CC Resolution No. 2,703RESOLUTION NO. 2,703
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BAYTOWN,
TEXAS, ADOPTING THE CITY OF BAYTOWN'S WATER DISTRIBUTION
ASSET MANAGEMENT PLAN AND THE WASTEWATER COLLECTION
ASSET MANAGEMENT PLAN; PROVIDING FOR A REPEALING CLAUSE;
AND PROVIDING FOR THE EFFECTIVE DATE THEREOF.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF BAYTOWN,
TEXAS:
Section 1: That the City Council of the City of Baytown, Texas, hereby adopts the
City of Baytown's Water Distribution Asset Management Plan and the Wastewater Collection
Asset Management Plan, which plans are attached hereto as Exhibit "A" and incorporated herein
for all intents and purposes.
Section 2: All resolutions or parts of resolutions inconsistent with the terms of this
resolution are hereby repealed, provided, however, that such repeal shall be only to the extent of
such inconsistency; and in all other respects, this resolution shall be cumulative of other
resolutions regulating and governing the subject matter covered by this resolution.
Section 3: This resolution shall take effect immediately from and after its passage by
the City Council of the City of Baytown.
INTRODUCED, READ and PASSED, by the affirmative vote of the City Council of the
City of Baytown, this the 251h day of February, 2021.
BRANDON CAPETILLO, Mayor
ATTEST:
ktu
1 Q O�SpSTOW* rk
LETICIA BRYSCH, Ci Cle k
APPROVED AS TO FORM: tp % C*2
�9rE of �+P
KAREN L. HORNER, City Attorney
R:.Karen Homcr•DocumcnlsTilcs�City Council.Rcsolutions\202[Telimary 254AdoptWatcrDtstrtbuttonAssctManagcmcnlPlan&WastcwatcrCollectionAssclManagcmcnlPlan doc
Exhibit "A"
ASSET MANAGEMENT PLAN
CITY OF BAYTOWN
Public Works and Engineering Department
Asset Management Program
ASSET EMETNT PLAN
ASSET MANAGEMENT PLAN
CITY OF BAYTOWN
Public Works and Engineering Department
Executive Summary:
Overview
In the general sense assets are anything that provides value, or potential value. In this regard, assets
can be tangible and intangible. For purposes of developing the Department's formal asset
management system, the assets referred to in this plan are the physical infrastructure, buildings,
facilities, vehicles, and equipment that the Department is charged with managing. The
Department's asset management system is the formalized activities of the Department associated
with managing these assets.
Purpose
The purpose of this plan is to unify the formal activities of the PWE Department associated with asset
management. This effort maximizes the value received from these assets for our stakeholders.
Primary Goals:
Establish common policy principles and objectives that are relevant to all assets such that
expectations related to the management of these assets are consistent and understanding
between the City of Baytown management and the PWE Department.
■ Establish a time -based action plan outlining activity associated with the implementation of
the Department's asset management system. This plan will be dynamic and will be reviewed
and updated regularly.
ASSET MAU � rANT PLAN
• .
Definitions
1. Asset: City of Baytown resources that provides value, or potential value (the assets
referred to in this plan are the physical infrastructure, vehicles, and equipment that
the PWE Department is charged with managing).
2. Asset Management: Activities associated with maximizing the value of an asset. In the
case of the City of Baytown's asset management associated with physical
infrastructure, these are the activities (formal and informal) associated with
maximizing the value from physical infrastructure for the city of Baytown's
stakeholders.
3. Asset Management Objectives: This is the refinement of Asset Management Policy that
applies to all PWE assets, and provides specific direction.
4. Asset Management Plan: Specific physical infrastructure (or asset class) set of
instructions that further refines the implementation of Asset Management Objectives.
5. Asset Management Policy: This is the high-level direction of the City of Baytown that
applies to how all assets (physical infrastructure in this case) should be managed.
6. Asset Management System: Formalized activities (policies, processes, procedures, etc.)
associated with maximizing the value of an asset, recorded in a computerized
information system.
7. GIS: A geographic information system (GIS) is a framework for gathering, managing,
and analyzing data. Rooted in the science of geography, GIS integrates many types
of data. It analyzes spatial location and organizes layers of information into
visualizations using maps.
8. PM - Preventive Maintenance. Also known as proactive maintenance, this method
involves periodically taking assets offline and inspecting or repairing them at
predetermined intervals (usually time or event -based triggers). The goal of this
approach is to extend the useful life of an asset and prevent breakdowns from
occurring.
9. PdM- Predictive maintenance. It aims to predict failures before they happen so
maintenance can occur at just the right time. In the City of Baytown, PdM uses data
from Cityworks and other technology to alert the PWE maintenance staff when an
asset is at risk of failing.
10. RCM - Reliability Centered Maintenance. RCM addresses the consequence of failures
and the cause of failures. RCM is a highly -involved process that seeks to analyze all
the possible failure modes for the assets and customize a maintenance plan for each
asset category. The ultimate goal of RCM is to increase asset availability or reliability.
ASSET JPA�tANT PLAN
• .
Asset Management Plan
The asset Management Plan will focus on promoting:
■ Asset Inventory - Implement asset inventory data management
o Monitoring/ Track/ Analyze issues
■ Service Levels - Establish performance standards
o Minimize delays for services
■ Optimal Maintenance - Plan and execute preventive maintenance (PM)/ predictive
maintenance (PdM)/ reliability -centered maintenance (RCM)
o Reliability
o Minimize hazardous conditions
o Low environmental impacts
■ Asset Condition - Rate Critical Assets
(11 High safety value
■ Asset Criticality - Identify Critical Assets
Recognize the highest consequences of failure
■ Life Cycle Costing - Support for CIP/Engineering decisions
Lowest total lifecycle cost (total cost)
Policy principles & objectives
To meet the goals of this Plan, a unifying set of policy principles and objectives is essential. The
following policy principles and objectives are meant to assist PWE divisions in developing asset
management procedures.
