study of bridge project management system in department of road, a review of policy and practice

CHAPTER 1

Introduction

1.1 Introduction

This report is the outcome of the field study, which is a part of the training course “Road Sector Project Management”

organized by the Nepal Adminstrative Staff College from Shrawan 14 2069 to Bhadra 20 2069. This is a collaborative

effort of 7 partipants of the training.

All the members of the group are from Department of Roads which is mainly involved in construction and maintenance

of infrastructure in road sector. That is why it was decided that a study focused on some vital issue in the department

might be useful for the department itself. Since Bridges are very costly and important structures in road transportation

system, the group has chosen the topic “Bridge Project Management System in Department of Roads a Review of

Policy and Practice”. The study encompasses the management aspect of the bridge from the early stage of planning and

survey/design to the construction as well as maintenance of bridges in DOR.

Study Title: Study of Bridge Project Management System in Department of Road, a

Review of Policy and Practice.

1.2 Objective and scope of the study

Assess the different aspects (from planning, implementation to operation and maintenance) of Bridge Project

Management of Department of Roads

Identify the problems in bridge project management faced by the Department of Roads.

Recommend in action plan for effective bridge management.

The study is based on the experience of concerned DoR engineers through interviews and discussion as far as

practicable. Secondary Information is collected from the Department of Roads at Babarmahal.

1.3 Importance of the study

A bridge is a vital structure which allows uninterrupted

traffic flow in all weather. Collapse of the bridge may

results in traffic obstruction for several days. Therefore

bridges are important structures that contribute with

time value in National economy. On the other had it is

relatively very costly. Design and construction of

bridges require highly technical input as well as sound

management. It is particularly pertinent in our country

where very much unpredictable climate, geology and

nature of the river pose real challenge to the engineers.

According to Nepal Road Statistics, There are 1700

motorable bridges across the country. Out of the 1700

bridges, East West Highway alone consist of the 533

nos of the bridges, other Highway has 427 bridges and

Feeder road contain 578 bridges. The number of

bridges as mentioned are continuously increasing due

to the expansion of the road network within the

country. Hence the effective management of exisiting

By Abhiman Mulmi

31%

51%

5%

7% 6%

Composition of Existing SRN Roads

National HighwayFeeder road Ma-jorFeeder road MinorMid Hill HighwayPostal road

Figure 1.1 Composition of Existing Strategic Road Network

1

bridge as well as those under planning and construction is quite evident. More than 310 bridge are under construction.

Department of Road have also initiated Design and Build Approach to construct the 19 Nos of bridge.

Most of the exiting bridges have been built in conjunction with the development of the road network and, as a result,

many are 35-40 years old and increasingly in need of maintenance and repair. Over 80 percent are reinforced concrete,

with the remainder a mix of steel trusses (including Bailey Bridges), steel plate girder, pre-stressed concrete and stone

or concrete arches in approximate equal numbers of each. There are a limited number (8) of timber bridges.

The longest structures are on the East-West Highway in the Eastern Region: the Koshi Barrage (1.15km with 56 spans)

and the Mahuli Bridge (1.13km with 226 spans). Other significant structures are the Karnali Cable-Stayed Bridge

(500m, with a 325m main span) and three suspension bridges, each of 125m span, across the Narayani at Mugling, the

Marshyandi (Gorka) and the Bheri (Surkhet).

35%

28%

37%

Location of SRN Bridges by Road Type

East West HighwayOther HighwayFeeder roads

Figure 1.2 Location of SRN Bridges by Road Type

One of the major efforts towards efficient management of the bridge was the establishment of the bridge unit under the

Planning and Design Branch in 1994 as the central agency is responsible for coordinating with all Divisions and

Projects in Bridge Management Process. The number and types of problems are increasing each year, hence it is time to

review the present bridge management practice and incorporate necessary changes.

1.4 Methodology of Study

Following methodologies were applied to prepare the field study report.

Visit the DoR, Bridge Project and nearest Division Offices.

Collection of Secondary information and relevant documents.

Discussion with the Engineers.

Observation by Participants.

Analysis of primary and secondary information.

Findings of existing problems and solutions for efficient management in the bridge sector.

Recommendation in action plan

By Abhiman Mulmi 2

Figure 1.3 Structure of Methodology

1.4.1 Theoretical Frame work for Assessment

By Abhiman Mulmi

Field Visit

Conclusions and Recommendations

Data Analysis and Interpretation

Compilation of Data

Secondary DataPrimary Data

Data Collection

Questionnaires DesignStructured Interview

Research Design

Literature Review

Research ScopeResearch ObjectiveProblem Identification

Research Area Identification

3

Figure 1.4 Theoretical Framework for study

Phase of Bridge Project Management

The study is based on the Theoretical framework represented by the figure. The study will review the bridge policy in

each phase of bridge project. Then study and assess the current practices which will help to identify the problems and

constraints of Bridge Project Management. Based on the assessment Recommendation will be drawn in action plan with

role and responsibility for the ensuring the effective bridge project management system to be developed in Department

of Roads.

1.5 Limitation of the study

The following limitations might be observed during the study period:

Simple statistical tools will be used to analyze the data.

Study to be completed within limited time period.

Possible difficulty in the collection of the primary data.

1.6 Organization of the Report

The field study report has been organized in the following chapters

CHAPTER 1: General Introduction

CHAPTER 2: Organizational Background

CHAPTER 3: Bridge Policy, Management Practices and Problems

CHAPTER 4: Data analysis and SWOT Analysis

CHAPTER 5: Conclusions and Recommendations.

Appendices

CHAPTER 2

Organization Structure

By Abhiman Mulmi

Selection and Allocation

Phase

Im plem ention Phase

Hand Over and Docum entation

Phase

Operation and M aintenance

Phase Policy Review

Current Practice

Problem and Constraints

Action Plan for improvement

4

2.1 Organization Background

Department of Road (DOR) is a government agency, established in 1970 splitting from Public Works Department

(PWD), whose main purpose is to translate government policies for the roads sub-sector in terms of provision of service

to the general public of Nepal for the fulfillment of its mission states as “ To contribute Towards the Betterment of

Living Conditions of the People through Effective, Efficient, Safe and Reliable Strategic Road Connectivity”.

During Rana regime, there was a road office named "Bato Kaj Goshwara" and"Chhembhadel Adda" for construction &

maintenance of Civil Engineering works. There were branch offices such as "Banaune Adda" for other parts of the

country. Then "Naya Bato Kaj Goshwara" and "Purano Bato Goshwara" were established for new construction and

maintenance works respectively. An army unit called "Samarjung" used to carry out the routine maintenance under the

"Purano Bato Kaj Goshwara". Later both "Naya Bato Kaj Goshwara" and "Purano Bato Kaj Goshwara" were merged

into a new office as Public Works Department (PWD), which was located in Singh Durbar after the advent of

democracy in 1950.

Under PWD, construction of Tribhuvan Rajpath, Kanti Rajpath and Hetauda-Narayangadh road has been carried out.

