Poor Functional 2,560,000 10.0%
256,000
4 Lovead 03-42893 ET Moderate Functional 900,000 10.0%
90,000
5 RULO CM-0130 Moderate Functional 1,100,000 10.0%
110,000
6 Damtruck 03-45935 ET Moderate Functional 680,000 10.0%
68,000
7 Damtruck 03-45937ET Moderate Functional 680,000 10.0%
68,000
8 Showert Moderate Functional 680,000 10.0%
Truck 0350086 ET 68,000
9 Damtruck 03-45936 ET Moderate Functional 680,000 10.0%
68,000
10 TOYOTA 4-02663-OR Poor Non 1,500,000 100.0%
Functional 1,500,000
11 FYT 315331-OR Poor Non 1,500,000 100.0%
12 NISAN 420496-OR Poor Non 1,500,000 100.0%
13 MST BUSH ___ Poor Non 1,500,000 100.0%
14 TOYOTA Functional 817,688 0.5%
HLUX 4-07403 RO 4,088
15 TOYOTA 4-07405 RO Moderate Functional 900,000 0.5%
HLUX 4,500
16 FORD 4-00339 Poor Functional 1,600,000 0.5%
8,000
17 Ambulans 9078340R Poor Functional 1,154,030 0.5%
5,770
18 TOYOTA 4-02956 OR Poor Functional 1,250,000 0.5%
HLUX 6,250
19 TOYOTA 4_06812 OR Poor Functional 1,250,000 0.5%
HLUX 6,250
20 Ambulans 4_03847 OR Poor Functional 1,250,000 0.5%
6,250
21 NISAN 4-07003 OR Poor Functional 2,842,815 0.5%
14,214
22 TOYOTA 4_03850 OR Poor Functional 1,200,000 0.5%
6,000
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23 BUS 4 _066818 OR Moderate Functional 1,200,000 2%

24,000
24 TVS 4'5370 OR Moderate Functional 40000 0.5%
200
25 TVS 4'3970 OR Moderate Functional 65000 0.5%
325
26 BOXER 4'11902 OR Moderate Non 25999 3.0%
Functional 780
27 BOXER 4'1177 OR Moderate Functional 35000 0.5%
175
28 R/foksi 4'1170 OR Poor Non 25000 3.0%
Functional 750
29 BOXER 4'1176 OR Poor Non 25999 3.0%
Functional 780
30 BOXER __ Moderate Non 25999 3.0%
Functional 780
31 SUK __ Moderate Functional 25999 0.5%
130
32 YAMH __ Moderate Functional 25999 0.5%
130
33 TVS __ Moderate Functional 61470 0 -
34 TYGER __ Moderate Functional 48019 0 -
35 TYGER __ Moderate Functional 48019 0 -
36 TVS 4'5423OR Moderate Functional 40000 0.5%
200
37 BOXER 4'3960OR Moderate Functional 28000 0.5%
140
38 HONDA __ Moderate Functional 35000 0.5%
175
39 TVS 4'3967OR Moderate Functional 35000 0.5%
175
40 TVS __ Moderate Functional 40000 0.5%
200
41 TVS 4,5368OR Moderate Functional 40000 0.5%
200
42 TYGER __ Moderate Functional 40000 0.5%
200
43 APACHI 4,2147OR Moderate Functional 40000 0.5%
200
220
45 APACHI __ Moderate Functional 56000 0.5%
280
46 TVS 4,3963 OR Moderate Functional 35000 0.5%
175
175
48 TVS __ Moderate Functional 30434.78 0.5%
152
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130
50 BOXER 4,1191OR Moderate Functional 25999 0.5%
130
200
175
195
54 TVS POL074OR Moderate Functional 35000 0.5%
175
55 BOXER 4,1190OR Moderate Functional 25999 0.5%
130
200
190
200
215
60 YAMAHA __ Moderate Functional 25999 0.5%
130
61 TVS __ Poor Functional 63887 0 -
62 APACHI __ Moderate Functional 82000 0 -
63 TVS 42711-OR Moderate Functional 40000 0.5%
200
64 TYGER 163FMK Moderate Functional 48019 0.5%
240
65 TVS 5359 OR Moderate Functional 40000 0.5%
200
66 TYGER Poor Functional 48019 0 -
67 BMP ___ Poor Functional 53002.02 0 -
68 TYGER Poor Functional 48019 0.5%
240
69 TYGER Poor Functional 48019 0.05
2,401
70 BMP ___ Poor Functional 84000 0 -
Total 40,603,76 8,616,116
9
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5.4. Rehabilitation Requirement for Social & Economic Area and Supporting
Services
As it has been exhibited and noted in the building inventory and condition assessments, buildings
inspections have been focused on major building components that are foundation, floor, wall, and
roof. The inspection thus identified deteriorated building components of the social and economic
strategic area and supporting services for rehabilitation, renewal and replacement.
From the building inventory and condition data so the buildings requiring rehabilitation or renewal
are 39 school buildings, 16 market shades, and 17 administrative office buildings the forecast to renew
the indicated buildings and fence is about Birr 4.6 million.
Table 76 Rehabilitating Social and Economic Activity Area and Supporting Service Assets
Building Conditio Number Of Area Maintenance Rate as MC
Function n Buildngs % of RC
School Very 5 850.00 85% 4,696,250
Poor
Total 5 7,162.0 4,696,250
0
Total Rehabilitation 4,696,250
5.3.7 Maintenance Summary

Maintenance and rehabilitation forecast is carried out for each asset classes based on the
preceding inventory and condition assessment results with the aim to prevent good performing
assets and restore and rehabilitate deteriorated assets. The maintenance budget guide also
believed to be a abase to one step forward and a turning point to start planned and
programmed maintenance system to efficient utilization of public investment and consistent
maintenance funding. As illustrated in the Table the total maintenance forecast of the city
asset is as much as Birr 82.95 Million, out of which 14 % for preventive maintenance activities
and the rest 86 % to address the maintenance deficit of the deteriorated assets.
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Table 77 Maintenance Summary

S. Feature Class Routine & Periodic Maintenance Total
n Maintenance (Birr) Deficit (Birr) Maintenance Perce
o Forecast (Birr) ntage
1 The Movement Network Assets

1.1 Asphalt Road 12,650.33 22,877.90 35,528.23
1. Cobblestone Road 602,723.35 1,131,110 1,733,833.35

2
1. Gravel Road 2,871,963.27 38,129,885.63 41,001,848.90
3
1. Earth Pressed Road 72,224.27 2,099,258.58 2,171,482.85
4
Street Light 1,230,000 1,230,000
1.7 Pedestrian Cobbel 33,051.24 0 33,051.24
Subtotal 3,592,612.46 41,383,132.11 44,975,744.57 75%
2 Water Supply Network Assets
2. Water - above Ground 114,000.00 217,823.80 331,823.80
1 Assets
2. Water- below Ground 0 1,677,980.00 1,677,980.00
1 Assets
Subtotal 114,000.00 1,895,803.8 2,009,803.80 4%
0
III Environmental Protection Assets
3. Drainage Networks 391,768.97 1,472,120.00 1,863,888.97
1
3. Waste Disposal Site 50,000.00 50,000.00
2
3. Public Toilets 8,550.00 8,550.00
3
3. Parks and Sport Fields 465,558.00 465,558.00
4
3. Greenery 30,246.00 435,312.00 495,352.00
5
Sub Total 422,014.97 2,431,540.0 2,883,348.97 5%
0
IV Social and Economic Services
4. Abattoirs 62,100.00 0 62,100.00

1
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4. Administrative 0 863,250.00 863,250.00

2
4. Health 2,440,575.00 240,165.00 2,680,740.00
3
4. Market 22,680.00 139,860.00 244,080.00
5
4. Other Municipal services 194,700.00 194,700.00 312,150.00
7
4. School 132,097.50 1,471,900.00 1,603,997.50
8
Subtotal 2,852,152.50 2,914,165.0 5,766,317.50 11%
0
VI Machineries, Vehicles and 0 8,616,116 8,616,116
Engineering Equipment
Sub Total 70,126.00 8,616,116 2,616,116.00 5%
Grand Total 7,050,905.93 57,240,75 58,251,330.8 100%

6.91 4
The movement network assets accounting for about 75 % of the total maintenance need and as
high as 67 % of the total maintenance deficit of the city assets. Gravel road in the other hand
represents 86 % of the maintenance deficit of the movement network and 74 % of the total
maintenance deficit.
Rehabilitation Summary
Rehabilitation forecast is carried out in the preceding section for asset classes which are found
in state of very poor condition, the summary is presented below. The estimated required
funding to restore and renew severely deteriorated assets estimated about Birr 12.7 Million.
Table 78 Rehabilitation Summary