1. General Policy Principles:
1.1. Inventory: All physical assets shall be inventoried (Appendix A).
1.1.1. Objectives:
1.1.1.1. Attribute and location data will be established in the PWE's
asset management system and the City of Baytown's geographic
information system (GIS).
1.1.1.2. Attribute data must include regulatory requirements as a
minimum (GASB 34).
1.2. Asset Groups: Individual Asset Management Plans will be established to
provide comprehensive direction as to how each asset class is to be efficiently
managed in alignment with this Asset Management Plan.
ASSET �AOjw&T PLAN
• .
1.2.1. Objectives:
1.2.1.1. Asset Management Plans will be created for each of the
following asset groups:
1.2.1.1.1. Drainage
1.2.1.1.2. Facilities
1.2.1.1.3. Fleet
1.2.1.1.4. Lift Stations
1.2.1.1.5. Solid Waste
1.2.1.1.6. Streets
1.2.1.1.7. Traffic
1.2.1.1.8. Wastewater
1.2.1.1.9. Water
1.2.1.1.10. Water Treatment Plant
1.2.1.1.11. Wastewater Treatment Plant
1.2.1.2. Individual Asset management plan will include quantitative
Levels of Service (LOS).
1.3. Sustainability: Management of the assets shall be conducted in a
sustainable manner.
1.3.1. Objectives:
1.3.1.1. Funding levels necessary to maintain established asset life
cycles should be conducted annually as part of the budget process.
1.3.1.2. Environmental goals should be established for all asset
classes, including impact on receiving streams, reduction of waste, and
enhancement of drinking water quality.
1.4. Life cycle: Life expectancy of the assets shall be established. The total life
cycle cost of the PWE assets shall be understood and managed.
1.4.1. Objective:
1.4.1.1. Minimize replacement cost.
1.4.1.2. All life cycle trends shall be input and updated, into the PWE's
asset management system and City of Baytown's geographic
information system (GIS).
1.5. Condition Rating: All assets will have their physical condition assessed at
appropriate intervals.
1.5.1.1. Objective:
ASSET M,WAWAUNT PLAN
..
1.5.1.1.1. An evaluation cycle and rating system for each asset
class shall be established such that the remaining lifespan can be
determined.
2. Operation Policy Principles (Appendix B):
2.1. Maintenance: Maintenance shall be conducted according to the
manufacturer's recommendation and documented in the City's asset
management system.
2.1.1. Objective:
2.1.1.1. Maintenance will help the physical performance of assets
efficiently, thus avoiding unexpected repairs and operational downtime.
2.2. Physical Appearance: Assets should be kept in good physical appearance.
2.2.1. Objective:
2.2.1.1. Cleaning/sweeping/mowing and other protocols shall be
established for all assets.
2.3. Asset Replacements: Replacement of assets should be based on the asset
criticality with primary decisions for replacement based on total lifecycle cost,
remaining useful life, and operational/safety, or regulatory requirements.
2.3.1. Objectives:
2.3.1.1. Identify the consequences of failure establishing Ranking of
Criticality considering pipe size, proximity to Buildings, proximity to
Roadways and critical areas served.
2.3.1.2. As part of life cycle assessments, remaining useful life attribute
data will be provided for all asset classes and maintained in the asset
management system.
2.3.1.3. Reconstruction/replacement schedules should be
established such that assets are replaced on or before the end of useful
life.
2.4. Performance Reports: A regular performance report shall be provided to
PWE management providing an overview of the current state of physical assets
by the asset coordinator.
1.1.1. Objectives:
1.1.1.1. Summary reports will be provided to the PWE management
every fiscal year that provides an aggregate rating for all assets, and
individual ratings for asset classes. This overview will relate the Asset
Management Plan's stated values to the current maintenance
resources.
ASSET F hP hN' T PLAN
. .
1.1.1.2. Provide the PWE department with management tools to
support decision -making, data analysis, and reports to monitor and
prioritize work activities.
Action Plan
The following tables outline the time -based targets for implementation of this Asset
Management Plan:
Inventory: Complete the remaining inventory of assets for all identified asset groups.
Lead Divisions: Administration (Asset management), Engineering (GIS)
Support Divisions: Drainage, Facilities, Fleet, Solid Waste, Streets,
Transmission, Utility Construction, WTP (BAWA), WWTP and Lift Stations.
Traffic, Utility
Activities
Target Date
% Complete
Any existing asset attributes that are not necessary for
analysis or regulatory reporting are eliminated from the
asset management system
June 1, 2021
95%
All aspects of asset classes inventoried
July 1, 2021
65%
Life expectancy: Establish remaining lifespan attributes for all assets.
Lead Divisions: Administration (Asset management). Engineering (GIS), CIP
Support Divisions: Drainage, Facilities, Fleet, Engineering, Streets, Traffic, Utility
Transmission, Utility Construction, WTP (BAWA), WWTP and Lift Stations.
Activities
Target Date
% Complete
Create the attributes related to the useful life within the
PWE Department's asset management system and
populate field for each asset.
April 30, 2021
65%
GASB 34: Confirm asset attributes conform to GASB 34 reporting requirements.
10
ASSET NFAI7P,�QNT PLAN
• .
Lead Divisions: Administration (Asset management)
Support Divisions: Finance Department
Activities
Target Date
% Complete
Obtain required reporting attribute information from
Finance Department
Sept 1, 2020
100%
Create any needed attributes within the PWE
Department's asset management system and populate
fields for each asset.