"Bagmati valley Road Project" was set up to carry out the detail survey and construction of Kanti Rajpath. In 1954,

Royal Nepal Army completed its detail survey. In 1960, Rajdal Army Battalion completed the construction of 70 Km of

91 Km long Kanti Rajpath.

The Road Transport Organization (RTO) was also in existence as a Project Office separately representing the

involvement of India and US but could not work satisfactorily and it had been winded up in 1962 transferring all its

activities to DOR. During the year 1970 to 1975, the Road Development Strategy as adopted for the country continued

with Development of National Highways and Feeder Roads. Strategic Road Network (SRN) was developed in year

1975-1981 and PMC was established in 1987. For the continuation in the development of National Highways and

Feeder Roads along with its maintenance, Highway Management and Information System (HMIS), Maintenance and

Rehabilitation Co-Ordination Unit (MRCU) and Strengthened Maintenance Division (SMD) were established during

1988-1991. Transport Policy was first implemented in the year 1999-2001. Within the same year preparation of 20

years Master Plan of DOR was also initiated.

2.2 Vision and Mission

Vision

"Managing Roads for National Integration and Socio-Economic Development" is the vision for development of roads in

Nepal. The overall goal is to contribute in achieving sustainable socio-economic development by providing safe

affordable public road infrastructure services through building of a cost-effective, efficient and reliable road network

system. At the end of its plan period, the 20 year Master Plan for Strategic Road Network envisages the following

outcomes from the implementation of the proposed road program:

Motorable access to all the 75 District Headquarters in the country with Bituminous sealed road to almost all

District HQ;

Doubling of the length of the present Strategic Road Network with a target road density of 15 km per 10,000

populations.

Ensuring more than 95 percent of SRN in a good/fair annual condition;

Substantially reducing the walking distance of 13 days to 3 days in extreme cases to reach the motor-head in

High Himalayas & Mountains; and reducing the walking distance of 4 hours to reach motor-head in Terai and

Hills;

Establishment and functioning of Autonomous Road Agency to manage central road network with increased

level of user's involvement;

By Abhiman Mulmi 5

Establishment and functioning of monitoring system for an effective and efficient service delivery through an

independent annual user's satisfaction survey; and

Substantial reduction in accidents rate.

Mission

The mission statement for the Department of Roads is

"To Contribute Towards the Betterment of Living Conditions of the People through Effective, Efficient, Safe and

Reliable Road Connectivity"

2.3 Human Resources of Department of Roads

Table 2.1 Human Resource of Department of Roads

Class Staff (Number) Remark

Technical Adminstrative Others Total

Gazetted

DG 1 1

Class I 21 21

Class II 94 2 96

Class III 214 37 251

Subtotal 330 39 369

Non Gazetted

Class I 687 103 790

Class II 316 158 474

Class III 243 243

Class IV 287 287

Subtotal 1533 261 1794

Driver 183 183

Typist 91 91

Low Level 581 581

Total 1862 300 856 3018

2.4 Organization of Department of Roads

The department of Roads is headed by a Director-General assisted by 4 deputy directors-general (DDG), one of whom

is responsible for maintenance. The regions (Eastern, Central, Western, Mid-Western and Far-Western) are looked after

by five Regional Directors (RD) who form the link between the Headquarters in Kathmandu and the Divisions (25 in

number at present). The divisions are directly in charge of maintenance operations in their respective jurisdictions. The

organizational chart of DOR is shown in Figure 2.1

2.5 Bridge Project

As a part of the new organizational restructuring for DoR under the institutional strengthening component of World

Bank Project Road Sector Development Project, the earlier Bridge Unit under the Planning and Design Branch was

restructured into Bridge Project headed by the Super tending Engineer. Earlier, Bridge Project was established in 1994

with assistance from ODA (UK). The organization chart of the Bridge Project is shown in the figure 2.2.

By Abhiman Mulmi 6

2.5.1 Objectives of Bridge Project

The objectives of the bridge project are

To develop and establish a system of regular maintenance of bridges in strategic road network.

To standardize the design, construction and maintenance practice.

To develop capability of DoR Personnel, local consultants and contractors in bridge works.

Sectoral objectices of the bridge project are

To establish, develop and update bridge database.

To develop and program a budget for bridge works.

To establish and develop a maintenance management system.

To develop national standards for bridge design and specification.

To develop norms and specifications for bridge design and maintenance.

To undertake bridge design, construction and maintenance pilot projects.

2.5.2 Function of Bridge Project

Bridge Project has carried out bridge design works, maintenance management works and capacity building in the field

of the bridge works.

2.5.2.1 Planning and Design works

The bridge project has carried out design works of more than 500 bridges and feasibility study of more than 200

bridges.

2.5.2.2 Bridge Construction work

Bridge Project initiated the Pilot based Design Build Construction of bridge in 2010.

2.5.2.3 Bride Maintenance Management work

Following works were carried out in the bridge maintenance management works by the bridge project.

Inventory of 1100 bridges in 1996

Condition Survey of those bridges in 1997

Computerized the inventory database of those bridge 1997/98

Bridge Maintenance Manual

Bridge Maintenance works as Demonstration Contracts (Pilot Project)

Recent Maintenance work by Bridge Project

Bridge Project recently launched an extensive project to renovate nine bridges across the country that is in a “most

dilapidated” condition. The project that began in May 2011 aims at repairing the bridges that include the Trishuli

Bridge (Mugling-Tanahun section, Prithvi highway), Marsyangdi Bridge (Khaireni-Gorkha section, Tanahun district),

Seti Bridge (Khaireni-Bhimad section, Prithvi highway), Jharahi Bridge (Mahendra highway, Nawalparasi district),

Kaligandaki Bridge (Siddartha highway, Ramdi), Bheri Bridge (Ratna Highway, Surkhet), Tamakoshi Bridge

(Lamosangu-Jiri section, Dolakha district), Sunkoshi Bridge (Lamosangu-Jiri section, Sindhupalchowk district) and

Tadi Bridge (Nuwakot district). A committee formed under the DoR chose the bridges kept under the renovation project

for repairing. “The nine bridges are extremely important and are all located in core functional sites from the

transportation point of view.

2.5.3.4 Other works

By Abhiman Mulmi 7

Pilot Bridge Construction

Bridge Building Training works

Design Manuals, Bridge Inventory

Assistance to the divisons in bridge related issues.

Special inspection of the blast damaged bridges and remedial measure.

2.6 Bridge Improvement and Maintenance Project

The Government of Nepal has defined a national Strategic Road Network (SRN) consisting of Highways and Feeder

Roads under the auspices of central government. The Department of Roads (DOR) under the Ministry of Physical

Planning and Works is given the mandate of planning, construction and maintenance of the SRN. The SRN currently

suffers from many gaps in continuity and assured access due to non-existent or inadequate bridge structures. Many

existing bridges are 35-40 years old and are in desperate need of rehabilitation and repair. To address this problem, the

DOR has formulated a Priority Investment Plan (PIP) for bridges that aims at achieving year-round accessibility along

the SRN. Under the PIP, the DOR has identified a backlog of bridges for maintenance and refurbishment as well as

about 350 new bridge development projects. To address these needs, a Bridge Improvement and Maintenance Program

Support (BIMPS) is being prepared and is proposed for World Bank financing using the Program for Results (PforR)

lending instrument. Under the financing of World Bank, BIMP Project is initiated in 2012. The Project Development

Objective is to improve uninterrupted movement of traffic along Nepal Strategic Roads Network through support to the

Government of Nepal program of bridge development and maintenance, and strengthened bridge management.

