Philippine Hightway Maintenance Management Manual

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IMPROVEMENT OF QUALITY MANAGEMENT FOR

HIGHWAY AND BRIDGE CONSTRUCTION AND

MAINTENANCE, PHASE II

PHILIPPINE HIGHWAYMAINTENANCE MANAGEMENT

MANUAL

2014

Department of Public Works and Highways


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IMPROVEMENT OF QUALITY MANAGEMENT FORHIGHWAY AND BRIDGE CONSTRUCTION AND

MAINTENANCE, PHASE II

PHILIPPINE HIGHWAY

MAINTENANCE MANAGEMENT MANUAL

SEPTEMBER 2014

DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS

JAPAN INTERNATIONAL COOPERATION AGENCY


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Republic of the Philippines

DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS

OFFICE OF THE SECRETARY

Manila


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Philippine Highway Maintenance Management Manual 2nd

Edition -ii-

ACKNOWLEDGEMENT

The Japan International Cooperation Agency (JICA) together with the Department of Public Works and

Highways (DPWH) improved and updated the Highway Maintenance Management Manual during the

implementation of the Technical Cooperation Project (TCP) for the Improvement of Quality Management

for Highways and Bridge Construction and Maintenance, Phase II (2011-2014). Special Thanks to the

following individuals who contributed to the improvement of this very important manual:

Mr. Hideo Nagao JICA Team Leader/ Bridge Expert

Mr. Ryoichi Yamasaki JICA Co-Team Leader/ Road Expert

Ms. Judy F. Sese, PhD Project Manager, Bureau of Research & Standards

Ms. Carolina S. Canuel Deputy Project Manager, DPD, Planning Service

Mr. Aristarco M. Doroy TWG Member, Bureau of Construction

Mr. Adriano M. Doroy TWG Member, Bureau of Design

Ms. Edna F. Meez TWG Member, Bureau of Maintenance

Mr. Felipe S. Ramos TWG Member, Bureau of Research & Standards

Ms. Elsa T. Naboye Regional Project Manager, CAR

Ms. Ramie B. Doroy Regional Project Manager, Region VII

Ms. Rowena P. Jamito Regional Project Manager, Region XI

Elsa G. Grumo CWG Member, DPWH-Region XI

Alex R. Tamondong CWG Member, Bureau of Maintenance

Ernante S. Antonio CWG Member, Bureau of Maintenance

Ruth S. Duyo CWG Member , CAR

Fitzgerald R. Icamen CWG Member, Region VII

Ms. Mary Ann T. Bautista TCP Coordinator, Planning Service

Mr. Feliciano Carpio JICA Team, Asst. Engineer

Mr. Rodrigo A. Yago JICA Team, Asst. Engineer


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Philippine Highway Maintenance Management Manual - 2nd

Edition -iii-

TABLE OF CONTENTS

Page No.

FOREWORD. i

ACKNOWLEDGEMENT ii

TABLE OF CONTENTS. iii

DEFINITION OF TERMS... vi

CHAPTER 1MANAGEMENT SYSTEM . 1-1

1.1 Introduction 1-1

1.2 Activities. 1-2

1.3 Organization... 1-3

1.4 Planning.. 1-3

1.5 Scheduling.. 1-3

1.5.1 Maintenance Needs. 1-4

1.5.2 Quincenal Schedule 1-4

1.5.3 Work Assignment 1-4

1.6 Directing. 1-4

1.7 Reporting 1-4

1.7.1 Activity Cards. 1-5

1.7.2 Activity Summary Work Sheets. 1-5

1.7.3 Monthly Reports. 1-5

1.7.4 Monthly Data Summary. 1-5

1.7.5 Quarterly Performance Summary.. 1-6

1.8 Control 1-6

CHAPTER 2 - ACTIVITIES... 2-1

2.1 Activity List 2-1

2.2 Activity Standard 2-1

2.2.1 Name andNumber.. 2-2

2.2.2 Description.. 2-2

2.2.3 Purpose 2-2

2.2.4 Authorization... 2-2

2.2.5 Work Control Category 2-2

2.2.6 Scheduling Criteria.. 2-3

2.2.7 Typical Crew... 2-3

2.2.8 Typical Equipment. 2-3

2.2.9 Typical Material.. 2-3

2.2.10 Typical Work Method 2-3

2.2.11 Daily Production Range.. 2-3

2.2.12 Notes 2-3

2.3 Activity Number. 2-4

CHAPTER 3ORGANIZATION.. 3-1

3.1 Crew Organization. 3-1

3.2 District Organization.. 3-1

3.3 Regional Organization 3-2

3.4 Management System Responsibilities 3-2

3.4.1 District Maintenance Foreman 3-2

3.4.2 District Maintenance Area In-Charge. 3-2


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3.4.3 District Maintenance Engineer 3-2

3.4.4 District Engineer.. 3-3

3.4.5 Regional Maintenance Engineer. 3-3

3.4.6 Regional Maintenance Management Engineer 3-3

3.4.7 Regional Maintenance Inspectorate Engineer 3-4

CHAPTER 4

PLANNING. 4-1

4.1 Planning Concepts.. 4-1

4.2 Department Objectives... 4-1

4.3 Planning Limitations.. 4-2

4.4 Maintenance Feature Inventory. 4-3

4.5 Compilation 4-4

4.6 Annual Updating 4-7

4.7 Inventory Instructions 4-7

4.8 Annual Maintenance Work Program/Performance Budget (AMWP/PB). 4-7

4.9 Work Program 4-7

4.10 Performance Budget... 4-8

4.11 Routine Maintenance.. 4-15

4.12 Monthly Crewday Distribution.. 4-22

CHAPTER 5SCHEDULING... 5-1

5.1 Maintenance Needs 5-1

5.2 Quincenal Schedules.. 5-1

5.2.1 Available Man-Days 5-2

5.2.2 Activities and Locations.. 5-2

5.2.3 Workdays, Crew Sizes and Man-Days 5-2

5.2.4 Scheduled Dates.. 5-2

5.2.5 Scheduled Equipment and Materials.. 5-3

5.2.6 Area-In-Charge 5-3

5.2.7 Remarks... 5-3

5.2.8 Alternate Work 5-3

5.3 Work Assignment... 5-3

CHAPTER 6DIRECTING.. 6-1

CHAPTER 7REPORTING. 7-1

7.1 Reporting System... 7-1

7.2 TAD 1.1Highway Maintenance Activity Card. 7-3

7.3 TAD 2.1Activity Card Summary Worksheet 7-3

7.4 TAD 2.2Activity Data Summary 7-3

7.5 TAD 2.3Activity Performance Summary.. 7-3

7.6 TAR 2.1TAN 3.1 - Activity Data Summary Worksheet 7-5

7.7 TAR 2.2/3.2TAN 3.2 - Activity Data Summary.... 7-5

7.8 TAR 2.3/3.3TAN 3.3 - Activity Performance Summary Worksheet 7-5

7.9 TAR 2.4/3.4TAN 3.4 - Activity Performance Summary.. 7-5

CHAPTER 8CONTROL.. 8-1

8.1 Procedure 8-1

8.1.1 Comparison with Plans and Standards 8-1

8.1.2 Identification of Significant Deviations. 8-18.1.3 Investigation of Significant Deviations.. 8-2


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8.1.4 Identification of Corrective Actions.. 8-2