Oct 1, 2021
50%
Asset Management Plan Development: Document Asset Management Plans for
each asset group.
Lead Divisions: Administration (Asset management)
Support Divisions: Administration (Operations Assistant Director and Utilities Assistant
Director), Engineering, CIP, Fleet. Facilities, WTP, WWTP
Activities
Target Date
% Complete
Establish safety inspection schedules for each relevant
Nov 1, 2020
100%
asset class
Establish evaluation cycle and rating system for each
asset class:
Water
Feb 28, 2021
85%
Wastewater
Feb 28, 2021
85%
Streets
May 1, 2021
45%
Other assets groups
Sept 1,2021
40%
Establish a life cycle curve for each asset class with
Mar 1, 2021
-
identified maintenance intervals
Establish life cycle costs (total cost) for each asset and
May 1, 2021
45%
populate attribute within the PWE Department's asset
management system
Establish a Pipe Renewal Program for water distribution
Feb 25, 2021
100%
linear assets and wastewater collection assets (linear
and vertical) based on Condition scores and Asset
Criticality. (Appendix B
Identify reconstruction/replacement schedule for each
25%
ASSET t^ h hUNT PLAN
. .
asset and populate attributes within the PWE
Department's asset management system.
Aug 1, 2021
60%
Water
Sept 1, 2021
60%
Wastewater
Oct 1, 2021
40%
Streets
Sept 1, 2021
60%
Lift Stations
Oct 1, 2021
30%
Stormwater
July 1, 2021
20%
Traffic
Dec, 2021
-
Facilities
Complete documented Asset Management Plan for
Oct 1, 2021
25%
each asset group.
Management Reports: Develop cyclical asset summary reports.
Lead Divisions: Administration (Asset management)
Support Divisions: All PWE Department divisions
Activities
Target Date
% Complete
Performance Dashboards for Management
Mar 31, 2021
75%
Life Cycle Reports for:
Water pipes, wastewater pipes, stormwater
pipes, lift stations, Water Treatment Plant and
Wastewater Treatment Plants
June 1, 2021
50%
Drainage Condition Index Report
Nov 1, 2021
35%
Other required reports
Feb, 1 2021
85%
By: _ Date:
Lianette Le6n
PWE Asset Coordinator
City of Baytown
Exhibit "A"
Asset Management Plan PWE Appendix A
Asset Management Dashboard
0 hfh3s:11arc2.is/05nafm()
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Asset Inventory
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Asset Footage
is
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6556.887
61000 DOO
5.00OOOO
i.
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30WOW
2,343,718 2.501938
20DDOOD
Fire Hydrants
3,435
Water Towers
9
Lift Stations
82
SW Inlets
1,645
Stop Signs
1,433
I OCO.Ow.'.-_
Traffic Intersections
IIO.Ie6
0
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Exhibit "A"
Appendix A-1
Asset Inventory Statistics
Water Main lines _ 16,332
Fire Hydrants 3,435
Water Towers 9
Water Wells
4
Water Treatment Plants
2
Water Treatment Plants Footprints
71
Water Treatment Plant Motors
38
Water Treatment Plant Pumps
50
Other WTP Child Asset Classes
23
Stormwater Culverts _ 3,561
Stormwater Pipes 12,694
Stormwater Channels 5,357
SW line system
Stormwater Manholes
Stormwater Inlets
Sewer Force Main lines
Sewer Gravity Main lines
Sewer Main lines
F 2,343,718 Replacement Costs
Sched. Insp/ Flushing Report
T Sched. Insp / Tower Overflow Report
Sched. Insp / Pumpage Report
O
Daily Inspections /TCEQ Reports
Daily Inspections / WO / PM
PM
PM -
PM
110,166 Replacement Costs
1,143,846 Replacement Costs
1,249,926 Maintenance Cost
2,503,938
2,920
Replacement Costs
1,645
Replacement Costs
235
379,546 Replacement Costs
879
2,069,108 Replacement Costs_
1,124
_
2,448,654 f
Manholes 7,530 SSO -TCEQ Reports / Receiving Streams
Lift Stations
82
Lift station Motors
182
Lift station Pumps
191
WastewaterTreatment Plants
4
Wastewater Treatment Plant Footprints
141
Wastewater Treatment Plant Motors
184
Wastewater Treatment Plant Pumps
121
Other WWTP Child Asset Classes _
26
Daily Inspections / WO / PM
Daily Inspections / WO / PM _
Daily Inspections / WO / PM
Daily Inspections / WO / PM /TCEQ -EPA Reports
�~ Daily Inspections / WO / PM
PM
PM -
PM
Streets Centerlines (Roads)
10,642
6,556,887 Replacement Costs
or
Traffic Flashers
72
Replacement Costs
Traffic Control Boxes
96
Replacement Costs
Traffic Intersections
105
PM/WO
Traffic street lights
6,411
Replacement Costs
Traffic Signals
98
PM/WO
Traffic Stop Signs
1,433
Replacement Costs
Other traffic signs
8,497
Replacement Costs
Traffic signs
9,930
Exhibit "A"
Asset Management Plan PWE Appendix B
Criticality and Ranking Condition Score
(Prioritizing Risk)
Risk rankings combine impact and probability rankings to help us identify which risks pose the
greatest overall threats (and are therefore the top priority to address).
The two primary inputs of the risk framework are likelihood of failure and consequence of failure.