2.6.1 Project Description

The proposed project is a US$60 million Specific Investment Credit that uses a programmatic approach to support the

bridge maintenance and improvement program of the Strategic Road Network (SRN) over a four-year period. The

project is structured around two components:

Component A - Support to the bridge construction and maintenance program (US$56.1 million) - this component will

contribute to the finance of the overall bridge maintenance and construction program of the SRN based on a prioritized

maintenance and investment program. Given the poor quality of the existing stock of bridges backlog periodic

maintenance and rehabilitation/replacement works will be prioritized as well as scaling up the existing routine

maintenance activities. Where technically and economically feasible the project may also finance bridge strengthening,

widening and new bridge construction. Large bridge works (potentially bridge lengths exceed 100 metres, but will be

decided once the bridge inventory and condition surveys are completed) will be not be eligible for financing under the

project. The Government of Nepal (GON) has also asked for support in the procurement of Bailey bridges. These

bridges will be kept in stock to allow a rapid response to natural disasters. The GON proposal includes the procurement

1,000m length of bailey bridges.

Component B - Institutional strengthening (US$3.9 million) supports a technical assistance program designed to

strengthen the capacity of the DOR to manage and implement a prioritized bridge improvement and maintenance

program. The component will focus heavily on human resource development at the national and regional level. The

tools and skills required to undertake bridge inspections, plan and execute maintenance activities and to plan and design

bridge works (particularly for large bridges) will be developed. The existing bridge policy and maintenance inspection

manuals will be reviewed and revised to reflect current international best practice and to support the roll out of the

Bridge Management System (BMS).

By Abhiman Mulmi 8

Nepal Government

DEPARTMENT OF ROADS

By Abhiman Mulmi

Figure 2.1 Organization Chart of DORHMIS Unit

Human Resource Development &

Computer Documentation Center

Central Laboratory

Quality Test Unit

Road & Traffic Unit

Bridge Unit

Geo-Environmental Unit

Planning, Monitoring & Evaluation Unit

RMDP (World Bank)

Dhulikhel-Bardibas Project

Hile-Bhojpur Project (RAP)

Feeder Road Co-Ordination Unit

Dispute Resolution Unit

Multi-Lateral Co-Operation Unit

Bi-Lateral Co-Operation Unit

Administrative Section Under

Secretary(Adm.)-1

ADB Project Directorate

Financial Administrative Section

Under Secretary (ACC.)-1

Mechanical Branch

DDG-1(Mech.)

Foreign Cooperation Branch DDG-1

Planning and Design Branch DDG-1

Maintenance Branch

DDG-1

DIRECTOR

Sub-Regional Transport

Facilitation Project

Road Network

Development Project

Legal & Compensation

Unit

Internal Administration

Unit

Personnel Administration

Unit

Central Store Mechanical Office -9nos

Mechanical Training Center

Heavy Equipment Division Offices-6 nos

Equipment Procurement & Training Unit

Equipment Maintenance & Management Unit

Operational Unit

Central Level Auditing Unit

Khodpe-Bajhang Project

Regional Directorate

Offices-5 nos

Contract Document Unit

Gaighat-Diktel Project

Divisional Road Offices-25 nos

Development Unit/SMD

General Unit

Units under Branches

Legend

Offices under Units

Director of DoR

Branches under DoR

9

DEPARTMENT OF ROADS

Bridge Project

By Abhiman Mulmi

Project Manager (DDG)

Technical

Senior Divisional Engineer (3Nos)

Engineer (4Nos)

Sub Engineer (2Nos)

Draught Persons (3Nos)

Adminstration

Nayab Subba 1

Kharidar (1No)

Peon

AccountDivision Road

Office (25 Division)

Figure 2.2 Organization Chart of Bridge Project

10

CHAPTER 3

Bridge Policy, Management Practices and Problems

3.1 The DoR Bridge Policy

In order to institutionalize the bridge works, the department published its Bridge Policy in 2004.

The Policy Statement is “The Bridge Policy of DoR is to provide safe, reliable and cost effective bridges.”

It states the following strategies

Strategy 1 Strengthening the existing institutional capacity

Strategy 2 Establishing economic and financial norms

Strategy 3 Institutional bridge maintenance and emergency works.

Strategy 4 Incorporating environmental and social aspects in the management of bridges.

Strategy 5 Establishing Project management cycles

Strategy 6 Technical Support and standardizing bridge definitions with other organizations.

Strategy 1 Strengthening the existing institutional capacity

The implementation of any technical or economic activity will not be effective unless there is a committed institutional

arrangement. So, strengthening the existing institutional arrangement has been the first thrust of the strategy. It aims to

strengthen exisiting DoR institutional capacity through

Strengthening of the Bridge Unit

Continuous Human Resource development

Introduction and consolidation of codes of practices, standards and working manuals and guidelines for design,

construction and maintenance of bridges.

Establishing elements of good governance in management practices

Adopting affordable appropriate technology and working jointly with private sector for capacity improvement..

Strategy 2 Establishing economic and financial norms

Development and maintenance of bridges demand adequate investment. It requires a rational procedure in investment and

financial management. Therefore the second strategy emphasises to establish economic and financial norms through Total

Life Cycle Costs considering introducing value engineering and creating an appropriate environment for private sector

investment and management.

Strategy 3 Institutional bridge maintenance and emergency works.

Many bridges are suffering premature loss of strength resulting reduced functional life due to inadequate maintenance.

Hence the third strategy is to institutionalize bridge maintenance and emergency response through adoption of planned

maintenance Specific maintenance strategies for special bridges, prioritising maintenance over new construction, imporoving

capacity for dealing with emergencies and setting operable BMMS.

Strategy 4 Incorporating environmental and social aspects in the management of bridges.

As bridges bring changes to the environment and society within their vicinity, the fourth strategy aims to reduce any adverse

effects of bridges to their environment and nearby communities by means of implementing legal measures, encouraging

community participation in river cooridor protection and introducing effective water management.

Strategy 5 Establishing Project management cycles

The main problems of the most of the bridge projects are

By Abhiman Mulmi 11

Adhoc planning

Long construction periods due to insufficient annual funds.

An increasing number of contractural disputes

Unclear ownership

Insufficient annual maintenance budget and

Poor maintenance practice

In order to overcome these problems, the fifty strategy aims to establish a bridge project management cycle having a four

specific stages.

a) Selection and approval of projects

b) Project implementation phase

c) A formal hand over process and

d) Operation and maintenance

Strategy 6 Technical Support and standardizing bridge definitions with other organizations.