8.1.5 Implementation of Corrective Action 8-2

8.1.6 Follow-Up of Actions. 8-2

8.2 Operational Control 8-14

8.2.1 Area-In-Charge 8-14

8.2.2 District Maintenance Engineers.. 8-14

8.2.3 District Engineers 8-14

8.2.4 Regional Directors.. 8-14

8.3 System Control... 8-14

8.4 Management and Fiscal Control 8-15

LIST OF FIGURESFigure 1.1 Management System Components Functional Relationships. 1-2

Figure 2.1 Example of Activity Standard. 2-4

Figure 4.1 Maintenance Features and Inventory Units 4-4

Figure 4.2 Maintenance Feature Inventory Worksheet 4-5

Figure 4.3 Maintenance Feature Inventory Summary. 4-6

Figure 4.4 Workday Planning Value Worksheet. 4-9

Figure 4.5 Performance Budget -Workday Standard Cost.. 4-10

Figure 4.6 Average Daily Labor Cost.. 4-12

Figure 4.7 Standard Unit Costs for Work DaysResource Requirement

(Labor and Equipment).. 4-13Figure 4.8 Standard Unit Costs for Work DaysResource Requirement

(Materials). 4-14Figure 4.9 Annual Maintenance Work Program Performance Budget 4-16

Figure 4.10 Annual Maintenance Work Program Performance Budget Summary 4-21Figure 4.11 Monthly Crewday Distribution 4-23

Figure 5.1 Maintenance Needed Report... 5-2

Figure 5.2 Semi-monthly Schedules.... 5-4

Figure 5.3 Activity CardWork Assignment. 5-5

Figure 7.1 Activity Card Flow Chart 7-2

Figure 8.1 Control ChartWorkdays or Accomplishment Less than Planned.. 8-3

Figure 8.2 Control ChartWorkdays or Accomplishment Greater than Planned. 8-6

Figure 8.3 Control ChartAccomplishment per Workday Less than Planned 8-9

Figure 8.4 Control ChartAccomplishment per Workday Greater than Planned 8-12

LIST OF APPENDICESAppendix A-1 Activity List

Appendix A-2 Activity Standards

Appendix B Instructions for Highway Maintenance Feature Inventory

Appendix C Maintenance Equipment List

Appendix D Maintenance Materials List

Appendix E Maintenance Management Forms


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DEFINITION OF TERMS


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Crew A crew is a group of workmen assigned to perform an activity at a given time

and location. Crew members are assigned by number and classification as

indicated on the "Activity Standard".

Crew Size Crew size is the number of workmen assigned to work on an activity and is

reported as the number of man-days per workday.

Daily Production Daily production is work quantity per workday.

Daily Production

Range The daily production range denotes the typical accomplishments per workday of

an activity. Typical daily productions are expressed as a range to recognize the

variations in conditions that occur in roadway maintenance and affect production.

The activity standard for an activity shows the daily production range.

Emergency

Maintenance Emergency maintenance is work performed on the roadway system during and

after storms, calamities and other emergency conditions to protect the travelling

public and roadway system and provide temporary passage when possible.

Inventory Unit An inventory unit is the basic measurement unit of a maintenance feature. For

example, unpaved roadways are measured in centerline kilometers. A

maintenance feature is assigned an inventory unit which can be easily identified

and counted.

Inventory Quantity The inventory quantity of a maintenance feature is number of inventory units

occurring within specified boundaries (e.g., 1,000 centerline kilometers ofunpaved roadway in a District).

Level of Service The level of service is the physical condition of the roadway or facility attained

as a result of maintenance activities.

Maintenance Feature A maintenance feature is a distinct part of the roadway system that requires one

or more activities to be performed on it.

Maintenance

Management System The maintenance management system is a group of interrelated concepts and

procedures used to help make decisions about maintenance work. The system isconcerned with the following major areas:

planning;

scheduling;

reporting;

controlling, and

directing.

Man-day A man-day is a day of work by one person. The man-days planned and reported

for an activity are the product of the crew size and number of workdays.

Monthly Distribution A monthly distribution is an allocation of an annual planned quantity to thevarious months. A monthly distribution can be made for workdays, man-days,

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resource quantities or pesos. The monthly workday distribution can be called a

"long range schedule" or "work calendar". A monthly peso distribution can becalled a "cash flow".

Performance Budget Performance budget is the annual work program expressed in pesos required for

the resource needed to accomplish the program. An annual performance budget

is prepared for each district by applying standard daily resource costs to the

number of work days in the annual work program.

Planning Value A planning value is a numerical input to either a work program or performance

budget. Examples of planning values are inventory quantities, quantity standards,

planned daily production, planned crew sizes, standard unit costs for required

resources of man-day, equipment day and material.

Quantity Standard A quantity standard is the annual work quantity planned per inventory unit. A

quantity standard usually does not apply to each inventory unit-only the total

inventory quantity. For example, a quantity standard of 200 linear meters of ditchcleaned per kilometer of ditch does not mean that in each kilometer of ditch 200

linear meters are to be cleaned. It means that the total planned work quantity

averages 200 linear meters per kilometer.

"Other" Activity Activities that are not required frequently enough to require a separate "Activity

Standard" are planned and recorded under an "other" group or sub-group Activity

Number. (e.g. "Other" Unpaved Roadway Surface Maintenance or "Other"

Roadside Maintenance). The type of maintenance work is described on the daily

work card and is planned and reported in man-days.

Maintenance Project Maintenance project activities include:

resurfacing unpaved roads;

bituminous surface treatment;

redecking timber bridge decks; and

repainting steel bridge members.

Roadway System A roadway system includes roadway surfaces, shoulders, embankments, ditches,

rights of way, bridges, drainage structures, signs, markers, lights, signalization,

landscape works, guardrails, protective devices and related facilities.

Roadway Maintenance Roadway maintenance is the act if preserving and keeping the roadway system

in, as near as possible, its originally constructed or subsequently improved state,

to protect the investment in the roadway system and provide safety, comfort and

convenience to the traveling public.

Routine Maintenance Routine maintenance is maintenance regularly performed throughout the year.

Standard Cost A standard cost of a resource is the product of the resource quantity and the

standard unit cost of the resource.

Standard Unit Cost Standard unit cost is the planning value of one unit of measurement of a resource

as used in the preparation of the AMWP and Performance Budget. For example,labor is expressed as pesos per man-day, equipment is based on peso per day per


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equipment type, material is pesos per unit, i.e. cubic meter, liter or accepted unit

of measurement. Standard unit costs consist of weighted average costs of

purchase, production, inflation, transporting and handling and are constant

throughout the year for all planning, scheduling and reporting. Only major

material items are listed and include the costs of accessories and hardware

associated with their use.

Typical "Typical" is used to describe values or conditions that are representative of a type

of work, resource, situation, etc. It should not be confused with the word

"average". For example, data from an activity might indicate that 90 percent of

the workdays have crew sizes of from 4 to 7, and the weighted average for all

workdays is a crew size of 5.2. From 4 to 7 is typical, while 5.2 is average.

Workday A workday is a crew performing an activity, according to the activity standard,

for one day. There may be more than one workday of an activity in a calendar

day. For example, if three crews perform an activity for a day, three workdays of

the activity were performed during the calendar day.

The annual planned number of workdays for an activity is found by dividing theannual planned work quantity by the planned daily production.

Work Quantity A work quantity of an activity is the amount of work expressed in work units.

"Planned" or "scheduled work quantity" can be used for a work quantity prior to

completion while "accomplishment" can be used for work completed.

"Production" can be used to denote work rates, such as in the term "daily

production". The annual planned work quantity for an activity is the product of

the inventory quantity and the quantity standard.