Likelihood of failure describes the quantification of uncertainty related to a failure actually
occurring. Consequence of failure is typically associated with the severity of the outcome. A risk
matrix schematic is shown in Figure 1. The first priority should be to focus on the high risk assets
in the red area (high likelihood and consequence of failure), then the yellow area and finally the
green area:
• Lowest Priority: The consequences of the risk are minor, and it is unlikely to occur.
Middle Priority: Somewhat likely to occur, these risks come with slightly more
serious consequences. If possible, take steps to prevent medium risks from occurring,
but remember that they are not high -priority.
• Highest Priority: These are serious risks that both have significant consequences, and
are likely to occur. Prioritize and respond to these risks in the near term.
Figure 1: Framework of Risk
It High
c
Highest
9 Priority
d
� 3
LL
o c Middle
2 a Priority
v
c
w ro
v
J a
t
M
tA
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L
3 low
Low High" -
Consequence of Failure
How severe could the outcomes be if the failure occurred?
The PWE Asset Management is working on developing a prioritization model risk assessment
framework to quantify the consequences and probability of failures.
Exhibit "A"
Asset Management Plan
Appendix B
This prioritization model's risk assessment framework is based on the city's current data in
Ctyworks and GIS. To take this analysis to the next level of accuracy is necessary to have a study
or a hydraulic models. Existing and potential future capacity deficiencies can be identified by
hydraulic modeling and be incorporated into the framework's likelihood of failure. It evaluates
the assets using the following factors:
Likelihood of Failure: Consequence of Failure:
• Structural (Material and size)
• Maintenance (work orders)
• Transportation/urban impact (location)
• Capacity
• Environmental impact (close to water bodies, refinery or petrochemical complexes,
nature impact)
• The critical areas served (limited access, high traffic areas, schools, hospitals)
The results of these six factors are used to prioritize pipes for condition assessments (Figures 2,
2-a).
Condition Score
Condition Matrix
1
2
3
4
5
5
20
40
60
80
.100
4
16
32
48
64
90
3
12
24
36
L 48
1 60
2
8
1 16 1
24
32
40
1
1 4 1
8 1
12
16
20
Criticality
Criticalitv Risk Matrix
1
2
3
5
D
B
B
-4-
A
A
4
D
C
B
A
A
3
E
C
C
B
B
2
E
E
C
C
B
1
E
E
E
D
D
2
Condition
Condition Score
Condition Assessment
Field Legend:
1 Very Poor
100-80 Highest Priority Projects
2 Poor
79-40 Medium Priority Rehab
3 Fair
39-24 Frequent Condition Evaluation
4 Good
23-16 Regular Monitoring
5 Excellent
15.1 Low Priority
Consequence of Failure
1
Major
2
Significant
3
Important
4
Minor
5
Very Minor
Risk Rati
Field Legend:
A
High Risk
B
Medium Risk
C
Could Occur
D
Low Risk
£
Unlikely
PWE Asset Management C X W:L.A6aI1 /1 Is Appendix B-1
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20
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20
zc
20
20
20
20
20
20
20
20
20
20
20
_20
15
2
2
2
2
BS
85
A
A
A
85
85
A
85
85
A
85
A
A
85
85
A
85
A
85
A
85
A
85
A
A
B
B
BS
85
78
63
63
B
B
B
8
8
63
63
63
95
96
97 _
98
99
100
101
302
WTR WMN B0002534
WTR WMN BOOD0446
WTR.WMN BOOOD449
WTR.WMN.B0000466
WTR WMN.110003047
WtRWMN.80000374
WIR.WMN.80OW378
WTR WMN.60000440
CITY _
Cltt
CITY
CITY
CITY
CITY
CITY
CITY
_Distribution
Distribution
Distribution
Distribution
Distribution
Distribution
Distribution
DnVibution
2
6
6
6
8
6
6
6
_ PVC
Steel
Steel
_ Sleet _
Stew
PVC
PVC
PVC
Active
Active _
Active
Active
_Active
Active
Active
Active
2013
1969___
1969___3790304693
1969
1988
2013 _
2013
2013
121.3501439
31,91767135
13.323296"
1022892273
8943149139
3299SI2907
9996259188
9
9
9
9
9
9
9
9
__$
$
$
$
$
$
$
$
4,259.39
2,41298
2,86547
1,007.24
8,937.79
67610
_ 249.44
75572
20
20
20
_ 20
20
20
20
20
15
15
IS
IS
15
IS
15
IS
20
5
_ 5_
5
2
S
5
5
6
8
8
8
8
6
6
6
2
15
15
15
15
2
2
2
63
63
_ B
B
B
63_
_
60
48
B
48
48
48
B
_ _ e
8
_
103 _WTR.WMN.80000441 Ow Distribution 6 PVC Active 2013 7186207495 9 $ 54329 20 15 5 6 2
104
IOS
WTR.WMN.60000442
WTR WMN.B0000443
CItt
CITY
Distribution
Distribution
6
6
PVC
PVC
Active
Active
2013
20_13
_