Until now a DoR is the prime public sector institution for development of bridges in the central level road network (SRN) as

well as local (district, village, urban) roads in Nepal. Recently other organization, particularly, DoLIDAR in liason with the

DDCs, VDCs and Municipalities, have increasingly involved in design and construction of motorable bridges in the non

SRN roads. However, future improvement in the economic conditions of the country may bridge some of local roads into the

SRN. As the functional life of bridges is more than roads, it woul be rational and economically sensible to build bridges as

per national standards in the first instance. The last strategy, therefore, aims to support other organizations through the

development of national standards, assistance to their human resource development programmes.

DoR is also committed to the development of appropriate and realistic modalities for each strategy, and to continue

monitoring their implementation for continous improvement as per the transport sector’s needs.

3.2 Bridge Policy in Project Management Cycle and Current Practices and problems

3.2.1 Selection and approval of the project

3.2.1.1 Policy review; very decentralized

The DoR Bridge Policy has clearly stipulated the process of selection and approval of bridge projects. According to the

policy, investment in a bridge project through DoR is recommended after several steps which mainly include prefeasibility

study, feasibility study, priority ranking after discussions among the stakeholders. The policy aims at very careful scrutiny

before investing in a bridge project. Only after discussion DoR get the formal approval of the rolling plan from concerned

authority. And Detailed engineering design of the bridge selected in rolling plan was conducted in order of the priority.

There is a formal design acceptance process, where greater role has been proposed for RD, DRO regarding field verification,

which is followed by the design check by the Bridge Unit and design acceptance by the concerned authority. Finally on the

basis of priority bridge project is selected in the annual programme.

3.2.1.2 Practice; centralized and politicized

The selection and approval process of bridge project in reality is highly centralized and politicized.

By Abhiman Mulmi 12

Figure 3.1 Project Selection Process in Practice

Each year National Planning Commission decides ultimately which bridge is to be constructed and includes in the RED

book. But the procedure and criteria for selection is not clear. Red book allocates budget for construction in an adhoc basis

without knowing whether he bridge is technically or economically feasible or not. There are large numbers of cases where

the budgets have been allocated on the basis of demand of politician. There are cases where Division staff could not find

where a particular crossing lies in their territory. It indicates that bridge planning is centralized, there is little relevant input

from the divisions of the local level.

3.2.1.3 Practice; Feasibility Study

The feasibility study is done through Bridge Unit. The engineer complains that it is very difficult to monitor the study from

the central bodies. The engineer complains that is is very difficult to monitor the study from the central office due to the lack

of manpower and other logistics facilities. The format of feasibility study reports were found inconsistent. The above

observation leaves an impression that the pre-feasibility and feasibility studies are done merely to fulfil some unnecessary

formalities. The results are neither used for planning and budgeting nor for detailed design and construction.

Figure 3.2 Project relation

3.2.1.4 Practice; Detailed Design of bridge

Construction of bridge is possible only after its design which consists of engineering survey, hydrological study, soil

investigation, study of environmental aspects and structural design of its various components. Thus the design process of a

bridge is closely associated with the natural condition surrounding the bridge site.

By Abhiman Mulmi

Nepali Congress

Maoist

UMLRastriya

Prajatantra Party

Terai Party

National Planning Commission

Department of Roads

People

FeasibilityDetailed Design

Construction

13

A few year back the Division offices themselves used to hire consultants for the design of bridges in their jurisdiction. It

saved time but arouse problem like improper design contracts, inconsistent and inappropriate designs, non uniformity of

design formats etc. To solve these problems the department ruled that the all the design works should be done only through

the bridge unit. The policy of design at centre helped to solve the above problems but again other types of problems began to

emerge.

Figure3.3 Typical Design Problems

The cause of such problems is again lack of supervision of the survey and design works. The engineers at the bridge unit

complain that they are not familiar with the bridge site and there is no provision for constant supervision throughout the

survey works. The division offices have very limited role in the design process hence much input cannot be expected from

them. The bridge unit is limited to check the technical content but they are unaware of the possible construction problems.

Figure 3.4 Adhoc Design Approval Process

By Abhiman Mulmi

Division Report Search for the design report

Design report and drawing forward by DRO to Bridge

Project

3 Engineers of Bridge Project

Check

Concerned Authority

approved it

Adhoc planning (Bridge Project inform DoR of

Procurement of Bridge) normally Baisakh, Jestha

Common design

problem

Soil starta not conform to

design

Wrong Hydrological

data

Inapprpriate design of river training and

approach road

Un economical

design

Trend of copying design

Insufficient free board

More than 100 bridges goes to procurement

Time Period 2 to 3 Months at the end of Year

Manpower in Bridge Project 3 Engineers to check

14

3.2.1.5 Practice; Lack of Standard Guidelines and format and expertise

The bridge unit is considered as a central expert unit. So whenever any problem arises at the site, DRO send it to the Bridge

Unit. But can it really solve the problems? Are the engineers in the Bridge Unit specially trained and have expertise. The

engineers in the DoR are randomly transferred to the bridge unit. No special training is provided to them. So, there is

virtually no difference between the engineers. The Bridge Standard 2067 is inadequate beside there is lack of standard

designs, guidelines to carry bridge design work. Majority of the bridges locally based on simple RCC technology or simple

truss. There was not effort made in the research and development of new bridge like cable stayed, pre stressed bridge etc.

3.2.1.6 Practice; why Bridge Unit is procuring and supervising so many bridges

As per Policy Bridge unit is more of an expert panel which is more focus on bridge design. It is good that it can procure and

supervise any bridge project in pilot phase. But Today Practice shown that it is more concerned in contract as well as

supervising a number of bridge based on Design and Build. It shows the centralized practice of bridge unit executing the

maintenance contract of 9 periodic maintenance of bridge under the decentralized network of Department of Roads. Such

Practice has to be made clear.

3.2.2 Implementation Phase

3.2.2.1 Policy review

Implementation phase start with the procurement management. Division Road Office and Project Office prepare the bid

document and carried out the procurement process and award the contract for the execution of the work. Construction

Supervision was carried out the Division Road Office in technical support of Bridge Unit and Design Consultants. Division

identifies any changes and reports to the regional Director and to the Department. Bridge Project conducts discussion with

the project stakeholder and assists to revise the initial design or resolves the site problems and concerned office forwards for

approval as per regulations.

Figure 3.5 Technical Support identified by Bridge Unit in Implementation Phase

3.2.2.2 Practice; Procurement Stage

The bridge unit have the standard bidding document for the Bridge work of medium contract published in the year 2067 BS.

All the Division Road Office and Project office prepare the bid document on the basis of the standard bid document and

there is now more or less uniformity in the bid document which was not in the past. The major problem burden to the

procurement of bridge is that Bridge Project needs to select only those projects which were designed by it. The Database of

Bridge Project regarding Design report is very poor, that it is very difficult to get the design report from the Bridge Project.