Work Unit A work activity is assigned a work unit that is used to express planned and

reported work quantities. An activity work unit remains the same throughout the

year. Work units should be easy to identify in the field and should reflect the

output expected from the activity.

Inventory Units

Centerline

Kilometers Centerline kilometers are the longitudinal measurement unit along the centerline

of the roadway cross section. Readings on kilometer posts indicate centerline

kilometers.

LaneKilometers Lane kilometers equal the product of the centerline kilometers and the number of

lanes. A lane is a traveled lane or parking lane, approximately 3 meters in width.

A paved shoulder may be considered a lane if it functions as a traveled lane andis of sufficient width.

ShoulderKilometers Shoulder kilometers equal the product of the centerline kilometers and the

number of shoulders.

Ditch

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Kilometers Ditch kilometers equal the product of the centerline kilometers and number of

ditches.

Linear Meters Linear meters are the longitudinal measurement in meters along the centerline of

the feature cross section.

Maintenance Feature Inventory

Unpaved

Roadways Unpaved roadways have travelled ways of aggregate or earth. By definitionunpaved roadways do not have shoulders.

BituminousRoadways Bituminous roadways have traveled ways with bituminous mix or bituminous

treated surfaces. The base may be aggregate, aggregate stabilized with

bituminous material or bituminous mix.

Roadway with bituminous surface and Portland cement concrete base -- over-laidconcrete surfaces -- are classified as Portland cement concrete roadway.

Concrete

Roadways Concrete roadways have travelled ways with Portland concrete surfaces.

Concrete roadways that are overlaid with bituminous mix or treated with

bituminous material are Portland cement concrete roadways.

Bituminous

Pavements Bituminous pavements are the traveled ways of bituminous roadways. They mayinclude bituminous shoulders adjacent to either bituminous or Portland cementconcrete pavement, if the shoulders functions as traveled lanes and are of

sufficient width. They do not include bituminous shoulders that do not functionas traveled ways or other areas paved with bituminous material.

Concrete Pavements Portland cement concrete pavements are the traveled ways of Portland cementconcrete roadways. They do not include other areas paved with Portland cement

concrete.

Unpaved Shoulders Unpaved shoulders are shoulders composed of aggregate or earth. By definition

unpaved roadways do not have shoulders.

Shoulders are the portion of the roadway immediately adjacent to the pavement

and designed to provide lateral support to the pavement and a safety lane for

vehicles.

Ditches Drainage ditches are the channels designed to provide roadway drainage and for

which DPWH highway maintenance has responsibility.

Drop Inlet, Catch

Basin, Manhole A receptacle or reservoir that receives surface water runoff or drainage. Typicallymade of precast concrete, brick, or concrete masonry.

Cross/LateralDrainage Reinforced concrete pipe culvert/Lined or earth canal


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Box Culvert Box culvert can be described as either a precast concrete or reinforced concrete

structure in rectangular figure, facilitating water flow through an embankment ofroad, etc., as a similar function performed by concrete pipe culvert.

Roadside Structure Road slope protection works, retaining walls

Ferries A boat or ship for conveying passengers and goods, especially over a relativelyshort distance and as a regular service

Traffic Signs,Km Post, Etc This feature includes the facilities in its name; culvert, markers, painted markers

on bridge ends and district/city boundary signs are included. Kilometer posts arenot included. One unit is counted for each installation, regardless of the numberof sign faces, posts or reflectors.

Guardrails All types of guardrail are included. Guardrail adjacent to bridges is indicated;bridge railing is not included.

Steel Bridge This feature includes bridges with major structural components of metal; truss,composite I-beam and Bailey bridges are included. Bridge railings are not major

structural components.

Concrete Bridge This feature includes bridges with no major structural components of metal;

concrete and timber bridges are included.

Bailey Bridge Athrough type of steel Deck Girder; the roadway is being carried between thetwo main girders. The main girders are formed from modular elements 3m longpinned together end to end for quick assembly.

Timber Bridge A type of bridge made of wood.

Concrete Deck Top of bridge superstructure

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Figure 1.1

Management System Components

Functional Relationships

The remainder of this chapter briefly explains the other chapters in this manual.

1.2 Activities

All types of work performed by maintenance field forces are described by activities. Activities are used

throughout the management systemwork is planned, schedule, directed, reported and controlled by

activity.

The majority of work activities relate to the maintenance of distinct features of the roadway system. Anannual work program of activity work units required to provide an acceptable level service on the roadway

maintenance feature is combining work activities and road way maintenance features. To facilitate the

preparation and understanding of the program, each activity is assigned easily identifiable units of measure

which are compatible with the various work units.

Activity work units are used to measure planned, schedule and reported work, on distinct roadway

maintenance features, as described by a work activity.

An activity standard is developed for each and includes the following information:

name and number;

description ;

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purpose;

authorization;

scheduling criteria;

typical crew size and composition;

typical equipment;

typical material;

typical work method; and

daily production range;

Work activities and standards are detailed in Chapter 2.

1.3 Organization

Maintenance personnel and equipment are assigned by activity according to the work to be performed.

Crews are not permanently assigned to any activity or location but are utilized in the most efficient and

effective combinations for the work scheduled.

Districts are divided into geographical areas to help organize management activities. Personnel and

equipment are assigned to areas for duration determined by the District/Maintenance Engineer. District

Area In-Charge is assigned to share responsibility for managing maintenance in the areas.

Organization structures and responsibilities are in Chapter 3.

1.4 Planning

Planning serves to estimate the annual work quantities, resource requirements and standard costs needed to

meet Departments objectives for roadway maintenance. The annual maintenance work

program/performance budget documents and communicates these objectives.

Annual work program/performance budgets are developed for each district and summarized into regional

and national program/budgets.

The sequence for developing a district program/budget is as follows:

1.

identify planning concepts;

2.

summarize maintenance feature units;

3.

prepare the work program and performance budget;

4. prepare the monthly workday distribution;

5.

prepare other monthly distributions;

6.

estimate resource requirements; and7.

compare with available resources and funds and revise as appropriate.

The planning procedures outlined above are explained in detail in Chapter 4.

1.5 Scheduling

Successful performance of an annual maintenance work program is dependent on good scheduling

practices which should be established and followed continually.

Work scheduling is composed of:

identification of maintenance needed;

determination of work activity and workday required;


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preparation of quincenal schedule; and

assignment of work activity and resources requirements.

1.5.1 Maintenance Needs

The District Area In-Charge is responsible for conducting routine inspections of all the roads in the area atleast once a quincena. He identifies maintenance needs by comparing observed conditions with the

description, purpose and scheduling criteria on activity standards or by engineering judgment.

1.5.2 Quincenal Schedule

Quincenal schedules are prepared each quincena for each district area. They are prepared by the District

Area In-Charge during scheduling meetings.

During a scheduling meeting maintenance needs are compared with the work program, workday

distribution, activity standards, available resources and other pertinent information to determine what

activities are to be scheduled, when the activities are to be performed and the work methods ad resources

to be used.

The schedule documents the following:

the activities and locations schedule;

the workdays, crew sizes and man days scheduled; and

the equipment and material scheduled; and the scheduled supervisor.

1.5.3 Work Assignment

The work assignment is made by the District Area In-Charge to the scheduled supervisor. Both written and

verbal instructions are used. The important aspects of work assignment are that the scheduled supervisorunderstands what work is assigned, where, when how and how well it is to be performed and who is to

perform it.

Written instructions are placed on an activity card, which authorizes the supervisor to perform one

workday of the activity at the location assigned.