3323991407
4422056727
9
9
$_
$
251.29
13,430.75
20
20
15
IS
5
5
6
6
_ z
2�
48
49
06
8
e
8
8
106
107
109
109
110
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112
113
114
11S
MN.BOOW444
WTR.We
WTR.WMN.B0000448
WTR WMN.B0000451
WTR.WMN.B0000454
WTR.WMN.B0000459
WTR WMN B0000460
WTR WMN B0000461
WTR.WMN 80000464
WTR WMN BODOD465
WTR WMN_ 8000046]
Cltt
CITY
CITYDwalbution
CITYDlslrlbuti4n
CITY
Cltt
CITY
Cltt
CITY
CITY
Ontribution
D,stribution
Distribution
Distribution
Distribution
Distribution
DKiribution
DKVibutlon
6
___ 6
6
6
6 _
6
6
_ _ 6
6
6
PVC
PVC
PVC
PVC
_ PVC
PVC
PVC
PVC
PVC
PVC
_
Activ
Active
Active
ActNe
Active
Active
Active
Active
Active
Active
2013
2013
_ 2013
2013 _
2013
2013
_ _ _ _x013
2013
2013
01
23
_ 4.030837075
1.985701771
37.86704S79
3.5_55028676
94.77791707
0.898888527
_ 0,988923556
0.782354663
29.64214096
0730296847
9
9_
9
9
9
9
9
9
9
9
$
$ _
$
$
$
$
$
$_
$
$
30473
150,1E
2,862.75
268.76
7,165.21
67.96
7476
S9.15
L165 I5
SS21
20
20
20
20
10
ID
20
20
20
20
IS
1S
IS
IS
15
15
15
15
IS
IS
_ 5
S
5
S
5
S
5
5
5
5
6
6
6
6
6
6
6
6
6
6
2
2
2
2
2
2
2
2
2
1
48
48
B
48
_
B
48
B
48
e
8
48
46
8
M
48
48
B
B
B
116
117
118
WTR WMN BOD00468_
WTR WMN BODOG469
WTR.WMN BODOD470
CITY
CITY
CITY
_ DKVibution
Distribution
Distribution Distribution
_ 6
6
6
PVC
PVC
P
Active
Active _
Active
2013
1013
2013
13.1246801
359.5591246
2S42372102
9
9
9
$
$
$
99223
x7,18267
19220
20
20
z0
_
IS
]5
IS
5
S
S
6
6
6
1
2
2
48
B
B
e
48
48
119 WTR.WMN 60000471 CITY Distribution 6 PVC Active 2013 1.77420DS21 9 $ 134.13 20 15 5 6 2
PWE Asset Management Exh►ibft-I'AN Appendix B3
Total S<«e
120
121
122
WfRWMN BOOOOSOS
WfR WMN B0000506
WfR WMN BODD0726
CITY
CITY
CITY
Distribution
Distribution
Distributlon
6
6
6
PVC
PVC
PVC
Active
Active
Active
_ 2013
2013
2013
3.019823295
�1.149477583
271A185526
9
9
9
$
$
S
232.83
8690
20RS19024
20_
20
20
IS
15 _
IS
5
5
5
6
6
6
2
2
48
B
8
48
48
B
123
124
125
WfR WMN BODD0735
WTR WMN 80000736
WTR WMN 80000737
CITY
CITY
CITY
Distribution
Distribution
Distibu6an
6
6
6
PVC
PVC
PVC
Active
Active
Active
2013
2013
20I3
241,5678468
19.410,1228
8,720720347
9
9
9
_
$
$
$
18,262.53
1.46771
659.29
_20
20
10
15
IS
IS
5
5 _
5
6
6
6
_ _2
2
2
2
48�
B
B
48
48
B
126
127
129
WfR WMN B0001198
WTR WMN IOD11203
WTR WMN NW1204
CITY
CITY
CITY
Distribution
Distribution
Distribution
6
6
6
PVC
PVC
PVC
Annie _
Active
Active
2013
2013
2013
I6A09095fi6
3,562276031
114170S456
9
9
9
$
$
$
1,240.53
169.31
963.13
20
20
20
IS
IS
IS
5
5
5
6
6
6
2
2
2
48
B
46
B
48
48
B
B
8
129
130
131
132
F 133
134
135
136
137
138
WTR WMNB0001210
WTR WMN B0001211
WTRWMNBOOOIZI6
WTR -WMN BOOOIZZI
WTR.WMN.B0001225
WTR,WMN.BOD01226
WTR.WMN.B0001344
WfRNIAN.B00D1345
WTR.WMN.80001348
WTR.WMN.60001349
CITY
CITY _
CITY
CITY
CITY_
CITY
CITY
CITY
CITY
CITY
Distribution
_ Oiscribution
Distribution
Distribution
Distribution
Distribution
Distribution
Distribution
Distribution
Distribution
_ _
6
6
6
6
6
6
6
6
6
6
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
Active
Active
Active
Active
Active
Active
Active
Active
Active
Active
2013
2013
2013
_2013
2013
2013
2013
2013
2013
2013
4.986997585
7.6203621S5
3944071613
6970037179
4367920298
3847979019
87093775/
2948117478
3376092822
48.62112991
9
9
9
9
9
9
9
9
9
9
_
$
$
S
S
$
$
$
$
$
$
37701
57610
2,981.72
5,26935
33021
2.909.07
658.43
211R
_ 2.552.33
3,675.76
20
20
20
20
20
20
20
20
20
10
IS
IS
15
15
IS
IS
IS
IS
IS
15
5
5
5
5
5
5
5
S_
5
5
_
6
6
6
6
6
6
6
6
6
6
2
2
2
2
2
2
2
2
2
2
48
48
B
48
B
48
B
N
B
48
B
48
B
48
8
48
48
B
B
139
140
141
142
143
_144
145
146
147
148
149
155
151
1S2
WTR WMN.BOD01350
WTR WMN.B0001351
WTR.WMN.600013S2
WTR WMN.B00013S3
WTR WMN.B00013SS
_ WTR WMN.B00013S6
W
WTR MN.11000135W _
WTR WMN BOD013S9
WfR WMN BMI360
WTRWMN NW1361
WTR WMN 80001362
WTR WMN B0001363
WTR WMN B0002658
WTR WMN 600016S9
CITY
CITY
CITY
CITY _
CITY
CITY
CITY
CITY
CITY
CITY
CITY
CITY
CITY
DTY
_Dittribu ion
Distribution
Distribution
Distribution
Distributlon
Distribution
Distribution
Distribution
Distribution
Distributon
Distribution
Distributlon
__Distributlon
Distributlon
6
6 _ _
6
6
6
6
6
6
6
6
6
6
6 _
6
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PIC
PVC
PVC
PVC
Active
Active
Active
Active
_ AttHe
Active
Active
Active _
A[tive
Active
Active.