Bridge Project at the last hour of fiscal year informs the Division and Project about the list of bridge to procure, sometimes,

their design was not even happen. Bridge Project has to shortlist only that project whose design have been approved by

early. So, that Division and Project would more focus on Procurement management.

By Abhiman Mulmi

Laying out of the bridge axis.

Foundation preparation including the bottom plugging of wells, well capping, pile testing, installation of bearings or any foundation problems.

At the time of preparing shop drawing, the preparation of steel superstructures, fabrication, material testing, erection methodology preparation, the field erection period and during the handing over period.

Deflection monitoring for steel bridges and load test.

Any specific issues or events.

15

3.2.2.3 Practice; Construction Technology and Quality Assurance Mechanism

The construction supervision is primarily the responsibility of the Division Road Office. Division Road Office and Project

Office have the role of quality control of the construction work and have to supervise the work to ensure the construction

work carried out as per design and specification. There is lack of systematic quality control. It is usually done in an adhoc

basis as per the supervising engineers own understanding and does not always reflect the quality of the works. No standard

formats, checklist, guidelines and procedure are available and the engineers are not trained enough for quality control

measure. Currently about 310 bridges are under construction under the Department of Road. Each Division Road Office has

at least 10 bridges or more bridge to construct. Bridge construction need a knowledge and skill, and Engineer have to work

hard to construct the bridge. The bridge like Steel Truss Bridge needs a expertise. Most of bridge construction contractor are

incompetent, in this situation a regular supervision from Engineer is needed. The construction technology adopted by the

Contractor is also traditional and labour based, even the construction like steel truss bridge.

Figure 3.6 Constraints during construction

3.2.2.4 Practice; Feedback and Problem Solving Mechanism

Most of the problems are encountered at the site condition. Logically, the best practice would be to solve it there as far as

possible. Although most of the problems are related to the site conditions and could be effectively solved locally. There is a

general tendency to send it to the centre. Such tendency is due to lack of confidence and training. No guidelines are available

to solve common types of problems and there is a confusion whether the divisions are empowered to solve them on their

own, or should they get approval from the Bridge Project. Bridge Project is not always capable to solve the problem because

it has no decision making tools, no expert engineer and no logistics, making the files returned back with some ambiguous

solution or no solution causing delay.

Another common problem is the lack of systematic lateral communication within the department. Information on any

problem and its solution is not shared by the wide mass. It hinders the development of expertise. This problem exists not

only in the bridge sector but in all the systems.

By Abhiman Mulmi

Constraints

Incompetent contractor

Traditional Labour based

technology

One engineer might have to

look after 5 bridge at time

Lack of monitoring

Poor quality control

mechanism

16

3.2.3 Handover Process and Documentation Phase

3.2.3.1 Policy Review

Policy gives a importance on joint inspection of Bridge by the Bridge Unit, Division Road Office, Project Office along with

the Contractor and Design Consultant one month before issue of completion certificate. Followed by the rectification

measures it necessary by the contractor. After rectification, Division Road Office Project Office issues the completion

certificate. Bridge Unit then conduct the Principal Inspection by BU and Handover of SRN bridges to DRO. DRO then

disseminate the information on construction and maintenance problems and shortcoming to DoR, BU and HMIS.

3.2.3 2 Practice; Start up and Commissioning

Start up and commissioning of the at least Bridge other than the RCC bridge should be done, load test, start up and

commissioning provision should be compulsorily incorporated in the Contract of Bridge Construction.

3.2.3.3 Practice; Hand Over of the Non SRN bridges

Many Non SRN bridges are constructed and under construction under DoR. Bridges located in the non SRN road should be

handed over to the Local body after the construction.

3.2.3.4 Practice; Database of as built drawing

Division Road office should maintain the as built drawing of bridge and send a copy of as built drawing of the bridge to the

Bridge Project, which it should maintain.

3.2.4 Operation and Maintenance Phase

3.2.4.1 Policy Review

The four class of the maintenance activity is defined by the bridge policy they are routine maintenance, recurrent

maintenance and minor repairs, periodic maintenance and the emergency maintenance. All DROs prepare conduct annual

bridge inspection as per the routine maintenance inspection guidelines and also carry annual inspection of river corridors to

identify the requirement for strengthening of river training work and bank protection. Bridge Project conduct periodic

inspection survey five to seven year as per principal inspection guidelines. Bridge Project also conduct special inspection of

the bridge in case of any major accident or events. All DROs assess minor repair works on the basis of routine inspection

and prepare recurrent budgets. Concerend DRO or PD assess the periodic maintenance need on the basis of periodic

inspection and condition survey. Bridge Project, DRO, PO assess emergency damage immediately after it occurred. Bridge

Project coordinates with all relevant authorities. All DROs prepare Annual Road Maintenance Plan for the routine, recurrent

and emergency maintenance of the bridge. All DROs or PO carried out the routine, recurrent, emergency and periodic

maintenance of the bridge. All DROs maintain the physical progress reporting and update bridge register and disseminate

information to Bridge Project and Highway Management Information System.

Bridge Condition of Nepal

The Bridge Inventory Study also undertook a condition survey of a sample of 96 bridges – from within the total of 1056 –

which were identified as being in need of repair or rehabilitation. The selected bridges included 34 bridges on the East-West

Highway, 38 on other Highways and 24 on Feeder Roads. The damage and defects notes ranged from ‘complete collapse’,

‘scour & siltation’, ‘corrosion of bearings’, ‘ageing’ to ‘poor condition’: 15 cases of damage due to ‘rebels attack’ were

noted.

A total of 10 elements of each bridge were inspected and ranked, including: the approach roads, bridge deck surface,

parapets, expansion joints, superstructure, bearings, abutments, piers, protection works, and river training works. The

By Abhiman Mulmi 17

condition of each element was ranked on a scale of 0-4, with the extent of damage and degree of urgency also scored on a

scale of 0-4. Details of the recommended remedial works are included in the draft Study Reports: the results of the condition

survey are presented so as to enable DoR prioritisation of the remedial works.

A specific recommendation is made regarding the widening of the bridges on the Pathlaiya-Dhalkebar section of the East-

West Highway. There are approximately 60 bridges on this section most of which have a carriageway width of only 5.5m:

this is below the minimum for Asian Highway Standards and is insufficient for two commercial vehicles to pass in comfort.

Furthermore 10 of these bridges are in excess of 100m in length, which adds to difficulties for opposing vehicles to pass. A

detailed study of how best to resolve the issue is recommended.

Bridge Inventory Survey 2005

Figure 3.7 Bridge condition of Nepal

A latest estimate by DOR suggests that SRN bridge program’s capital expenditures will need to support major repairs of 514

SRN bridges. Of them 60 bridges require urgent attention. Minor repairs of a further 841 SRN bridges will also be required.

The per-bridge cost of major maintenance of these bridges is small relative to many infrastructure investments. The average

cost of 85% of SRN bridges requiring major maintenance is estimated to be less than USD 100,000. DOR’s bridge inventory

has also identified 296 gaps on SRN, which will require new bridges in order to facilitate all-weather access. 82% of these

new SRN bridges are estimated to costs less than USD 1 m per bridge. The most expensive new SRN bridges will be in the

region of USD 10 - 15m. Costs of engineering designs, feasibility studies, and quality management are estimated to be

approximately 5% of capital spending.