Details of scheduling procedures are discussed in Chapter 5.

1.6 Directing

Directing consists of the actions necessary to produce acceptable work results after the work assignment is

received. A work assignment does not detail every aspects of the work. Numerous decisions must be madeat the work site to produce acceptable results.

The activity standard is an important guide for producing acceptable work results. The work method,

purpose and daily production range provide guidance.

Chapter 6 contains the details of Directing.

1.7 Reporting

District reporting consists of the following:

all workdays are reported on activity card;

the activity cards are summarized on activity card summary work sheet; and


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the activity card summary work sheets and planning data are used to prepare monthly reports.

Regional reports are summaries of district reports and are submitted to the Bureau of Maintenance for

preparation of national performance reports.

1.7.1 Activity Cards

The assigned supervisor completes the activity card issued to him during the work assignment procedure.

The following information is completed:

time worked by the crew members;

time worked by the equipment;

the quantities of materials use; and

the accomplishments.

1.7.2 Activity Summary Work Sheets

A clerk or engineering assistant completes the activity card summary work sheets as the activity card issubmitted. The work sheets are totaled at the end of the month and the following information is derived for

each activity.

total workdays;

total accomplishment;

total man-days;

equipment and material types and quantities; and

labor, equipment, fuel, material and total standard costs.

The standards costs are calculated by multiplying the resource quantities by the standard unit costs used for

planning.

Monthly and year-to-date values are calculated for the following:

accomplishment per workday;

man-days per workday; and

total standard cost per accomplishment.

1.7.3 Monthly Reports

A monthly data summary and a monthly performance summary is prepared.

Monthly data summary lists the reported month and year-to-date totals for each activity. The data is used

for in-depth analysis and for updating plans and standards.

1.7.4 Monthly Data Summary

The monthly performance summary lists reported and planned data for the month and year-to-date.

The following data are included:

workdays;

accomplishments,

accomplishment per workday values, and

standard cost per accomplishment values.


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1.7.5 Quarterly Performance Summary

Regional and national performance summary reports are prepared quarterly. The reports are used by

managers to help identify deviations from plans and standards to help discern trends.

Reporting details and formats are in Chapter 7.

1.8 Control

Control involves both operational and system control.

Operational control is continuous to ensure intelligent decisions about scheduling, directing and reporting.

System control occurs at least annually to correct system guidelines, plans and standards. Both types of

control employ the same procedure.

The procedure for controlling work is a follows:

work performance and management actions are compared with plans and standards;

significant deviations are investigated to determine when they occurred;

the most appropriate corrective actions are identified;

the corrective actions are implemented; and

the corrective actions are followed up to ensure that they are effective.

Chapter 8 contains full details on Control.


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CHAPTER 2 ACTIVITIES

The Annual Maintenance Work Program prepared by the Maintenance Management System is expressed

in maintenance activity work units applied to roadway maintenance features.

The roadway maintenance features are assigned easily identifiable and measurable units for counting and

summarizing into a convenient Maintenance feature inventory.

Maintenance work activities are described, names and numbered according to the maintenance feature on

which they are performed. Units of work measure that is compatible with the maintenance feature unit

measure are assigned to each activity.

2.1 Activity List

The Activity List includes all activities. Each activity listing includes the activity number, name, work

units, maintenance feature, Inventory unit and quantity standard unit. The activities are grouped andnumbered according to the general classification of expenditure.

Activities are numbered in sub-groups indicating the maintenance feature on which the activities are

performed. These groups and sub-groups are formed to allow summarization and comparisons of program

planning and accomplishments. The major groups and sub-groups of the revised activities are shown

below:

o Group by Maintenance Features+ 100 Road and Related Features

+ 200 Roadside Features+ 300 Traffic Services

o

Group by Expenditure Category+400 Emergency Work

+ 500 Supervision Support and Overhead (Project)+ 600 Maintenance Projects

+ 700 Special Maintenance

The Activity List is shown in Appendix A-1.

2.2 Activity Standard

Maintenance work activities should be clearly defined in order that personnel responsible for planning,

scheduling and reporting have a uniform understanding of their operation.

Major activities should not be inclusive as to combine distinctly different types of work or so restrictive as

to include only a few steps in a work method. For example, pot-holes patching and bituminous surface

treatment should not be combined in a single activity nor should be work step for compacting a patch be an

activity separate from pothole patching.

Activities are used throughout the management system work is planned, scheduled, directed, reported

and controlled by activity. An Activity Standard is developed for each activity. It includes the following

information:

name and number;

description; purpose;


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authorization;

work control category;

scheduling criteria;

typical crew size and composition;

typical equipment;

typical materials;

typical work method;

daily production range; and

notes.

An example of an activity standard is shown in Figure 2.1 Details of the Activity Standards are shown in

Appendix A-2

2.2.1 Name and Number

An activity is given a name and number to provide easy and clear reference to the type of work described

in the activity standard.

The numbers assigned reflect the type of work. For example, numbers 101 to 104 are reserved for unpaved

roadway repair and numbers 111 to 114 are reserved for bituminous roadway surface maintenance.

2.2.2 Description

The description is necessary to standardize terminology and make communications clear and concise. For

example, grading has different meanings to different maintenance engineers from a few light passes on

the surface to complete reshaping of the surface and ditches. The description for Activity 104, Machine

Grading Unpaved Roadways, leaves little doubt as to the type of work included in the activity.

2.2.3 Purpose

The purpose indicates why the activity is performed. It supplements the description and is useful in

planning, scheduling and directing the work.

2.2.4 Authorization

The authorization indicates the person who approves the Work to be called and/ or performed. The

standards recognize two levels of management in agreement with the organization of the Department. The

two people who authorize work are the District Engineer and the Regional Director. In practice, the

responsibility is designated to other engineers.

2.2.5 Work Control Category

For proper implementation of the maintenance activities, work control categories are assigned to theactivities, such as:

Unlimited control category that signifies that activity is a priority activity and should be performed asneeded, usually to repair hazardous defects.

Limited indicates 2ndpriority, activity should be performed approximately in the quantity planned.

Variable signifies the lowest priority, the activity quantity should be reduced when other activities

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Project - Indicates an activity initially planned as lump sum and re-programmed as a series of projects

requiring approving authority or implementation

2.2.6 Scheduling Criteria

The scheduling criteria indicate when the work should be scheduled. They may refer to the seasons of theyear, road conditions, and coordination with other activities or other pertinent information.

2.2.7 Typical Crew

The typical crew size and composition are representative of what should be used when the work is

performed according to the activity standard. Typical crews range in size according to the type and

quantity of equipment required and/or available. Activities should be performed using an appropriate crew

size within the given range.

2.2.8 Typical Equipment

Typical equipment indicates the types and number of pieces of equipment used to perform the workaccording to the activity standard. The planned equipment is representative of the majority of workdays

and should be interpreted as a guide rather than a mandate.

2.2.9 Typical Material

Typical material includes the major types used when the work is performed according to the activity

standard.

2.2.10 Typical Work Method

Typical work method indicates how the work should be performed on the majority of workdays. The work

method is presented in numbered steps for clarity.

2.2.11 Daily Production Range

The daily production range indicates the amount of the appropriate unit of work expected to be

accomplished on a typical workday performed according to the activity standard.

The range is used to reflect that workday accomplishments vary acceptably according to conditions no

single workday can be expected to result in the average accomplishment.

2.2.12 Notes

The notes usually refer to how the activity should be scheduled and reported.


