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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 Section 2: All resolutions or parts of resolutions inconsistent with the terms of this resolution are hereby repealed, provided, however, that such repeal shall be only to the extent of such inconsistency; and in all other respects, this resolution shall be cumulative of other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() A— 1.—wy S.,ko. Asset Inventory z;3.930 swc'.. 351 su- 1OU7 i"s it M f Asset Footage is 7 000 OW 1 6556.887 61000 DOO 5.00OOOO i. OCOem 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 _ We. W— SWAP, swc�%.,., cra SWCE—.1, S.— se-O.Y'. 10 5 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 N M 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 Total Store N80-OW380 CItt Distribution 2 Cast tron Active 1930 099nigio3 9 S 3486 20 20 20 202010o 100N A 34 3S 36 37 7VARWMN�80-OW380 N 60002608 B0002609 80 D02635 N B0002636 N 60002637 N BOOD2638 N B0011576 WTR WMN 00000376 MR.WMN.B0000379 WTR WMN.B0000439 WTR WMN.B0000447 CITY Utt 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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