''MAN GEMENT SYS EMS>

7 ARAB REPUBLIC O'EGYPT MINISTRY OF DEVELOPMENT ia

AND NEW COMMUNITIES

MANAGEMENT AND TARIFF STUDIES ..RELATIVE TO WATER/SEWERAGE SYSTEMS.

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FINAL REPO

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MANAGEMENT SYSTEMS

PHYSICAL ASSETS

FINAL REPORT

The Story of Our Cover:-

On our cover is a sketch of a sybil, which is a fountain. During the Ottoman Empire these were a common source of drinking water. A well is located at groundlevel and a balcony on the second level where children were taught the Koran. Usually located near mosques,sybils were built and then donated to the public byvarious benefactors.

Beneath the sketch is a quote from the Koran, "We made from water all living things".

BLACK & VEATCH INTERNATIONAL CONSULTING ENGINEERS

A. T. KEARNEY, INC. MANAGEMENT CONSULTANTS

K WITH SABBOUR ASSOCIATES , , " ICONSULTIN., ENGINEERS QJ'L.-s

OUR REP: 79-242 YR REP: DATE: October 8, 1979

Engineer Soliman Abd El Hai Chairman Advisory Committee for Reconstruction Ministry of Development and New Communities 1 Ismail Abaza Street Cairo, A.R.E.

Dear Engineer Abd El Hai:

Pursuant to the provisions of Paragraph 6.5 of Appendix 1 to the Contract dated April 6, 1978 betweenthe Ministry of Housing and Reconstruction and BVI-ATK Associates for Management and Tariff Studies Relative toWater and Sewerage Systems, we are pleased to submit the Final Report on Management Systems Physical-Assets. It is responsive to the provisions of Paragraph5.3.8 of Appendix 1 to the Contract and incorporates, as appropriate, material related to the review comments on the Interim and Draft Final Reports.

Your attention is directed to Section 0.0 of this report, Executive Summary, where a brief synopsis of the findings and recommendations may be found.

We wish to acknowledge the assistance and cooperationof the many individuals, agencies and organizationscontacted during the course of the study.

Ile appreciate the opportunity to serve the Ministry on this important assignment.

Very truly yours

cc: UAID John R. ScottProject Director

cc: USAID TAMSMr._A._P1 ._Na g uib_

3 Al,,ed El B ri Si. Mohandsen

Telub.uc 706727 -Telex 93815 BLAV" U.N.

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TABLE OF CONTENTS

Section Reference Page

0.0 EXECUTIVE SUMMARY

0.1 Findings and Conclusions 0-2

0.2 Recommendations 0-3

1.0 INTRODUCTION

1.1 Background 1-2

1.2 Scope 1-2

1.3 Study Objectives 1-5

1.4 Approach 1-6

2.0 BUILDINGS AND OFFICES


2.1.1 Adequacy of' Assets 2-2

2.1.2 Control Policies and Maintenance Practices 2-3

2.1.2.1 Inventory and basic descriptive data 2-3

2.1.2.2 Building and grounds maintenance 2-4

2.1.2.3 Building housekeeping standards 2-5


2.2.1 Interim Period 2-6

2.2.1.1 Adequacy of assets 2-6 2.2.1.2 Control policies and

maintenance practices 2-7

2.2.2 Long-Term 2-8



CONTENTS

Page 2 of 5

3.0 WAREHOUSES AND STORAGE YARDS


3.1.1 Adequacy of Assets 3-1

3.1.1.1 Warehouses and storage yards - space and distribution 3-2

3.1.1.2 Warehouses and storage yards layouts 3-3

3.1.2 Control Policies and

Maintenance Practices 3-4





3.2.2 Long-Term 3-6



4.0 OFFICE SUPPLIES AND EQUIPMENT




4.2 Recommendations



maintenance procedures 4-3

4.2.2 Long-Term 4-4


maintenance procedures 4-6

CONTENTS Page 3 of 5

5.0 SUPPLIES AND EQUIPMENT FOR OPERATIONS

AND MAINTENANCE



5.1.1.1 5.1.1.2

Water utilities Wastewater utilities

5-1 5-4



5.2.1 Interim Peri6d 5-7

5.2.1.1 5.2.1.2

Adequacy of assets Control policies and

5-7


5.2.2 Long-Term 5-7

5.2.2.1 5.2.2.2

Adequacy of assets Control policies and

5-7


6.0 COMMUNICATIONS EQUIPMENT





6.2.1 Incer-im Period 6-3

6.2.1.1 Adequacy of assets 6-36.2.1.2 Control policies and


6.2.2 Long-Term 6-4



CONTENTS

Page 4 of 5

7.0 TRANSPORTATION EQUIPMENT



7.1.2 Control Policies and Preventive Maintenance Practices 7-2





7.2.2 Long-Term 7-4



8.0 SUMMARY

8.1 Summary of Findings and Conclusions 8-1


8.1.1.1 Buildings and offices 8-4 8.1.1.2 Warehouses and

storage yards 8-4 8.1.1.3 Office supplies

and equipment 8-4 8.1.1.4 Supplies and equipment

for operations and maintenance 8-5

8.1.1.5 Communications equipment 8-5 8.1.1.6 Transportation equipment 8-5

8.1.2 Control Policies and Practices 8-5

8.1.2.1 Buildings and offices 8-6 8.1.2.2 Warehouses and

storage yards 8-6 8.1.2.3 Office supplies

and equipment 8-6 8.1.2.4 Supplies and equipment

f'r, operations and maintenance 8-7

8.1.2.5 Communications equipment 8-7 8.1.2.6 Transportation equipment 8-7

CONTENTS Page 5 of 5

8.2 Summary of Recommendations 8-7

8.2.1 Interim and Long-Term Improvements 8-8

8.2.2 Additional Assets Required 8-8

EXHIBITS

1.1 Categories and Types of Physical Assets

1.2 List of Contacts

2.1 Water Treatment Plants and Selected Facilities

2.2 Wastewater Treatment Plants, Some Large Pumping Stations and Selected Facilities

2.3 Property Management - Recommended Buildings and Real Property Inventory System

2.41 Property Management - Improvements in Preventive Maintenance Practices

2.5 Property Management - Improvements in Building and Grounds Housekeeping

4.1 Establishment of Plant Libraries

5.1 Recommended List of Equipment for Systems Repair at Ismailia

5.2 Recommended List of Equipment for Systems Repair at Port Said

7.1 Repair versus Replacement Policy

8.1 Recommended Improvements in Physical Assets Management

8.2 Projected Requirements for Physical Assets During the Next Ten Years

APPENDICES

Appendix 1 Estimates of Additional Physical Assets Required During The Next Ten Years

Note: Exhibits are located at the end of the Section in which they are referenced. Appendices are located at the end of the report.

0.0 EXECUTIVE SUMMARY

Under a contract dated April 6, 1978 with the

Ministry of Housing and Reconstruction, BVI-ATK Associates

have conducted management and tariff studies relative to

water and wastewater utilities in Egypt. The Management

Study consists of eight interrelated studies, each

involved with particular areas of management concern.

This Report documents the findings, conclusions and

recommendations developed relative to the physical assets

of the utilities.

Six categories of physical assets were reviewed

from a management perspective:

- Buildings and Offices

- Warehouses and Storage Yards

- Office Supplies and Equipment

- Supplies and Equipment for Operations and Maintenance

- Communications Equipment

- Transportation Equipment

Each was reviewed with respect to general suitability

and adequacy to support the utilities' present and

anticipated future expansions of services. The control

policies and maintenance practices for each category were

also studied with specific reference to:

- Record - keeping.

- Scheduling of preventive maintenance.

0-2

- Decision making regarding repair versus replacement.

- Acquisition and disposal practices.

Recommendations have been developed which include

improvements that should be made pending implementation

of a new organizational structure (interim period), and

improvements which are longer range or are required to

properly support the new organizational structure during

the next ten years (long-term). Approximate amounts,

general types and estimated costs of additional assets

required during the next ten years have also been

developed for use in the valuation of future assets.

0.1 FINDINGS AND

CONCLUSIONS

Except for communications equipment, which is

inadequate, the assets available to the water and waste

water utilities permit marginally acceptable levels of

service. Relatively, the assets of the wastewater

utilities are less adequate to meet future expansion

than are those of the water utilities. In both types

of utilities and at all locations many improvements can

and should be made by the existing organizations to provide

a higher level of service more efficiently and economically.

The improvements are basically in the area of instituting

more formal control systems and better tools for management

of all categories of physical assets.

n-3

0.2 RECOMMENDATIONS

The principal recommendations of this Study are:

- Property management. Install a buildings andreal property inventory system as described inthe report to improve:

. Property accountability.

• Property management.

" Future planning.

-Preventive maintenance. Provide emphasis and resources to establish an effective program formaintaining the physical plant and other assetsof the utilities.

- Building and grounds housekeeping. Providecontinuing emphasis and interest to upgradeplant and local work conditions.

- Accountability. Require managers to acknowledgereceipt of office supplies and equipment,transportation equipment and other propertyunder their control on an annual basis.

- Acquisition and disposal. Initiate surveys todetermine new equipment needs for office,operations and maintenance, and transportationequipment. Institute programs to identify anddispose of excess and salvage property in a timely manner.

- Repair versus replacement. Install a systemto facilitate making decisions based on costsof repair versus replacement.

- Office supplies and equipment. Initiate a program of gradual modernization.

- Communications equipment. Procure and install two-way radio systems in the operating departments on a priority basis to enable the utilitiesto provide more responsive and efficient service.

- Plantoperations support. Establish technicallibraries at operating plants and laboratories.

0-4

- Operations and maintenance support.

" Provide complete, equipped shop facilities in all capital programs for new plants and plant expansions as required.

" Follow-through on procurement of tools andequipment recommended in engineering consulting studies.

The Report includes outline descriptions of several

recommended property management-related improvements:

- Inventory system

- Preventive maintenance program

- Buildings and grounds housekeeping program

- Repair versus replacement policy and procedures for transportation equipment

The additional physical assets required by the

utilities during the next ten years are projected to total

approximately LE 103 million divided approximately 56%

for the water utilities and 44% for the wastewater utilities.

This total includes approximately LE 27 million of expendable

office supplies and supplies for operations and maintenance

that would be used during the period.

1.0 INTRODUCTION

This Report is submitted by BVI-ATK Associates in

partial fulfillment of the April 6, 1978 Contract with

the Ministry of Housing and Reconstruction to perform

Management and Tariff Studies Felative to Water and

Sewerage Systems in Egypt. The studies are specifically

concerned with the utilities in six cities: Cairo and

Helwan, Alexandria, and the Canal cities of Port Said,

Ismailia and Suez. For the management portion, the

contract requires that eight studies be conducted of

various aspects of the water and wastewater utilities:

- Management Procedures - Alexandria Water General Authority

- Organizational Environment and Structure

- Personnel System

- Procedures and Methods

- Management Information Systems

- Physical Assets

- Data Processing

- Organization Manual

The Management Study is to culminate in recommended programs

for the development of the organizations or agencies to

meet the current and future operational and management needs of

water and wastewater systems through the year 2000.

1-2

This Report summarizes and documents findings,

conclusions and recommendations relative to opportunities

for improvement in the management of those physical assets

used and required by the water and wastewater organizations

to meet their respective functional responsibilities,

and provides estimated requirements for additional future

assets. This Report is submitted to fulfill Task 5.3.8,

Physical Assets, as specified in the Scope of Work

contained in Appendix I to the Contract. Separate reports

have been submitted to cover other areas of management

concern.

1.1 BACKGROUND

Concurrent with the work under this contract,

engineering consultants have been engaged to develop ten

other water and wastewater-related projects including

the initial Waterworks and Wastewater Facilities Master

Plans for the six cities which are the subject of this

study. The Master Plans are in various stages of

completion. These documents have been used in the Management

Study as major sources of information.

1.2 SCOPE

The organizations which are the subject of detailed

analysis under the Management Study are shown in Table 1-1

on the following page. These are the existing organizations

responsible for water and sewerage activities in the six

cities at the present time.

1-3

TABLE 1.1

ORGANIZATIONS RESPONSIBLE FOR WATER AND SEWERAGE IN THE SIX CITIES (1)

WATER WASTEWATER

City Design Operations and Maintenance Design

Operations and Maintenance

Cairo and Helwan GOGCWS GOGCWS GOSSD GOSSD

Alexandria AWGA AWGA GOSSD GOSSD

Canal RegionCities SCA SCA GOSSD Governorates

Ismailia Port Said Suez

AWGA - Alexandria Water General Authority

GOGCWS - General Organization for Greater Cairo Water Supply

GOSSD - General Organization for Sewerage and Sanitary Drainage

Governorate -Government of the area (approximately equivalent to a province in other countries)

SCA - Suez Canal Authority

Note: (1) Adapted from Contract Terms of Reference

1-)1

The major categories of assets studied and specific

types of items included in each are shown in Exhibit 1.2.

The categories that have been specified to cover all

physical assets described in the Terms of Reference and

to facilitate this Study. The list of items is illustra

tive but not all-inclusive. Selected major items were

investigated because of the lack of complete inventory

data for all categories of assets and the limited time

available for study.

The Physical Assets Task has included the following

scope of work:

- Review and analysis of the suitability and adequacy of the following physical assets of existing utility organizations:

* Buildings and Offices

* Warehouses and Storage Yards

Office Supplies and Equipment

Supplies and Equipment for Operations and Maintenance

Communications Equipment

Transportation Equipment

- Review and analysis of policies and practices followed in controlling and maintaining the

physical assets covering the following areas of concern:

• Keeping of records relating to the assets

" Scheduling of regular preventive maintenance

• Decision-making regarding repair versus replacement

• Acquisition and disposal practices

1-5

- Recommended immediate action improvements that can or should be made in the presentlevels or types of physical assets, and the policies and practices to be used in controlling these physical assets in the existing organizations during the interim period until the new organizational structure selected is implemented.

- Estimates of the approximate amounts and general types of physical assets required to support the organizational structure of the utilities during the next ten years, an estimate of the approximate costs of additional assets required, and recommended policies and practices to be followed in controlling these assets.

Specifically excluded from this analysis are physical

assets which are generally classified as installed works

and equipment of the operating systems; i.e., the water and

sewage treatment plants, pumping stations, and distribution

or collection systems. Supplies consumed in plant operations,

such as alum and chlorine in water treatment, are also

excluded, but the storage facilities for such supplies

are included. Laboratory equipment and supplies and other

assets required for technical operations were excluded because

these are being evaluated under separate studies conducted by

engineering consultants. Procurement of supplies and physical

assets is discussed in the Procedures and Methods Report.

1.3 STUDY OBJECTIVES

The basic objective of this Study was to identify problem

areas related to physical assets and to propose improvements.

Generally, management is interested in providing adequate and

reliable services in a safe, economical and efficient manner.

The areas of management concern with respect to physical assets

specified in the Terms of Reference include:

1-6

- Suitability and adequacy

- Record-keeping

- Preventive maintenance

- Repair versus replacement procedures

- Acquisition and disposal practices

A secondary objectivewas to develop estimates of

the approximate amounts, types and costs of additional

assets required to support the utilities during the next

ten years.

1.4 APPROACH

This analysis of physical a.3ets is based on:

- A review of documents prepared by consultants conducting Master Plans and related studies.

- Notes taken during field visits and interviews by team members relative to physical assets-related problems. Data collection has included visits with officials of the water and wastewater utilities and to offices, warehouses, treatment plants, pumping stations, storage yards, maintenance shops and such facilities as are used to support the administration, operations and maintenance of the utilities. Data gathering has been guided by the areas of management concern specified in the Terms of Reference to meet overall study objectives.

- Identification and collection of relevant information during field visits and interviews with utilities officials carried out by team members investigating areas of concern other than physical assets, particularly the team investigating procedures and methods. Combined team interviews were used to minimize interruptions.

