A Code of Practice for Highway Structures An Asset Management Approach

Transcription

1 A Code of Practice for Highway Structures An Asset Management Approach Dick Feast Principal Consultant Whole Life Asset Management Amey Infrastructure Services

2 The Code of Practice Code of Practice for Highway Structures in the UK issued 6 September 2005 This document promotes the following philosophy: A common framework for the management of structures A consistent approach Good Management Practice

3 The Code of Practice The Code at a Glance: Introduction Purpose, scope and status Management context Description of current bridge management environment Asset management planning Introduction to asset management techniques Financial planning and resource accounting reviewing issues that may not be familiar with bridge managers

4 The Code of Practice Maintenance planning and management describes a process for developing and implementing sustainable cost effective maintenance plans Inspection, testing and monitoring reviews techniques and good management practice Assessment of structures guidance on the assessment process Management of abnormal loads Provides guidance on the approach to managing abnormal load movements Asset information management describes information management processes

5 The Code of Practice Framework for bridge management system provides guidance on the functionality required from a Bridge Management System Implementation of the code provides guidance for bridge managers on the code s implementation Appendices 14 No providing supplementary bridge management information

6 Current Management Practices Minimum Maintenance Philosophy On some networks only a minimum of inspection is carried out, sufficient to meet legal obligations Allows the condition of structures to deteriorate with time Maintenance is only urgent and reactive

7 Current Maintenance Practices Minimum Maintenance Philosophy: Results in increased risks to safety and network unavailability Results in a growing maintenance backlog Results in a build-up of unacceptable restrictions or sub standard structures

8 Current Management Practices Reactive Maintenance Approach: This is a very common approach to highway structures management Short term reactive maintenance that adequately manages safety and serviceability by identifying and carrying out maintenance work required

9 Current Management Practices Reactive Maintenance Approach Does not provide long-term value for money Makes estimating and justifying long-term funding requirements difficult Results in a declining condition of highway structures

10 Current Management Practices Reactive Maintenance Promotes: A backlog of maintenance work Condition and performance deteriorate Whole life costs increase Find and Fix Philosophy

11 Current Management Practices Good Management Practice Based on a customer focus asset management approach Delivery of a service that is required and expected Minimise whole life cost of the assets

12 Current Management Practices Good Management Practice Makes optimum use of resources Provides a sustainable programme of work It will assist in achieving Government and stakeholders long term policies Predict and Prevent Philosophy

13 Maintenance of structures, Browne, Gibbs and Robery, 1985 Deterioration 1 Time Limit of serviceability Acceptable level of deterioration Deterioration 2 Time 1) Do nothing repair philosophy 2) Regular holding repairs Deterioration 3 Time 3) One off, full refurbishment

14 Current Management Practices The Code of Practice for the Management of Highway Structures is based on: Good management practice Asset management principles

15 The Code of Practice Fortunately Highway Structures are generally long-life assets with slow rates of deterioration Deterioration is caused by: Durability problems Vehicle impact Vehicle Fires Overstressing Vandalism/Terrorism

16 Durability Problems

17 Durability Problems

18 Durability Problems

19 Durability problems

20 Impact Damage

21 Impact Damage

22 Impact Damage

23 Overstressing Problems

24 Overstressing Problems

25 Vehicle Fires

26 Vandalism/Terrorism

27 The Code of Practice The Code of Practice has been developed around an Asset Management approach It allows bridge management activities to be brought together into a systematic and holistic framework for all the highway infrastructure assets

28 Asset Management What is it? Asset Management is a formal discipline that provides a rational approach for managing assets As a formal discipline it has: Rules and principles Processes and procedures Standards and guidance documents

29 Asset Management What is it? Definition of Asset Management: Asset management is a strategic approach that identifies the optimal allocation of resources for the management, operation, preservation and enhancement of the highway infrastructure to meet the needs of current and future customers.

30 Asset Management What is it? Strategic Approach A planned and considered approach that takes a long term view of service requirements and business objectives Optimum Allocation Identifies needs, justifies work and makes best use of resources Management, operation, preservation and enhancement Covers all aspects work and brings them together Current and Future Customers Focused on delivering customer aspirations and requirements in the long and short term

31 Asset Management What is it? Provides a framework for management Covers Strategic, Tactical and Operational levels Aligns and integrates structures management with other highway assets Provides commonality between activities Covers processes, data and systems, people, standards and policies

32 Asset Management The Benefits Provides an integrated approach linked to strategic goals and objectives Aligns short and long term management planning Requires programming maintenance funding in a logical manor Justifies maintenance funding Demonstrates the impact of different levels of funding

33 Asset Management The Hierarchy of Management Process: Strategic Where are we going and why Tactical What is worth doing and when Operational How to do the right things

34 Asset Management

35 Infrastructure Asset Management Strategic Where are we going and why Overall Asset Management Policy: Direction of Transport Policy Stakeholders Views Government Policy

36 Infrastructure Asset Management Tactical What is worth doing and when Asset Management Plan Asset managers translate the Strategic Policy into goals and specific plans for individual asset types Performance targets are set in the Asset Management Plan

37 Infrastructure Asset Management Operational How to do the right things Develop and implement detailed work plan: Detailed work plans Schedules Take account of the priorities identified in the Asset Management Plan