Active
Active
Active
2013
2013
_2013
2013
2013
_ _ 2013
20 33
2013
2013
2013
2013
2013
2013
2013
5.696347447
336.6645134
2,BIOS44142
20.58969982
3.885782021
2.7127998"
288.4S97099
5093SI3943
4.819422172
46.57391549
6.206898123
20.96142604
937979303E
5 222970911
9
9
9
9
9
9
9
9
9
9
9
9
9
9
$
$
$
$
$
$
$
$
$
$
$
$
$
$
43064
2_5A51.84
212.48
3.SSfi SB
293.77
205.09
21.807,55
3_,$50.70
364 27
3,520.99
469 Z4
1.58468
70911
394.96
20
20
20
20
20
20
20
20
20
20
20
20
20
20
15
15
15
15
IS
IS
IS
IS
15
15
1S
15
IS
15
5
5
5
_ _ 5
5
5
S
S
5
5
5
5
5 _
5
6
_ 6
6
6
6
6
6
6
6
6
6
6
6
6
2
_2
2
2
2 _
2
2
2 _
2
2
2
2
2
2
48
0
48
B
48
B
48
8
B
48
48
B
48
B
48
B
48
B
48
B
48
B
48
B
153
150
155
156
157
158
WTR.WMN B0001662
WTR WMN B0001663
WTR WMN 8000166S
WTR.WMN BO_DD 666
WMw N.B0001669
WTR,WMN.B0001672
CITY
CITY
CITY
CITY
CITY
CITY
Distributlon
Distribution
Distribution
Distribution
Distribution_
Distribution
6
6
6
6
_ 6
6
_
PVC
PVC
PVC
PVC
PVC
PVC
Active
Active
Active
Active
Active
At iv:
2013
2013
2013
_ 2013
2013
2013
4739707969
4167999767
IS 37326021
15.08285082
61.49378247
26301665SZ
9
9
9
9
9
9
$
$
$
$
$
$
35832
324.17
1.162.22
1,140.26
4.64893
198.94
20
20
20
20
20
20
IS
IS
IS
15
15
15
5
5
5
5
5
5
6
6
6
6
6
6
2
2
2
2
2
2
48
8
48
B
48
B
48
_
B
48
B
48
B
159
160
I61
161
163
164
165
WTR.WMN.60001673
.1 WMN.8=2616
WfR.WMN.80002617
Wf!.WMN.B0002629
WTR.WMN.BOD02630
WTR.WMN.B0004682
_ MN.60007784
CITY
CITY
CITY
CITY
CITY _
CITY
CITY
Distribution
Dittribution
Distribution
Distribution
_ _ Distribution
Distribution
Dinnbutl0n
6
6
6
6
6 _ _
6
6
PVC
_ PVC
PVC _
PVC
PVC
PVC
PVC
Active
Active
Active
Active
Active
Active
Active
1013
W.
2013
2013
2013
2013
2013
2.48142359
2.03748WU
5298494435
4.335359255
3.947377796 _
1213875069
4,686192501
9
9
9
9
9
9
9
$
$
$
S
$
5
$
187.fi0
1S4.03
400.57
327.75
290.86
9177
354.28
_20
20 J
20
20
20
20
20
IS
IS
15
IS
I5 •
15
15
5
S
5
5
_ S
5
5
6
6
6
6
6
6
6
2
2
2
2
2
1
2
48
B
B
48
48
6
48
B
48
B
_ 48
41
4B
B
B
B
166
167
168
WTR.WMN.60007785
WTR WMN.00011551
WTR-WMN B0013370
CITY
CITY
CITY
Distribution
Distribution
Distribution
6
6
6
PVC
PVC
PVC
Attive
Active
Active
2013
2013
2013
_ _
8-658992792 _
215392444.9
316OD34298
9
_. 9
9
$
$
$
65462
16284
2,381199
20
20
20
15
15
15
5 _
5
5
6
6
6
2
2
2
N
B
48
48
B
B
169
170
WTR WMN.BOO1S270
B0015
W, WMN0.012272
CITY
CITY
Distribution
Distribution
6
6
PVC
PVC
Active
Active
2013
2013
2298624275
1.4404709
9
9
$
$
_
17378
10990
10
20
IS
15
5
S
6
6
2
2
48
B
171
172
173
174
175
176
l 177
178
WfR WMN 80015272
WTR WMN BOOIS273
WTR WMN SM16053
WTR.WMN 80016054
WTR WMN SM16057
WTR WMN 80016058
WTR WMN BOD16059
WTR.WMN.B0016060
CITY
CITY
CITY
CITY
CITY
CITY
CITY
CITY
Distribution
Distribution
Distribution
Distribution
Distribution
Distribution
Distribution
_Distribution
6
6
6
6
6
6
6
6
_ PVC
_ _PVC
PVC
PVC
PVC
PVC
PVC
PVC
Active
Active
Active
Active
Active
Active
Active
Active
2013
2013
2013
2013
2013
2013
2013
1013
3.401019082
2.834034266 _
7.543944786
4083479907
_313997024_ _
4.121923962
3058349499
2.709429,108
9
9
9
9
9
9
9
9
$
$
5
$
$
$
$
$
257.32
214.25
170.32
30L71
237,38
312.62
231.21
204.83
20
20
20
20
20
20
20 _
20
IS
IS
15
15
15
15
15
15
S
S.