- Identification and collection of selected documents from the appropriate organizations, e.g., the Five-Year Plan for Water Projects for Ismailia and Port Said and the Report of the Evaluation of the Capital of the GOGCWS, as of June 30, 1970.

1-7

A list of the agencies interviewed and facilities

visited by the Study Team Leader is shown in Exhibit 1.3.

The basic approach followed in this Study has

been to:

- Obtain a thorough and complete understanding of the physical assets and related management practices as was possible in the time available.

- Request and obtain from the operating agencies all available information on physical assets.

- Review information on physical assets from all sources for the purpose of identifying problem areas.

- Study problem areas as required to enable development of feasible and practicable suggestions for improvement.

- Specify immediate action improvements in sufficient detail to ensure understanding and correct implementation.

- Identify and propose longer-term improvements to accompany the transition to the new organizational structure.

- Prepare preliminary budgetary-type estimates of the general types, amounts and approximate costs of additional assets required to support the utilities during the next ten years suitable for use in the valuation of future assets.

EXHIBIT 1.1

Page 1 of 3

CATEGORIES AND TYPES OF PHYSICAL ASSETS

CATEGORY

Buildings and Offices

Warehouses and Storage Yards



SPECIFIC TYPES OF ASSETS

Administrative buildings and offices Workshops Garages and vehicle maintenance shops

Main warehouses and stores buildings Storage shelters Improved storage areas Supply and parts storage buildings at plants

and stations Fences Outside lighting systems Permanent paving

Office furniture - Desks and chairs - Book cases - Filing, storage and other cabinets - Tables - Miscellaneous equipment

Office machines - Typewriters - Accounting machines - Duplicating machines - Photocopying machines

Drafting room equipment Library and library equipment Safes Fans Heaters Air conditioners Expendable office supplies Miscellaneous supplies

Supplies for maintenance of operating plant

- Spare parts - Replacement parts

" Pumps " Motors " Pipe and fittings L Other

- Lubricants - Other supplies

EXHIBIT 1.1 Page 2 of 3


CATEGORY SPECIFIC TYPES OF ASSETS

Supplies and Supplies and equipment for operations Equipment for - Stores equipment Operations and . Portable cranes Maintenance . Forklift trucks (cont'd.) . Hoists

. Scales

. Lockers

. Hand and power trucks

. Storage bins and shelves * Other stores equipment

- Power operated equipment (includes vehicles and all accessories)

" Air compressors " Boring machines " Bulldozers " Compaction equipment " Cranes and hoists * Diggers " Engines " Pipe cleaning machines " Pipe cutting, coating and wrapping machines

" Tractors (crawler and farm types) " Trenchers " Other powered equipment

Supplies and equipment for maintenance - Tools, shop and garage equipment

" Air compressors " Anvils " Automobile repair shop equipment " Battery chargers " Concrete mixers " Drill presses " Derricks " Electric generating equipment " Engines " Hoists " Ladders " Lathes " Machine tools " Motor driven tools " Motors " Pipe threading and cutting tools " Pneumatic tools • Pumps and tanks for gasoline and oil " Pumps " Riveting tools " Smithing equipment " Tool racks " Vises " Welding equipment " Work benches



CATEGORY SPECTFIC TYPES OF ASSETS

Communications All telephone, telegraph and wireless Equipment equipment

- Antennae - Battery charges - Cables - Distribution boards - Intercommunication sets - Radio transmitting and receiving sets - Remote control equipment - Storage batteries - Switchboards - Telephones and circuits owned by

the utility - Testing instruments

Transportation Automobiles Equipment Bicycles

Buses Motor trucks Motorcycles Repair cars or trucks Tractors and trailers (road type)Other transportation vehicles


LIST OF CONTACTS

WATER OPERATING AGENCIES

qlexandria Water General Authority

Headquarters

Rond Point Water Treatment Plant, Warehouses and Shops

General Organization for Greater Cairo Water Supply

Headquarters

Abbassia*Warehouse/Storage Yards

Ameria Warehouses/Storage Yards

Cairo North Water Treatment Plant

Giz& Water Treatment Plant

Giza South Water Treatment Plant

Maadi Water Treatment Plant

Mostorod Water Treatment Plant

Roda Water-Treatment Plant

Rod El Farag Water Treatment Plant

Suez Canal Authority

SCA Works Department Headquarters

Ismailia Water Treatment Plant

Ismailia Networks Stores

Port Said Water Treatment Plant

Port Said Warehouse and Meter Shop

Port Fouad SCA Main Stores

Suez Water Treatment Plant


LIST OF CONTACTS

WASTEWATER OPERATING AGENCIES

General Organization for Sewerage and

Sanitary Drainage

GOSSD Headquarters

GOSSD Cairo Utility

Cairo Utility Office Zenein Sewage Treatment Works Ameria Pumping Station

GOSSD Alexandria Utility

Alexandria GOSSD Office East Sewage Treatment Works Main Pumping Station No. 11

Suez Governorate

Zarb Pumping Station !o. 2

Suez Wastewater Treatment Plant

2.0 BUILDINGS AND OFFICES

This Section identifies problem areas with respect

to buildings and offices and discusses possible ways to

achieve improvements. Recommendations are provided to

include an estimate of additional assets required

during the next ten years. Because the primary focus

of data gathering has been on operating facilities, a

complete list of the 20 water treatment plants, giving

their capacities and selected information about associated

facilities, is provided in Exhibit 2.1 for convenient

reference. A similar list of the 12 principal wastewater

treatment plants and some of the large pumping stations

in the wastewater collection systems is provided in

Exhibit 2.2. Nevertheless, not all of the utilities

assets are located at the treatment plants and pumping

stations. There are also separate warehouse and storage

yard areas, and separate maintenance shops which are

important properties of the utilities. Assets at all

these locations as well as those at the utilities

headquarters have been considered in this study.

2-2

2.1 FINDINGS AND CONCLUSIONS

2.1.1 Adequacy of Assets

The locations and general layouts of administrative buildings

and offices, workshops and garages, and vehicle maintenance shop

areas were reviewed during site visits and by review of all

information made available in other consultant reports and

provided by the utilities. Very little of the inventory data

requested was provided. It was concluded that such data are not

being compiled or used by the utilities and consequently, were

not available.

In general, considering the general level of overstaffing

that exists and the age of some buildings, all office space is

being effectively used. The treatment plants have adequate

administrative space. Space used for hallways, stairs, storage

closets and kitchens is not excessive. Based on the site visits

and a review of available data, it is concluded that with several

exceptions, buildings and offices are generally suitable and

adequate to support the utilities' functions. Exceptions include:

- Overcrowding exists in some of the headquarters offices of both the water and wastewater utilities.

- Some of the plants and stations do not have workshop facilities. (See Exhibits 2.1 and 2.2)

- Buildings at some of the sewage treatment works are in need of complete rehabilitation. (See Exhibit 2.2)

- Many of the workshops and other buildings have deteriorated because of poor maintenance. Unless corrected, this situation will eventually result in an inadequate condition.

- Inadequate vehicle servicing facilities at workshops; e.g. the lack of grease racks or pits at Ameria for servicing vehicles.

2-3 At AWGA headquarters, a new administration building is being

constructed which will alleviate the overcrowding of present

facilities. A new building for GOSSD (Cairo) operations isi under con:ntruction. Overcrowded conditions were found to result in

part because the numbers of personnel assigned to some of the

headquarters offices are excessive.

Neglect of maintenance was found to be a serious problem

throughout the utilities. This will be discussed in Paragraph

2.1.2.2.


Maintenance Practices

The principal findings relative to control policies and

maintenance practices are that improvements are needed in a number of problem areas to provide the basis foi better record

keeping, preventive maintenance, and programs for analysis of

repair versus replacement for the utilities' buildings and offices.

2.1.2.1 Inventory and basic descriptive data for buildings

and related property assets are inadequate. Although a valuation

of buildings and construction of GOGCWS was made as of June 30,

1970 and annual updatings of the value are presumed to reflect

property additions and other changes during subsequent years, no

records are available to show the number of buildings which are

the property of the utility. This observation generally applies

to other water utilities and also to the wastewater utilities.

At headquarters no department is assigned responsibility for real

property and building management. At the plants most do not have

up-to-date site maps; none have the buildings and structures

numbered; and none could show a liJsting of the buildings comprising the plant. There appears to be only scattered recognition that

a complete inventory and control system for buildings and related

property assets would be useful in improving plant management

and facilitating future planning.

The extent to which inventory data have been

prepared and are being used depends almost entirely on

the perception and concern for such matters by individual

managers. The information is generally available in an

incomplete and scattered form, and is available only to

the extent that the manager believes that it is needed.

This situation, for the most part, has created a

general posture of "doing without". In the absence of

a manager insisting on the need for and use of such data,

it is simply not prepared because the problems of the

day have grown to consume all available time and energy.

The lack of inventory data has been a handicap in

carrying out this Study.

The establishment of complete, accurate real

property building and office inventory data is an

important first step for effective management of

these assets.

2.1.2.2 Building and grounds maintenance is not

being done at an acceptable level on a regular basis.

Evidence of this is found in varying degrees at all

headquarters, plant and warehouse buildings by:

- Broken windows.

- Torn or missing screens.

- Exterior and interior paint peeling or flaking.

- Poor lighting and inoperable electrical fixtures.

2-5

-Leaking water faucets, connections and toilets.

- Inoperable water fixtures.

- Unrepaired damage to buildings including cracks or holes in structures and broken steps in heavily used, poorly lighted stairwells.

- Absence of buildings and grounds preventivemaintenance (PM) program in most cases.

Lack of a good maintenance program is causing the

facilities of the utilities to deteriorate faster than

normal, and has a detrimental effect on employee morale

and pride in their place of work. A properly functioning

program would correct, this adverse trend and could be

expected to result in collateral benefits which accompany

improved morale.

2.1.2.3 Building housekeeping standards do not

exist; or if they exist, they are inadequate or are not

being enforced. Evidence of this problem may be noted

in many of the headquarters, plant and warehouse

facilities by:

- Trash and refuse or debris on floors and throughout the areas around buildings.

- Absence of a Janitorial staff, facilities and equipment.

-Absence of a building and grounds inspection program at most plants but especially at headquarters.

- Oily floors in standby electrical power generation buildings.

- No trash cans in plant area.

- No clean-up of scrap and waste around construction sites.

2-6

A conscientiously applied housekeeping program

throughout all facilities is necessary to remove safety

hazards and enhance employee morale. The development

in all employees of an attitude of care and pride in

their place of work is considered a major challenge to

management at all levels in the utilities'organizations.

This problem is apparently of such long standing

that its correction will require an extraordinary and

concerted effort from top management levels. It will

also require long-term attention.

2.2 RECOMMENDATIONS

2.2.1 Interim Period

2.2.1.1 Adequacy of assets. It is recommended that the

various instances of overcrowding be corrected through adjustment

of the available space at headquarters as the new organizational

structure evolves and as overstaffing is corrected.

The lack of facilities for vehicle servicing can

be solved by constructing several outside grease racks

using locally available material such as concrete, timbers

or welded metal. The racks should be large enough to

accommodate the largest vehicle and high enough for a

person to easily work underneath when the vehicle is on

them. Ramps leading to the rack should be constructed

and positioned to permit driving vehicles on and off safely.

2-7

2.2.1.2 Control policies and maintenance practices.

Improvements are recommended in the policies and practices

with respect to management of buildings and office

property. The following recommendations will establish

a management system over this property through programs

which will improve accountability, preventive maintenance

and decision-making:

- Record-keeping. Institute a complete inventory of the real property to include buildings and offices; assign responsibility for property management and develop the information regarding assets that is essential for sound property management. (See Exhibit 2.3 for a recommended system.)

- Preventive maintenance. Institute a formal preventive maintenance program for all plants, buildings and grounds. Include with this program a concerted and continuing effort to upgrade housekeeping standards. (See Exhibits 2.4 and 2.5 for further details.)

- Repair versus replacement. Institute programsfor the systematic review and removal and/ormodernization and upgrading of outmoded or inadequate buildings and office facilities. Establish criteria for judging the economics of replacement versus repair or renovation of buildings.

- Acquisition or disposal. Perform annual reviews of facilities usage and requirements for additional space. Develop policies for acquisition or disposal based on current and projected needs, the capacity and suitabilityof existing assets, and economic considerations related to capital costs and maintenance expenses. Include in such reviews all unused buildings, e.g., the large, old building in the center of the western part of the Giza Water Treatment Plant and abandoned pumphouse buildings at the Abbassia Storage Yards.

(See the Procedures and Methods Report, Section 3.0

for further discussion of maintenance practices.)

2-8

2.2.2 Long-Term

2.2.2.1 Adequacy of assets. Estimates of the

buildings and offices required during the next ten years

are shown in Table 2.1 on the following page. The

detailed development of the projections is explained

in Appendix 1.


Implementation of the recommendations outlined in

Paragraph 2.2.1.2 will provide the required control

policies and property management tools, including an

adequate preventive maintenance program, to meet the

needs of the utilities during the next ten years.

TABLE 2.1

BUILDINGS AND OFFICES REQUIRED BY THEWATER AND WASTEWATER UTILITIES DURING THE NEXT TEN YEARS

CITY

Cairo and Heiwan

Alexandria

Port Said

Ismailia

Suez

Total

UTILITY

Water Wastewater

Water

Wastewater

Water

Wastewater

Water

Wastewater

Water

Wastewater

Water

Wastewater

ESTIMATED l) CURRENT LEVEL

AMOUNT VALUE

(Meters ) (LE 1,000's)

6,926 404 4,704 272

2,520 144

597 32

638 38

168 9

638 38

168 9

638 38

168 9

11,360 662

5,805 331

ESTIMATED CURRENT ADDITIONAL NEED(1)

AMOUNT VALUE

(Meters2 ) (LE 1,000's)

2,314 135 2,016 117

840 48

243 13

202 12

112 6

202 12

112 6

202 12

112 6

3,760 219

2,595 148 Notes: (1) No inventory of current buildings and offices is available.

Development of estimated amounts is explained in Appendix 1.(2) New and replacement requirements. Includes Estimated Current Additional Need.