38 Infrastructure Asset Management Asset Management Framework Flowchart Illustrates the connection between the Strategic, Tactical and Operational management levels

39 Infrastructure Asset Management Tactical and Operational Management Planning

40 Infrastructure Asset Management Operational Activities Regular Management Inspection, Testing and Monitoring Structural Assessments Routine Maintenance Management of Substandard Structures

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44 Infrastructure Asset Management Operational Activities Programmed Maintenance Preventative Maintenance Component Renewal Upgrading Widening & Headroom improvements

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47 Infrastructure Asset Management Operational Activities Re-active Maintenance Emergency response Essential Maintenance

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51 Operational Processes Identification of needs Prioritisation Value Management Optimistion Value Engineering Implementation Planning Information - Feedback

52 Maintenance Planning Operational Processes: Asset inventory, condition and performance data Bridge Management Database BMX System

53 Bridge Management Database

54 Maintenance Planning Determine current performance Identification of needs Produce management strategies Produce a structures work-bank

55 Inspection, Testing and Monitoring

56 Management Strategies

57 Management Strategies

58 Maintenance Planning Value Management Value management is a formalised approach to prioritise the identified needs and to assess the benefits of undertaking maintenance and the risks of not undertaking maintenance

59 Value Management Assessment of Risk = Likelihood x Consequence in relation to : Safety: of the public Functionality: service level affect Environment: effects on the environment Cost: value for money

60 Value Management Prioritisation Criteria Identified Safety and Functionality Structure type, route carried, condition, assessed performance Benefits and disbenefits Whole life costs, journey times, network disruption Socio-economic and Environmental Impact on the community Impact on the Environment

61 Value Management Workbank identified and prioritised Routine Maintenance Programme A rolling programme of proactive maintenance will reduce the need for reactive maintenance and will prolong the life the service life of replacable elements: Reactive minor repairs Bearing cleaning and greasing Joint cleaning and seal replacement Drainage maintenance Vegetation removal Maintenance painting

62 Value Management Maintenance and Renewals Programme identified Programme maintenance Preventative maintenance Component renewal Upgrading Improvements Replacement Reactive maintenance Major structural repair work Emergency work

63 Value Engineering Value Engineering is the process of developing an optimal solution to a maintenance need and reducing waste and inefficient aspects of design, construction and maintenance The two key components of Value Engineering are: Option appraisal and Scheme development

64 Value Engineering Option Appraisal Only required when there are several options Whole Life Costing to optimise future maintenance Multi Criteria Decision Analysis for softer issues Scheme Optimisation Combine different works on a structure Combine similar work types Combine schemes on a strategic route

65 Delivery of Maintenance Programme Forward Work Plan: Detailed 1 to 3 year programme of work Align with funding levels available Work Scheduling: Annual Work Plan Detailed programme with costs Minimise network disruption Monitoring and Feedback Analysis of out-turn costs can improve future estimates Feedback used to improve management process Continuous improvement

66 Could a Code of Practice be of Benefit to Hong Kong The bridge stock in the Hong Kong is relatively new The Hong Kong Highways Department owns and maintains 1969 structures that carry pedestrian or vehicular loading They also own and maintain 732 ancillary structures, i.e. sign gantries, noise barriers and noise enclosures

67 Reviewing the Hong Kong Bridge Stock Although the number of bridges is not particularly large the size of the particular structures very are impressive: 5 road bridges have between 50 and 80 spans 38 road bridges have between 20 and 50 spans 69 road bridges have between 10 and 20 spans 167 road bridges have between 5 and 10 spans 123 footbridges have 5 spans or more 11 road bridges have a largest span over 70m 61 road bridges have a largest span between 40m and 70m

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76 A Code of Practice and its Benefits to Hong Kong Such a sophisticated Bridge Network as Hong Kong s requires Best Management Practice Formalised Asset Management practices provides a rational approach for managing such assets

77 A Code of Practice and its Benefits to Hong Kong It would provide a strategic approach that identifies: The optimum allocation of resources for: the management operation preservation enhancement of the highway infrastructure to meet the needs of current and future customers

78 A Code of Practice and its Benefits to Hong Kong Strategic Where are we going and why Hong Kong SAR Level - Transport Policy : Transport Department Highways Department MTRC, KCR, Aviation, Maritime

79 A Code of Practice and its Benefits to Hong Kong Tactical What is worth doing and when Hong Kong Island Highways Department Hong New Territories Highways Department Tunnel Operators TMCA Operators Route 8 Operator Specific Route line of the MTRC i.e.airport Line

80 A Code of Practice and its Benefits to Hong Kong Operational How to do the right things i.e. New Territories Highways Department: Inventory Inspection, Testing and Monitoring Assessments Emergency response Routine maintenance Preventative maintenance Renewals Upgrading

81 General Conclusions The Code of Practice and Asset Management Principles allows for : Improved stewardship and accountability Improved communication and relationships with service users Improved risk management

82 General Conclusions Improved financial efficiency: Improved decision-making based on costs and benefits of alternatives Justification for forward works programme and funding requirements Recognition of all costs over the life of the asset

83 General Conclusions Asset management does not replace existing good practice Instead it provides a Framework within which good practice may be: more effectively implemented managed complemented by other processes and actions

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