Strategic Activity Area and Feature Classes Rehabilitation Forecast
II. Environmental Activity Area
Open Masonry Drain 2,071,922
Subtotal 2,071,922
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III. Social and Economic Service Assets
School 4,696,250.
Subtotal 4,696,250
Machinery 6,000,000
Subtotal 6,000,000
Total Rehabilitation 12,768,172
To conclude, addressing the identified maintenance need and rehabilitation the municipality
would need short to longer term maintenance and rehabilitation strategy. This is because that
the existing financial and funding capacity of the municipality would not afford the forecasted
maintenance and rehabilitation requirement. The maintenance plan section of the study, in
section 8, will discuss how these costs would feed into the city financial plan and will identify the
top maintenance and rehabilitation priorities that could be addressed in the three years capital
investment program.
6. (Section)VI: Cost, And Value, the Existing Asset Base (Step 6)
6.1 Introduction
Asset valuation can be simply defined as the process of assigning monetary value to an asset. It
is so enabling the municipality, the community and any other interested body (for example the
banks as lender for public investment) to have information about the money value of the assets
owned by a local government to ascertain the credit worthiness of the local government.
In addition, it enables the municipality to design strategy for public asset long-term management
and estimate funding need to replacement and fulfil the current gap and ever-increasing
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demand of infrastructure and services. Valuation also has significant importance to increase the
awareness to preserve the asset and the need of proper maintenance. So as valuation has direct
relationship with maintenance and preservation thus can be a good indicator to evaluate
maintenance performance. This is because that well maintained and reserved infrastructure
assets and facilities ultimately increase its economic useful life and appreciates its value over a
period of time. On the other hand assets that are not suitably maintained quickens the
depreciation rate and then so declining the value.
6.2 Methods of Valuation

Asset valuation can be carried out by various methods and techniques. The method to value the
municipal asset here is based on the recommended technique in the national AMP manual which
is also widely applied internationally. These techniques are the current replacement cost (CRC)
and Depreciated Replacement Cost (DRC) which represents current value of the asset.
6.3 Establishing Unit Rate

In order to estimate the current replacement cost (CRC) the first task is to establish estimated
unit rate for new assets. To estimate unit price/cost of acquisition and construction of new assets
various efforts has been made and different source, references and practices are assessed and
reviewed. The established unit rate take into account the local condition, local labor and
resource availability and the corresponding price as well as inflation factors. The following are
major procedure employed to determine the unit price of new assets.
i. Historical cost data of construction and acquisition of municipal assets are gathered from
the city and other cities,
ii. The actual construction and acquisition cost of some assets in the city itself and other
cities are reviewed from recent projects and procurements,
iii. The recent ERA’s biddings and actual construction cost of road construction projects are
reviewed,
iv. For bridge detail cost break down has developed for the city based on local labor and
material cost estimation,
v. Construction and accusation costs of water supply network assets are collected from
actual ongoing projects of some cities and also data collected from (national) Water
works, design and supervision enterprise
vi. Bill of quantities and cost estimation for major components of buildings are collected
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from the city construction office,

vii. AMP and CIP documents of the city and other cities are thoroughly reviewed and
compared. Based on these aforementioned sources the unit rate for replacement cost
and new works is estimated and presented in the successive Tables below.
Table 79 : Unit Rate for the Movement Network Assets

S.no Feature Class Unit Unit Rate (Br)
1 Asphalt Road m2 3,000
2 Cobblestone Road(Equ.Lenght Km 230,360.55
3 Gravel Road Km 210,000
4 Earth Pressed Road Km 210,000
5 Earth Pressed Road(Equ.Lenght) Km 210,000
2
6 Large Block Stone Road m 280
2
7 Pedestrian Sidewalk Asphalt m 3000
2
8 Pedestrian Side walk Cobble m 350
2
9 Pedestrian Side walk Clay Tile m 600
10 Culverts no 6,600,000
11 Concrete Bridge Each with 12mt 4,126,233
Span
12 Steel Bridge Each with 12mt 6,000,000
Span
13 Roundabout m2 0.5 % of RC
14 Traffic Sign no 600
15 Street Light Installation km 1,500,000
Each Pole 50,000
Table 80 : Unit Rate for Water Supply Network Assets

Unit Rate for Water Supply Network Assets
1 Deep Wheels no 800,000

2 Boreholes no 2,000,000
3 Water Treatment Plant no 2,000,000
4 Collection Chambers (Balancing) no 1,000,000
5 Reservoir no 1,500,000
6 Pumps no 300,000
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7 Valve no 500
8 Public tap (Water Point) no 100,000
9 Hydrants no 50,000
10 Generators no 750,000
11 Distribution Line km 2,000,000
12 Transmission Line km 1,500,000
13 1500m3 service reservoir no 3,000,000
14 150m Elevated reservoir no 3,000,000
15 Bono Laterals km 500,000
Table 81.9 : Unit Rate for Socio Economy Assets

2
1 School Buildings m 7,197
2
2 Health Service Buildings m 6,550.33
3 MSEs Buildings m2 4,500.00
2
4 Abattoir m 7500
5 Other Buildings m2 5,847.03
Administration Office
1 m2 6,135.90
and related Buildings
2 Fence Meter 300
Table 82: Rate for Environmental Strategic Activity Area Assets

Rate for Environmental Strategic Activity Area Assets
1 Open Masonry Drain ml 2400
2 Closed Masonry Drain ml 7400
3 Open Concrete Line Drain ml 1,800
4 Closed Concrete Line Drain ml 3,500
5 Piped Drain ml 2,800
6 Greenery And Parks m2 300
7 Land Fill no 50,000,000
8 Public And Communal Toilet Block no 250,000
9 Area-Based Containers no 50,000
10 Dust Bin no 5,000
11 Donkey Carts no 40,000
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12 Hand Carts no 30,000
6.4 Estimating Current Replacement Cost of the City Assets

Replacement cost method of evaluation is one of widely used and essential technique in the
valuation of assets. It is simply a measure of replacement value or the cost of replacing an
existing asset with a modern asset of equivalent capacity with the current price/cost. Apart from
valuing the municipal asset RC could also give insight about the cost of replacement of existing
asset to make sure there is sufficient funding to maintain the network in the long-term.
Accordingly, valuation based on RC are undertaken for each asset classes and even at segment
level for road and related network assets (see the Excel Data Set). Aggregately current
replacement value of the city assets are estimated to be about Birr 830,578,638.66Million.
Table 83 Summary of Current Replacement Cost of the City Assets

S.No Asset Category ETB Percentage
1 The Movement Network Assets 202,889,048.32 16%
2 Water Supply Network Assets 216,940,000 27%
3 Environmental Strategic Activity Area 13,813,590 7%

Assets
4 Social and Economic Strategic Area Assets 311,175,500 39%
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5 Supporting Service Assets 85,760,500.34 11%
Total 830,578,638.66 100%
Figure 41 Summary of Current Replacement Cost of the City Assets
Summary of Current Replacement Cost of the City Assets

40%
30%
The Movement
20% 39% Network Assets
16% 27%
10% Water Supply
11%
0%
7% Network Assets
Environmental
Strategic Activity
Area Assets
Social and
Economic Strategic
Area Assets
The Figure above demonstrates that Movement Network, by 16 % social and economic strategic
area assets by 39 % share and the water supply network asset share, is the Second most valued
asset of the city.
6.4.1 Current Replacement Cost of the Movement Network Assets

The RC value of the movement network assets estimated to be about Birr 127 Million. That
make road and related infrastructure network are relatively the third largest valued assets
accounting for as some as 23 % of the city asset value.
Table 84 Current Replacement Cost of the Movement Network Assets
Feature Class Unit Quantity Unit Rate CRC
Asphalt Road Equ.Length 0.37 21,000,000 7,770,000
Cobble Equ.Length 7.789 230,360.55 1,794,278

Gravel Equ.Length 61.507 210,000 12,916,470
Earth Pressed Equ.Length 12.58 210,000 2,641,800
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Culvert No 22 6,600,000 145,200,000

Street Light no of Pole 643 50,000 32,150,000
Pedestrian
Emulgent L 0.17 2450000 416,500
Walkway
Total 202,889,048.32
6.4.2 Current Replacement Cost of Water Supply Network

Water systems are the other most crucial and valuable infrastructure of the city. The current
replacement cost of the water supply network assets is estimated at Birr 216.9 Million. Which is
27% of the total replacement cost of the city assets.
Table 85 Current Replacement Cost of Water Supply Network Assets

S.no Feature Class Unit Quantity Unit Rate (Br) CRC (Br)
1 Communal Water Point no 15.00 100,000 1,500,000
2 Submersible Pumps no 3.00 300,000 900,000
3 1500m3 Service reservoir no 1.00 3,000,000 3,000,000
4 150m Elevated reservoir no 1.00 3,000,000 3,000,000
5 Concur it building reservoir 150m no 1.00 1,500,000 1,500,000
6 Generators No 4.00 200,000 800,000
7 Metal Sheet reservoir 13m3 1975 No 1.00 150,000 150,000
8 Roto reservoir 10m3 2006 No 1.00 250,000 250,000
9 Distribution Line km 82.32 2,000,000 164,640,000
10 Transmission Line km 7.20 1,500,000 10,800,000
11 Gravity Main (u pvc DN 350) Km 19.70 1,500,000 29,550,000
12 Bono Lateral km 1.70 500,000 850,000
Total 216,940,000
6.4.3 Current Replacement Cost of Environmental Protection Assets