TEN-YEAR PROJECTED ADDITIONAL NEED(2)

AMOUNT VALUE

(Meters2 ) (LE 1,000's)

6,700 402 5,833 350

2,500 150

1,133 68

750 45

683 41

750 45

683 41

750 45

683 41

11,450 687

9,015 541


WATER TREATMENT PLANTS AND SELECTED PACILITIES

PLANT DESIGNATION (H3 /DAY) LABORATORY WORKSHOP STORES

CAIRO AND HELWAN (2)

MOSTOROD 173,000450,000 YES NO YES

AMERIA (CAIRO NORTH)_____________ 355,000300,000 YES YES YES

ROD EL FARAG__ _ __ _ _ _ _ _ _ _ _ 430YES300,000 __ __ _S _ __ YES__ __ _ YESYES___ _

GIZA 146,000 120,000 YES YES YES

RODA (CAIRO SOUTH) 126,000110,000 YESYES NONO NONO SOUTH GIZA ____ ________ ____ ____ 134,000160,00 _ YES _ _ _ _ _ YES _ _ _ _ YES

MDI,000 YES YES YES

TURA 7,200 NO (USES YES YES7,000 NORTH HELWAN Y NORTH HELWAN 74,000

50,000 YES YES YES

KAFR EL ELW 74,000 YES YES YES85,000 TEBIN 165,000 i YES YES

340,000 YES (NOT ON SITE)

ALEXANDRIA (3) ROND POINT 400,000 _ _ _ _ _ 221,000 YES YES YES SIOUF 200,000

_ _ _ __ __ _ _ _ _ _ _ 140,000 YES YES YES

FOURN EL GARAYA 50,000 YES NO YES

MANSHIA 100,000 YES YES YES

MARYUT 30,000YS O E 24,800 YES NO YES

MAAMOURA35,000 MAAMOURA 23,000 YES NO NO

PORT SAID WATER TREATMENT PLANT 89,000 YES YES YES

PLANT IS UNDER MODIFICA ION TO UPGRADE CAPACITY TO APPROX 210,00 M3 /DAY

ISMAILIA WATER TREATMENT PLANT

UNIT 1 (BAMAG) 18,000 YES YES YES

UNIT 2 (CTE) 25,000 ALL UNITS LOCATED ON SAME SITE

UNIT 3 (BAMAG) 20,000

UNIT 4 (BAMAG) UNDERCONSTRUCTION_

PLANT IS UNDER MODIFICATION TO UPGRADE CAPACITYI I


WATER TREATMENT PLANTS AND SELECTED FACILITIES

PLANTDESIGATIONOUTPUT(l1)IPLANT DESIGNATION M3/DAY LABORATORY WORKSHOP STORES

SUEZ WATER

TREATMENT PLANT

TNIT 1 (BAMAG) 10,000 YES YES NO

UNIT 2 (CTE) 30,000 ALL UNITS LOCATED ON SAME SITE

UNIT 3 (CTE) 20,000

UNIT 4 (BAMAG) 90,000UNDER CONSTRUCTION

PLANT IS UNDER MODIFICATIONS TO UPGRADE CAPACITY TO APPROXI I 150,000 M3/DAY,

NOTES: (1)WHERE TWO NUMBERS ARE GIVEN THE TOP NUMBER IS THE REPORTED OUTPUT: THE BOTTOM NUMBER IS THE RATED OR THE NOMINAL DESIGN OUTPUT. FOR PORT SAID,ISMAILIA AND SUEZ, ONLY THE REPORTED OUTPUTS ARE SHOWN AND THESE ARE SUBJECT TO CHANGE DUE TO THE PLANT MODIFICATIONS IN PROGRESS. SOURCE OFDATA IS VARIOUS ENGINEERING CONSULTANTS' REPORTS.

(2)SOURCE: ES-PARSONS REPORT, GREATER CAIRO WATERWORKS MASTER PLAN, PART 1 - IMMEDIATE PHASE. PRELIMINARY REPORT, VOL. 2 DECEMBER 1977.

(3)SOURCE: CAMP DRESSER & MCKEE INTERNATIONAL INCORPORATED, ALEXANDRIA WATERWORKS MASTER PLAN REPORT, IMMEDIATE PHASE AND STAGED DEVELOPMENT DRAFT FINAL, July 1978


WASTEWATER TREATMENT PLANTS, SOME LARGE PUMPING STATIONS AND SELECTED FACILITIES

PLANT DESIGNATION OUTPUT LABRTORY WORKSHOP STORES

CAIRO AND HELWAN

ZENEIN SEWAGE 220,000 YES YES I YES TREATMENT PLANT (CURRENTLY BEING EXPANDED TO 330,000 M /DAY)NAHYA SEAE3,000 I I TREATMENT PLANT (PHASING OUT RECOMMENDED BY TAYLOR AND BINNIE)

GABAL ELTREATMENTASFAR21,0 21,00_EYSEI ISEWAGE PLANT YE YS YS

KOSSOUS SEWAGE 218,000 (MAJOR REMEDIAL WORK WOULD BE REQUIRED; TREATMENT PLANT PHASING OUT RECOMMENDED BY TAYLOR AND BINNIE)

I DISPOSALABOU RAWASH PLANT (CURRENTLY USED ONLY FOR ITHE TREATNTI AND _____ _ SEWAGE_218,000QOOF SLUDGE FROM ZENEIN AND NAHYA)

HELWAN TREATMENT PLANT (DESIGNED TOI OPERATE AT 30,000II M3 /DAY _____________ ____________ BUT THE PLANT IS CURRENTLY NOT OPERAT IONAL)

LT a I I

EL TEBIN (DESIGNED TO OPERATE AT 15,000 M3 /DAY BUT PLANTTREATMENT PLANT IS NOT FULLY OPERATIONAL)

AMERIA PUMPING STATION NO YES YES

SOUK EL SAMAK PUMPING STATION 250,000 EIN SHAMS PUMPING(NECOSRTI)

STATION (UNDER CONSTRUCTION)

GIZA PUMPING STATION 323,000 AVG. N YES385,000 MAX. YES

GAMMAA PUMPING STATION 35,000 AVG. 80,000 MAX.

ALEXANDRIA

EAST SEWAGE TREATMENT PLANT

6 65,000

Y YES YES YES

WEST SEWAGETREATMENT PLANT 85,000 (UNDER CONSTRUCTION)

PUMP STATION NO. 11 72,000 to96,000 _ _ NO_ _O _ _ NONO NONO

KAIT BEY PUMPING 7,000

STATION 72,000 NO YES YES

PORT SAiD

MAZRAH SEWAGE 3 TREATMENT PLANT 35,000(BEING RECONSTRUCTED:

SEWAGE BYPASSES PLANT,FLOWING INTO LAKE MANZALA AT PRESENT)

PUMPING STATION NO. 8 21,000 NO NO NO

I0


WASTEWATER TREATMENT PLANTS, SOME LARGE PUMPING STATIONS AND SELECTED FACILITIES

PLANT DESIGNATION

ISMAILIA

ISMAILIA SEWAGETREATMENT PLANT

MAIN BOOSTERPUMP S-TATION

MUSTAFA KAMAL PUMP STATION

MATAFY PUMP STATION

SUEZ

SUEZ WASTEWATER TREATMENT PLANT

ZARB PUMPING STATION NO. 2

MONTPUT/DAY LABORATORY SOELBRTR WORKSHOPOKHP STORES

1200 NO NO NO12,00

(THE PLANT IS NOT ENCLOSED BY A FENCE, HAS NO OUTSIDE LIGHTING, NO OFFICE OR GARAGE AND I WATER SERVICE. A SMALL STRUCTURE ON SITE IS USED PART TIME BY SUPERINTENDENT AS AN OFFICE.)

26,000 NO NO NO

8,600 NO NO NO

9,600 NO NO NO

(CONSTRUCTED IN THE 1920'S TO PROVIDE PRIMARYSEDIMENTATION, THE PLANT REMAINS BASICALLY UNMODIFIED. THE PLANT HAS NO ELECTRIC"OR POTABLE WATER SERVICES AND NO ACCESS ROAD. A LABORATORYBUILDING WAS PROVIDED BUT IS NOT EQUIPPED A BOOSTER STATION WITH FIRM*CAPACITY-OF 600 LITERS/SEC.- 4-200 LITERS/SEC. 'PUMPS- WASCONSTRUCTED ON SITE IN THE 1960'S. STATION NEVER OPERATED APPARENTLY STRUCTURALLY SOUND AND FULLY EQUIPPED.)

2 N Y 20,000 NO YES YES

Source: Sources of data are various engineering consultant's reports and BVI field notes.

EXHIBIT 2.3Page 1 of 6

PROPERTY MANAGEMENT -RECOMMENDED BUILDINGS AND REAL

PROPERTY INVENTORY SYSTEM

Inventory System

A complete, accurate inventory of assets is the

necessary first step to establish meaningful management

control and an effective preventive maintenance program

for plant facilities. Once established the inventory

should be kept current.

The starting point for such an inventory could be

the report of capital assets evaluation. In fact, an

annual capital evaluation report logically should be

derived from such an inventory. The inventory data

should be assembled in such a way that it can be easily

divided into groupings of assets for which a single

manager is assigned responsibility; e.g., all assets of

a water treatment plant and related pumping stations

should be considered as a single group.

Responsibility

Responsibility for management of the inventory,

including preparation and procedures to keep it current

should be assigned to a headquarters department. An

Asset Accounts Department is recommended for this purpose

in the Management Systems Report on Management Information

Systems. The cognizant department should issue necessary

guidelines and directives concerning when and how the

inventory should be conducted, and should prescribe the

EXHIBIT 2. Page 2 of 6



detailed contents of the inventory including descriptive

data. The use of a standard format for the inventory data

is suggested. The format should contain appropriate

detailed facilities, buildings and offices data which are

useful to managers at various levels in the preformance

of their planning, budgeting, and operations and maintenance

functions.

Maps

As a part of the inventory, up-to-date site or

station maps should be prepared showing property lines

and the location and identification of all improvements

including buildings, plant structures, roads, walks,

fences and walls. Site maps may be supplemented with

aerial and ground photographs, ana building floor plans.

The site information should be assembled in a convenient

form arranged to show the entire site followed by

increasing amounts of detail. The starting point for

this information are the site maps of the plants prepared

by the consultants who are developing master plans. Maps

of different scales are desirable for different uses.

For the inventory drawings, a scale of 1:1000 and

photographically reduced to a convenient standard size,

i.e., 300 x 420 mm is recommended. For planning future

property improvements, a scale of 1:250 is suggested.




In addition to site maps and especially for the headquarters use, a smaller scale street map of the entire current and future service area, should be overprinted to show the locations of all plants, pumping stations and

similar property sites.

The Figure on Page 6 of this Exhibit shows the maps

which are used as a part of the system.

Arrangement of

Inventory Information

It is recommended that the inventory information be arranged in seven sections as outlined below. Each section should be built up and improved as information is obtained.

Section Inventory Information

I Service Area Maps

- For treatment plants show overall area served by the system. Brieflydescribe the role of each plant as a part of the system on an attached sheet.

- For headquarters show all plants,networks and operating sites.

List of System Assets

-List all plants, pumping stations, piping and other assets.

- Show original cost and date completed.

- Show subsequent improvements, cost and date completed.

- Show most recent estimated replacementcost and date of estimate.

II





III Site Maps

- Convenient size, single sheet preferred.

- Show all land area owned or controlled and potential areas for expansion, if any.

- Show all improvements such as buildings, other structures, roads, fences, walls and other improved areas.

- Show all utilities serving the plant.

IV Site Photographs

- Identify each with a brief description of items shown and date photograph taken.

- Use aerial and ground photographs.

V List of Facilities

- List each building, structure and functional system.

- Use a uniform numbering system.

- Use a descriptive name for each item.

- Show original cost and date completed.

- Show subsequent improvements, date completed.

cost and

- Show most recent estimated replacement cost and date of estimate.





VI Building Floor Plans

- Include plan for each floor of each building.

- Show dimensions and area of rooms.

- Indicate use of rooms by generalclassification such as laboratory,office, machine shop, storage, library or other use.

VII Building Space Assignments

-Use a uniform numbering system.

-Provide a brief description of the utilization of each room or space.

-Identify any facilities which are not used, which are used for other than the intended purpose or which are substandard.

- Describe planned changes in utilization together with date change is to be made.

SUPPLEMENTARY INFORMATION PROPERTY MANAGEMENT MAPS AND SUPPLEMENTARY DATAFOR RECOMMENDED BUILDINGS AND REAL PROPERTY INVENTORY SYSTEM

USE L W ~ .- S'

N'm

/ FST FLOOR BUILDING FLOOR PLAN

SHOW ROOMS AND SQUARE METERS OF FLOOR SPACE.

j2ESCRIPTION/VALUE OF FACILITIE LIST OF STATION FACILITIES

I .7 AW % 7__;__

<1 _

.fic / SITE MAPIT M P3

SHOWS PROPERTY LINES, SITEIMPROVEMENTS, BUILDINGSAND UTILITIES.

: z 0

o

8i

> -4>

DESCRIPTION/VALUE OF ASSETS LIST OF SYSTEMS ASSETS

0m. Paolwrr, S.A. ow oft 541W

/ SERVICE AREA MAP

SHOWS UTILITY SYSTEM

IPERATING SITES.

s-"NETWORKS AND ALLD D

o% >


PROPERTY MANAGEMENT - IMPROVEMENTS IN PREVENTIVE MAINTENANCE PRACTICES

To correct the deterioration of buildings and related

property assets of the utilities resulting from non-effective

preventive maintenance program, top level management

interest and emphasis should be provided together with

funding support to:

- Provide for personnel at the various locations or groups of locations to perform the buildings and grounds maintenance, or

- Enable contracting with outside sources to perform buildings and grounds maintenance services on a continuing basis.

Both of these approaches may be used, depending

on location, personnel restrictions, workload, cost and

local considerations.

In either case, but especially if it is decided to

use in-house resources, consideration should be given

to establishing a Facilities Engineer staff position at

each treatment plant and major pumping station, or groups of

plants and stations, together with a similar position on the

headquarters staff of each utility to provide technical

coordination and guidance. The Facilities Engineer should

report to the Plant Manager. Separate technical coordination

should be established between the Facilities Engineering staff

at each plant and the headquarters Facilities Engineering staff.


PROPERTY MANAGEMENT - IMPROVEMENTS IN PREVENTIVE MAINTENANCE PRACTICES

The Facilities Engineer should be assigned the

responsibility for:

- Building maintenance.

- Housing maintenance.

- Grounds maintenance.

- Custodial services.

- Maintenance of roads and surfaced areas.

- Maintenance of walls and fences.

- Irrigation and drainage.

All personnel assigned to perform work for which

the Facilities Engineer has responsibility should be

under his supervision and control.

Regardless of the approach selected, top management

interest and concern should continually be given to this

problem area. Some of the ways that this could be done

include:

- Advising the organization that improvements are expected.

- Inspections and visits.

- Use of property maintenance conditions as a measure of manager performance.

- Ensuring continuing budget support at reasonable levels.

(See the Procedures and Methods Report, Exhibit 3.4,

for further discussion of facilities engineering.)

EXHIBIT 2.5

PROPERTY MANAGEMENT-IMPROVEMENTS IN BUILDING AND GROUNDS HOUSEKEEPING

A conscientiously applied housekeeping program

throughout all facilities is recommended as necessary to

remove safety hazards and enhance employee morale.

Implanting in all employees an attitude of care and pride

in their place of work is a major challenge to management

at all levels.

This is such a long-standing problem that its

correction will require an extraordinary and concerted

effort emanating from top management levels. It will

also require long-term attention.

To start a corrective program the following suggestions

are offered:

- Prior publicity of objective and declaration of a utility-wide annual "clean-up, put-itwhere-it-belongs and repair-it-now" week. Budget to support this effort.

- Installation of trash receptacles in office buildings.

- Coordination of daily building clean-up and trash removal times to insure a clean building every morning.

- Initiation of an annual award to the "best plant", "best office" or "best maintenance shop" as a means of obtaining interest in raising standards.

(See the Procedures and Methods Report, Paragraph 3.2,

for further recommendations concerning building and grounds

housekeeping.)

3.0 WAREHOUSES AND STORAGE YARDS

Both the water and wastewater utilities systemsuse

of separate, dispersed warehouses and storage yards, and

smaller stores buildings, supply or parts rooms or storage

areas at the principal operating plants and stations.

Chemical stocks for water treatment are generally stored

at the operating plants. Warehouses and storage facilities

are important assets in the logistical support systems.

This Section reviews the suitability and adequacy, and

control policies and maintenance practices with respect

to these assets. The Section also includes recommendations

for improvements and estimates of future needs.



The systems in use have merit and will become

increasingly important as the utilities expand their

operations. Water utilities in the Canal cities benefit

from relatively strong back-up logistical support from the

Suez Canal Authority. Overall the current systems may have

been suitable and adequate at an earlier time, but the

logistical situation has been changing (as have the

service areas) and can be expected to undergo significant

changes in the future which will probably make the existent

marginal support inadequate. Effective, responsive and

economical operation of logistical support activities

is critical to the utilities in successfully providing the

3-2

services for which they are responsible. The findings of

this Study of these assets are that improvements are

needed in the two problem areas identified in the following

paragraphs:

3.1.1.1 Warehouses and storage yards are becoming increasingly inadequate with respect to space and

distribution. Evidence of the need for additional storage

space is indicated by several factors:

-Large amounts of uncrated spare parts are scattered throughout the warehouse and operating areas.