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Figure 2.1 Example of Activity Standard

Effetive Date: DPWH HIGHWAY MAINTENANCE

ACT. NO 104 NAME: MACHINE GRADING UNPAVED ROAD SURFACES

DESCRIPTION: Use this activity for correcting minor surface erosion, ruts, corrugations, potholes

depressions, etc., and restoring the surface crown by using a road grader.

Reclaiming surface materials and reshaping ditches, if needed, are included.

However, adding new materials and/or surface widening are not included

PURPOSE: To provide smooth, well drained surfaces. Reclaiming surface material and ditching

are secondary purposes.

AUTHORIZATION: WORK CONTROL

District Engineer CATEGORY: Limited

SCHEDULING: Schedule when defects control traffic speeds or threaten the structure of the

road surface. Schedule ditching when there is need 1/.

Schedule a roller only when there is sufficient natural moisture for compaction 2/.

Defects that cannot be removed by scarrifying, such as subgrade failures (soft spots) 3/.

should be corrected first prior to scheduling this activity.

1-2* Operators 1. Place safety devices.

2 Laborers 2. Scarify or cut surface to remove potholes, erosion scars,

corrugations, high areas, etc.

3. Clean and recut ditches and outlets/turnouts. Remove

* - if roller is used spoil material from culvert inlets and outlets.

4. Reclaim suitable material from ditches and sides.

5. Remove oversize or unsuitable material.

No. Code: Description 6. Blend reclaimed material with scarified surface materials,

7. Spread, reshape and compact.

1 N1 Road Grader 8. Check cross section, profile and drainage. Rework if

1 Z4 Pneumatic/tandem needed.

(steel wheel)* 9. Remove safety devices.

Hand toolsSafety devices

PPE (refer to Act. 503)

* If available

Code: Descriptions

none

1-3 centerline kilometers graded.

NOTES: 1/ If primary purpose is ditching, use Act. 141 or 199.2/ If watering is needed, schedule ahead of grading under Act. 199.

3/ Use Act.199 for subgrade repair(soft spots).

DAILY PRODUCTION RANGE:

ACTIVITY STANDARD

TYPICAL CREW: TYPICAL WORK METHOD:

TYPICAL EQUIPMENT:

TYPICAL MATERIALS:

2.3 Activity Number

Numbers are assigned to each maintenance activity to provide quick and easy identification and reference.

The present numbers are of three digits to provide reference to the category of maintenance expenditures,

to the roadway maintenance feature upon which is being performed and the activity within the system.

The general expenditure categories are identified for funding and are identified as follows:

Routine Maintenance Activity 100 through 600 under Routine Maintenance, general expenditure

categories are represented by the numbers in the hundreds as follows:


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100 Road and Related Features

200 Roadside Features

300 Traffic Services

400 Emergency Work

500 Supervision Support and Overhead

600 Maintenance Project

700- Special Maintenance

The routine maintenance annual work program/performance budget is summarized by these expenditure

categories for analysis of planned distributions of maintenance funds. Quarterly and annual reports are

similarly grouped for review and comparison.

Maintenance on specific roadway maintenance features are in Group 100, 200 and 300 and identify the

maintenance feature as follows:

The activities listed above represent the Routine Maintenance Program. The establishment of the above

activity numbers will be easily adapted to future computerization of the maintenance management system.

Presently, the decisions of determining the priority of expenditures are facilitated by the establishment and

use of the activity numbering system.

In the form for Annual Maintenance Work Program and Performance Budget Roads and Bridge

(Total) MVUC (see Appendix E form TAD 4.1 New) currently used by DPWH, standard routine

maintenance activities are further subdivided into the following WORK CATEGORIES:

101 to 104 Unpaved Road Surfaces 171 Temporary Repairs

111 to 114 Bituminous Pavements 199 Other Maintenance and Repairs

121 to 123 Concrete Pavements 201 to 209 Roadside features

131 to 133 Unpaved Shoulders

301 to 309 Traffic Services 141 to 144 Drainage 501 to 510 Supervision, Support and Overhead

151 to 157 Bridges 61X 69X Maintenance Project

161 Ferries 71X Special Maintenance

Activity No. Description Activity No. Description

Work Category No. 10 - Pavement Maintenance Work Category No. 15 - Shoulder Maintenance

111 Premix Patching Bituminous Pavements 131 Manual Repair of Unpaved Shoulders

112 Penetration Patching Bituminous Pavements 132 Manual Patching Unpaved Shoulders

113 Sealing Bituminous Pavements 133 Machine Grading Unpaved Shoulders

114 Replacement of Bituminous Pavements Work Category No. 16 - Drainage Maintenance

121 Patching of Concrete Pavements 141 Manual Ditch Cleaning

122 Crack & Joints Sealing of Concrete Pavements 142 Manual Inlet/outlet cleaning

123 Replacement of Concrete Pavements 143 Culvert line cleaning

101 Manual Repair of Unpaved Road Surfaces 144 Repair and/or Replacement of Minor Drainage Structure

102 Manual Patching of Unpaved Road Surfaces 199 Other Maintenance to Roadways and Related Features

103 Machine Patching of Unpaved Road Surfaces Work Category No. 17 - Vegetation Control

104 Machine Grading of Unpaved Roadways 201 Vegetation Control

171 Temporary Patching 202 Erosion Repair and Control to Roadsides401 Initial Res p ons e to Emergencies -Roadways 203 Repair of Major Roads ide Structures

41X Emergency Projects 209 Other Roadside Maintenance

503 Indirect Cost Work of Expens es Work Category No. 18 - Traffic Services Maintenance

504 Other Work or Expenses 301 Sign Maintenance

509 Foreman Supervision 302 Centerline and Lane Line Repainting

510 Unproductive Time 303 Guardrail Maintenance

Work Category No. 11 - Regravelling 304 Sight Distance Mowing and Clearing

61X Resurfacing of Unpaved Roadways 309 Other Traffic Services

63X Resurfacing of Unpaved Shoulders 71X Special Maintenance

Work Category No. 12 - Bridge and Structure Maintenance Production Activities

151 Cleaning of Bridges 501 Production of Bituminous Premix

152 Patching of Concrete Deck 502 Other Material Prtoduction or Handling

153 Repairs of Concrete Bridges

154 Repairs of Steel Bridges

155 Repairs of Bailey Bridges

156 Repairs of Timber Bridges157 Clearing Bridge Waterways

402 Initial Response to Emergencies Bridges


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CHAPTER 3 ORGANIZATION

This Chapter examines organization structures as they relate to the management system and is organized

under the following headings:

Crew Organization;

District Organization; and

Regional Organization.

Exhibits at the end of the chapter list management system responsibilities for selected positions.

3.1 Crew Organization

In order to apply roadway maintenance management according to the concept covered in Chapter I, using

the activity standards explained in Chapter 2, the district highway maintenance personnel must be

organized to provide the number of work days for each employee classification as developed in the Annual

Maintenance Work Program. The number in each classification is determined by the number of work days

of the various activities required to maintain the district national road system and the typical crew

described in the activity standards. The assignment of maintenance personnel according to the activity

standard of the work to be performed and the flexibility of assignment to any location is necessary to fulfill

the annual work program. Thus, in general, maintenance personnel are assigned to either a certain work

activity or location but rather as required according to their abilities.

3.2 District Organization

Districts are divided into geographical areas to organize management activities.

Area boundaries are established on a flexible basis and can be revised as transportation capabilities and

other factors change.