3.2.4.2 Bridge Maintenance Practice

There are standard bridge inspection guidelines for the carrying of bridge inspection and maintenance. Division Road Office

rarely carried out the bridge inspection annually as defined in the Bridge Policy of Department of Roads. Bridge Project

should make the Annual Bridge Inspection Mechanism mandatory for all the concerned office with necessary facility and

budget for the work. All the Division should rate as defined in the Bridge inspection and Maintenance guidelines. Condition

rating, Extent rating and urgency rating should be mandatorily incorporate in the Annual Road Maintenance Plan. Currently

Division adhocly put the bridge maintenance budget in the Annual Road Maintenance Plan.

Table 3.1 Bridge Maintenance condition rating Nepal

Condition rating Extent rating

4 Serious condition with severe damage. The element or

component is not functioning as designed.

4 Extensive, most or all of the element affected.

3 Poor condition The element or component shows

numerous defects of structural significance which may

soon prevent it from functioning as designed.

3 Major , highly significant, more than 20% of the

element affected

2 Below average. The element or component shows local

defects of structural significance but functions as

designed.

2 Significant, 5% to 20% of length or area of the

element affected

1 Fair condition. The element or component shows a few

nonstructural defects.

1 Minor, less than 5% of length or area of the element

affected

0 Good condition with no significant defects 0 No defect or insignificant length or area of the element

affected

N Not applicable, or element not accessible for inspection

Urgency rating

4 Immediate action required

By Abhiman Mulmi 18

3 Attention required within 6 months

2 Attention required within year

1 Non urgent; attention required within 2 years

0 No time limit for action

Source: Guideline for Inspection and Maintenance of bridge Volume I

3.2.4.2 Practice; Bridge Inspection Equipment

Following equipments are listed in the Bridge inspection and maintenance guidelines for the inspection of the bridge. They

are

1) Safety jackets 2) Gloves 3) Safety helmet 4) Rain coat 5)Bicycle 6) Ladders 7) Other tools

such as First aid kit, Axe, Hasiaya, Knife, Hammer, Gainti, Saw, Traffic cones. It is very dangerous to inspect the work with

such equipments, it will be better to procure at least one inspection vehicle at each regional office for the bridge inspection

work.

Figure 3.8 Bridge Inspection Vehicle

3.2.4.3 Practice; Budget Constraints

Major constraints to the bridge poor condition is the budget constraints. Like in road maintenance work there is no

sustainable funding for the bridge maintenance and Donor too have least interest in the sector. Each year Government

allocates average of 2 million in the bridge maintenance in each division road office which was not sufficient. Sustainable

funding for the bridge maintenance is the needed for good condition of the bridge. World Bank initiated Bridge improvement

and maintenance project for the improvement and maintenance of bridge in Nepal in 2012.

By Abhiman Mulmi 19

3.2.4.4 Practice; Database of as built drawing

Bridge Project must develop the database of as built drawing of existing bridge. As they play a major role in the maintenance

of the bridge. Department of Road is finding difficulty in assessing the bridge vulnerability in the absence of the as built

drawing.

3.2.4.5 Practice; Training

Many Engineers does not have adequate knowledge in Bridge inspection, condition rating, extent rating, urgency rating.

They should be trained in the various aspects of the bridge inspection and maintenance.

3.3 Existing Policy, Guidelines, Standards regarding Bridge Management

1. The DoR Bridge Policy and Strategies 2004

2. Guidelines for Inspection of bridge and maintenance Volume I and II

3. Standard Specification for Road Bridges 2001

4. Nepal Bridge Standards 2067

5. Standard Bidding Document for bridge construction Medium Contract

6. Initiation of Bridge Management Information System

7. Incorporation of Bridge Maintenance in Annual Road Maintenance Plan.

8. Standard Design of Superstructure (Modified to Two lanes)

9. Restructuring of Bridge Unit into Bridge Project

10. Initiation of Design Build Concept of Bridge Construction

3.4 Recent Development Bridge Management Information System

A bridge management system or BMS is a means for managing bridges throughout design, construction, operation and

maintenance of the bridges. As funds available become tighter, road authorities around the world are facing challenges

related to bridge management and the escalating maintenance requirements of large infrastructure assets. Bridge

management systems help agencies to meet their objectives, such as building inventories and inspection databases, planning

for maintenance, repair and rehabilitation (MR&R) interventions in a systematic way, optimizing the allocation of financial

resources, and increasing the safety of bridge users.

The major tasks in bridge management are: collection of inventory data; inspection; assessment of condition and strength;

repair, strengthening or replacement of components; and prioritizing the allocation of funds. A BMS is a means of managing

bridge information to formulate maintenance programs within cost limitations. A BMS includes four basic components: data

storage, cost and deterioration models, optimization and analysis models, and updating functions.

It can be used for following measures

1. Storing Bridge data

2. Making Maintenance of bridge

3. Making Improvement of bridge

4. Making replacement of bridge

5. Allocating fund

6. Projecting future construction of bridge

7. Tracking Projects

8. Tracking Performance

By Abhiman Mulmi 20

http://en.wikipedia.org/wiki/Inventory

http://en.wikipedia.org/wiki/Maintenance,_repair_and_operations

http://en.wikipedia.org/wiki/Operations_management

http://en.wikipedia.org/wiki/Construction

http://en.wikipedia.org/wiki/Design

http://en.wikipedia.org/wiki/Bridge

Figure 3.9 Bridge Management system

By Abhiman Mulmi

Bridge Management

System

Planning

Budgeting

Scheduling

Performing

Reporting and

Evaluating

Inspecting

21

CHAPTER 4

4.0 Data Analysis and SWOT analysis

This Data analysis logically presents the analytical results acquired from the intensive review and study. Primary data were

collected from questionnaire survey discussion where as the secondary data were collected through the desk study of various

reports published by DoR and Project documents. This chapter deals with the findings of the study in relation with exploring

Bridge management practices in Nepal. It analyses and presents the results from each section of the questionnaire in different

forms e.g. tables, pie charts bar charts, histograms etc.

4.1 Human Resource Assessment

Main Organization Unit that are involved in the Bridge project management are

1. Department of Roads

2. Bridge Unit

3. Regional Directorate

4. Division Road Office

The Human resource assessment for the bridge project management is carried out in the matrix format.

Table 4.1 Human Resource Assessment for bridge management in Department of Roads

Institution Total Human Resource

Technical

Non Technical

Work Load Remark

Department of Roads (including Regional Directorate and Road Division)

2610 2300 310 All works and function of the DOR including road and bridge development initiated by DOR

Bridge Unit at the DOR

24 15 9 Pre-feasibility, feasibility study of the bridge (35 new bridges are under design; 350 bridges are under construction now; 50 to 60 bridges construction is completed each year; 70 to 80 new bridges are taken up for construction each year, 12 to 1300 bridges currently require maintenance), model contract documents (for all bridge projects), and implementation supervision/monitoring of centrally implemented projects (3 projects). Supervision and monitoring of the projects implemented by Regional Directorate and Road Divisions (more than 350 under construction bridges)

Considering the workload in the bridge unit, the working technical staff in the project is inadequate. Further lack of special training related to bridge design to the staffs of the unit, the unit has to entirely depend on outsourcing of the consultants for design as well as review of the design.