- Chemicals for water treatment are beingstored in congested plant areas. Reportedstock-outs of essential chemicals suggestthe need for stocking larger quantities.

- All warehouse managers queried cited anddemonstrated a need for additional warehouse space.

- Repair parts inventories will continue toincrease as new plants are constructed and put into operation.

- Offices at some storage locations are crampedand poorly equipped to carry out any increased level of activity.

A corollary problem is that some repair parts and plant

components have been placed in open areas where they have

remained for periods of months or years without being

uncrated or inspected. Deterioration of markings may cause

problems in identification of the items, and prior and

continued exposure may have caused serious damage to the

items themselves.

3-3 Evidence of a need for better strategic locations of the

warehouses and storage yards is indicated by: -The fact that existing properties in most cases are located in older areas to support

then existing plants, service areas andpopulations. These requirements have been changing.

-A need for better distribution as expressedby headquarters-level officials and advocatedby operating officials. (Officials of GOGCWSindicated that they are planning to establish a new warehouse to facilitate distribution.The proposed location and utilization of the new facility have been reviewed.)

- The anticipated further rapid expansion ofwater and wastewater systems into new areasand construction of new treatment plants at new locations.

The situation developing as a result of the emerging

master plans, programs for new facilities construction,

and the large number and types of stocked items in the warehouse system appears to offer opportunities for

improvements in the warehouse operations which should be carefully evaluated because of significant potential cost

savings, especially in Cairo.

3.1.1.2 Warehouse and storage yard layouts are not

optimum for operating efficiency. This problem does not exist at all yards; however, it is pronounced in certain

facilities where the storage facilities are co-located with an operating plant. For example, the problem at Ameria is

evident from the following observations:

- Access to the warehouse and maintenance shopsis through the plant area.

- There are no directional signs or an established traffic pattern.

- Roads through the plant to the warehouses are

paved and not well maintained.

- Access to the meter shop is by footpath only.

3-4

- Space around buildings is cluttered with discarded items and rubbish.

- Storage yards contain excessive quantitiesof unclassified, discarded and unservicable parts, including vehicles and packingmaterials from new parts shipments which are not being disposed of in a timely manner.

The adequacy of the warehouse system can be improved by

careful study of the warehouse operations and existing

facilities with the objective of making the system as

efficient as possible.



The problems of record-keeping, property accountability,

preventive maintenance and housekeeping discussed in Paragraph

2.1.2 also were noted at warehouses and storage yard

locations of both the water and wastewater utilities.

In general the warehouses and storage yards of the sewage

treatment plants and pumping stations have fewer problems

than the water utilities because fewer items of equipment

and materials were found. This situation reflects in part a

lower level of operations than the water utilities. While

many of the water treatment plants are operating with outputs

above their rated capacity, all of the sewage treatment plants

are failing to meet their design objectives. This situation

is expected to change as sewerage services are upgraded and

expanded. In Cairo, for example, funds for implementation of

top priority projects in the Greater Cairo Wastewater Master

Plan have been identified. Consequently the major impacts on

the warehouses and storage yards will be felt in the future

as the new projects are completed and new facilities put in

operation.

3-5

3.2 RECOMMENDATIONS


3.2.1.1 Adequacy of assets. While the warehouses

and storage yards are generally suitable and adequate

to support the current level and mode of operations,

there are improvements which should be made to increase

efficiency:

- Develop a plan for better utilization of available space, considering:

. Improvements in access routes according to a directed traffic pattern.

. Paving of storage areas and roads.

" Removal of excess items and rubbish.

. Building modifications, e.g.,installation of warehouse doors, shelving and bins, and loading ramps.

- Establish salvage and property disposal areas to facilitate segregation, control and disposal of excess and salvage property;e.g.,similar to the enclosed area for this purpose at the Ameria Sewage Pumping Station.

- Issue instructions on disposal and salvage and implement a program of inspection and follow-up reports. This aspect of inventory management will be dealt with in the Procedures and Methods Report.


The control policies and maintenance practices described

in Paragraph 2.2.1.2 are applicable to warehouses and

storage yards.

3-6

3.2.2 Long-Term

3.2.2.1 Adequacy of assets. Because of planned

significant expansions of the utilities systems and the

increasing importance of logistical support to satisfactory

operations and maintenance, detailed studies of warehouse

operations are required, particularly in the Cairo area

because of its large size. Studies of both the water and

wastewater warehousing systems are recommended. The studies

should derive the optimum mode of warehouse configuration and

operations based on careful analysis of:

- The full range of stores items in the supply system.

- The locations of treatment plants, pumpingstations and other operating facilities to be supported.

- The consumption rates of supplies, repair parts and materials required by the operating facilities.

-The storage practices at each warehouse and storage yard, considering the following factors:

Indoor or outdoor storage.

• Bulk or packaged.

. Degree of protection required.

Quantities being handled.

* Frequency of storage.

Storage and handling facilities required.

Applications of these factors will vary between Cairo, Alexandria and the Suez Canal sites.

- Transport modes and types of vehicles and materials handling equipment available for:

. Incoming shipments.

. Outgoing shipments.

3-7

Factors involved in the selection of materials handling equipment include:

• Design of the equipment.

" Flexibility of the equipment.

" Type of power.

" Maintenance and repair requirements.

" Standardization.

" Training required.

- The locations of present main and subsidiary warehouses and storage facilities and the availability of real estate both at existing facilities and at other locations if it is considered more advantageous to establish a warehouse at a new site.

Estimates of the requirements for warehouses and storage

yards during the next ten years are shown in Table 3.1 on the

following page. Detailed development of the projections is

explained in Appendix 1.


Implementation of the recommendations outlined in Paragraph

2.2.1.2 will provide the required control policies and property

management tools, including an adequate preventive maintenance

program, to meet the needs of the utilities during the next

ten years.

TABLE 3.1

WAREHOUSE AND STORAGE YARDS REQUIRED BY THE WATER AND WASTEWATER UTILITIES DURING THE NEXT TEN YEARS

ESTIMATED ESTIMATED CURRENT)CITY UTILITY

CURRENT LEVEL (' ADDITIONAL NEED (2)AMOUNT VALUE AMOUNT VALUE

(Meters2 ) (LE 1,000's) (Meters2 ) (LE 1,000's)

Cairo and Water 3,703 202 1,247 68 Helwan Wastewater 2,520 136 1,080 58

Alexandria Water 1,350 72 450 24 Wastewater 317 19 133 8

Port Said Water 333 20 117 7 Wastewater 94 5 56 3

Ismailia Water 333 20 117 7 Wastewater 94 5 56 3

Suez Water 333 20 117 7 Wastewater 94 5 56 3

Total Water 6,052 334 2,048 113

0I

Wastewater 3,119 170 1,381 75

Notes: (1) No inventory of current warehouses and storage yards isavailable. Development of estimated amounts is explained in Appendix 1.

(2) New and replacement requirements. Includes Estimated Current Additional Need.

AMOUNT

(Meters2 )

3,350

2,917

1,250

583

417

367

417

367

417

367

5,851

4,601

TEN YEAR PROJECTED ADDITIONAL NEED(2)

VALUE

(LE 1,000's)

201

175

75

35

25

22

25

22

25

22

351

276

0

4.0 OFFICE SUPPLIES AND EQUIPMENT

The snpcific types of assets included in the category

of office supplies and equipment include furniture,

typewriters, copying machines, expendables for office

operations, drafting room equipment, and library and

library equipment. This Section evaluates the adequacy

of th. se assets, the control policies and preventive

maintenance procedures used with respect to them, and

makes recommendations for improvements. Projected

requirements foi' office supplies and equipment are provided.


4.1.1 Adequacy ot' Assets

Office supplies and equipment (except for furniture

items) are very limited throughout the organizations.

Under the present mode of operation, the requirements

for typewriters, filing cabinets and office expendables

are minimal. Many of the forms used at the plants and

warehouses are designed and used for handwritten entries.

Most of the drafting equipment in use is very old. No

library facilities or equipment were found at the water

and wastewater treatment plants. Deficiences noted with

respect to the adequacy of these assets are:

- Some furniture items are worn out.

- Some furniture items are outmoded and are not the best type available for modern office use:

" Large overstuffed chairs

" Sofas

• Oversized wall cabinets which are not efficient in the use of space

- Inadequate facilities for map storage

- Worn-out or missing drafting room equipment

- Inadequate library facilities

- Lack of certain office equipment. particularly copying machines and typewriters at various headquarters



In general the control over office supplies and

equipment appears to be very informal. There are no

written procedures or guidelines. Principal findings are:

- Responsibility for equipment and supplies is not clearly assigned.

- There is no working program for replacement of outmoded or worn-out office equipment and furniture items.

- There is no effective maintenance program for office furniture and equipment.

4.2 RECOMMENDATIONS


4.2.1.1 Adequacy of assets. For the deficiencies noted,

the following corrective actions are recommended:

-Conduct surveys to determine replacement items and new equipment and supplies needed for office and drafting functions. Procure needed items.

-Procure additional copying machines and typewriters for the headquarters offices.

- Develop improvements in the arrangement of office furniture and in the filing of documents. For example, install a system of hanging files for working drawings and maps. Such a system may be fabricated using pairs of thin wooden slats onemeter long fastened together with removable screws. A series of drawings can be securely fastened to the slats by inserting one edge of the drawingsbetween the slats and fastening the slats togetherwith three screws. Slats can be numbered and anindex prepared to identify all map sheets in each set of slats. The slats can be hung on racks along a wall. A flat surface covering the lower racks could serve as a convenient area for working withthe maps. Originals or record copies should be stored flat, protected from dust in cabinets andhandled only when necessary. (See the Procedures and Methods Report, Section 6.0, for further discussion of mapping and record-keeping.)

- Establish technical libraries at the operatingplants. (See Exhibit 14.1 for details.)

4.2.1.2 Control policies and maintenance procedures.

The following improvements are suggested:

-Institute a property accountability system wherebyoffice managers are required to acknowledge receiptfor the equipment in their offices. Receipts forthe property should be renewed every 12 months.

-Initiate a program for inspection, repair and gradualreplacement of office furniture. Include in this program a redistribution of serviceable or excess filing cabinets, desks and chairs.

4-4

- Institute a program for performing preventive maintenance on all office equipment using:

" In-house resources, and/or

" Contract services as may be necessary for specialized and new equipment such as copying machines.

4.2.2 Long-Term

4.2.2.1 Adequacy of assets. Employee effectiveness and

operational efficiency would benefit by gradual modernization

of the offices, consistent with the requirements of the

Egyptian environment (e.g., reliability of electrical power)

and the availability of equipment service. The importance of

modernization will increase as the utilities expand their services.

The introduction of typewriters and copying machines at

the operating plants is recommended to facilitate plant

correspondence, dissemination of written information and clari

fication of records. Requirements should be determined on a

work unit-by-work unit basis with cost effectiven,ss as the

primary factor to be considered.

Furniture items including some desks, filing cabinets,

chairs and wall cupboards, while serviceable, are generally

old and not very efficient for the limited office space. These

items should be phased out and replaced with modern office

equipment.

Estimates of the requirements for additional office supplies

and equipment during the next ten years are shown in Table 4.1

on the following page. Detailed development of the projections

is explained in Appendix 1.

TABLE 4.1 OFFICE SUPPLIES AND EQUIPMENT REQUIRED BY THE

WATER AND WASTEWATER UTILITIES DURING THE NEXT TEN YEARS(1)

CITY UTILITY

ESTIMATED CURRENT LEVEL (2)

AMOUNT VALUE


AMOUNT VALUE (Percent current need)

(LE 1,000's) (Percent current need)

(LE 1,000's)

Cairo and Water 75% 1,753 25% 584 Helwan Wastewater, 70 1,179 30 505

Alexandria Water 75 624 25 208 Wastewater 70 136 30 5Z8



Suez. Water 75 161 25 54 Wastewater 6r 38 40 26

Total Water 2,860 954 Wastewater- 1,429 641

Notes: (1) Includes expendable supplies.(2) No inventory of office supplies and equipment is

available. Development of estimated amounts is explained in Appendix 2.

(3) New and replacement requirements. Includes Estimated Current Addltlnn1 MPP8

AMOUNT (Percent current need)

74%

90

78

152

92

277

92

277

92

277

TEN YEAR PROJECTED ADDITIONAL NEED(3)

VALUE (LE 1,000's)

1,738

1,516

652

294

197

177

197

177

197

177

2,981 2,341

4-6v

4.2.2.2 Control policies and maintenance procedures.

Development of more formal written policies and procedures

for the control and maintenance of office supplies and

equipment assets is recommended to include:

- Record-keeping. Institute an accountability system which includes a complete physical inventory of office property and the requirement that each operating manager acknowledge receipt on an annual basis of all equipment used by his office.

- Preventive maintenance. Initiate a system for the periodic check-up, servicing and adjustment of office machines such as typewriters and copying machines. For new equipment include servicing as a part of procurement.

- Repair versus replacement and acquisition and disposal. Prepare written guidelines which provide policies, instructions, criteria and conditions which are the bases for making decisions regarding repair versus replacement and acquisition and disposal of various types of office equipment. Guidelines should cover:

* Inspections to determine serviceability.

* Justification required for replacement or purchase of additional new items.

Procedures for salvage or disposal of worn-out, unserviceable, outmoded or unsatisfactory items.

EXHIBIT 4.1

ESTABLISHMENT OF PLANT LIBRARIES

An additional opportunity for improvement of the

administrative support of plant operations was noted

during field visits. It was observed that whereas GOSSD

apparently has a central technical library in the

headquarters building, no usable library facilities

were found at the plants visited. Unless reference

materials are readily available, operating and laboratory

personnel are handicapped in the performance of their

duties. Consequently it is suggested that smaller

libraries be established at each plant and laboratory.

Existing facilities may be used where adequate

space is available. Plans for new facilities should

provide for library space.

If central control of library material is desired,

the central (headquarters) library can maintain a card

file of all books and reference materials so that these

items can be located when needed.

One method of stocking the libraries would be to

have individuals who go abroad for training select and

purchase appropriate materials.

(See the Procedures and Methods Report, Exhibit 1.2,

and References of the Exhibits for Section 6.0 of the

Personnel Systems Report for a basic list of books and

reference materials. Manufacturers' literature and reference

material should also be considered for plant libraries.)

5.0 SUPPLIES AND EQUIPMENT FOR OPERATIONS AND MAINTENANCE

In terms of quantities and diversity of items and

total cost, the assets required to operate and maintain

the water and wastewater utility systems greatly exceed

those for any other category. Major types of items include

spare and replacement parts, materials handling and power

operated equipment and machines (for plants, warehouses,

shops and pipeline systems), tools, shop and garage

equipment, and facilities for storing and handling fuels

and lubricants. (See Exhibit 1.2). Both the water and

wastewater utilities require supplies and equipment to

operate and maintain widely dispersed treatment plants,

pumping stations and pipeline systems as well as the

warehouses, supply yards, vehicle maintenance shops,

administrative offices and other support facilities.

This Section presents the findings, conclusions and

recommendations resulting from review of these assets and

provides a projection of ten-year needs.



5.1.1.1 Water utilities. Several problem areas

relative to the adequacy of supplies and equipment for

5-2

operations and maintenance have been noted:

- Non-availability of critical spare parts

- Lack of materials handling equipment

- Lack of tools

- No facilities for cleaning, maintenance and storage of tools

- Poorly equipped maintenance shops, notably for vehicle servicing and repairs

These problems, to a greater or lesser degree, were

voiced by plant managers, engineers and other supervisors

or were observed during visits to plants and maintenance

shops for mechanical and electrical equipment, vehicles,

and water meters in Alexandria, Cairo, Ismailia and

Port Said.

Concern for shortages of critical spare parts for

operating equipment was expressed at several levels of

management indicating that these problems are being

observed and are being dealt with by management.