Replacement value of environmental protection assets estimated as much as Birr 25.3 Million.
The drainage channel network valued at about Birr 11.5 Million constitutes 46 % of the
strategic area. The relatively vast area of public parks and recreational area around the lake
along with the road median contributes relatively larger asset value of the category.
2016-2018 AMP Page 164

Table 86 Current Replacement Cost of the Environmental Protection Assets
Unit Rate
S.no Feature Class Unit Quantity CRC (Br)
(Br)
Closed Masonry Lined

1 Km 0.82 7,400 6,068
Drainage
2 Open Masonry Drainage Km 14.176 2,400 34,022
3 Waste Disposal Site N0 1 50,000 50,000

Public and Communal
4 no 12 250,000 3,000,000
Toilets
5 Parks and Sport Fields m2 52,992.00 200 10,598,400
6 Road Median m2 417 300 125,100

Total 13,813,590
6.4.4 Current Replacement Cost of Social and Economic Strategic Area Assets
Current Replacement Cost of social and economic strategic activity area at CRC terms valued
as some as Birr 311.1 Million. This makes the strategic area the most valued strategic category
that constitutes 38 % of RC of the city asset bases.
Table 87 Current Replacement Cost of Social and Economic Strategic Assets
Unit Rate
S.no Feature Class Number Unit Quantity CRC (Br)
(Br)
1 School Buildings 149 m2 25,860 186,108,500

7,196.77
Health Service
2 33 m2 14,664.00 96,054,000
Buildings 6,550.33
3 MSEs Buildings 16 m2 1,884.00 8,478,000.00
4,500.00
4 Abattoir 1 m2 414 3,105,000
2016-2018 AMP Page 165

7,500.00
5 Other Buildings 12 m2 2,981.00 17,430,000

5,847.03
Total 311,175,500
6.4.5 Current Replacement Cost of Administration Office Buildings and

Machineries
The estimated RC value of administration office buildings of Adolla City which include all
sector line city offices and Kebele administration as well as some under construction buildings
and Fences, is about Birr 45 Million.
The RC of movable assets of the municipality estimated at Birr 40 Million that composed of new
and aged machineries, heavy trucks, field vehicles and engineering equipment. Relatively small
CRC of movable assets of the municipality would indicates the municipality has no adequate
construction machineries and trucks.
Table 88 Current Replacement Cost of Administration Office Buildings & Machineries

Unit Rate
S.no Feature Class Number Unit Quantity CRC (Br)
(Br)
Administration Office
1 20 m2 4,805.00 6135.9001 29,483,000
and related Buildings
2 Fence Meter 52,246 300 15,673,800
CRC of Machineries, Vehicles and Engineering Equipment
3 Machineries and
70 40,603,769
Vehicles
Total 85,760,569
6.5 Current Value of the City Assets

6.5.1. Introduction
Current value of assets is monetary representation of the potential service value of the particular
asset under consideration. Due to the challenges to obtain original cost of construction and
acquisition of assets and to consider the possible annual increment of construction and acquisition
cost over the years, due to inflation factor, the use of depreciated replacement cost (DRC) to
estimate the current value of municipal assets is a widely international practice and also
recommended by the national AMP manual.
2016-2018 AMP Page 166

6.5.2. Depreciated Replacement Cost as Measure of Current Value

DRC is simply computed based on replacement cost of assets less an allowance for deterioration
of condition to date, and based on the fraction of remaining useful life over expected useful life.
So DRC is thus computed as the ratio of the remaining useful life to the expected useful life as a
percentage of current replacement cost.
Due to accelerated depreciation nature of road network assets and drainage channel, however,
to reach to estimated current value, the maintenance deficit must be deducted from DRC. For
water supply network assets and the rest of environmental protection assets, excluding drainage
network, and buildings and facilities under social, economic and administration service as well as
movable assets, the estimated value of DRC is supposed to be represent or equal to estimated
current value of assets. This is because those the latter asset categories are not supposed to
depreciate at accelerated rate thus the value of DRC itself represent the estimated current value
of the asset without deducting maintenance deficit.
6.5.3. Formula to Compete Depreciated Replacement Cost and Current Value

i. Current Value (CV) of Networked Infrastructure Assets can be estimated as:-
 CV= DRC-MD, where
 DRC = (RUL/ EUL) x CRC
ii. Current Value (CV) of Water Assets, Facilities and Municipal Service Assets can be
estimated as:-
 CV = DRC, where
 DRC = ( RUL/ EUL) x CRC
Where,
 CV denotes Current Value

 CRC denotes current replacement cost
 DRC denotes Depreciated Replacement Cost
 RUL denotes the remaining useful life
 EUL denotes the expected useful life
 MD denotes the maintenance deficit of the assets
6.5.4. Summary of Current Value and Asset Deficit of the City Asset base
Based on the above valuation technique to estimate the current value of the city assets, the
estimated current value of the city assets about Birr 454.3 Million (the detail presented in the
2016-2018 AMP Page 167

Excel data set); which is equal to about 54 % of the current replacement cost. The different
between the current value and the replacement value, which is about Birr 375.5 Million
represents the asset deficit; which is the value of the assets lost due to age and maintenance
deficit (due to only age in case of water assets and facilities and buildings). Thus, the deficit is
about 46 % of the replacement value which implies the big impact of maintenance negligence
along with wear and tear of the assets due to age. It has to be noted that for the assets which
are serving beyond their expected useful life, zero is assigned as their residual value because
assets will never assign a negative value.
When looking the contribution of asset categories for the total current value of the city assets, the
social and economic service buildings represents a largest major carrying value of the city assets,
which is about 38 % that is correspondent its biggest contribution for replacement value. In
general, the relative higher asset deficit of the city assets warns the municipality should care of
the existing assets equally with the efforts to increase the stock of new assets.
2016-2018 AMP Page 168

Table 89 : Summary of Estimated Current Value and Asset Deficit of the City Assets
Feature Class Unit Quantity Unit Rate Estimate Estimate Estimate Estimat Asset
(Br) d d d ed Deficit
Current Deprecia Mainten Current (Br)
Replace ted ance Value
ment Replace Deficit (Br)
Cost (Br) ment (Br
Cost (Br)
I. The Movement Network
Asphalt Road Equ.Leng 0.373652 21,000,000 7,770,000 4,672,432 22,877.90 4,636,904 3,209,788
th
Cobble Equ.Leng 6.411 2,450,000 1,794,278 8,676,379 1,131,110.00 7,281,878 6,534,915
th
Gravel Equ.Leng 61.507 2,100,000 12,916,470 70,568,79 38,129,885. 32,835,217 99,943,2
th 0 63 02
Earth Pressed Equ.Leng 12.58227 210,000 2,642,276 5,546,456 2,099,258. 4,339,657 -1,697,381
th 58
Culvert No 13 85,000 145,200,00 718,250 0 718,250 386,750
0
Street Light no of 643 50,000 32,150,00 27,327,50 1,230,000 27,137,50 5,012,50
Pole 0 0 0 0
Pedestrian Walkway Equ.Leng 0.17 2,450,000 416,500 274,890 0 241,839 174,661
th
Subtotal 190,755, 117,784,6 41,383,13 77,191,2 113,564,
679 97 2.11 44 435
II. Water Supply Network assets
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Communal Water no 15 100,000 1,500,000 990,000 217,823.80 975,000 525,000

Point
Submersible Pumps no 3 300,000 900,000 594000 9,000 585,000 315,000
1500m3 Service no 1 3,000,000 3,000,00 1,980,000 30,000 1,950,000 1,050,00

reservoir 0 0
150m Elevated no 1 3,000,000 3,000,00 1980000 30000 1,950,000 1,050,00

reservoir 0 0
Concur it building no 1 1,500,000 1,500,000 990,000 30,000 960,000 540,000

reservoir 150m 1973
Generators No 4 200,000 800,000 528,000 528,000 272,000
Metal Sheet reservoir No 1 150,000 150,000 99,000 99,000 51,000

13m3 1975
Roto reservoir 10m3 No 1 250,000 250,000 165,000 165,000 85,000

2006
Distribution Line km 82.32 2,000,000 164,640,0 108,662,4 202,304 108,460,0 56,179,90
00 00 96 4
Transmission Line km 7.2 1,500,000 10,800,00 7,128,000 216,000 6,912,000 3,888,00
0 0
Gravity Main (u pvc Km 19.7 1,500,000 29,550,00 19,503,00 1477500 18,025,50 11,524,50
DN 350) 0 0 0 0
Bono Lateral km 1.7 500,000 850,000 561,000 561,000 289,000
2016-2018 AMP Page 170