The establishment of boundaries to maximize the roadway kilometers within an area will develop a

sufficient workload to keep both men and equipment assigned to that area and reduces transportation

requirements. Travel times, geographical features and transportation capabilities determine the best size of

an area.

A centralized area office and yard is desirable to provide a meeting place, safe storage for equipment and

materials and overnight facilities for personnel.

Area boundaries, and arrangements for area offices and yards when feasible, are submitted by the district

for approval by the Regional Director prior to implementation.

Personnel and equipment are assigned to an area for durations required to perform work activities

scheduled by the Area In Charge and approved by the District Maintenance Engineer. A District Area In

Charge is assigned to share responsibility for managing maintenance in the area. Foremen are assigned to

direct activity crews. Personnel, with special knowledge or abilities, and scarce equipment may be shared

among areas to satisfy activity scheduling. Personnel are assigned to any area to perform work as benefits

the Department.

District Maintenance Engineer procures resources, coordinates work among the areas and provides control

of work scheduling and reporting. The District Maintenance Engineer functions as the Area In Charge indistricts having only one area.


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The District Engineer provides overall control of work and money expenditures to meet Department

objectives and priorities.

3.3 Regional Organization

The Regional Highway Maintenance Division is headed by a Regional Maintenance Engineer and is

composed of two major sections: Maintenance Management and Inspectorate. Maintenance Management

section is headed by a Regional Maintenance Management Engineer and is concerned with planning,

reporting and system control. Inspectorate section is headed by a Regional Maintenance Inspectorate

Engineer and is concerned with scheduling, directing and operational control.

3.4 Management System Responsibilities

3.4.1 District Maintenance Foremen

Directs one or more activity crews to perform work as assigned in accordance with plans and

standards;

Reports work on activity cards;

Performs related work as assigned by District Maintenance Area Engineer In Charge.

3.4.2 District Maintenance Area In-Charge

Conducts field inspections to identify and document maintenance needs;

Prepares quincenal schedule to satisfy maintenance needs and to achieve Department

objectives and priorities;

Assign work to foremen in an effective manner

Collects and reviews activity cards;

Conducts field inspections of work-in-progress and completed work to ensure work is directed

appropriately and effectively;

Conducts field inspection and takes corrective measures to ensure activity cards are accurate

and submitted on time;

Performs related work as assigned by DistrictMaintenance Area In Charge

3.4.3 DistrictMaintenance Engineer

Prepares workday distribution, resource use/standard cost distributions and resource

requirements for annual maintenance work program;

Conduct field inspections to ensure that current maintenance needs are identified;

Conducts quincenalschedulingmeeting and coordinates scheduling among district areas; Reviews quincenal schedules to ensure schedules are written to satisfy maintenance needs and

to achieve Department objectives and priorities;

Approves quincenal schedules;

Takes corrective measures to ensure work assignment procedures are appropriate and

effective;

Procures resources for maintenance work; Assigns resources for district area;

Supervises preparation of monthly reports;

Conduct field inspections and takes corrective measures to ensure monthly reports are

accurate and submitted on time;

Reviews and analyzes monthly reports for operational control purposes;

Directs the DistrictMaintenance Area In Charge;

Performs related work as assigned by DistrictEngineer;


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Prepares project maintenance estimates;

Supervises preparation of maintenance feature inventory.

3.4.4 DistrictEngineer

Ensures resources are used and money is spent to achieve Department objectives andpriorities;

Reviews and submits project maintenance estimates;

Reviews and submits workday distribution, resource use/standard cost distributions and

resource requirements for annual maintenance work program;

Reviews and submits monthly reports;

Ensures resources are properly procured and assigned for maintenance work;

Ensures that proper scheduling and coordination exist among district areas;

Directs the DistrictMaintenance Engineer;

Performs related work as directed by the Regional Director;

Reviews and submits maintenance feature inventory.

3.4.5 Regional Maintenance Engineer

Assists districts in highway maintenance management systems of operations by:

conducting field inspections to confirm current maintenance needs are identified

attending quincenal scheduling meetings to confirm schedules are written to satisfy

maintenance needs and achieve Department objectives and priorities

reviewing work assignment procedures to confirm that they are appropriate and effective

conducting field inspections of work-in-progress and completed work to confirm that

work is directed appropriately and effectively completed

conducting field inspections and reviews to confirm activity cards and monthly reports

are accurate and submitted on time

Coordinates scheduling among districts in the region to maximize equipment utilization and

material availability;

Reviews and analyzes monthly reports for operational control purposes;

Identifies and investigates significant deviations from plans and standards;

Suggests corrective actions to the Regional Highway Maintenance Inspectorate Engineer or

the districtsdepending on the nature and severity of the actions;

Implements and follows up corrective actions when specifically assigned by the Regional

Director; and

Performs related work as assigned by the Regional Director.

3.4.6 Regional Maintenance Management Engineer

Prepare district and regional maintenance work program/performance budgets;

Reviews and corrects district AMWP/PB submissions; Prepares regional summaries of

AMWP/PBs;

Reviews maintenance feature inventory submissions and compiles regional inventory;

Reviews maintenance project estimates and recommends appropriate action by Regional

Maintenance Engineer;

Advises and assists districts in AMWP/PB preparation;

Advises and assists regional and district personnel in report preparation and analysis;

Compiles regional summary reports;


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Reviews and analyzes regional summary reports and other data for system control purposes;

Conducts investigation for system control purposes;

Recommends corrective actions to the Regional Maintenance Engineer;

Reviews and analyzes accounting reports and records for standard unit cost analysis and

comparisons with nationwide standard unit cost;

Maintains records of other planning values for comparisons with nationwide values;

Directs personnel in the Regional Management Maintenance Engineer;

Performs related work as assigned by the Regional Maintenance Engineer.

3.4.7 Regional Maintenance Inspectorate Engineer

Coordinates scheduling among subregions;

Evaluates corrective action suggestions from the Subregional Engineers;

Reviews and analyzes regional summary reports for operational control purposes;

Recommends corrective actions to the Regional Maintenance Engineer;

Implements and follows up corrective actions when specifically assigned by the Regional

Director;

Directs personnel in the Regional Inspectorate Maintenance Engineer; and

Performs related work as assigned by the Regional Maintenance Engineer.


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Philippine Highway Maintenance Management Manual2nd

Edition 4-1

CHAPTER 4 PLANNING

Planning serves to estimate the annual work quantities, resource requirements and standard costs needed to

meet the Department objectives for roadway maintenance. The Annual Maintenance Work Program andPerformance Budget (AMWP/PB) documents and communicates these objectives.

AMWP/PBs are prepared for Routine Maintenance budget of each District national roadway system.

These are summarized by regions for a Regional AMWP/PB and the regional program/budgets are

summarized to become the National Highway Maintenance budget request.

The sequence for developing a District program/budget is as follows:

Identify planning concepts;

Inventory maintenance features;

Prepare the work program and performance budget;

Prepare the monthly crewday distributions;

Prepare other monthly distributions; and

Estimate resource requirements.

The remainder of this chapter examines this sequence and the important forms used for documenting the

AMWP/PB.

4.1 Planning Concepts

Concepts for preparing and interpreting the AMWP/PB recognize important Department objectives and

planning limitations.

4.2 Department Objectives

A list of important planning objectives, from the list of system objectives in Chapter One, is as follows:

To provide uniform levels of maintenance service throughout the Philippines;

To plan the use of labor, equipment and material in manners appropriate to the Philippines;

To provide objective bases to plan maintenance work programs;

To provide direct relationship between programmed work and budgeted costs;

To provide planned work quantities for meaningful comparisons with actual performance;

To provide a measurement of effectiveness of the present standard value assigned to compute

the annual national highway budget allotment; and To provide a programmed estimate of additional funding required to complete programmed

routine maintenance.