Management also appears to be aware (or is being made

aware) of inadequacies in equipment, tools and shop

facilities and there is evidence that some corrective

actions are being taken. For example, the Five-Year Plans

for Water Projects obtained during field visits to

Ismailia and Port Said contain a number of general

purpose facility and maintenance-related items as shown

in Table 5.1.

5-3

TABLE 5.1

FIVE YEAR PLAN FOR WATER PROJECTS

ITEM yALUE IN LE (THOUSANDS) YEAR(S)

LOCAL FOREIGN ISMAILIA

NEW BUILDINGS FOR CHEMICALS 100 900 1980-1982 REPAIRS TO OLD STATION BUILDING' 10 0 1978 ERECT PREFAB STORES BUILDING 10 0 1978 CONSTRUCT METER WORKSHOP 20 0 1979 CONSTRUCT CHEMICAL STORES 10 0 1979 MAINTENANCE EQUIPMENT 0 115 1979-1980

TOTAL 150 1,015

PORT SAID

CONSTRUCT PUMPS AND CHEMICALS BUILDING 80 0 1978 CONSTRUCT WORKSHOPS FOR WATER STATIONS 50 0 1979-1980 CONSTRUCT/PREPARATION OF METERS WORKSHOP 2 8 1979 SUPPLY AND FITTING OF GAUGE EQUIPMENT 13 35 1979 EQUIPMENT FOR OPERATIONS AND MAINTENANCE 108 1979-1980

TO A 145 151

Further, the Waterworks and Wastewater Facilities

Master Plans being prepared for Ismailia and Port Said

suggest operations and maintenance tools, equipment,

supplies and vehicles which should be obtained on a

priority basis. (See Exhibits 5.1 and 5.2.) It appears

that this area has been studied and corrective actions

are being proposed to remedy the inadequacy of supplies

and equipment for operations and maintenance functions.

5-4

5.1.1.2 Wastewater utilities. Relative to water

production operations, sewage treatment operations are

small. Gauged in terms of treatment plants, for the areas

studied, there are 20 operating water treatment stations

compared to 5 or 6 operating wastewater treatment plants

out of a total of 12. The prevalent situation with

respect to the operations and maintenance of the sewage

treatment plants is that the plants are basically designed

and operated for primary treatment only (except the

Zenein and Alexandria plants) and all are either:

- In such a state of disrepair that majorreconstruction and renovations or modifications are necessary to enable the plants to produce an acceptable effluent, or

- Are operating at flows in excess of rated capacity and in such a manner that the degree of treatment is below the level for which the plant was designed.

In addition, the sewage collection systems are characterized

as grossly overloaded, half-filled with sand and inadequate

to meet service requirements. Despite these inadequacies,

the sewerage utilities continue to make service hook-ups.

The effects of these conditions on requirements

for materials and equipment needed for operations and

maintenance are:

- Few treatment plants in the system and even fewer in service has resulted in reduced comsumption of supplies and low utilization of equipment.

5-5

- The low level of operations and the consequent low demand for plant supplies and equipment has resulted in a reduced supply system which appears to be adequate to handle the present job.

- The gross inadequacy of the collection system and the continuing requirement to make service hook-ups has forced the attention of the operating utilities into almost daily corrections of recurring sewer blockages, overflows and local flow-related problems.

The key problem in the sewerage utilities - that

existing facilities are inadequate to meet current and

projected flows - has been recognized by engineering

consultants and is being addressed through major capital

expenditures for new facilities under programs for

selective implementation of the master plans.

The sewerage systems are in the midst of rapid

growth and general upgrading to secondary treatment

levels. This correction affords the opportunity to

adjust the operations and maintenance activities of the

utilities. An initial stock of supplies and equipment

to operate and maintain the new facilities is being

provided with the new facilities. The specific provisions

in the capital expenditure programs for new facilities

should be carefully reviewed with respect to supplies

and equipment for operations and maintenance as the

projects in the program are established. The following

items, if not included in the budgets, should be obtained

through other sources in order to enable the new facilities

5-6

and equipment to be operated and maintained properly:

-Equipment operations and maintenance manualsparts lists and related services publications.

-Adequate record drawings of all new facilities.

-Provision of complete support facilities, where appropriate, such as offices, laboratories, workshops with equipment, vehicles, communication equipment and warehouses.

- Sufficient spare parts and spare units to keep the equipment operating for at least five years.

- Specifications for all required lubricants. Sufficient lubricants initially to fill all lubricant reservoirs and replace consumptionduring the start-up period.

- All special tools required to service and maintain the equipment.



Problems of control policies primarily relate to

record-keeping, and acquisition and disposal practices.

There are no written guidelines for such control over

assets. Evidence of problems is indicated by the large

quantities of repair parts and salvage components which

are accumulating in the plants and storage yards, and

the shortages of critical supplies and equipment needed

for operations that were reported during plant visits.

Improvements are needed primarily in inventory management

and disposal practices.

5-7

5.2 RECOMMENDATIONS


5.2.1.1 Adequacy of assets. Deficiencies of supplies

and equipment for operations and maintenance do exist but

appear to have been identified through the technical

studies conducted under the master plans or to have

otherwise been recognized by management as discussed

in Paragraph 5.1. A program of follow-through action

should include systematic review, financing and

implementation of the improvements which have been suggested.


Reccmmendations for improvements in inventory management

and property disposal practices are provided in the

Procedures and Methods Report, Section 5.0.

5.2.2 Long-Term

5.2.2.1 Adequacy of assets. Estimates of the

requirements of supplies and equipment for operations

and maintenance during the next ten years are shown in

Table 5.2 on the following page. Detailed development

of the projections is explained in Appendix 1.


Recommendations dealing with control policies and practices

with respect to supplies and equipment for operations and

maintenance are provided in the Procedures and Methods

Report, Section 5.0.

TABLE 5.2 SUPPLIES AND EQUIPMENT FOR OPERATIONS AND MAINTENANCE REQUIRED BY THE

WATER AND WASTEWATER UTILITIES DURING THE NEXT TEN YEARS(1)

CITY. UTILITY

ESTIMATED CURRENT LEVEL (2)

AMOUNT VALUE


AMOUNT VALUE (Percent current need)

(LE 1OO0's) (Percent current need)

(LE 1,000's)

Cairo and

Helwan

Water

Wastewater

75%

70

25,783

17,347

25%

30

8,594

7,434

Alexandria Water 75 9,175 25 3,058 Wastewater 70 1,994 30 854

Port Said Water 75 2,372 25 791 Wastewater 60 569 40 380

Ismailia Water 75 2,372 25 791 Wastewater 60 569 40 380

Suez Water 75 2,372 25 791 Wastewater 60 569 40 380

Total Water, 42,074 14,025 Wastewater 21,048 9,428

Notes: (1) Includes expendable supplies.(2) No inventory of office supplies and equipment is available.

Development of estimated amounts is explained in Appendix 2.(3) New and replacement requirements. Includes Estimated Current Additional Need.

AMOUNT

(Percent current need)

74

90

78

152

92

273

92

273

92

273


VALUE

(LE 1,000's)

25,571

22,302

9,595

4,332

2,900

2,594

2,900

2,594

2,900

2,594

43,866

34,416

2


RECOMMENDED LIST OF EQUIPMENT FOR SYSTEMS REPAIR AT ISMAILIA

Water Utility

Instruments Quantity

Pipe locator

Geophone 3

Pitometer rod 2

Pressure gauge tester 1

Test pressure gauge 4

Portable pressure recorder 4

Fire hydrant pitot tube 2

Electrical test equipment (set) 2

Operations and Maintenance Equipment

Portable chlorinator 1

Field lathe for AC pipe 1

Wet tapping machine 4

Pipe threading equipment (10 mm to 100 mm) 1

Power cut-off machine for cast iron pipe 1

Metal-cutting band saw with remote pipe support 1

Pipe reaming equipment 2

Two-ton platform scale 1

DC arc welder with engine-driven generator 1

AC arc welder 1

Oxy-acetylene gas cutting, brazing and welding outfit 1

Portable AC generator 1

Grinder on floor stand 1

EXHIBIT 5.1 Page 2 of It


Operations and Maintenance Equipment (Cont'd) Quantity

Portable electric hand grinder 2

Combination vise 2

Chain vise 2

Pipe vise 2

Anvil - 50 kg. 1

Anvil - 150 kg. 1

Pipe pressure testing equipment for field use 1

Forge 2

Portable crane for shop and yard use 1

Portable 5 hp air compressor 2

Pneumatic valve wrench 2

Electric (12 volts) valve wrench 2

Metalizing equipment 1

Ratchet wrenches (metric measure) 2

Hydraulic shop press (100 ton OTC type) 1

Tap and die set (English measure) 1

Tap and die set (metric measure) 1

Threading die set (metric measure) 1

Mechanic hand tools (set) 4

Manual diesel injector tester 1

Engine cylinder honing and ring compressor and valve grinding tool 1

Floor type drill press 1

Platform truck 2

Flange spreader 2



Operations and Maintenance Equipment (Cont'd) Quantity

Milling machine 1

Jack hammer 2

Sand blasting equipment 1

Pneumatic spray painting equipment 1

Pipe bending machine (to 100 mm) 1

Vehicles

Service van (1/2 ton) 2

Pickup truck (3/4 ton w/l/2 ton crane) 1

Pickup truck crew cab type - 3/4 ton 2

(Each piece of equipment shall be fully equipped)

Source: Obtained from Plant Manager, Ismailia Water Treatment Plant on 11/4/78. (This is Metcalf and Eddy's recommended list of equipment for systems repair.)

EXHIBIT 5.1Page 4o


Wastewater Utility

Sewer Cleaning Equipment Quantity

Utility van 1

Pickup trucks 2

Dump truck 1

Tractor-mounted backhoe/loader 1

Portable engine-generator 1

Miscellaneous portable pumps and hoses

Combination low pressure sewer jet/vacuum trucks 2

Trailer-mounted high pressure sewer jet 1

Trailer-mounted sewer rodders 2

Bucket machines 2

Source: Metcalf and Eddy, Wasteworks and Wastewater Facilities Master Plan, IAR No. 2, HighPriority Projects.

EXHIBIT 5.2

RECOMMENDED LIST OF EQUIPMENT FOR SYSTEM REPAIR AT PORT SAID

Operations Equipment

Operation of the water system (including the water

treatment plant) is hampered by lack of vehicles and

critical equipment. The following items should

be procured on a high priority basis.

Description Number Estimated Cost

US $

Chlorine ton cylinders 20 20,000

3/4 ton pickup trucks 2 33,600

Backhoe 1 28,000

Front-end loader 1 40,000

Air compressor 1 14,000

Allowance for miscellaneous tools 15,000

TOTAL $ 150,600

Source: Extract from Hazen and Sawyer Status ReportNo. 1, July 1978, Port Said Water and Wastewater Master Plan, Pages 6-12.

6.0 COMMUNICATIONS EQUIPMENT

Good communcations are essential for effective

management and control, and efficient service. Poor

communications have an adverse effect on the capability of

the utilities to provide responsive and efficient service.

Requirements for communications equipment arise from the

needs of the utilities to properly respond to emergencies,

to monitor the movements of maintenance and inspection

teams, and to perform normal administrative and logistical

functions and services. This Section evaluates and

presents the findings, conclusions, recommendations and

projected ten-year needs with respect to communications

equipment for the utilities.



Most of the managers interviewed characterized the

existing communications systems as inadequate and cited

the lack of a reliable system as a major handicap to more

efficient operations in both the water and wastewater

utilities. An improved system is perceived to be an

essential step torward:

- Overall service improvements.

- Reduction in time to repair pipeline hreaks.

- Reduction in the number of people needed to accomplish the same level of work.

- More effective and efficient utilization of the current operations and maintenance staffs.

6-2

Nearly all operating facilities visited rely primarily

on an inadequate telephome system and use messengers to

supplement the telephone. Where intra-headquarters or

intra-plant telephone service has been installed it is

reported to be satisfactory.

The importance of communications is illustrated by

the situation at GOSSD (Cairo). The Cairo area is divided

into five zones to facilitate operational control. These

zones are futher divided into a total of 20 sub-zones or

districts from which the work crews operate. These crews

have sewer cleaning rods and hand tools, which are usually

transported to a problem area on a bicycle. If other

equipment is needed, such as trucks with pumps, high power

cleaning tools, excavation or lifting equipment, these

items must be requested. This back-up support to the 20

districts is limited and is under centi'al control. Because

of the scattered nature of the work, the limited avail

ability of skilled workers with modern equipment and the

typically large number of sewer problems which occur each

day, good communications (from work crew to the district

office, to the zone office and to the General Director level)

are very important for efficient, responsive operations.

Nevertheless, GOSSD (Cairo) currently has no alternative

to the public telephone, other than messengers. The lack

of a utility-owned communciations system makes its

performance of daily operations and maintenance more

difficult.

6-3

6.1.2 Control Policies and Maintenance Practices

No problems were found in the control policies and

maintenance practices for communications equipment.

6.2 RECOMMENDATIONS


6.2.1.1 Adequacy of assets. The lack of adequate

communications equipment is unlikely to be resolved in

the near future through telephone improvement programs

outside of the utilities thenselves. Consideration should

be given to dedicated two-way radio systems for the

utilities with the following priorities:

- Priority 1: Communications system for conduct and control of networks and collection system operations.

- Priority 2: Communications system between treatment plants and central stores (main warehouses).

- Priority 3: Communications system between projects and headquarters offices.

- Priority 4: Communications system between projects and headquarters offices.

Communications system within treatment plants. (Also consider telephone.)

Communications system within headquarters offices. consider telephone.)

(Also

It is envisioned that the radio system for each utility

would include a centrally located control station (base station),

vehicular-mounted units and portable units to include small

walkie-talkie sets. The operations of each utility should be studied in greater detail to determine the specific types and

quantities of sets. The number and geographic dispersion of

operating elements, and the mode of operations would affect the

specific requirements.

While less critical from an overall service improvement

standpoint than the need for a flexible two-way radio system,

the operational efficiency benefits of utility-.installed,

intra-plant and intra-headquarters paging and telephone systems

suggest that these systems, where not already installed, should

be included in the respective facilities. The initiative of

the plant staff, such as that observed at the Mostorod Water

Treatment Plant, to expand intra-plant telephone service based

on their operational experience should be considered.

6.2.1.2 Control policies and maintenance practices. A

training program in proper operations and maintenance procedures

should be implemented together with the phased installation of

the two-way radio systems. (See the Personnel Systems Report,

Paragraph 6.2.3.1.)

6:.2.2 Long-Term

6.2.2.1 Adequacy of assets. An estimate of the communica

tions equipment required during the next ten years is shown in

Table 6.1 on the following page. Detailed development of the

projections is explained in Appendix 1.

TABLE 6.1

COMMUNICATIONS EQUIPMENT REQUIRED BY THE WATER AND WASTEWATER UTILITIES DURING THE NEXT TEN YEARS

ESTIMATED ESTIMATED CURRENT

CITY ,UTILITY CURRENT LEVEL (')

AMOUNT VALUE ADDITIONAL NEED(l)

AMOUNT VALUE (Percent current

(LE 1,000's) (Percent current

(LE 1,000's)

need) need) Cairo and Water 20% 90 80% 359 Helwan Wastewater 20 65 80 259

Alexandria Water 20 32 80 128 Wastewater 20 7 80 30




Total Water 146 583

Wastewater- 78 319 Notes: (1) No inventory of current communications equipment is available.

Development of estimated amounts is explained in Appendix 1.(2) New and replacement equipment. Includes Estimated Current

TEN YEAR PROJECTED ADDITIONAL NEED'(2)

AMOUNT VALUE (Percent (LE 1,000's) current need)

129% 581

140 453

133 213

197 73

148 59

316 38

148 59

316 38

148 59

316 38

971

640

6-6


Implementation of recommendations similar to those outlined in Paragraph 4.2 .2 .2 with respect to communications equipment will

provide the required control policies and property management

tools, including an adequate preventive maintenance program, to

meet the needs of the utilities during the next ten years.