Subtotal 216,940, 143,180,4 1,895,803 141,170, 75,769,

000 00 .80 596 404
I. Environmental Strategic Area Assets
Closed Masonry Lined Km by 0.25 3,200,000 799,019 527,352 65,882 461,470 337,549
Drainage Equivale
nt Length
Open Masonry Km by 6.49 1,650,000 10,708,214 7,067,421 1,798,007 5,269,414 5,438,80

Drainage Equivale 0
nt Length
Waste Disposal Site N0 1 50,000 50,000 50,000 0 50,000
Public and no 12 250,000 3,000,00 2,040,00 8,550.00 2,031,450 968,550

Communal Toilets 0 0
Parks and Sport Fields m2 52,992.00 200 10,598,40 7,418,880 435,312.00 6,953,322 3,645,078
0
Greenery m2 417 300 125,100 87,570 435,312.00 0 125,100
25,280,7 17,141,22 2,431,540 14,715,6 10,565,

33 4 .00 57 076
2016-2018 AMP Page 171

II. Social and Economic Strategic Area Assets

School Buildings no 149 Variable 186,108,50 116,314,05 1,471,900.0 114,710,05 71,398,44
0 0 0 3 8
Health Service no 33 Variable 96,054,00 66,703,50 240,165.00 64,022,76 32,031,24

Buildings 0 0 0 0
MSEs Buildings no 16 Variable 8,478,000. 5,652,000 244,080.0 5,407,920 3,070,08

00 .00 0 0
Abattoir no 1 Variable 3,105,000 2,277,000 0 2,214,900 890,100
Other Buildings no 12 Variable 17,430,00 252,900 194,700.00 59,250 17,489,25

0 0
Subtotal no 311,175,5 191,199,4 4,903,06 186,296, 124,879,

00 50 7.50 383 118
III. Supporting Services Assets
Administration Office no 20 Variable 29,483,00 4,250,000 863,250.00 3,386,75 26,096,2
Buildings 0 0 50
Fence m2 52,246 15,673,800 8,150,376 8,150,37 7,523,424

6
2016-2018 AMP Page 172

Machineries and no 40,603,76 24,664,95 8,616,116 23,432,6 17,171,101

Vehicles 9 2 67
Subtotal 85,760,5 37,065,3 9,479,366 34,969, 50,790,

69 28 793 775
Total 830,578, 506,371, 57,251,330 454,34 375,568,
638.66 099 .84 3,673 807
2016-2018 AMP Page 173

7. Step Seven (Section) VII Proposed New Works Projects, Cost and
Prioritization
In this stage of the AMP new works projects to be executed in the next three years are identified
and the funding requirement to develop the identified new assets are estimated. The proposed new
work projects are based on the community need assessment and the gap analysis including the need
to upgrading the existing deteriorated Asphalt road, constructing the new asphalt road in the new
rout and the ongoing (rolled) projects. Thus the overall proposal is derived from the three years
rolling CIP proposal prepared under the UIIDP program of the city and the city plan to upgrade and
construct asphalt road that would be financed and funded separately from the UIIDP matching fund.
7.1. Unit Rates for New Works
8. Table 90.9 : Unit rate 2016

S/N Name of Project Unit Unit Rate
1 Movement Network
2 Terrazo Tile Walk Way
2.1 Asir Aleka Mekonnin house to BGI store m2 3,895.74
2.2 from BGI store to PP poul house m2 4,268.99
2.3 PP poul house to Sharo shop m2 4,410.89

Sub Total
3 Environmental Service
3.1 Drainage Network
3.2 Drainage from shakiso Asphalt to Abreham Ml 16,191.77

Ababa residence
Sub Total
4 Other Projects
2016-2018 AMP Page 174

4.2 Cadester for land management 1
4.3 Capacity building 1
Sub Total
Estimated unit cost for construction and acquisition of new assets has been established in step 6 for
the valuation and costing of the city assets is expected to be employed to forecast the budget
required for the new works. As mentioned in step 6, the estimated unit rates are developed based on
reviewing various relevant sources including recent and ongoing projects of the city itself, peer
cities and AACRA and ERCC recent projects. Thus, tender unit values of similar projects are
gathered and reviewed to adjust to the local situations. Thus, the unit rate for new works has made
tends to be current, adjust to consider differences in location, the availability of the row material
and the consent ration of construction industry.
Apparently, the actual cost of construction would vary due to differ in the design details and
specific circumstances; and the size of the project invariably has an overriding effect on the unit
rate (economy of scale). Thus, until the more permanent infrastructure unit cost database is
established (possibly by ERA), which can be analyzed and adjusted based on city local condition on
a systematic basis. the base line unit rate provided could be used to estimate indicative budget
requirement.
It should be noted that the unit rate provided in the aforementioned section of the study and
employed to estimate the budget requirement for the city CIP, and asphalt upgrading, and new
asphalt road construction showed some variances. This is due to the result of the different approach
of estimating the unit rate. The proposed construction cost of the asphalt road, for example, is based
on detailed estimate and breakdown of project costs into the labor, material and equipment costs.
Thus, type of estimate needs to have a design available to get such required details. Therefore, the
unit rates provided could not be taken as a as a firm value, but as indicative base line values that
would and should be fine-tuned recurrently.
2016-2018 AMP Page 175

8.1. Need Assessment and Community Consultation
The participation of the community and all relevant stakeholders to identify the infrastructure and
service need has the paramount effect on the effectiveness and implementation of the new projects.
In this regard consultation has been made in various stages with the community, represented by
their representative, and sectoral offices of the city administration with the intent to identify the
actual needs and service gaps.
The need assessment supposed to be base to evaluate the gap between infrastructure and service
development and delivery to be informed about the actual needs of the community and the sectoral
plan. In addition, well-articulated need assessments should and could be a base for evaluating and
measuring the city performances to address the gaps.
Furthermore, the identified need will serve as a base for successive plan and to adjust the plan if the
ongoing delivery strategy need to be improved and the needs for services arise and changes. The
Table below summarized the need assessment that employed to identify the proposed new work
projects.
Table 91 Community Need Assessment

Community Group/City office from which
No Name of Project Name of Kebele
proposed
From Asir Aleka Mekonnin to

1 O/Dola Community representative
BGI store
from BGI store to PP pool

2 O/Dola Community representative
house
3 PP pool house to Sharo shop O/Dola Community representative
Drainage from shakiso Asphalt to

4 B/Biru Community representative
Abreham Ababa residence
5 Land cadastre Administration decision
2016-2018 AMP Page 176

8.2. The Proposed New Work Projects
Taking into consideration the gap assessments illustrated above and mainly the community
need assessment the CIP prepared for 2014 to 2016 E.C. In general, the proposed new work
projects are prepared based on; -
 Community consultation
 Review of the infrastructures and service gabs identified during inventory and condition
assessments of this AMP study
 Review of the past three-year rolling capital investment plan (2014 to 2016 E.C) of the
city
 Review of funding capacity of the city
A new work project proposal has framed by three project years to assist prioritizing projects for
consideration within a rolling three years capital investment plan. The Tables below presents
the list of proposed projects and the estimated project cost for the indicated project years. The
forecasted budget for the proposed new works including ongoing projects is Birr 40.29mil
Table 64: Summary of cost of new work projects by activity area
Asset Category Financial Plan of Projects for 2016 Years

EFY 2016
Movement Network 9,211,169.76
Environmental Services 2,833,559.04

Social and Economic 0
Services
Other (Consultancy service 2,146,272.66

and cannot put in pillar)
Total 14,191,002
2016-2018 AMP Page 177

8.3. Evaluating Proposed Projects from Socioeconomic and Environmental

Perspectives
Effective and sustainable infrastructure management and its associated service delivery should
support the city to provide the basis for social equity and economic development. In terms of
cost, the infrastructure development represents a major capital investment in return that adds
immense positive effect as an added value to the city asset base. Thus, needs evaluations and
appraisal before approval.
The decision and approval criteria for funding and implementation of new work project
proposal should incorporate financial, environmental, and socioeconomic considerations, with
the objective to generate sustainable benefits for the local government and more importantly
for the residents.
i. Consideration of Socioeconomic Objectives and Benefits
Increasing infrastructure assets and facilities apparently enhance quality of the city life and can
make the city more competitive in attracting investors that potentially increase economic and
social returns to the city. Increased accessibility would also expand and make ease of business
doing then the ability of the city to create more jobs apart from the direct job opportunities
infrastructure and facility construction could generate.
Apart from the direct job opportunities that can be generated from the new works projects and
social and economic benefits that would be induced to the community and employed
households, the candidate projects can maximize the overall trade and investment activities of
the city. Easily accessibility of the movement networks facilitates the movement of the people,
goods and services within the town and to and from the town that should positively impact the
life of the community and the competitiveness of the city economy.
Furthermore, taking into consideration that Adolla is one of the selected urban areas as the
urban growth pole of the Western urban network cluster; the development of infrastructure
network and environmental and socioeconomic services and facilities should contribute great
for the role the city expected to function in urban system development initiatives.
2016-2018 AMP Page 178

ii. Consideration from Climate Changes and Environmental Protection

Environmental protection and development is now becoming one of the core decision-making
criteria process on development and expansion of urban infrastructures. In this regard the
project proposal should take account urban planning and zoning considerations to the
development of road networks and facilities. Furthermore, much emphasis should give to the
construction of drainage channels and enhancement of public parks and greenery capital to
address the effects of the climate changes.
iii. Financial Consideration