5
5
5
5
S
S
6
_ 6
6
6
6
6
6
6
2
2
2
2
2
2
2
2
48
B
B
48
48
B
48
B
48
_
B
48
B
48
8
48
B
PWE Asset Management Eyhibi jesttA" Appendix B-1
Ymal xore
4B
B
179
180
381
IN
183
WTR WMN M16061
WTR WMN 80016062
WTR WMN B0016063
WTR WMN 60016064
WTR WMN B0000367
Cltt
CITY
ClTY
Cltt
dtt
Distribution
oistrlbut on
DisVibuti0n
oil libution
Distribution
6
6
6
6
8
PVC
PVC
PVC
PVC
PVC
Active
Active
Active
Active
Active
2011
2013
2013
2013
2013
0.920367317
0.870917999
7940277486
6813118664
397.6095582
9
9
9
9
9
$
$
$
$
$
69.58__
65.84
59272
S1S.07
34,356.92
20
20
20
20
20
15
_ IS
11
15
IS
5
5
5
5
2
6
6
6
6
6
2_
2
2
__ 2
2
48
B
Ca�
B
48
B
45
45
A5
8
e
B
184 WTR WMN B0000375 dtt Distribution 8 PVC Active 2013 7346413667 9 $ 634.73 20 IS 2 6 2
185
186
187
189
190
191
192
193
194
195
WTR WMN B000044S
WTR WMN B0000499
WTR.WMN.BOD00504
WTR
R WMN.BDD01196
WTR WMN.BDD01199
WTR.WMN.80001200
WTR WMN.8000Ho'
WTR WMN.B0001208
WTRWMN.BODD1209
WTR WMN.B0001214
WTR WMN BODD1215
CItt
dtt
CITY
dtt
CITY
CItt
CITY _
CITY
CITY
CITY
Cltt
Distribution
Distribution
Disributon
Distribution
Distribution _
DisVibuVon
D"!ibuOon
Distribution
DlsNlhution
Dirtrlbution
Distribution
8
8
8
8
8
8
8
8
8
8
8
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
PVC
Active
Active
Active
Active
Active
Active
Active
Active
Active_
Actye
A<Iive
2013
2013
2013
2013
2013
2013
2013 _ _
2013
2013
2013
2013
4435066967
41*9707061
$396680027
25.77219344
30.41412925
4SS5780351
32.80012924
3.635923081
/63/526349
60.02652209
8.608356530
9
9
9
9
9
9
9
9
9
9
9
$
$
_ $
$
$
$
$
$
$
$
$
3,831.90
34.643.87
724.61
2,226,72
899.78
39362
2,83393
32414
_ 14096
"19234
]43 76
20
20
20
20
20
20
_ 20
20
20
20
20
IS
15
IS
15
l5
15
15
_ 15
15
IS
15
2
2
2
2
2
2
2
2
2
2
2
6
6
6
6
6
6
6
6
6
6
6
2
2
2
2
2
2
2
2
2
_ 2
2
45
B
4S
_ B
B
45
45
8
45
8
45
B
45
B
/S
B
45
B
45
45
0
B
196
197
198
199
WTR WMN BOD01222
WTRWMN 110001224
M
WTR WAIN 80001655
WTR WMN B0001656
Cltt _
CITY
CITY
CItt
Distribution
Distribution
Distribution
Distribution
8
8
8
8
PVC
PVC
PVC
PVC
_ Active
Active
Active
Active
2013
2023
2023
2013
457,2049692
438.5945363
770.9190227 _
Z56.8373321
9
9
9
9
_$
$
$
$
39,50251
37.893.70
66, 607.40
22,I90.75
20
20
20
20
15
15
15
15
2
2
2
2
6
6
6
6
2
2
2
2
45
B
45
B
45
B
200
201
WTR WMN 60001660
WTR WMN BMI661
CITY
CITY
Distribution
Distrl_butian
8
8
PVC
PVC
Active
Active
2013
2013
133.4807915
0.933196403
9
9
$
$
11,53174
90.63
20
20
15-2
15
2
6
6
2
2
45
_
B
45
45
B
B
202
203
204
2OS
206
WTR WMN BOOO1667
WTR WMN B0001666
WTR WMN 80001671
WTR WMN.BOD04677
WTR-WMN B0004690
CITY
CITY
dtt_
CITY
CITY
Distribution
Distribution
Distribution
Distribution
Distribution
8
8
8
8
8
PVC
PVC
PVC
PVC
PVC
Active
Acute
Active
Active_
Active
2013
2013
2013
2013
2013
4.887462269
3036271031
52.S3377699
1,89395987
1.117597323
9
9
9
9
9
$
$
$
$
S
422 28
2.62334
4.53692
_ 16277
9656
20
20
20 _
20
20
IS
IS
15
15
IS
2
2
2
2
2
6
6
6
6
�-. 6
2
2
2
2
2
45
8
45
B
45
B
45
B
PWE Asset Management EmRhflgk OW
Appendix B•2
11
142403
SWR.GMN.80009548
r
OWNER
CITY
TYPE
Gravity
MATERIAL DIAMETER
Clay
LIFECYCLE
6 Review
Replacement
Shape.STLengtho
108.4460021
Cost
$3,318.45
Event
Score
20
Cost
Score
20
Diameter_1w,
Score
15
Score
20
Score
20
Score
95
Criticality
A
1
93995
SWR.GMN.80007159
CITY
Gravity Clay
6 Active
80.01421923
$2,449.44
20
20
1s
20
20
95
A
2
94021
SWR.GMN.80007185
CITY