7.0 TRANSPORTATION EQUIPMENT

Transportation equipment includes automobiles,

bicycles, buses, motor trucks, motocycles, repair vehicles

and other motorized vehicles used on the road. This

Section summarizes the findings, conclusions and recommenda

tions regarding the adequacy, the control policies and

preventive maintenance procedures, and the projected

ten-year needs for these assets.



The types and amounts of transportation equipment

appear to be suitable and adequate for current operations.

Reasonably adequate service is being provided with the

current level of assets. Although some new equipment was

observed during plant visits, a number of complaints were

heard concerning the serviceability of assigned vehicles.

Inventory data provided by the utilities confirm that some

of the vehicles are old and marginally serviceable or

unserviceable. For GOSSD (Cairo), 96 of 369 vehicles (26%)

were indicated by the utility to be unserviceable or less

than 50% serviceable. For AWGA, 54 of 171 vehicles (32%)

were reported as scrap or useless. The GOSSD (Cairo)

inventory includes 21 different makes of vehicles, all of

foreign manufacture. These data confirm the general

observations made during visits to operating sites.

7-2

Shortages of transport vehicles have a more serious

impact in the maintenance of networks and collection

systems than in the operations of treatment plants and

pumping stations. Therefore, priority for any additional

transportation equipment should go to networks and collection

systems.

In general, the type of vehicle preferred is a half

ton or three-quarter ton pick-up truck which can be used

for hauling workers and equipment. The number of vehicles

required should be based on the organization's workload

and area of responsibility. Improved communications

equipment would reduce the need to increase the amount of

transportation equipment.

Factors to be considered in the selection of additional

or replacement units would include:

- Distance and time of travel.

- Initial and operating cost.

- Maintenance and repair requirements.

- Standardization.

7.1.2 Control Policies and Preventive Maintenance Practices

Inventory and control practices over transportation

equipment appear to be adequate. Preventive maintenance

practices are only marginally acceptable.

The primary problem with transportation equipment is

that no program for systematic acquisition and disposal is

evident. Items are being repaired and kept in service

indefinitely, with the result that the average age continues

to increase.

7-3

Some confusion over the conditions for disposal of

vehicles may exist at the operating levels; some managers

reported that disposal was possible only through resale

at a price high enough to pay taxes on the vehicle; others

stated that this condition was not required for disposal.

In practice, regardless of age or condition, vehicles are

not being removed from the records but rather are being

revaluated and retained either in service or in an

inoperable status, in which case they occupy valuable space

in the storage yards.

7-4

7.2 RECOMMENDATIONS


7.2.1.1 Adequacy of assets. Interim improvements

can be made through better maintenance practices, and

to the extent practicable, standardization of assets.

Persistent interest, assistance and follow-up by head

quarters staffs is recommended.


Written control policies and practices should be established

in the same general manner as for office supplies and

equipment. Record-keeping and preventive maintenance

policies exist but are not published. This study has

shown that while repair versus replacement guidelines,

and acquisition and disposal instructions may exist, they

are not well known at the operating level and in any case

are not effective in maintaining the fleet. Repair versus

replacement policies and practices should be established

which consider cost as a key factor in the decision. A

suggested policy and procedure is outlined in Exhibit 7.1.

7.2.2 Long-Term

7.2.2.1 Adequacy of assets. An estimate of

transportation equipment required during the next ten

years is shown in Table 7.1 on the following page.

Detailed development of the projections is explained in

Appendix 1. The projections are conservative and are based

on an adequate vehicle maintenance program.

TABLE 7.1

TRANSPORTATION EQUIPMENT REQUIRED BY THE WATER AND WASTEWATER UTILITIES DURING THE NEXT TEN YEARS

CITY UTILITY

ESTIMATED CURRENT LEVEL(l)

AMOUNT VALUE

ESTIMATED CURRENT ADDITIONAL NEED(l)

AMOUNT VALUE PefI-ent current need.)

(LE 1,000's) (Percent current need)

(LE 1,000's)

Cairo and Water 75% 5,224 25% 1,741 Helwan Wastewater 70 3,515 30 1,506

Alexandria Water 75 1,859 25 620 Wastewater 70 404 30 173




Total Water 8,523 2,841 Wast:.ater 4,264 1,910

Notes: (1) No inventory of current transportation equipment is available. Development of estimated amounts is explained in Appendix 1.(2) New and replacement equipment. Includes Estimated Current Additional Need.

AMOUNT

(Percent current need)

74%

90

78

152

92 273

92

273

92

273


VALUE

(LE 1,000's)

5,181

4,518

1,944

876

587 525

587

525

587

525

8,886

6,969

7-6


Implementation of the recommendations outlined in

Paragraph 7.2.1.2 will provide for gradual upgrading of

transportation vehicles.

For further improvements in the effectiveness and

efficiency of vehicle maintenance, the maintenance function

should be centralized within each utility. Implementation

of the centralization program should include expansion and

upgrading of maintenance shops and procurement of more

modern tools and equipment for servicing and repairs.


REPAIR VERSUS REPLACEMENT POLICY

Need For A Policy

Decisions regarding repair versus replacement of

major items of equipment are apparently made by top

management on the basis of personal experience and

judgment. This approach leads to erratic decisions and

unnecessary involvement of top managers in detailed

decision-making. A rational policy for repair versus

replacement should be established so that decisions are

made consistently and at a lower level in the organization.

Top management could then limit itself to setting policy

and considerations of exceptions to policy.

Scope

Repair versus replacement policy should apply to

major items like trucks that must be overhauled periodically

at considerable expense. Routine day-to-day maintenance

should not be included.

Factors To Consider

In deciding whether to repair or to replace, the

age of the item, the estimated cost of repairs to return

it to serviceable condition and the replacement cost are

the key information that must be determined. Age is

important since it makes little economic sense to spend

more repairing an item than it is worth when repairs are

complete. Repair costs, including labor, administrative

EXHIBIT 7.1

Page 2 of 5


and overhead costs must be estimated relatively accurately

so that the decision can be made on the basis of realistic

information. Since inflation always makes new purchases

more costly than previous purchases, it is important to use

replacement cost rather than historical cost in making repair

versus replacement decisions. If the cost of a replacement

item should happen to be less than historical cost the amount

to be spent making repairs should be reduced accordingly.

Procedure

A typical repair versus replacement chart and table

are shown on Page 4 of this Exhibit. This chart could be used for motor vehicles. A life of five years has been

selected to coincide with the life used for depreciation

of vehicles. Since an overhauled vehicle is not quite

equivalent to a new vehicle delivered directly from the

factory, a maximum of 75% of replacement cost has

been selected as the upper limit for overhaul. During the

early period of a vehicle's life, major overhaul is most

likely to result from an accident. Later, overhaul may be

caused by the failure of a major component such as an engine

or transmission or by a combination of accident and wear.

Regardless of the reason for overhaul, the chart and table

can be used. A similar approach can be used for any major

item, e.g., office machines, construction equipment and

process equipment. A suggested Repair versus Replacement

Worksheet is shown on Page 5.

EXHIBIT 7.1 Page3 of


Exceptions

There are several reasons why top management may

elect to make an occasional exception to the established

repair versus replacement policy. One of the more

important reasons is the unavailability of a replacement

unit. Under these conditions, management may decide to

repair regardless of cost since providing adequate service

must be given priority over economics in decision-making.

Another reason is obsolescence or standardization. When

an item is nonstandard or has become obsolete, a much

shorter life should be used in establishing the repair

versus replacement plicy.



REPAIR VERSUS REPLACEMENT CHART cn l00 0

00 80

N 470 90

60

50

40

S30

20

10

1 2 3 4 5

AGE IN YEARS

TABLE

MAXIMUM REPAIR COST AGE AS PERCENT OF

IN YEARS REPLACEMENT COST

0.5 68 %

1.0 60

1.5 53

2.0 45

2.5 37

3.0 30

3.5 22

4.0 15

4.5 7

5.0 0


REPAIR VERSUS REPLACEMENT WORKSHEET

Estimated Cost of Repairs

New Parts Description

Labor Classification Rate

Administrative Cost

Overhead Cost

Total Cost LE

Replacement Cost

Percentage from chart

Justifiable repair cost LE


Date

Cost

Cost

ORepair E]Replace

Signature of Estimator

8.0 SUMMARY

8.1 SUMMARY OF FINDINGS AND CONCLUSIONS

Summaries of the problem areas related to the

physical assets of the water and wastewater utilities,

are shown in Tables 8.1 and 8.2 respectively on the

following pages. The principal findings and conclusions

with respect to each category of assets are discussed in

the following Paragraphs, first regarding suitability and

adequacy and second regarding control policies and practices.

It is generally concluded that, except for

communications facilities which are entirely inadequate,

the existing assets of the water and wastewater utilities

permit marginally acceptable levels of service. Relatively

the wastewater utilities are less capable of meeting

future expansion than are the water utilities. In both

systems and at all locations, many improvements could be

made to provide a higher level of service more efficiently

and economically. These improvements should be made as

a first step toward better application of the utilities

resources to meet future needs regardless of the organiza

tional structure adopted. The improvements are basically

the. use of more formal control systems and better

management of the assets.

TABLE 8.1

DIAGNOSIS OF PROBLEM AREAS - WATER UTILITIES

ASSETS Suitability Adequacy Record Keeping

Policies and Practices Preventive Repair versus Maintenance Replacement

Acquisitionand Disposal

Buildings and Offices 7 5 2 2 3 5

Warehouses and Storage Yards 5 3 2 2 3 5 Office Supplies and Equipment


7

3

5

2

3

4

2

N=2, P=2

2

2

2

2



N=l 0=4 P=3 N=4 0=6

N=l o=4 P=3 N=4 0=7

4

4

2

2

3

3

4

3

P=6 P=6

Problem area scores are based on a range from 0 (very severe problems requiringimmediate corrective action) to 10 (no significant problem).

Symbols: N 0 p

= Networks; = Office-; = Treatment Plants and Pumping Stations

0

TABLE 8.2

DIAGNOSIS OF PROBLEM AREAS - WASTEWATER UTILITIES

Policies and Practices ASSETS Record Preventive Repair versus AcquisitionSuitability Adequacy Keeping Maintenance Replacement and Disposal

Buildings and Offices 5 4 2 2 3 5

Warehouses and Storage Yards 6 5 2 2 3 5 Office Supplies and Equipment 7 5 3 2 2 3 Supplies and Equipment for Operations and Maintenance 3 2 3 2 3 3

Communications N=I N=lEquipment 0=4 o=4 3 2 3 4 P=3 P=3

Transportation N=4 N=4Equipment 0=6 0=7 3 2 2 3

P=t P=6 Problem area scores are based on a range from 0 (very severe problems requiringimmediate corrective action) to 10 (no significant problem).

Symbols: N = Networks; 0 = Offices; P = Treatment Plants and Pumping Stations

ci

8-4


8.1.1.1 Buildings and offices. The types and

amounts of buildings and office space in use and available

for use by the utilities are generally suitable and

adequate for the plants and field network operations.

There are some noticeable exceptions at the wastewater

treatment plants. Some of the offices within the GOGCWS

and GOSSD (Cairo) headquarters buildings are cramped for

the current numbers of employees.

Neglect of building maintenance can cause buildings

and offices to become inadequate.

8.1.1.2 Warehouses and storage yards. Warehouses

and storage yards are generally suitable and adequate to

support the current level and mode of operations.

Looking to the future expansion of utilitie services,

the need for better strategic locations of main warehouses

will become more important.

8.1.1.3 Office supplies and equipment. Office

supplies and equipment are very limited but are generally

suitable and adequate to support the current level of

operations. Nearly all forms and records are designed

and used for handwritten entries and appear to be

consistent and satisfactory with this mode of operation.

Employee effectiveness and operational efficiency

would benefit by gradual modernization of the offices

consistent with the requirements of the Egyptian environment

and the availability of equipment service. The importance

of modernization will increase as the utilities expand their

services,

8-5

Furniture items, including some desks, filing

cabinets, chairs, and wall cupboards, while serviceable,

are generally old and not the best equipment for the

limited office space.

8.1.1.4 Supplies and equipment for operations and

maintenance. Shortages of supplies and equipment for

operations and maintenance do exist but appear to have

been identified through the technical studies conducted

under the master plans or to have otherwise been recognized

by management as discussed in Paragraph 5.1.1.

8.1.1.5 Communications equipment. Communications

equipment available to the water and wastewater utilities

are not adequate to meet their operational needs. A

solution to this problem through sources outside of the

utilities is highly unlikely in the foreseeable future.

8.1.1.6 Transportation equipment. While the types

and amounts of transport equipment appear to be suitable

and adequate for the current mode of operations, many

complaints concern the serviceability of assigned vehicles.

Approximately 30% of the transport vehicles are reported

as being marginally serviceable or unserviceable.

8.1.2 Control Policies

and Practices

As a basis f'or subsequent service and improvements

in the cost of operations, the utilities should move

toward adoption of more formal and precise methods of

inventory control and accounting for assets. They must

8-6

know what they have, where it is located, what it is worth,

and what it does or how it contributes to their operation.

All of this information is essential to making rational

decisions on ways to achieve optimum service at minimum

cost. They must also have an effective program for

maintaining all physical assets and know the condition

of these assets on a continuing basis.

8.1.2.1 Buildings and offices. The control policies

and preventive maintenance practices regarding buildings

and offices of the utilities are inadequate based on

observations that:

- Property inventory and basic descriptive data necessary for sound property management are not readily available.

- Building and grounds maintenance is not being accomplished to an acceptable level on a regular basis.

- Building housekeeping standards do not exist; or if they exist, they are inadequate or are not being enforced.

8.1.2.2 Warehouses and storage yards. Deficiencies

with respect to control policies and preventive maintenance

practices are of the same types as those for buildings

and offices.

8.1.2.3 Office supplies and equipment. Control over

office supplies and equipment appears to be very informal.

Procedures for accountability, preventive maintenance, and

guidelines regarding repair versus replacement, and

acquisition or disposal have not been established in

writing. Formal procedures are necessary for the control

and more efficient use of this property.

8-7

8.1.2.4 Supplies and equipment for operations and

maintenance. Problems with respect to inventory control

in warehouse operations which were observed during the

conduct of this study are addressed in the Management

Systems Report on Procedures and Methods. A principal

deficiency noted was the lack of an effective operating

system for identification and timely disposal of large

accumulations of excess, outmoded and salvage items.

8.1.2.5 Communications equipment. Because of the

almost complete lack of such equipment no problems were

uoted with respect to control and preventive maintenance

practices. Development of policies and instructional

guidelines will be necessary as new communications

facilities and equipment are installed.

8.1.2.6 Transportation equipment. The principal

findings with respect to control policies and practices

are that:

- There are no written policies and guidelines covering preventive maintenance, repair versus replacement, and acquisition and disposal.

- The current practices for vehicle replacement do not appear to be based on a system which considers costs in deciding on repair versus replacement.

8.2 SUMMARY OF

RECOMMENDATIONS

Sections 2.0 through 7.0 of this Report contain

recommendations immediately following the presentation

of findings and conclusions. This Paragraph is a summary

of those recommendations.

8-8

8.2.1 Interim and Long-Term Improvements

Recommendations developed as a result of this Study

are summarized in Exhibit 8.1 for both the interim period

(until the new organizational structure selected is

implemented) and the long-term future (up to ten years).

The interim period recommendations should be implemented

without delay but in a deliberate fashion.

Long-term recommendations are those which are either:

- Considered necessary and important for proper support of the anticipated growth of the utilities during the next ten years, or

- Will require several years to be fullyimpleriented and produce cost effective results.