Funding all physical infrastructure and facility demanded is a key challenge of the municipality.
Thus, budgetary constraints limits the demand of new assets therefore the proposed new works
should be evaluated from different options of funding and allocations. The city cannot afford
to fund all assets demanded and identified as wish list and even the three years proposed new
work projects in three years project/planning period. Thus, balancing among competing
spending should be in place as the strategy and prioritizing in allocation of the potential funds
among the proposed networks should be done again. To select the candidate projects and
prioritize, the potential finance for CIP for three years should be again forecasted following
preparing and endorsing the CIP based on this draft project proposal.
2016-2018 AMP Page 179

8.4. Financial Plan

The proposed new work projects and the ongoing projects require as much as birr 178.5 Million. The
following table illustrated the possible financial sources of the project and the expected finance would
collect from the corresponding sources.
Table 92 Potential Funding of the Three Years Rolling Capital Investment Plan
Amount of funding in Birr

S/ Sources of Total for 3
N Funding 2016 EFY 2017EFY 2018EFY years
IDA Performance
1 Grant(50%) -
2 Regional Contribution 4,743,508.50 5,692,210.20 6,830,652.24 17,266,371
3 City Contribution 9,447,493.47 11,336,992.16 13,604,390.60 34,388,876.23
4 Subtotal: UIIDP(1-3) 14,191,001.97 17,029,202.36 20,435,042.84 51,655,247.17

UIFfrom ( 2014)
5 Capital Budget
Total UIIDP &
Unutilized budget
6 (4+5) 14,191,001.97 17,029,202.36 20,435,042.84 51,655,247.17
Additional Regional
7 Fund for CIP -
Additional Municipal
8 Fund from Surplus
Additional State
9 Fund from Surplus
Community
10 Contributions
Other Capital
11 Receipts -
Total Additional
City & Regional
12 Fund (7-11) -
13 . -
Total fund available
for the CIP
14 (6+12+13) 14,191,002.0 17,029,202.36 20,435,042.84 51,655,247.17
8.5. Prioritizing New Work Projects

Based on the detailed review and analysis of the needs derived from the community and gap
analysis by sectoral offices and appraisal of proposed projects from socioeconomic,
2016-2018 AMP Page 180
environmental and financial perspectives, the following criteria are again employed to
prioritize the new works projects, in addition to the appraisal that can also be considered as the
part of prioritization process.
Promoting equity among the locality and ensuring efficient spatial development patterns has
been one of the criteria to prioritize the new works projects. Compatibility with the structure
plan, the level of the benefits to local community and the local economy; and balancing the
need between infill development of existing area and new area development of the expansion
area have also been the major criteria to prioritize the projects.
Accordingly, the following site-specific priority projects are identified as top priority new works
projects.
S/N Name of Project Unit Location Priority
1 Movement Network Qtty(km) Qtty (m2)
1.1 Terrazo Tile Walk Way

Asir Aleka Mekonnin house ODA
1.2 0.15 750 I
to BGI store DOLA
from BGI store to PP poul ODA
1.3 0.15 750 I
house DOLA
ODA
1.4 PP poul house to Sharo shop 0.14 700 I
DOLA
Sub Total
2 Environmental Service
2.2 Drainage Network Qtty(ml)/No Qtty(ml)/No

Drainage from shakiso
Birbirsa
2.2.1 Asphalt to Abreham Ababa 175 175 I
Bilu
residence
Sub Total
3 Other Projects Qtty (LS)
Cadester for land
3.1 1 1 All I
management
3.2 Capacity building 1 1 1
2016-2018 AMP Page 181

a. Budget for New Works Projects on the Basis of Priorities
Table 93Financial Summary for New Works Projects by Strategic Activity Are
S/N Name of Project Unit Qountity Unit Rate Total Amount Location Priority
Movement
1
Network
Terrazo Tile
a.
Walk Way
Asir Aleka
ODA
1.1 Mekonnin house m2 750 3,895.74 2,921,806.81 I
DOLA
to BGI store
from BGI store to ODA
1.2 m2 750 4,268.99 3,201,742.40 I
PP poul house DOLA
PP poul house to ODA
1.3 m2 700 4,410.89 3,087,620.55 I
Sharo shop DOLA
Sub Total 9,211,169.76
Environmental
3
Service
Drainage
3.1
Network
Drainage from
shakiso Asphalt Birbirsa
3.2 Ml 175 16,191.77 2,833,559.04 I
to Abreham Bilu
Ababa residence
Sub Total 2,833,559.04
4 Other Projects Qtty (LS)
Cadester for land

4.2 1 1 1,598,272.66 All I
management
4.3 Capacity building 1 1 548,000.00 1
Sub Total 2,146,272.66
2016-2018 AMP Page 182

As can be seen from the Figure below, the largest proportion, nearly 56 % of the proposed new
works projects are constituted by environmental activity area. The movement network asset is
the second most important proposed budgeted area. The proposed projects in the movement
network assets activity area composed of construction of cobble stone road, and Expansion of
Street light in different Kebeles represents 30 % of the total budget estimated for the
construction and acquisition of proposed new works in three years project period
Figure 42 Proportion of New work Projects by Strategic Activity Area
Proportion of New work Projects by Strategic Activity

Area
50% 46%
45%
40%
31%
35%
30%
25%
20% 13%
15%
10% 5% 3%
5%
1% 1%
0%
2016-2018 AMP Page 183

8. (Section) VIII: Maintenance Plan (Step 8)
8.1. General
The implementation of the AMP would primarily support understanding of the need to establish
modern and sustainable maintenance strategy and to invest in maintenance adequately. The
maintenance trends over the last 3 years can be the indication of the growing emphasis of
maintenance parallel with the growing investment in infrastructure assets and facilities. Arguably
beyond the efforts, the deferred and accumulated maintenance deficit has been increasing. This
then suggests that unless sustainable maintenance strategy and funding mechanism is established
the city core infrastructure will continue to deteriorate. Particularly expensive paved roads
(asphalt and cobble stone road) and drainage lines will continue to deteriorate at accelerated
rate as exhibited from the physical condition of some of recently constructed Asphalt road. In
general, the condition assessment revealed that most of the city infrastructure assets and facilities
require substantial maintenance for estimated maintenance need is reaching about Birr 77.8
Million. Therefore, the city will strive to establish the strategy to carry out appropriate levels of
maintenance and funding options to afford the forecasted maintenance need that is relatively
big.
8.2. Preventive Maintenance
Preventive maintenance are in this case routine and periodic maintenance activities which are
supposed to be normal maintenance activities that should be performed to retain an asset that
are found in good condition (and very good condition for Water supply network assets). The
ultimate target of preventive maintenance, as the name implied, is to protect the good
performing assets from any risks of failure, damages, and deteriorations in advance
Preventive maintenance comprises various minor to major actions performed to preserve an

asset in its desired condition or standard. It will be set out by providing systematic inspection and
monitoring to detect and prevent deterioration and or failure and includes from testing to
confirm correct operation.
Preventive maintenance can be routine and periodic. Routine maintenance is the regular on-
going work which is necessary to keep assets operating as desired and normal condition. Whereas,
2016-2018 AMP Page 184

periodic maintenance includes activities undertaken at intervals of some years to preserve the
assets and for the road retaining structural integrity excludes those works that change the
geometry of a road by widening or realignment.
8.3. Maintenance Activities for Deteriorated Assets
The table below summarizes the recommended major maintenance activities.
Table 94 Maintenance Activities to Eliminate Maintenance Deficit
I. Proposed Maintenance Activities for the Movement Network

Asphalt Routine cleaning of the road free of rubbish and debris and ensuring water can flow freely off the road
Road surface
Cold mix asphalt treatment, double or triple mix. Excavate base and sub-base material to sub-
grade. Grade and compact the new sub-base and base.
Cobble Routine cleaning of the road free of rubbish and debris and ensuring water can flow freely off the road
Stone surface
Lift out cobblestone in demarcated area. Clean the bed. Lay down a layer of clean, graded sand
and compact. Add sub-base material and compact. Lay new cobblestones
Gravel Spot repair by selected materials and ensuring that water can flow freely off the road surface and brushing
and and ditching
Large Clean out channel, fill with graded material and compact by hand. Clean out depression, fill
Block with graded material and compact by machine
Roads
Pedestria Routine cleaning of the road free of rubbish and debris and ensuring water can flow freely off the road
n surface.
Sidewalk Cold mix asphalt treatment, double or triple mix. Excavate base and sub-base material to sub-
grade. Grade and compact the new sub-base and base. Clean out channel, fill with graded
material and compact by hand. Clean out depression, fill with graded material and compact by
machine
Bridges Replacing wearing surface, crack seal surface, pave full width, seal joint between edge of
paving and face of wall, pointing masonry, repair barriers, safety features, slab maintenance,
replace walls, saw cut around deterioration, patch with concrete, patch delaminating , replace
deck and floor beam/ column
Culvert Cleaning bottom and place concrete in bottom, install liner plate if capacity allows, remove
trees in vicinity of culvert, weld short piece of rebar across the crack on every other
corrugation, replace headwall, excavate and jack back into shape then re-bed and properly
backfill, excavate and re-waterproof
2016-2018 AMP Page 185