As the unit also directly supervise the central level projects (3), supervisory functions of the uit for the bridge construction and maintenance projects at road division level is grossly inadequate for the quality construction and maintenance.

Regional Directorate *

8 3 5 Many staff on the lists, but hardly few are present in the office. There is not much workload to the regional

By Abhiman Mulmi 22

directorate. Most of the time staffs of the regional directorate are at the central office.

Road Division** 24 18 6 Total project handled by the division is 50 (district road 16, urban road 14, Toourist road 4, Regional level roads 3, bridges 12, Chepang Marga 1) excluding the regular maintenance and rehabilitation works of roads and bridges.

With the current level of staff it appears that one technical person has to supervise nearly 3 projects at a time. Further the projects are located at wide apart areas. Obviously, the supervision of the works by the appointed technical staff is inadequate to maintain the quality works.

** DRO Bharatpur

Source World Bank Project Appraisal Document of Bridge Improvement and Maintenance Project

It indicate that the lack adequate human resource in the implementation of bridge management.

4.2 Financial Assessment

4.2.1 Bridge Construction work

Table 4.2 Budget Allocation and Expenditure in Bridge construction in DoR (Amount in, 000)

Fiscal Year Budget Allocation Plan Budget Spent Achievement

FY 2068/69 3,523,631 Plan to complete 75 bridges , procurement of 6 additional bridge through design build approach totalling to 19 bridge and continuation of bridge construction work

3,339,865 Completion of 46 bridge construction work

FY 2067/68 3,15,52,03 45 Nos of bridge construction to be completed, Intiation of Design Build Contract of 5 bridges

2,95,29,13 87% Physical Progress

FY 2066/67 2,33,72,36 2,16,17,57 96.38% Physical Progress

FY 2065/66 1,39,57,48 1,29,94,91 91.46% Physical Progress

FY 2064/65 77,49,45 75,04,43 74.95 Physical Progress

FY 2063/64 74,33,77 52,19,83 72.35% Physical Progress

FY 2062/63 51,45,53 37,04,35 69.67% Physical Progress 35 bridge completed

FY 2061/62 76,70,00 45,21,37 78% Physical Progress

FY 2060/61 46,55,00 32,25,51 78% Physical Progress

FY 2059/60 24, 73,04 14,57,28 71% Physical Progress

By Abhiman Mulmi 23

FY 2059/

60

FY 2060/

61

FY 2061/

62

FY 2062/

63

FY 2063/

64

FY 2064/

65

FY 2065/

66

FY 2066/

67

FY 2067/

68

FY 2068/

69

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

4000000

Budget AllocationBudget Spent

Figure 4.1 Budget Allocation and Budget Expenditure in Bridge Construction in DoR (Amount in thousands)

Budget Allocation data show that the budget allocation has been double in FY 2065/66 in comparison to FY 2064/65 and

afterward it continuously increased in the next years. The progress also good with the present organization structure as there

has not been significant addition of human resource today back some ten years ago. The work load comparing today is more

than 1000% greater than some ten year back. Budget allocation for FY 2059/60 is 24,32,04,000 in comparison to allocation

for FY 2068/69 3,52,36,31,000. Which shows how the work is going today and this indicate the immediate need of

organization restricting. HOW much input of Human resource is needed for bridge construction work?

4.2.2 Bridge Maintenance work

Table 4.3 Budget Allocation and Expenditure in Bridge Maintenance in DoR (Amount in, 000)

Fiscal Year Budget Allocation Plan Budget Spent Achievement

FY 2068/69 24,42,70 Plan to Maintenance the bridges of strategic road network.

19,82,95 85% Physical Progress. Trishuli Bridge Periodic Maintenance of (Mugling-Tanahun section, Prithvi highway), Marsyangdi Bridge (Khaireni-Gorkha section, Tanahun district), Seti Bridge (Khaireni-Bhimad section, Prithvi highway), Jharahi Bridge (Mahendra highway, Nawalparasi district), Kaligandaki Bridge (Siddartha highway, Ramdi), Bheri Bridge (Ratna Highway, Surkhet), Tamakoshi Bridge (Lamosangu-Jiri section, Dolakha district), Sunkoshi Bridge (Lamosangu-Jiri section, Sindhupalchowk district) and Tadi Bridge

By Abhiman Mulmi 24

(Nuwakot district)


15,04,08 76% Physical Progress




3,44,68 95.20% Physical Progress


3,51,90 90.79 Physical Progress










1,32,41 17.6 % Physical Progress

By Abhiman Mulmi 25

FY 2059/

60

FY 2060/

61

FY 2061/

62

FY 2062/

63

FY 2063/

64

FY 2064/

65

FY 2065/

66

FY 2066/

67

FY 2067/

68

FY 2068/

69

0

50000

100000

150000

200000

250000

300000

350000

400000

450000

Budget AllocationBudget Spent

Figure 4.2 Budget Allocation and Budget Expenditure in BridgeMaintenance in DoR (Amount in thousands)

Budget allocation for the Bridge maintenance is inadequate, which show Government is not serious on the preservation of

the bridge. Budget Allocation data show that the budget allocation has been increase significantly in FY 2067/68 in

comparision to FY 2059/60 and afterward it continuously increased in the next years. However, it is still is inadequate to the

requirement of bridge maintenance.

4.3 SWOT analysis of Bridge Management Practice in DoR

The Successful Implementation of the proposed plan depends upon various factors. The Strength, Weakness, Opportunity

and Threats (SWOT) are identified and analysed as follows.

Based on the review of the documents on the performance based maintenance and management contracts. Certain points

have been listed as in Table No 6-1 below:

Table 4.4 SWOT analysis of Bridge Management System

Strength

Good structured strategic network and Division within a

geographic area.

Well equipped and experienced Employer, Contractor and

Consultant.

Good Procurement Management and e procurement

Strong Logistic Support

Well Formulated Policies and Guidelines

Fast Developing Private Sector

Systematic Bridge Inspection Manual

Web Based Bridge Management System

Weakness

Lack of clearly defined process and procedure for its

implementation of Maintenance Management.

Budget Constraints.

Inadequate Human Resource and expertise.

Poor documentation and record management

Inappropriate Job Description

Lack of motivation

Higher dependency in donor

Poor Implementation of policy

High Political influence.

Opportunities

Potential Expansion of road network-Large number of bridge

projects.

Increasing interest of donor in bridge sector.

Threats

Political instability (frequently happening bands)

Lack of commitment and adhoc selection of bridge

construction and maintenance.

By Abhiman Mulmi 26

Potential development of expertise.