The long-term recommendations are considered

appropriate for each of the organizational arrangements

contemplated in the Interim Report on Organizational

Environment and Structure. The manner of implementation

would be dependent on the specific organizational

structure that is selected.

8.2.2 Additional Assets

Required

Types, amounts and approximate costs of assets

estimated to be needed during the next ten years were

developed in other sections of this report and are

summarized in Exhibit 8.2.


RECOMMENDED IMPROVEMENTS IN PHYSICAL ASSETS MANAGEMENT

INTERIM PERIOD LONG-TERM

Buildings and Offices

- Assign responsibilities for - Conduct overall review property management. of property management

program and adjust or - Publish written policy guidelines revise as needed. and procedures for property management: - Improve quality and • Accountability quantity of asset • Inventory inventory data needed * PM of assets for property management:* Replacement versus repair . Update site mapsand renovation . Simplify and improve

* Acquisition and disposal usefulness of formats . Study and consider

- Conduct inventory of assets, computer storage of data

- Institute housekeeping program. - Maintain inspection,

- Institute PM program. follow-up and annual review programs:

- Institute inspections and . Update facilityfollow-up program, utilization data.

- Institute property management - Support and maintain reviews: housekeeping and PM " For first review emphasize programs. adjustments to office space assignments to reduce - Implement programsovercrowding, for gradual upgrading

" Identify all unused buildings of facilities on a and office property. priority basis:

• Workshops- Acquire site maps. . Toolrooms

" Vehicle maintenance - Provide grease racks for servicing (Consider centraliza

vehicles at vehicle maintenance tion of vehicle shops. maintenance.)

- Provide operations and maintenance facilities in all capital programs for new plants and plant expansions.

EXHIBIT 8.1 Page 2 of L



Warehouses and Storage Yards

- Acquire site maps. - Conduct overall review of property mqnagement

- Conduct inventory of assets, program and adjust or revise as needed.

- Institute housekeeping and PM programs. - Improve quality and

quantity of asset -Publish written policy guidelines inventory data needed and procedures for property for propertymanagement: management:• Accountability . Update site maps.* Inventory . Simplify and improve* PM of assets usefulness of formats. Replacement versus repair and renovation - Conduct a study of Acquisition and disposal warehouse distribu

tion operations in -Improve site roads and establish Cairo area. traffic plans.

- Maintain inspection,- Institute inspection, update and update and annual annual review programs, review programs:

. Update facility- Institute a program to identify utilization data. and dispose of excess and salvage property. - Implement program for

gradual upgrading of facilities throughcapital improvements: " Paved roads and improved access to existing a,,d new buildings

• Improved storage yard areas

• Facility renovations and interior building improvements

EXHIBIT 3.1 Page 3 ofT

RECOMMENDED IMPHOVEMENTS IN PHYSICAL ASSETS MANAGEMENT



- Assign responsibilities. - Conduct overall review

- Publish written policy guidelines of property management programs and adjust or

and procedures for: revise as needed. • Accountability. * Inventory. * PM of assets,

- Implement a program for gradual replacement

• Repair versus replacement and upgrading of * Acquisition and disposal. equipment through

- Conduct inventory of assets. budgetary provisions: . Typewriters

- Institute a program to identify • Copying machines . Office supplies

and dispose of excess and . Office furniture salvage property.

- Conduct a survey of new equipment needs.

- Institute PM program.

- Institute accountability program procedures.

- Institute program to establish libraries at operating plants.


- Institute a system to develop - Conduct overall review longer range projections of of property management chemical stocks requirements. programs of operations

and maintenance equip- Conduct survey of new equipment ment and revise or

needs for operations and adjust as needed. maintenance and follow-up on authorization and procurement. - Implement a program

for gradual replacement - Institute a program to identify and upgrading of

and dispose of excess, outmoded operations and mainand salvage assets. tenance equipment

through budgetary - Publish written policy guidelines provisions:

and procedures for property . Tools and equipment management: for workshops* Accountability . Tools and equipment * Inventory for portable shops

PM of assets





-Conduct survey of minimum initial - Conduct overall review requirements for a trial two-way of equipment assignmentradio communications system. and usage, and property

management of assets. - Acquire dedicated two-way radio Adjust as needed. communications system and install according to operational priorities.- Institute a recurring

- Install intra-plant and intra- training program: headquarters paging and telephone . Equipment maintenance systems. . Operators

- Institute program for - Institute training program in gradual upgrading of operations and maintenance of communicainsystem. communicationsfacilities.


- Assign responsibilities. - Conduct overall review of property management- Publish written policy guidelines programs and adjust or

and procedures for: revise as needed. Accountability. Inventory. - Improve quality andPM of assets. quantity of asset Replacement versus repair, inventory data needed* Acquisition and disposal, for property management

Simplify'and improve- Perform inventory and condition usefulness of formats. report.

- Implement program of- Conduct survey of new equipment review and gradualand vehicle needs and acquire upgrading of fleet. necessary new assets.

- Institute PM program.


PROJECTED REQUIREMENTS FOR PHYSICAL ASSETS DURING THE NEXT TEN YEARS

TEN-YEAR PROJECTED

CITY UTILITY ASSET CATEGORY ADDITIONAL NEED

AMOUNT VALUE (Meters2 or percent)(s

(LE 1,000's)

Cairo and Helwan

Water Buildings and Offices 6,700 M2 402

Warehouses and Storage Yards 3,350 M2 201 Office Supplies and Equipment 74% 1,738 Supplies and Equipment for Operations and Maintenance 74% 25,571

Communications Equipment 129% 581 Transportation Equipment 74% 5,181

Subtotal 33,674

Wastewater Buildings and Offices 5,833 M2 350

Warehouses and Storage Yards 2,917 M2 175

Office Supplies and Equipment 90% 1,516

Supplies and Equipment for Operations and Maintenance 90% 22,302 Communications Equipment 140% 453 Transportation Equipment 90% 4,518

Subtotal 29,314

TOTAL 62,988

Note: (1) All percentages are stated as a percent of estimated current need.



TEN-YEAR PROJECTED

CITY UTILITY ASSET CATEGORY ADDITIONAL NEED

AMOUNT VALUE

(Metersd 0 (LE percent).(L ,uO0's)

Alexandria Water Buildings and Offices 2,500 M2 150 Warehouses and Storage Yards 1,250 M2 75 Office Suppliesand Equipment 78% 652 Supplies and Equipment for Operations and Maintenance 78% 9,595 Communications Equipment 133% 213 Transportation Equipment 78% 1,944

Subtotal 12,629

Wastewater Buildings and Offices 1,133 M2 68 Warehouses and Storage Yards 583 M2 35

Office Supplies and Equipment 152% 294 Supplies and Equipment for Operations and Maintenance 152% 4,332 Communications Equipment 197% 73 Transportation Equipment 152% 876

Subtotal 5,678

TOTAL 18,307

Note: (1) All percentages are stated as a percent of estimated current need.



CITY UTILITY

Port Said, Water Ismaila(2)

Wastewater

ASSET CATEGORY

Buildings and Offices Warehouses and Storage Yards

Office Supplies and Equipment Supplies and Equipment for Operations and Maintenance



Subtotal

Buildings and Offices Warehouses and Storage Yards


Supplies and Equipment for Operations and Maintenance Communications Equipment


Subtotal

TOTAL

TEN-YEAR PROJECTED ADDITIONAL NEED

AMOUNT VALUE (Metersf or (LE 1,000's percen$(1)

750 M2

417 M2 25

92% 197

92% 2,900

148% 59

92% 587

3,813

683 M2 41

367 M2 22

277% 177

273% 2,594

316% 38

273% 525

3,397

7,210

Notes: (1) All percentages are stated as a percent of estimated current need.

(2) Amounts shown are for each city based on model system. Since the three cities will function as a single system, the total for three cities should be used.

APPENDIX 1 Page I of 14

ESTIMATES OF ADDITIONAL PHYSICAL ASSETS RE4UIRED DURING THE NEXT TEN YEARS

This Appendix describes the methodology used to derive initial

estimates of the additional physical assets required by the

utilities serving the six cities during the next ten years. In

accordance with the Terms of Reference these are approximate

estimates, suitable for use in the overall valuation of future

assets. They are based in part on subjective judgment. They are

not engineering estimates and should not be used for engineering

purposes.

The estimates developed in this Appendix are-for entire

system requirements, not for any specific plant. The relative

mix of physical assets will change as the systems grow. Consequently

the amounts estimated for individual categories of assets should

not be used to project requirements for individual equipment

items, supplies or space.

The estimates are suitable for planning purposes. Like all

long-term projections, the estimates should be subject to review

and updating or adjustment as conditions warrant and the planning

process continues. The final Paragraph of this Appendix discusses

various means of improving the estimates.

APPROACH

The following general approach was followed to develop

estimates of additional future physical assets:

- Specify assets.

- Establish estimating guidelines:

• Guides for real. property assets.

. Guides for supplies and equipment.

- Review existing assets against guides:

" Estimate current (1979) needs.

• Estimate current shortage of assets.

ESTINATES OF ADDITIONAL PHYSICAL ASSETS APPENDIX 1REQUIRED DURING THE NEXT TEN YEARS Page 2 =64 -Review plans 1or future expansion and estimate

ten-year needs.

- Estimate additional future needs.

ASSETS

Six categories of assets have been studied:

- Buildings and Offices

- Warehouses and Storage Yards

- Office Supplies and EqUipment

- Supplies and Equipment for Operations and Maintenance

- Communications Equipment

- Transportation Equipment

For meaningful analysis it was necessary to specify in

detail the assets included in each category as shown

in Exhibit 1.2.

Assets in the first two categories are basically real

property improvements of a general support nature.

Quantities of these assets are measured in square meters.

Estimated costs currently range from LE 30 to 90 per meter 2 .

The estimates derived in this Study are based generally

on LE 60 per meter2 . Variations occur in the calculations

because of rounding.

Assets in the remaining four categories are basically

equipment and supply types of items. Costs for these items

have been estimated in various ways as described in later

paragraphs. Costs were determined in current LS. dollars

and converted into Egyptian pounds (LE 1 = $1.40).

APPENDIX 1 Page 3 of 14

ESTIMATES OF ADDITIONAL PHYSICAL ASSETS REQUIRED DURING THE NEXT TEN YEARS

ESTIMATING GUIDELINES

Although the adequacy of assets is primarily a

subjective determination, the use of estimating guidelines

or yardsticks is helpful in making the determination. The

precision desired in the estimate is an important factor

to consider in deciding upon the guides to use. Guidelines

developed during the course of this Study used information

from field visits and the work of other consultants, and

have been used to make the estimates contained in this Report.

Guidelines for

Real Property Assets

As an example of the available data, detailed calc

ulations and rationale are presented in the Helwan Waste

water Master Plan, Volume 3, pertaining to Year 2000

requirements for physical assets for the Helwan wastewater

system. Among other things, the report shows the buildings,

shope, warehouses and storage yards for a 556,000 meter 3

per day wastewater treatment plant and associated networks

systems to be approximately as shown in Table Al.l:

Table A1.1

ESTIMATED SPACE ALLOCATIONS FOR SELECTED TYPES OF PHYSICAL ASSETS

Physical Asset Plant Networks Total

(M2 ) (M2 ) (M2 )

Administration 600 645 1,245

Shops 210 485 695

Total 810 1,130 1,940

Warehouses and Storage Yards 50 1,000 1,050

APPENDIX 1 Page 4 of i1


From these data, guidelines have been established

for buildings and offices, and warehouses and storage yards

for three size groupings of treatment plants:

-Small (S) - Under 100,000 M3 /day; represented by 50,000 M 3/day

-Medium (M) - 100,000 to 300,000 M 3/day; represented by 200,000 M3/day

-Large (L) - Over 300,000 M3/day; represented by 400,000 M3 /day

Calculations of space requirements and costs for buildings

and offices at approximately LE 60 per meter 2 are shown below:

- Large Plant Systems'400 0002

use 1400 meters .5500000 x 1,940 = 1,396; 2

1,396 x 60 = LE 83,741; use LE 84,000.

- Medium Plant System Estimated at 60% of large plant

- Small Plant System Estimated at 30% of medium plant

Similar estimates were made for warehouses and storage yards. 2

The results are shown in Table A1.2 with space in meters

and cost in LE thousands:

TABLE A1.2

ESTIMATING GUIDELINES FOR BUILDINGS AND OFFICES, AND WAREHOUSES AND STORAGE YARDS

Physical Small Plant Medium Plant Large Plant Asset (50,000 M5/day) (200,000 Mi/day) (400,000 MJ/day)

Space Cost Space Cost Space Cost

Buildings and Offices 280 15 840 50 1,400 84

Warehouses and Storage Yards 150 8 450 27 750 45



Since similar operations and functions are involved, the

space and costs derived are appropriate for initial

estimates of either water or wastewater systems in Egypt.

Guidelines for Supplies

and Equipment

Guidelines for the types, quantities and costs of the

remaining four categories of assets are derived by:

- Choosing a model medium-size treatment plant system with the following features:

• Headquarters allocation

• Treatment plant

" Two networks field units

• One maintenance shop

" One warehouse

- Selecting sets of assets appropriate for the model system.

- Estimating the costs of the selected assets.

- Expanding the cost information thus derived to the small and large plant systems.

For two of the four categories, Office Supplies and

Equipment and Communications Equipment, lump sum estimates

for the total assets required are shown in Table Al3 on

the following page:

APPENDIX 1 Page 6 oT


TABLE A1.3

ESTIMATING GUIDELINES FOR OFFICE SUPPLIESAND EQUIPMENT, AND COMMUNICATIONS EQUIPMENT

MEDIUM-SIZE TREATMENT PLANT SYSTEM -

Physical ESTIMATED COSTAssets ITEMS ITEM TOTAL (LE 1,000's) (LEIOOO's)Office Supplies Office furniture 215.0 for a 215.0and Equipment Office equipment set to support

Drafting room the model equipment medium-size

Library treatm9 plantOffice machines system J Expendable supplies Miscellaneous supplies

and equipment

Communications Base station 18.0 Equipment Repeater

18.0 4.o 4.o

Five radio sets 7.0 7.0Generator set 11.0 11.0

40.0

Note: (1) Based on US experience for similar plants indicating an equivalent need for approximately LE 100,000 peryear operating allowance and LE 115,000 for initial stock cf items.

Estimates for Supplies and Equipment for Operations

and Maintenance, and Transportation Equipment are presented

in Exhibits A1.1 and A1.2 respectively.

Table A1.4 on the following page shows a summary of the

developed estimating guidelines for the three sizes of

treatment plant systems.

APPENDIX I Page 7 or 14


TABLE Al. 4

SUMMARY OF ESTIMATING GUIDELINES

Physical Asset Category

I Buildings and Offices

II Warehouses and Storage Yards

III Office Supplies and Equipment

IV Supplies and Equipment for Operations and Maintenance

V Communications Equipment

VI Transportation Equipment

Applicable Plant System

Small Medium

Large

Small

Medium

Large

Small

Medium

Large

Small

Medium

Large

Small

Medium

Large

Small

Medium

Large

Estimating Guidelines Amount or Location Estimated Cost of List

(LE l,O00's)

280 meters 2 15

840 meters 2 50

1,400meters2 84

150 meters 2 8

450 meters 2 27

750 meters 2 45

Estimated cost 64 from limited list of Table 215 Al.3

358

949

See Exhibit Al.1 3,163

5,272

Complete two- 12 way radio system from 40 Table Al.3

67

See Exhibit A1.2 640

1,067

APPENDIX I Page 8 of 14


REVIEW EXISTING

ASSETS

A detailed review of existing assets was not possible

because of incomplete inventory data covering physical

assets. Complete inventory data would be useful in refining

estimates by providing a better base from which to make

future projections. In the absence of such an inventory,

and the lack of time to make one, deficiencies in the current

levels of assets were derived by using the estimating

guidelines to model existing systems.