II. Environmental Activity Area
Drainage Clearing and cleaning, reshaping, regarding, deepening, clearing grassing and erosion controls
Network
s Clean out the damaged area and reseal the affected joints with new mortar, remove all
damaged block back to the solid wall. Clean the joints and lay new blocks.
Public Frequent inspection, preventive maintenance

Toilets Maintaining and repairing the existing damage
Greenery Frequent inspection, preventive maintenance
and Parks
Substantial correction work
III. Social and Economic Activity Area and Supporting Services
Buildings Minor repairs, cleaning and repainting.

and
Facilities
Full servicing and repairing asset components, replacing the damaged parts.
8.4. Addressing the Identified Maintenance Deficit
Step towards managing the city assets through asset management plan needs taking
maintenance as one of basic and integral part of the core municipal works; and then to establish
sustainable maintenance management system. The primary task is so to eliminate accumulated
maintenance deficit as shortest as possible project years. The maintenance plan as part of the
short-term capital investment and financial plan therefore must focuses on the need to
eliminate the accumulated maintenance backlogs identified by each strategic activity area.
In total, the municipality needs to allocate about Birr 53.8 Million to address both preventive
and maintenance required and to eliminate the accumulated maintenance deficit. The
preventive maintenance need is forecasted as some as Birr 7.1 Million, whereas the maintenance
needs to eliminate the accumulated deficit is as some as Birr 46.6 Million. Thus, the municipality
will need an extended year to address the deficit. The other feasible and recommended option
is to look forward the ways to upgrade the deteriorated earthen, Cobble and gravel road into
the next surface level than investing in maintaining particularly the deteriorated gravel, earthen
and large block road. That will minimize the maintenance burden while benefiting from
investing on new assets.
2016-2018 AMP Page 186

The present capacity of the city, however, is not able to address the identified maintenance
backlog in the coming three project years. Despite that maintenance schedule are proposed
which distributes the identified maintenance deficit across the three years to consider and
indicate broad prioritization of addressing maintenance deficit.
Table 95 Maintenance Deficit Summary Prioritized by Three Years
S.no Feature Class Maintenance Deficit (Birr) Percentage
1 The Movement Network Assets

1.1 Asphalt Road 22,877.90
1.2 Cobblestone Road 1,131,110
1.3 Gravel Road 38,129,885.63
1.4 Earth Pressed Road 2,099,258.58
Street Light 0
1.7 Pedestrian Cobbel 0
Subtotal 41,383,132.11 75%
2 Water Supply Network Assets
2.1 Water - above Ground Assets 217,823.80
2.1 Water- below Ground Assets 1,677,980.00
Subtotal 1,895,803.80 4%
III Environmental Protection Assets
3.1 Drainage Networks 1,472,120.00
3.2 Waste Disposal Site 50,000.00

3.3 Public Toilets 8,550.00
3.4 Parks and Sport Fields 465,558.00
3.5 Greenery 435,312.00

Sub Total 2,431,540.00 5%
IV Social and Economic Services
4.1 Abattoirs 0
4.2 Administrative 863,250.00
4.3 Health 240,165.00
4.5 Market 139,860.00
2016-2018 AMP Page 187

4.7 Other Municipal services 194,700.00
4.8 School 1,471,900.00

Subtotal 2,914,165.00 11%
Machineries, Vehicles and Engineering

VI 8,616,116
Equipment
Sub Total 8,616,116 5%

Grand Total 57,240,756.91 100%
8.5 Maintenance Prioritization

Cognizing that the identified maintenance need is so much big to afford in the short term or
three years project period prioritizing the top maintenance need to comply with the funding
capacity is necessary.
To prioritize maintenance the criteria provided by AMP manuals should be considered.
1. Creating an Equitable Balance between Different Strategic Activity Areas
Consider all strategic activity areas except water supply networks. This is because that
maintenance need of water supply assets operates within its own budgetary framework and as
a result is excluded from maintenance priority process.
2. Create an Equitable Balance within Each Strategic Activity Area
This is particularly relevant to the road movement network where there is often a strong
imbalance in favor of asphalt road maintenance.
3. Integrate an Asset Strategy in The Prioritization of Maintenance Projects
The third criteria are applicable to all four main activity areas. This is the one brought forward
from the prioritization process for new works projects, namely reviewing projects in terms of an
asset strategy. In the case of maintenance prioritization, the concept of an asset strategy is also
valid. However, the strategic focus is of a more practical nature, with three areas of importance:
utilization/demand; negative impact; and community needs. These three areas are discussed
further below.
4. Considering Asset Utilization/Demand
This is particularly important for the movement network. Areas of heavy traffic or pedestrian
demand should be given priority for two reasons. Firstly, the disruptive impact, and indirect cost,
2016-2018 AMP Page 188

of asset deterioration is greater. Secondly, the heavy demand will accelerate the deterioration
at a faster rate is left unattended. Utilization demand is also important in the social services,
where a priority should be given to high use facilities.
5. Considering the Relatively High Negative Impact
This refers to an external impact and is particularly relevant in terms of environment and health
impacts. These include flooding and health problems associated with deteriorated sanitation
and health services.
6. Considering Community Needs
Prioritizing maintenance activities should be particularly concerned with addressing community
concerns. Local communities and users have direct experience of poor or deteriorated services
and infrastructure and provide an important and valuable input to the prioritization process.
7. Considering the Crossover Effect
An additional area to be explored in the prioritization process is that of crossover affects. For
example, it is useful to check for a correlation between a poor road condition and a poor
drainage condition, which could indicate that the road deterioration is caused by poor drainage.
In that situation, the drains responsible for road deterioration should have a very high priority,
since a relatively small investment in drainage results in a significant saving from limiting road
deterioration, where the cost of road maintenance would be much higher. Based on these
criteria the municipality identifies the following top priority maintenance needs to be carried
out in the three years project period.
2016-2018 AMP Page 189

Table 92.1: Maintenance Priority Proposal for 2016 E.C

A.Movable Asset
Maintanance
Specific location Kebele Unit length Width Area unit rate Amount condition
activity
From To
New Bus Station Mishin O/Adola m2 100 11 1,100.00 200 220,000.00 Depression poor
2
Derartu Chefe Natnael House B/Bilu m 160 15 2,400.00 200 480,000.00 Depression poor
KILTA
Kera Culvert Hospital Asphalt m2 100 15 1,500.00 200 300,000.00 Depression poor
EBA
Total Carried for Movement Network 1,000,000.00
2016-2018 AMP Page 190

B.Engineering Equipments
Type of Machinery and Vehicles Unit(no) Amount condition
Sino Truck 1 416,000 moderate

Grader (140-RCAT) 1 600,000 moderate
Dozer (D6-XLCAT) 1 533,570 moderate
Excavator (K-350PC) 1 450,430 poor
Sub-Total (ETB) 2,000,000
Table 92.2: Summary of Maintenance Budget 2015 E.C

Infrastructure Category Budget Year (2015 E.C)
A. Movement Network
Gravel Road 1,000,000.00
B. Engineering Equipment
Equipment’s 2,000,000.00
Total Maintenance Budget 3,000,000.00
2016-2018 AMP Page 191

9. (Section)IX: Budget for New Works & Maintenance Projects (Step 9)
9.1 The 3-Year rolling Program for New Works Projects

Financial projections for proposed new work projects and maintenance forecast for three years
rolling program is carry out in the previous sections. It must be note that the new work proposal
is match with the CIP. Whereas the maintenance and rehabilitation forecast carried out based on
the condition assessment of existing assets and would be implemented year by year to prevent
good performing assets and restore and rehabilitate the deteriorated assets. This section presents
the three years financial requirements for proposed new works projects and addressing the
maintenance deficit of existing assets.
9.2 Proposed Three Years Rolling Capital Investment Budget