These objectives are examined in the following paragraphs.

In order to provide for uniform levels of service throughout the Philippines, national planning values are

used to program equal quantities of maintenance activity work units to all maintenance feature inventories

and to estimate the amount of resources and funding required to perform the program. Variations in the

actual requirements of an individual district are taken cared of by scheduling appropriate quantities of

work activities needed to provide the desired level of service.


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Edition

Appropriate use of labor, equipment and material, to best meet the needs of the Philippines, is reflected in

the planning values developed for the work activities. The distributions of labor, equipment and material

in all work activities considers the most appropriate and effective use of the resources and funds available.

The planning concept of labor intensive, equipment intensive or least fund requirement work programs isprovided through adjustment of planning standards. The nationwide standards and planning values must

be revised annually to meet the Departmentsconcepts.

The objectives bases provided for developing a maintenance work program attuned to a roadway system

are the identification of roadway system features that require maintenance and a description of the work

activities needed to meet these maintenance requirements. Applications of nationwide activity planning

values to districtmaintenance feature inventory develops maintenance work programs using these bases.

Performance budgets are calculated by applying unit costs to estimate resource quantities required to

complete the work programs; the procedure provides direct relationships between programmed work and

budgeted cost.

Programmed work quantities are expressed in work units, easily identified in the field, in workdays and in

man-days. Budgeted costs are calculated using standard unit costs that remain as constants throughout the

year and are also used in the reporting component of the management system. These concepts provide the

bases for meaningful comparisons of planned work with actual performance.

The annual performance budget is developed using national work quantity standards that provide a routine

maintenance program for national road maintenance provided by the standard value of pesos per

Equivalent Maintenance Kilometer (EMK). The effectiveness of the standard peso value will be

determined by the level of service provided by the routine maintenance work program.

Other, more specific Department objectives may be expressed in the individual planning values. Forexample, a desire to increase the levels of service for bituminous pavements would be expressed by

increasing the planned quantity of work for the appropriate activities.

4.3 Planning Limitations

Development of an Annual Maintenance Work Program/Performance Budget uses one set of real,

identifiable values in the process, the inventory, or quantity, of Roadway Maintenance Features. All other

factors and planning values are estimates developed in various ways. For example:

Quantity standards express the amount of work per activity per maintenance feature per year

applied to the total feature inventory, not individual inventory units. They are developed from

historical data, qualified experience and sound engineering judgment.

Average daily production represents the weighted average of the total production achieved in

the total work days for one year.

Average crew size used for each activity, is the average of all work days reported in one year

divided into total man-days.

Workday planning values of resources per day are based on the activity standard and annual

reported average usage.

Standard unit costs are based on the nationwide actual fiscal costs adjusted for predicted

inflation, handling, transporting and to include cost of minor accessories and hardware.

The overall accuracy of a work program increases as its scope increases but its applicability to any specific

maintenance feature unit, or small number of units, in district maintenance work must be scheduled as

needed, within the limits of the program, and reported as actually accomplished. Comparison of the


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reported values with the planned values may be issued at the end of a year for adjusting future planning

values. Reports of less duration nine, six or three months maybe analyzed to indicate trends but

comparisons of daily, weekly or monthly reports with the annual work program of workday distributions is

based mainly on historical weather patterns. Identical monthly weather patterns in any two years seldom

occur. Weather is one of the main factors in determining roadway maintenance requirements and as

weather changes so does maintenance. Management must keep this in mind when reviewing performancereports. Roadway maintenance should be scheduled by field requirements and reported as accurately as

possible. Reports adjusted to make favorable comparisons with annual report program are detrimental to

the overall system and are not acceptable.

Annual nationwide planning values must be adjusted to meet anticipated funding in accordance with the

Departments objectivefor the national road maintenance.

The national quantity standard planning values for routine maintenance will be based on the present EMK

value.

The standard EMK value multiplied by the total EMK for the roads and bridges for each district furnished

by the BOM is the gross amount allotted by the national budget. Before distribution, five percent (5%) is

deducted for a contingency fund for the regional office and another five percent (5%) is deducted for the

maintenance of newly converted roads (local road to national road).

4.4 Maintenance Feature Inventory

A maintenance feature is a distinct part of the roadway system on which one or more activities must be

performed. A maintenance feature inventory is the counting and recording of the measurement units of

each maintenance feature. The total units called the inventory.

A list of maintenance features and inventory units is summarized from the activity list in Chapter Two and

shown as Figure 4.1 - Maintenance Feature Inventory Work Units . Descriptions of these inventory unitsare in shown The Definition of Terms.

Maintenance feature inventories are maintained for each district and summarized into regional and national

inventories. They are separate from other inventories, are permanent records and after initial compilation,

require only annual updating.


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Figure 4.1

Maintenance Features and Inventory Units

Maintenance Features Inventory Units

Unpaved Roadways - Centerline kilometers

Bituminous Roadways - Centerline kilometersConcrete Roadways - Centerline kilometersBituminous Pavements - Lane kilometers

Concrete Pavements - Lane kilometersUnpaved Shoulders - Shoulder kilometers

Ditches - Ditch kilometersDrop Inlets/Catch Basin/Manholes - Number of structures

Cross/Lateral Drainage - Number of linesBox Culverts - Number of structuresRoadside Structures - Number of structures

Ferries - Number of ferries

Traffic Signs, KM Post, Etc. - Number of sign, KM Post, Etc.

Guardrail - Linear metersSteel Bridges - Linear meterConcrete Bridges - Linear meter

Bailey Bridges - Linear meterTimber Bridges - Linear metersNumber of Bridge - Number

Concrete Decks - Linear meters

Width of Waterways - Linear meters

4.5 Compilation

The maintenance feature inventory is compiled from the results of field inspection or from Roads andBridge Information Application (RBIA).

The feature inventory for an inventory section is recorded on the Maintenance Feature Inventory section

recorded on the Maintenance Feature Inventory Work Sheet, which is shown in Figure 4.2.

The form for the summary of inventory quantities for all road sections is shown in Figure 4.3. The

inventory quantities are totaled to produce the maintenance feature inventory for a district.

Regional summaries are compiled by Regional Maintenance Management Engineer and national

summaries are compiled by the BOM.


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Figure 4.3

Maintenance Feature Inventory Summary


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4.6 Annual Updating

Maintenance feature inventories are updated by adding, deleting or revising Work Sheets and making

corresponding revisions based on Roads and Bridge Information Application (RBIA).

4.7 Inventory Instructions

Detailed instructions in using the inventory forms for compiling and updating District maintenance feature

inventories are included in Appendix D-Maintenance Feature Inventory Instructions.

4.8 Annual Maintenance Work Program/Performance Budget (AMWP/PB)

Work programs and performance budgets are separate entities but are combined into a single presentation

to emphasize the concept of planning and identifying work quantities and computing the budget

requirements for the resources needed to perform the work program. The two components require the

development and use of special planning values.

The work program is expressed in work units, workdays and man-days and is developed as follows:

Maintenance Feature Inventory X Quantity Standards = Work Units

Work Units X Average Daily Production = Workdays

Workdays X Average Crew Size = Man-days

The performance budget is expressed in pesos required for labor, equipment and material for the number of

work days in each activity and summarized to express the total funds required for the work program.