First, the actual water and wastewater systems of the

utilities studied were approximated with systems formed by

use of the estimating guidelines. The resulting model

systems provide an estimate of current needs. Next the

suitability and adequacy of current system assets, which

had been evaluated in the Study (Sections 2.0 through 7.0)

were used as a scale to estimate current asset needs and

thereby provide an estimate of the current level of assets.

I'or each of the systems, the estimated current need less the

current level is the estimated current additional need. The

values for the current level of assets were calculated in

this manner and are shown in Tables 2.1, 3.1, 4.1, 5.2, 6.1

and 7.1. Details of the calculations are presented in the

following paragraphs.



Current (1979)

Asset Needs

Selected data for the existing systems are provided

in Exhibits 2.1 and 2.2. Based on field visits and reviews

of reports, the existing systems have been approximated

by systems consisting of groupings of the three sizes of

plants, Small (S), Medium (M) and Large (L). The systems

selected and needs are shown in Exhibit A1.3. These are basically

approximate models which reflect the assets currently needed

by the utilities to support properly the existing systems.

In addition to the existing plants, plant modifications in

progress were considered. Large pumping stations in the

wastewater systems were also considered.

Current (1979)

Shortage of Assets

The estimated deficiency in communications equipment

to support current operations for all water and wastewater

utilities is 80%. For all other assets in the water

utilities the shortage is estimated at 25%. For the Cairo

and Helwan, and Alexandria wastewater utilities, the estimated

deficiency of other assets is 30%; for the canal region

cities, 40%. These estimates are subjective, based on

conditions noted during field visits, interviews and reviews

of reports. The results of calculating the shortages are

presented in Tables 2.1, 3.1, 4.1, 5.2, 6.1, and 7.1 under

the column, Estimated Current Additional Need.

APPENDIX IPage YO of 17


In the absence of actual inventory data, the current

levels of assets have been calculated by using the model

systems. The results are shown in Tables 2.1, 3.1, 4.1,

5.2, 6.1 and 7.1 under the column, Estimated Current Level.

FUTURE EXPANSION

All utilities are making plans for future expansion

of services. In most cases plans which are being developed

by engineering consultants can be expected to undergo

further review until finally approved for execution. A

review of the plans which are available was made for the

purpose of estimating the systems which are anticipated

within the next ten ypars (until 1989).

For Cairo and Helwan, fcr example, the changes projected

in the system by 1989 as taken from ES-Parsons reports are

shown in Table Al.5 on the following page. This indicates

the use of 8 Large, 2 Medium and 3 Small plants to model

the 1989 system.

Similar reviews were made of the other utilities as

shown in Table A1.6.

. Using the 1989 systems shown in Table AI.6, projected

ten-year requirements for physical assets were calculated.

The results are shown in column A of Exhibit A1.4.

APPENDIX 1 ESIjATES OF ADDITIONAL PHYSICAL ASSETS Page 11 ofIM

REiJUIRED DURING THE NEXT TEN YEARS

TABLE AJ.5

PROJECTED (1989) WATER SYSTEM CHANGES, CAIRO AND HELWAN

TREATMENT PLANT

L Mostorod

L Cairo North

2L Rod El Farag

M El Roda

L Fostat

S Maadi

M Shoubra El Kheima

- Giza

L South Giza

L Embaba

2S Tura, North HelwanL KI

LKafr El Elw and Tebin

CHANGE(1)

No change, 450

340 to 425

450 to 800

130 to 150

0 to 600

30 to 72

0 to 264

145 to 0

185 to 400

0 to 600

5115 to 795

Note: (1) All figures are in thousands of meters3 of water produced per day.

APPENDIX IPage 12 of 14


TABLE A1.6 PROJECTED 1989 UTILITY SYSTEMS

Utility 1989 System

Cairo and Helwan

Water 8L, 2M, 3S

Wastewater Increase by a factor of 1.6 based on projected flows

Alexandria

Water 2L, 2M, 2S

Wastewater 2M

Port Said, Ismailia

and Suez

Water 1L

Wastewater iM

APPENDIX 1Page 13 of 14

ESTIMATES OF ADDITIONAL PHYSICAL ASSETSREQUIRED DURING THE NEXT TEN YEARS

ADDITIONAL FUTURE NEEDS

Projected requirements for additional physical assets by the utilities during the next ten years (to 1989) are shown in column E of Exhibit A1.4. The results have also been shown in Tables 2.1, 3.1, 4.1, 5.2, 6.1 and 7.1 for the respective categories of assets and in Exhibit 8.2. For the six cities studied, the total projected needs are:

Water - LE 57.7 million

Wastewater - LE 45.2

Total - LE 102.9 million

IMPROVING THE

ESTIMATES

Projections of future asset requirements can be

improved through:

-Refinements in the methodology, and

- Improvements in quality of the input data.

Methodology

Refinements

The methodology roquires an ability to:

- Establish a proper set of assets to use ina model that is representative of the utilitysystems (includes an appropriate mix of allelements in the utility organizations).

- Derive guides or rules to expand this modelto represent the actual systems being studied.



This methodology has been applied without the benefits of

a detailed asset inventory from the utilities because such

data are not available, and time was not available to

make an inventory.

Improvements are therefore possible by ensuring that

the proper assets have been included and in the proper

quantities. The best way is to have information on all

of the assets in the inventories and a thorough understanding

of asset requirements. Further studies of similar utilities

(if these can be found) would be useful in comparing the

model to actual systems.

Input Data

Improvements

The best basis for all future projections is accurate

detailed information on the current situation. Correct

data are necessary for definitive estimates. Cost data

are particularly important. The asset cost data used

should be compared with estimates from other sources.

One way of improving the data available for future planning

is to keep good records.

ESTIMATED SUPPLIES AND EQUIPMENT REQUIRED FOR OPERATIONS ANDMAINTENANCE OF MODEL MEDIUM-SIZE TREATMENT PLANT SYSTEM

AMOUNTS ESTIMATED COT-PHYSICAL (LE thousands)ASSETS NE 1__HQ PLANT WORKS SHOPS STORES TOTAL ITEM TOTAL Supplies for Maintenance ofOperating.Plant Spare parts Estimated at 10% of capitalReplacement parts 960.0- Pumps cost for plant-related equipment 960.0

and at 1% of cost for network - Motors related items:- Pipe fittings- Other 8.0 million LE x .10 = 8 00,OOOLE16.0 million LE x .01 = 160,000Lubricants

Subtotal -9-0-,Other supplies 00LE

Stores Equipment Portable cranes Forklift trucks 2Hoists 2 11 2.0

2 2Hoists 11.0 22.0Scales 2 22 2 .8 1.6Lockers 3.6 7.?

Hand and power trucks 53 5 .05 .3Storage bins and shelves 3 1.1 3.3

2000 2000 .017 34.0Other stores equipment - 2 .0 .0 - 1.0 1.0

Subtotal 71.6

0 .


AMOUNTS ESTIMATED COSTPHYSICAL NET (LE Thousands)ASSETS HQ PLANT WORKS SHOPS STORES TOTAL ITEM TOTAL

Power Operated EquipmentAir compressors 3 3 17.0Bcra. machines 51.02 2 19.0 38.0Bull dozers Compaction equipment

1 2

1 40.0 40.0 Cranes and hoists 2 23.0 46.02Diggers 2

2 50.0 100.0 Engines 2

2 23.0 46.0 2 3.5 7.0Pipe cleaning machines 2Pipe cutting, coating 2 44.0 88.01 1 25.0 25.0and wrapping machinesTractors (crawler and 1 1 2 35.0 70.0farm types)

Trenchers 2 50.0Other powered equipment

2 100.0 150.0 150.0 Subtotal 761.0

04

0 .


AMOUNTS ESTIMATED COST PHYSICAL NET (LE Thousands)ASSETS HQ PLANT WORKS SHOPS STORES TOTAL ITEM TOTAL

Tools, Shop and Garage EquipmentAir compressors 2 3 2 1 8 2.0 16.0Anvils 2 2 4Auto repair shop equipment

8 .5 4.0 4 sets 4 28.0 112.0Battery chargers 1 2 4 7 1.1 7.7Concrete mixers 1 1 2 3.6 7.2Drill presser 2 1 2 5 42.0 210.0Derricks 1 1 2 4 23.0 92.0Electric generators 1 3 2 1 7 32.0 224.0Engines 2 2 2 6 8.5 51.0Forges 1 1 4.2 4.2Furnaces 1 1 2 10.7 21.4Greasing tools and 1 1 4 6 .5 3.0

equipmentHoists 4 1 4 2 11 15.0 165.0Ladders 6 6 2 2 16 .1 1.6Lathes 2 2 4 60.0 240.0Machine tools 2 2 4 16.0 64.0Motor driver tools 3 2 4 9 .3 2.7 paiMotors 2 2 4 8 06 .5Pipe threading and cutting tools 1 2 1 4 1.0 4.0Pneumatic tools 1 3 2 6 .25 1.5 oPumps and tanks for 1 1 2 1 5 5.4 27.0 gasoline and oil

I

ESTIMATED SUPPLIES AND EQUIPMENT REQUIRED FOR OPERATIONS ANDMAINTENANCE OF MODEL MEDIUM-SIZE TREATMENTPLANT SYSTEM ESTIMATEDCOSTSA S S E S AM UNTSE STIMATED COST SW NET AMOUNTS

HQ PLANT WORKS SHOPS (LE Thousands)STORES TOTAL ITEM TOTAL Tools, Shop and Garage Equipment (Cont'd)Pumps 2 4. 1Riveting tools 7 .5 3.51 1SmIthing equipment 1 1

2 1.0 2.02Tool racks 4 .354 4 4 1.4 Vises 12 .6 7.24 6 4Welding equipment 14 .1 1.43 6 3Work benches 4 4 8

12 7.0 84.0 16 .1 1.6Misc. equipment .0 1.0

10.0 10.0

Subtotal 17369.9

Total for Supplies and Equipment forOperations and Maintenance 3,162.5

0'

ESTIMATED TRANSPORTATION EQUIPMENT REQUIREDFOR MODEL MEDIUM-SIZE TREATMENT PLANT SYSTEM,

PHYSICAL AMOUNTS

NET ESTIMATED COST

(LE ThousandS) ASSETS HQ PLANT WORKS SHOPS STORES TOTAL ITEM TOTAL Automobiles 4 1 5 7.2 36.0 Bicycles 2 5 6 1 2 16 .1 1.6 Buses 1 1 1 3 71.4 214.2 Motorcycles 3 1 2 1 7 .5 3.5

Motor trucks

- Flat bed 1 2 1 4 18.0 72.0 - Dump 2 1 3 25.0 75.0 - Pick up 1 2 1 1 5 11.0 55.0 Repair trucks

2 2 36.0 72.0

Other vehicles 110.0 110.0

Total for Transportation Equipment "39.3

1-4

F-4

EXHIBIT A1.3 Page iof 2

ASSET NEEDS OF EXISTING SYSTEMS (1)(2 )

Cairo and Helwan

Asset Water Category (4L, 3M, 4S)

Space Cost

I 9,240 539

II 4,950 270

III 2,337

IV 34,377

V 449

VI 6,965

Total 14,190 44,937

Alexandria

Asset Water Category (IL, iM, 4S)

Space Cost

I 3,360 192

II 1,800 96

III 832

IV 12,233

V 160

VI 2,479

Total 5,160 15,992

2Notes: (1) Space in meters(2) Cost in LE1,OOO's.

Wastewater (2L, 3M, 5S)

Space Cost

6,720 389

3,600 194

1,684

24,781

324

5,021

10,320 32,393

Wastewater (3S)

Space Cost

840 45

450 27

194

2,848

37

577

1,290 3,728

EXHIBIT Al.3Page 2of 2

ASSET NEEDS OF EXISTING SYSTEMS(l)(2) (Cont'd

Port Said, Ismailia and Suez(3)

Asset Water WastewaterCategory U (iS) Space Cost Space Cost

I 84o 50 280 15

II 450 27 150 8

III 215 64

IV 3,163 949

V 40 12

VI 64o 192

Total 1,290 4,135 430 1,240

Notes: (1) Space in meter2 (2) Cost in LEUI,OO's. (3) Amounts shown are for each city based on model system.Since the three cities will function as a single system,

the total for the three cities should be used.

PROJECTED ADDITIONAL FUTURE PHYSICAL ASSET NEEDS

AASSET SYSTEM CATEGORY 1989

(LE l,O00's)

I 806 II 403

III 3,491 IV 51,354 V 671 VI 10,405

Total 67,130

Wastewater

I 622 II 311

III 2,695 IV 39,649

V 518 VI 8,033

Total 51,828

CAIRO AND HELWAN

B C D ESYSTEM (A - B) 1979 SYSTEM (C + D)1979 SHORTAGE. (LE 1,O00's) (LE l,O00's) (LE 1,000's) (LE l,000's)

539 267 135 402 270 133 68 201

2,337 1,154 584 1,738 34,377 16,977 8,594 25,571

449 222 359 581 6,965 3,440 1,741 5,181

44,937 22,193 11,481 33,674

389 233 117 350 194 117 58 175

1,684 1,011 505 1,51624,781 14,868 7,434 22,302

324 194 259 453 5,021 3,012 1,506 4,518

32,393 19,435 9,879 29,314

Code: A = Total system requirements (.1989) B = Total system requirements (1979)C=A-BD =B Estimated current level = Shortage (Estimated current additional need)E - C + D = ten-year projected additional need.

x

0

PROJECTED ADDITIONAL FUTURE PHYSICAL ASSET NEEDS ALEXANDRIA

ASSET CATEGORY

A SYSTEM 1989

B SYSTEM. 1979

C (A - B)

Water (LE 1,000's) (LE 1,000's) (LE 1,000's)

I 294 192 102 II 147 96 51

II! 1,276 832 444 IV 18,770 12,233 6,537 V 245 160 85 VI 3,803 2,1479 1,324

Total 24,535 15,992 8,543

Wastewater

I 100 45 55 II 54 27 27

III 430 194 236 IV 6,326 2,848 3,478

V 80 37 43 VI 1,280 577 703

Total 8,270 3,728 4,542

Code: A = Total system requirements (.1989) B = Total system requirements (1979)C=A-B

D 1979 SYSTEM SHORTAGE

(LE 1,000's)

48

24

208

3,058

128

620

4,086

13

8

58

854

30

173

1,136

*E (C + D)

:(LE 1,000's)

150

75

652

9,595

213

1,944

12,629

68

35

294

4,332

73

876

5,678

01-3

0

D = B - Estimated current level = Shortage (Estimated current additional need)E = C + D = ten-year projected additional need.

PROJECTED ADDITIONAL FUTURE PHYSICAL ASSET NEEDS PORT SAID, ISMAILIA AND SUEZ

ASSET CATEGORY

A SYSTEM 1989

B SYSTEM 1979

C (A - B)

D 1979 SYSTEM SHORTAGE-

Water (LE 1,0000s (LE lOOO's) (LE 1,000's) (LE 1,500's)

I 83 50 33 12 II 45 27 18 7

III 358 215 143 54 IV 5,272 3,163 2,109 791 V 67 4o 27 32

VI 1,067 640 427 160

Total 6,892 4,135 2,757 1,056

Wastewater

I 50 15 35 6 II 27 8 19 3 I1 215 64 151 26 IV 3,163 949 2,214 380 V 40 12 28 10

VI 640 192 448 77

Total 4,135 1,240 2,895 502

Code: A = Total system requirements (1989) B = Total system requirements (1979) C =A -B D = B - Estimated current level = Shortage (Estimated current

additional need)E = C + D = ten-year projected additional need.

E (C + D)

(LE 1,000's)

45

25

197

2,900

59

587

3,813

41

22

177

2,594

38

525

3,397

0

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