The plan proposes a total of Birr 183.08 Million for three years new work projects and it is
assumed that the proposed fund will be available from various funds including the IDA, Regional
grants, City own revenue. The Table below presents the proposed new work project cost by major
strategic activity area and other activities such as capacity building, consultancy service and
rehabilitation.
Table 96 Summary of Three - Year Proposed Rolling Program by Strategic Area and Activities
% of
No Strategic Area EFY 2016 EFY 2017 EFY 2018 Total
total
Movement
A 9,211,169.76 14,177,935.55 16,897,928.18 40,287,033.49 27%
Network
Water Supply
B 0.00
Network
Economic &
C Social 0.00 5,367,446.30 5,518,772.00 10,886,218.30 7%
Services
Environmental
D 2,833,559.04 30,564,818.25 41,814,701.92 75,213,079.21 51%
Services
E Other 2,146,272.66 2,081,016.00 4,321,435.90 8,548,724.56 6%
Municipal
Administration
F Buildings and 1434231.56 1,434,231.56 1%
Other Projects
which cannot
2016-2018 AMP Page 192

be put in
Pillars
Consultancy
G 0 744,286.95 0 744,286.95 1%
service
Capacity
H 2,021,906.00 2,426,280.00 4,448,186.00 3%
Building
Total 14,191,002.00 60,357,301.80 72,428,762 146,977,065.80 100%
9.3 Three Years Maintenance Rolling Program

Maintenance financial forecast and maintenance catalogue developed for all existing assets
based on the condition assessment. The study identifies a total of about Birr 53.8 Million to
address the overall maintenance need of the city existing assets both to preserve the good
performing assets and restore the deteriorated assets. It is supposed that the municipality able to
afford all the identified maintenance need in the three years rolling program. Thus, the most top
maintenance priorities are identified to be carried out in the three years project period. The
summary of the financial plan for the three years maintenance program is presented in the Table
below
Table 97 Maintenance Rolling Program by Strategic Activity Area

Strategic Activity Area 2016EFY 2017EFY 2018EFY Total Budget
for 3 years
Movement Network 1,000,000 3,000,000 5,000,000 9,000,000

Assets
Water Supply Network 0 0 0 0
Movable Asset 2,000,000 4,200,000 3,640,000 9,840,000

Environmental Services 0
Social and Economic 0 0 0 0

Services
Total budget: 3,000,000 7,200,000 8,640,000 18,840,000

maintenance deficit
2016-2018 AMP Page 193

Table 98: Three Year Maintenance Budget for the town for EFY 2016 to 2018 depending on CIP
S/N Infrastructure Maintenance Maintenance Maintenance Total
Category Budget for Budget for Budget for Budget for 3
EFY 2016 EFY 2017 EFY 2018 years
A Movement Network 0
1 Roads 0
1.1 Cobblestone Road
1.2 Gravel Road 1,000,000 3,000,000 5,000,000 9,000,000
1.3 Compacted Earth
Road
2 Pedestrian Walkways
2.1 Cobble walkway
3 Road Structure
3.1 RCC Slab Culvert

3.2 Pipe Culvert
4 Street Lighting
4.1 Sodium lamp

4.2 Fluorescent lamp 0
5 Vehicles and 2,000,000 4,200,000 3,640,000 9,840,000

Machinery
Sub Total Movement 3,000,000 7,200,000 8,640,000 18,840,000

Network
B Water Supply 0
Sub Total Water Supply 0
C Environmental 0
Services
1 Drainage 0
1.1 Open masonry drain
1.2 Cobble Drain
2016-2018 AMP Page 194

1.3 Earth Drain
2 Sanitation
3 Greenery and park 0
Sub Total Environmental 0

Services
D Social and economic

services
Total Maintenance Budget 3,000,000 7,200,000 8,640,000 18,840,000

(ETB)
Available CIP Maintenance 3,000,000 7,200,000 8,640,000 18,840,000

Budget
Surplus/deficit 0 0 0 0
2016-2018 AMP Page 195

10. (Section)X: Implementation Strategy (Step 10)
10.1. Institutional Arrangement
Arranging the major institutional requirements is the first step that includes establishing clear
institutional responsibilities and duties and providing all necessary hardware and software
required for AMP implementation. According to the AMP manual in fulfilling the procedural
requirements maintaining the databases and ensuring the ongoing integrity of the data will be
the primary concern. To achieve this, the municipality requires clear guidelines on operating and
maintaining the data. It also needs high capacity computer in the AMP unit to work with the GIS
software, together with external drive to back-up the data Furthermore the municipality and
the AMP team should have an official copy of the latest version of Arc-Info, the GIS software
from ESRI.
For effective and sustainable AMP implementation the municipality then needs to move towards
implementing GIS-based management system. Therefore, the implementation should begin with
establishment of institutional and organizational structure for the AMP within the city
administration. According to the manual the institutional setup should incorporate clearly
defined roles and relationships for all parties involved with, or contributing towards, the AMP. As
described in the manual this involves the following actions on the part of the municipality:
1. Defining AMP team as formal, recognized, organizational unit within the City
Administration.
2. Defining the AMP unit’s relationship with the City Administration. It is recommended that
this unit be situated in the City Manager’s Office.
3. A staffing plan for the AMP team. The team requires at least two people, an AMP focal
person and an assistant, with the latter being responsible for ongoing survey work.
4. Providing a job description and ToR for the AMP focal person. The over role of the role of
the AMP focal person is to build the GIS project and manage the GIS system.
The focal person will take responsibility for the city’s AMP and build linkages with the line
departments having responsibility for the different categories of assets included in the
AMP. The focal person, in this case, will ensure the building of the spatial database and
2016-2018 AMP Page 196

the database of physical properties for all assets. In most of the cases the focal person will
work with the CIP team and department representatives.
5. Clearly defining the roles that all departments and other administrative units, that are
responsible, operationally, for one or more categories of assets included in the AMP, have
with regard to the AMP. This involves identifying a person with the department who will
be directly responsible for liaising with the AMP focal person in respect of the categories of
assets lying within their operational responsibility. In addition clearly stating the duties of
that person to provide information to the AMP focal person as and when required is
necessary.
10.2 Managing Transition of all Completed New Works and Maintenance
Projects
The methodology and guidelines indicated in the manual for the implementation process and
measuring and assessing the implementation performance regarding new works and
maintenance projects are summarized below to guide the overall process of the implementation
strategy and performance measurement.
10.2.1. Monitoring Procedures for New Works and Maintenance

Projects
 Confirm the final list of all New Works projects

 Determine and show project implementation start and end dates, i.e. the project
agreement and project completion dates; and enter these in the New Works
database
 When works have been completed check that the ‘as built’ project corresponds to the
original project as planned. If it has changed update the database to reflect the
changes. These changes include both spatial and financial changes
 Carry forward the list of completed projects handed over to the city and ensure that
the information pertaining to every completed project is into the spatial and
attribute databases of the AMP
 Confirm the final list of all maintenance activities for each of the three years
 Track the start and end dates for each maintenance activity and enter these in the
tabular data set
2016-2018 AMP Page 197

 Once each maintenance activity has been completed, change the condition indicator
for the asset in question to reflect the new status
10.2.2. Tracking New Works Projects
Tracking the New Works projects requires that the AMP team maintain a close working
relationship with the Project Manager for New Works; the Procurement Specialist; and the
Construction Manager. If this is done properly then the tracking of New Works, and the
subsequent management of the New Works database, is a relatively simple exercise, following
the four tasks set out above.
The first of these is to confirm that all of the projects identified as approved under Step 9 will
actually be constructed. Issues of procurement or cash flow could still change this list, or change
the years of the construction starting date. At this point any projects that have been amended, or
removed from the list of new projects, should be updated or deleted from the New Works
database TDS 3 and the proposed starting dates for approved final proposals should be recorded
in the field allocated to this purpose.
It is then important that the AMP focal person liaises with the Procurement Specialist so that (s)
he is aware of the date when each new contract is signed. As this is done the date should be
entered in the database, together with the contractual completion date.
During the construction phase the AMP focal person should liaise on a regular basis with the
Construction Manager. When the project has been completed, and handed over to the city, it
should be checked for any changes to the project that might have taken place between the
original approval of the project by the city and the completion of construction. This is important
because it is the final ‘as built’ project that will be entered into the asset management database
as an existing asset, not the original project description.
At this point the project should be transferred from the New Works database to the set of
databases for existing assets. This is the feedback loop shown in the introduction to this manual.
The database for New Works will already have a breakdown of the project by feature class. This
will then form the basis for transforming the New Works into new assets in Step 3 (the spatial
database and the physical attribute dataset); defining the condition in Step 4 (the Condition
Indicator database); and the Costing dataset in Step 6 (the Cost and Value database).
2016-2018 AMP Page 198

The list below covers all the key dates that should be noted and entered into the fields provided
in the new works projects database.
 Approval
 Date of tender invitation
 Date of tender closure
 Date of signing of a contract
 Date of start of activity
 Date of project completion
 Date of handover to the city
 Date when the new projects is entered into the database for existing assets
10.2.3. Tracking Approved Maintenance Activities

The approach taken in monitoring and tracking the maintenance activities is similar to that
followed for New Works projects, except that, in this case, it is the infrastructure specialist who will
most likely manage the maintenance program; though the Procurement specialist may also be
involved. Again, the maintenance projects should be tracked following the three steps outlined
above, and any changes in the nature of the maintenance activity entered directly into new
works database. Once the maintenance activity is completed all that is then required is to
update the condition indicator in the data set Tabular data set - 4.
The list below covers all the key dates that should be noted and entered into the fields provided
in the maintenance planning database.
 Approval
 Date of signing of a contract
 Date of start of activity
 Date of completion of activity
 Date when the condition of the asset is updated
10.2.4. Tracking Past Projects and Maintenance Activities