Gravity
Clay
6 Active
106.9690923
$3,273.25
20
20
15
20
20
95
A
3
94018
SWR.GMN.60007182
CITY
Gravity Clay
6 Active
255.4209747
$7,815.88
20
20
15
20
20
9S
A
4
93987
SWR.GMN.80007151
CITY
Gravity
Clay
6 Active
167.4710363
$5,124.61
20
20
15
20
20
5
A
5
94079
SWR.GMN.80007243
CITY
Gravity
Clay
6 Active
145.7464859
$4,459.84
20
20
15
20
20
5
A
6
94019
SWR.GMN.80007183
CITY
Gravity
Clay
6 Active
155.493996
$4,758.12
20
20
15
20
20
95
A
7
93996
SWR.GMN.80007160
CITY
Gravity
Clay
6 Active
190.0611087
$5,815.87
20
20
15
20
20
95
A
8
94022
SWR.GMN.80007186
CITY
Gravity
Clay
6 Active
169.0254996
$5,172.18
20
20
15
20
20
95
A
9
93994
SWR.GMN.80007158
CITY
Gravity
Clay
6 Active
317.8301094
$9,72S.60
20
20
1s
20
20
95
A
10
94020
SWR.GMN.80007184
CITY
Gravity
Clay
6 Active
255.3280246
$7,813.04
20
20
15
20
_
20
95
A
14
94081
SWR.GMN.B0007245
CITY
Gravity
Clay
8 Active
213.3076163
$11,158.65
20
20
5
20
20
85
A
15
94002
SWR.GMN.B0007166
CITY
Gravity
Clay
8 Active
253.8280216
$13,278.38
20
20
5
20
20
85
A
16
93999
SWR.GM_N.80007163
CITY
Gravity
Clay
8 Active
120.2983385
$6,293.11
20
20
5
20
20
85r�A
17
94080
SWR.GMN.80007244
CITY
Gravity
Clay
8 Active
362.6852204
$18,972.97
20
20
5
20
20
85
18
93997
SWR.GMN.80007161
CITY
Gravity
Clay
8 Active
86.86427094
$4,S44.09
20
20
5
20
20
85
19
94029
SWR.GMN.80007193
CITY
Gravity
Clay
18 Active
171.566762
$17,190.99
20
20
2
20
20
82
20
110096
SWR.GMN.80008576
CITY
Gravity
Clay
18 Active
108.1079249
$10,832.41
20
20
2
20
20
82
21
94032
SWR.GMN.80007196
CITY
Gravity
Clay
18 Active
312.1860237
$31,281.04
20
20
2
20
20
82
22
94027
SWR.GMN.80007191
CITY
Gravity
Clay
18 Active
458.3248705
$4S,924.15
20
20
2
20
20
8223
110094
SWR.GMN.B0008574
CITY
Gravity
Clay
18 Active
91.66357241
$9,184.69
20
20
2
20
_
20
82
24
94030
SWR.GMN.B0007194
CITY
Gravity
Clay
18 Active
328.9257327
$32,958.36
20
20
2
20
20
82
A
25
110100
SWR.GMN.B0008580
CITY
Gravity
Clay
18 Active
126.7444645
$12,699.80
20
20
2
20
20
82
A
26
94033
SWR.GMN.80007197
CITY
Gravity
Clay
18 Active
265.1266412
$26,565.69
20
20
2
20
20
82
A
27
94031
SWR.GMN.B0007195
CITY
Gravity
Clay
18 Active
111.5752712
$11,179.84
20
20
2
20
20
82
A
28
94028
SWR.GMN.80007192
CITY
Gravity
Clay
18 Active
308.8022778
$30,941.99
20
20
2
20
20
82
A
29
94026
SWR.GMN.80007190
CITY
Gravity
Concrete
8 Active
102.57193
$5,36S.79
20
20
5
11
20
76
B
30
43751
SWR.GMN.B0002440
CITY
Gravity
Concrete
8 Active
12.37182859
$647.20
20
20
5
11
20
76
B
43
20876
SWR.GMN.80001080
CITY
Gravity
Concrete
36 Active
300.0917412
$90,207.58
20
20
2
11
20
73
8
44
= 20874
SWR.GMN.80001078
CITY
Gravity
Concrete
36 Active
448.7279845
$134,887.63
20
20
2
11
20
73
B
45
20875
SWR.GMN.B0003079
CITY
Gravity
Concrete
36 Active
210.9739834
$63,418.78
20
20
2
11
20
73
__
B
Lift Stations of the City of Baytown
wrt ntsc:r.tarug.men:
Repairs and Replacements
::Si6lM r:55ra sErap
pt.,r'.xtn
W., OrtW PAM W[TAW
Nlrm
Li .s as,, 082M R Ernr
l ffr4 .t
W.iordar.i57:4 REMO
a+OEs`[.kzw
%ys n.,x vi, stn s
&&UAW
K1.4 pde J,&46 Fi.YAA
Breakdown of Costs
%L,t ial
Cost
31 1 L,87!
Criticality by District
nrocu
uer
na�wr
-
+,mi.aP:.«+asee� ff�ula ems, �
-- �1yi pia, Y7EiW Ni Y: v
rrurr
Labor
Cos,
' 77,540
Legend
a.
smcw orto.et
' :r'•
U—d
•I
n coma-d
�p �
a ..,e•age
�
. �.e ` i .J
ftegax•
r
rr. ■
a ■ ■
e`< .li`I 9
n
c0000
_
.-r.r
r •
20.000
t
o Y �/
W.
' 1
!� A
!• r