Expansion of other mode of transportation like railway

bridge, flyover.

Opportunity to transfer the significant amount of risk to the

private sector through Design Build, BOT modality.

Improvement of service quality level of the Bridge, Improve

condition of Bridge.

Involvement of private sector in maintenance activities

reduces the burden to public sector.

Increased investment and funding opportunities, potentially

more opportunity to obtain funding on bridge

maintenance.

Greater market appetite for larger contracts, qualified and

experienced contractors will be attracted more

competition.

Opportunities to cope with the global trend.

High level of political influence.

Inefficient accessibility in planning of the BMMS.

Long term market instability and uncertainty may damage

the opportunities.

Conflicting interest and unnecessary condition of donor.

Change in government policy and intervention.

Unforeseen natural phenomenon leads to emergency works

like earthquake, landslides, floods etc.

CHAPTER 5

Conclusion and Recommendation

5.1 Finding and Conclusion

Department of Road Bridge Policy is very good document and can be the good guidelines for the effective bridge

management of the country. There is good unbalanced related to advanced policy framework but weak implementation

capacity. Following conclusions are drawn up.

1. Centralized project planning, Higher Political and Interest Group interference in the project selection and budget

allocation process.

2. Poor Database management and rare use of technology like Bridge Management Information System in all phase

of project.

3. Nepal Bridge Standard only focuses on theoretical term and it is very basic. Lack of standard quality assurance

plan and standard construction technology for bridge construction resulting weak quality.

4. Lack of proper coordination, Weak Monitoring and Feedback Mechanism and Problem solving mechanism.

5. Lack of expertise among the Engineer of Department of Roads regarding the design and supervision of mainly

steel truss and other than RCC bridges. Likewise Poor knowledge among the Engineer of Division Road Office

regarding bridge inspection and management.

6. Budget Constraints hindering the progress of construction and maintenance of bridge.

7. Traditional Bridge inspection equipment, Weak bridge inspection and no execution of condition rating, extent

rating and urgency rating of plan. Bridge Maintenance Part in Annual road maintenance plan is unreliable.

8. Lack of motivation among the Engineers of Bridge Project.

5.2 Recommendation

The following measures are recommended for the effective management of bridge to strengthen weak implementation

capacity.

Table 5.1 Recommendation in the action plan

Phase of Project

Activity to perform Time to Perform

Responsible Authority

M& E Authority

Remark

Project Institulisation of Bridge Within 1 month Bridge Project (Main Ministry of Workshop

By Abhiman Mulmi 27

Selection and Allocation Phased

Management through developing and introducing decision support systems such as BMMS.

Leader), Regional Director, Division Road Office, Project Office

Physical Planning and Works Transport Management

need to be conduct

Project Selection

Need assessment of Bridge requirement and Prioritize the bridge

Each Fiscal Year

Division Road Office, Project Office

Bridge Project DoR should make it mandatory and decentralized.

Prioritize the Bridge on basis of need assessment of bridge for project selection for feasibility and detailed study

Each Fiscal Year

Bridge Project Ministry of Physical Planning and Works Transport Management

Systematic Database management of the feasibility and detailed study of bridge

Each Fiscal Year


Manage the Space Constraints of Bridge Project and Adopt Computer based Database

Allocation Project selection for construction procurement of only those project whose feasibility and detailed survey was conducted on ranking basis

Each Fiscal Year


Design Review and Update of Bridge Policy, Bridge Standards, Development of Standard and Guidelines for Complicated bridge, Bridge Design Manual, Standardization of design document, guidelines, manual

Each Fiscal Year

Bridge Project, Department of Road

Ministry of Physical Planning and Works Transport Management

Standardization in design with reduce complication and save time

Strict regulation for Consultants Bridge Project Trend of copying the design has been high

Implementation Phase

Review of current qualification criteria of bidder

Bridge Project This is needed that many bridge project handle by in competent contractor

Development of Standard Quality Assurance Plan and Construction Technology Plan and mandatorily implementation during the construction of bridge.

Bridge Project, Division Road Office, Project Office

To address poor quality control mechanism and weak traditional construction technology

Mandatory Monitoring of the construction work of bridge with standard checklist and guidelines

Each three month

Regional Director Bridge Unit/Director General

Development of Feedback and Problem Solving mechanism with the pool of experts or outsourcing External Consultant for the solving complicated bridge case annually across the Division

Hiring Pool of External Expert annually on fixed contract basis annually

Bridge Unit

Handover and Make the Provision of Start up Before handover Bridge

By Abhiman Mulmi 28

Documentation Phase

and Commissioning work mandatory in the bridge construction contract execution of start up and commissioning work before hand over

Unit/Contractor/Design Consultant, Division Road Office, Project Office

Handover of the SRN bridge to Division Road Office, Project Office and Non SRN to Local Body.

Maintain Digital Database of as built drawing of constructed bridge.


Bridge Project

Operation and Maintenance Phase

Institutionalising Sustainable Bridge Management through developing and introducing various decision support system like BMMS and BRMS in maintaining bridge

Bridge Project

Effective adoption of planned bridge maintenance making the annual bridge inspection and urgency rating for maintenance mandatory

Division Road Office, Project Office

Regional Director, Bridge Project

A separate workshop like Annual Bridge Maintenance Plan can be held

Procurement of Bridge Inspection Vehicle

Mechanical Branch, Department of Road

Training to the Engineers of Department of Roads on Bridge Inspection and Maintenance

Consultants Bridge Project Human resource Development

Separate Maintenance Strategy for special type of bridge like Karnali Bridge, Mugling bridge should be developed.

Maintain Digital Database of as built drawing of all existing bridge.


Bridge Project

Human Resource Development

Provide different type of training on bridge planning to maintenance to Engineers of Department of Road.

Road Sector Skill Development Unit, Bridge Unit

Restructuring of Bridge Project

Bridge Project should incorporate the separate team of Bridge Management Support Unit

Bridge Project

By Abhiman Mulmi 29

References

DoR, 1994; DoR Strategy, Department of Roads, Kathmandu

DoR,2001; Standard Specification for Road Bridges, Department of Roads, Kathmandu

DoR, 2004; The DoR Bridge Policy and Strategies, Department of Roads, Kathmandu

DoR, 2004; Guidelines for Inspection of bridge and maintenance Volume I and II, Department of Roads, Kathmandu

DoR 2005; Bridge Condition Survey Report, Department of Roads, Kathmandu

DoR, 2009; Nepal Road Statistics, Department of Roads, Kathmandu

DoR, 2010; Nepal Bridge Standards 2067, Department of Roads, Kathmandu

DoR 2011; Standard Bidding Document for bridge construction Medium Contract

World Bank 2012; Project Appraisal Document Bridge Improvement and Maintenance Project, Washington DC

By Abhiman Mulmi 30

study of bridge project management system in department of road, a review of policy and practice

Documents

construction of bridges

maintenance of bridges

effective bridge management

department of roads

nos of bridge

bailey bridges

motorable bridges

exiting bridges