The integration of the AMP process into a GIS-based management system enables both new
works projects and maintenance activities to be tracked with a degree of accuracy that was not
2016-2018 AMP Page 199

available in the past. This means that, for the first time, it is possible to measure the performance
of past projects and activities against the original plan.
The AMP is due for completion towards the end of the (Ethiopian Calendar) year. This means
that it is not possible to provide a complete analysis for the year in which the assessment of
existing assets is being carried out. To make the tracking process worthwhile, the analysis should
begin by focusing on the previous year, i.e. AMP year minus 2, where a full set of statistics should
be available. This provides the comparative analysis. The tables below provide templates for
measuring the performance of new works projects and maintenance activities respectively. The
table for maintenance is more comprehensive because it can draw on activities completed in the
year. Also, this is the more important table for the AMP since the maintenance performance is
more directly associated with the AMP, whereas the performance of new works project starts falls
under the CIP.
Table 99. New Works Projects Initiated Against Approved

Budget Dat
Date Date Date Date Date
Year e Date
of of of of of
U Appr of of
S Approved New Tend Cont Projec Proje Asse
ni Upr oval Ten Start
N Works Projects er ract t ct t
t 2012 EC Date der Acti
Invit signi Compl Hand Regi
Clos vity
ation ng etion over stry
ure
Movement 1,613,51
1
Network:- Bridge 3.16
A
Terrazo
.
Asir Aleka
22- 7- 28- 30- 5- 4- 14-
1. Mekonnin m 2,921,8 1,613,51 3-Apr-
Sep- Oct- Oct- Nov Dec Apr- Apr-
1 house to BGI 2 06.81 3.16
23 23 23 -23 -23
24
24 24
store
from BGI store 22- 7- 28- 30- 5- 4- 14-
1. m 3,201,74 3,201,7 3-Apr-
to PP poul Sep- Oct- Oct- Nov Dec Apr- Apr-
2 2 2.40 42.40 24
house 23 23 23 -23 -23 24 24
22- 7- 28- 30- 5- 4- 14-
1. PP poul house m 3,087,62 3,087,6 3-Apr-
3 to Sharo shop 2 0.55 20.55 23 23 23 -23 -23
24
24 24
From Siraj 22- 7- 28- 30- 5- 4- 14-
1. m 3,330,64 3,330,6 3-Apr-
Umar house to Sep- Oct- Oct- Nov Dec Apr- Apr-
4 2 9.21 49.21 24
Robe clinic 23 23 23 -23 -23 24 24
From Robe 22- 7- 28- 30- 5- 4- 14-
1. m 3,062,04 3,062,0 3-Apr-
clinic to Safina Sep- Oct- Oct- Nov Dec Apr- Apr-
5 2 8.05 48.05 24
house 23 23 23 -23 -23 24 24
2016-2018 AMP Page 200

22- 7- 28- 30- 5- 4- 14-

1. From ERA road m 2,610,30 2,610,3 Sep- Oct- Oct- Nov Dec
3-Apr-
Apr- Apr-
6 to Mihret clinic 2 1.45 01.45 23 23 23 -23 -23
24
24 24
From Asab 22- 7- 28- 30- 5- 4- 14-
1. m 3,135,05 3,135,0 3-Apr-
7 Restorant to
2 8.72 58.72 24
car wash 23 23 23 -23 -23 24 24
B Cobble Stone
. Road
Cobblestone
Road from 22- 7- 28- 30- 5- 4- 14-
1. m 1,324,8 1,324,82 3-Apr-
8 mihret clinic to 2
22.99 2.99 24
existing cobble 23 23 23 -23 -23 24 24
road
Environmental
Activity:-
5,604,44
2 Masonry
5.68
Drainage and
Flood protection
Drainage from
shakiso
22- 7- 28- 30- 5- 4- 14-
2. Asphalt to 2,833,55 2,833,5 3-Apr-
m Sep- Oct- Oct- Nov Dec Apr- Apr-
1 Abreham 9.04 59.04 23 23 23 -23 -23
24
24 24
Ababa
residence
From Abreham
Ababa 22- 7- 28- 30- 5- 4- 14-
2. 3,282,44 3,282,4 3-Apr-
Residence to m Sep- Oct- Oct- Nov Dec Apr- Apr-
2 9.13 49.13 24
Woyu high 23 23 23 -23 -23 24 24
school
Social and 22- 7- 28- 30- 5- 4- 14-
2. 3-Apr-
3 Economic m Sep- Oct- Oct- Nov Dec
24
Apr- Apr-
Services 23 23 23 -23 -23 24 24
septic tankar
for liquid
waste and
concret pipe
for sewage 22- 7- 28- 30- 5- 4- 14-
2. 4,339,9 4,339,99 3-Apr-
desposal in m Sep- Oct- Oct- Nov Dec Apr- Apr-
4 96.65 6.65 24
cattle 23 23 23 -23 -23 24 24
quarantine
house and Also
ROTO(20,000L
T)
septic tankar
22- 7- 28- 30- 5- 4- 14-
2. for solid waste m
1,746,9 1,746,93
Sep- Oct- Oct- Nov Dec
3-Apr-
Apr- Apr-
5 and office with 34.43 4.43
23 23 23 -23 -23
24
24 24
guard house in
2016-2018 AMP Page 201

cattle
quarantine
house
percentage of the number of new works projects initiated to projects approved:
Table 94. Maintenance Activities Completed Against Approved
Normal Date of Date of Date of

Strategic Activity Area Approval Registry
S.no Maintenance Contract Project Project
and Feature Class Date Date
Budget Signing Start Completion
1 Movement Network
8-Dec-
1.1 Gravel Road Maintenance 3,216,000.00 10-Sep-23 3-Dec-23 13-Feb-23
23
Grand Total (1.1+1.2) 3,216,000.00
 Percentage of the number of activities completed to activities approved:

 Percentage of the cost of the activities completed to the cost of activities approved
Considering the above templates to follow-up the implementation of the new work and maintenance projects.
2016-2018 AMP Page 202

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Adolla City Administration Asset Management Plan (AMP)

Adola City Administration Asset

Revised Infrastructure Asset

What Infrastructure Does The City Have?

THE MUNICIPALITY OF Adolla City ASSET MANAGEMENT

 population projection: ____________

 Contact details (name, telephone no., fax, email)

 Name of City Manager

 ULGDP contact Person :

 Person responsable for the AMP:

Person responsable for the AMP:

2016-2018 AMP Page ii

1.11. Nature of a relational database used to store attribute data ................................................ 37

2016-2018 AMP Page iii

a) Data management .................................................................................................................... 62

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3.1.26. Inventoried MSEs Premises .................................................................................................... 98

2016-2018 AMP Page v

6.4 Estimating Current Replacement Cost of the City Assets ..............................................................162

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10.2.3. Tracking Approved Maintenance Activities .................................................................199

2016-2018 AMP Page vii

TABLE 18INVENTORY SUMMARY OF EDUCATIONAL SERVICE BUILDINGS. ................................................................. 90

2016-2018 AMP Page viii

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FIGURE 3 THE BACKDROP IMAGE (ORTHOPHOTO) OF ADOLLA WEYU TOWN ........................................................... 31

2016-2018 AMP Page x

2016-2018 AMP Page xi

Structure of the (AMP)

2016-2018 AMP Page xii

2016-2018 AMP Page xiii

2016-2018 AMP Page xiv

The objective of UIIDP is to enhance the institutional and organizational performance of

2016-2018 AMP Page 15

II. Description of the City Administration

2016-2018 AMP Page 16

town administration is 2824.9 hectares.

Figure 1 Location Map of Adola Woyu Town

Figure 2 Satellite Map of Adola Weyu Town

2016-2018 AMP Page 17

III. Asset Management Plan (AMP)

2016-2018 AMP Page 18

In addition, an Asset Management Plan requires a thorough understanding of the characteristics

2016-2018 AMP Page 19

Specific benefits associated with an Asset Management Plan include:

 Facilitates the establishment and subsequent implementation of policy objectives and

 Increases openness, transparency and accountability;

 Can reduce lifecycle costs;

 Allows for better decision-making regarding resource allocation;

 Allows for more effective financial planning;

 Leads to more efficient data management;

 Provides consistent measurable levels of service to the public;

 Can allow the city/town to better manage risks.

 A strategic and proactive approach that places a premium on data, information,

 A comprehensive long-term view of infrastructure performance and cost;

2016-2018 AMP Page 20

 An explicit, visible and transparent approach that requires effective communication

I. Key Considerations in Asset Management Plan

1. What infrastructure does the City have?

2016-2018 AMP Page 21

Table 1.The description of the 10 steps and their respective outcomes

1.1. Goals of the Asset Management

2016-2018 AMP Page 22

1.2. Scope of the AMP