The development of the planning values and forms for the two components are described in the following

paragraphs.

4.9 Work Program

The annual work program is developed by applying nationwide planning values for quantity standard,

average daily production and average crew size to the maintenance feature inventories of each district,

region, and the nation. The regional programs will equal the total of its districts and the national program

will equal the sum of the regions.

The forms and planning values will be developed and distributed by BOM. The planning values for the

work program include:

+ Quantity Standard

+ Average Daily Production

+ Average Crew Size

Quantity Standards control the quantity of work planned for each activity for one year and thus establish

the level of maintenance service, the quantity of resources and the finances required.

Evaluation of quantity standards must be made annually but adjustments should be based on trends and

averages of several years rather that to meet one year reported data.


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In the future, experience may prove that maintenance requirements vary sufficiently in different parts of

the country because of weather, terrain or other causes, to mandate the establishment of standards for

separate regions, or zones consistent of several regions, to meet those variations.

Average daily production represents the planning value equal to the total accomplishment divided by the

total workdays during a year. This planning value should not be used for comparisons of daily, monthly orquarterly reports. Most activities have an accepted daily production range that depends on the assigned

crew, equipment and activity location.

Average crew size planning value expresses the number of man-days per workday for a years activity. It

should fall within the Typical Crew Size given by the activity standards but should not be used for short

term comparisons or evaluations.

4.10 Performance Budget

In order to convert a work program into a performance budget, standard daily costs must be developed for

each activity. A Workday Planning Value sheet for each activity is prepared by the BOM staff annually

and the standard workday costs for labor, equipment, material and total resources are distributed with the

other forms.

The workday planning value sheet identifies the work units, planning daily production, planning crew size,

resource descriptions, resource use factors, standard unit cost and standard daily cost for labor, equipment

and material. The form is shown in Figure 4.4.

The development of the workday planning values will utilize the work program planning values for daily

production and crew size. Resource descriptions will be in agreement with the typical crew, planned

equipment and material shown on the activity Activity Standard. (See Appendix- A-2).

Resource use factors identify the average daily usage of the resources needed. For example, the crew maybe made up of a foreman, driver, operator and 3 laborers. If the entire crew spent all day performing the

activity, the use factor would be 1 for foreman, driver and operator and 3 for laborer. If the foreman and

driver spent only half time on the activity the use factor would be 0.5 for them, 1 for operator and 3 for

laborer.

Equipment would show the same pattern of use factor. If the foreman and driver were using a service

vehicle, its use factor would be 0.5, the operators equipment would show the same use factor as the

operator and hand tools would show a use factor of 3. Fuel resource use will be equal to the sum of the

standard cost of equipment.

Material units would be described in the resource unit column and the average daily production is

measured in cubic meters of aggregate for example, then the resource factor would agree with the planned

daily production.

Resource use factors will be compiled from daily work, reports (Form TAD 1.1/MPP 1 and 2) in District

offices and forwarded to regional maintenance offices for review and analysis and then forwarded to BOM

for use in annual planning value review and update.

A sample of the Workday Standard Costs form is shown in Figure 4.5 and summarizes the workday

planning value sheets.


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Edition 4-9

Figure 4.4 Workday Planning Value Worksheet

Workday Planning Values Prepared By As of Date

ACTIVITY NAME Act. No.

Work Units Plan Daily Production PlanCrew Size

Resource Description Resource Resource Standard Standard

Unit Use Unit Cost Cost

Labor

Foreman Man-Days X X

Operator Man-Days X X

Driver Man-Days X X

Artisan Man-Days X XLaborer Man-Days X X

Labor Sub-Total Man-Days X X

Equipment

Fuel

Hand Tools

Equipment Subtotal X X X

Material

Material Subtotal X X X

All Resources

Total All Resources X X X


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Figure 4.5 - Performance Budget: Workday Standard Cost

ACTIVITYLabor Equipment Material

Contractual

and

Other Exp.*Total

No. Description Peso per day Peso per day Peso per day Peso per day Peso per day

GROUP 100ROAD AND RELATED

FEATURES

UNPAVED ROAD SURFACES

101 Manual Repair of Unpaved Road Surfaces

102Manual Patching of Unpaved Road

Surfaces

103Machine Patching of Unpaved RoadSurfaces

104 Machine Grading of Unpaved Roadways

BITUMINOUS PAVEMENTS

111 Premix Patching Bituminous Pavements

112 Penetration Patching BituminousPavements

113 Sealing Bituminous Pavements

114 Replacement of Bituminous Pavements

CONCRETE PAVEMENTS

121 Patching of Concrete Pavements

122Crack & Joints Sealing of Concrete

Pavements

123 Replacement of Concrete Pavements

UNPAVED SHOULDERS

131 Manual Repair of Unpaved Shoulders

132 Manual Patching Unpaved Shoulders133 Machine Grading Unpaved Shoulders

DRAINAGE

141 Manual Ditch Cleaning

142 Manual Inlet/outlet cleaning

143 Culvert line cleaning

144 Repair and/or Replacement of Minor

Drainage Structure

BRIDGES

151 Cleaning of Bridges

152 Patching of Concrete Deck153 Repairs of Concrete Bridges

154 Repairs of Steel Bridges

155 Repairs of Bailey Bridges

156 Repairs of Timber Bridges

157 Clearing Bridge Waterways

FERRIES

161 Ferry Service

*Where applicable


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Edition 4-11

Figure 4.5 - Performance Budget: Workday Standard Cost (Continuation)

ACTIVITYLabor Equipment Material

Contractualand

Other Exp.*Total

No. Description Peso per day Peso per day Peso per day Peso per day Peso per day

TEMPORARY REPAIRS

171 Temporary Patching

OTHER MAINTENANCE AND

REPAIRS

199Other Maintenance to Roadways andRelated Features

GROUP 200 - ROADSIDE FEATURES

201 Vegetation Control

202 Erosion Repair and Control to Roadsides

203 Repair of Major Roadside Structures

209 Other Roadside Maintenance

GROUP 300 - TRAFFIC SERVICES

301 Sign Maintenance

302 Centerline and Lane Line Repainting

303 Guardrail Maintenance

304 Sight Distance Mowing and Clearing

309 Other Traffic Services

GROUP 400 - EMERGENCY WORKS

401 Initial Response to Emergencies-Roadways

402 Initial Response to Emergencies Bridges

41X Emergency Projects

GROUP 500 - SUPERVISION,

SUPPORT AND OVERHEAD

501 Production of Bituminous premix

502 Other materials production and handling

503 Indirect Cost Work of Expenses

504 Other Work or Expenses

509 Foreman Supervision

510 Unproductive Time

GROUP 600 - MAINTENANCE

PROJECTS

61x Resurfacing Unpaved Roadways

62X Resealing Bit. Surface Methods "A" & "B"

63XResurfacing Unpaved Shoulders Methods"A" & "B"

64X Replacing timber Decks

65XSelected Replacement of ConcretePavement

66X Bridge Repainting

69X Maintenance Support

GROUP 700 - SPECIAL

MAINTENANCE

71x Special Maintenance

*Where applicable


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Standard unit cost will be developed on a regional average of combined district values. District

engineering offices will prepare and submit to their regional maintenance engineering offices, The

worksheet for determining Average Labor Cost is shown in Figure 4.6 below.

Figure 4.6 Average Daily Labor Cost

District: Date

ANNUAL LABOR COST

Personnel Cost per Classification

Peso paid to employee or to special funds for employee

Average Peso permonth

Foreman Operator Driver Artisan Laborer Total

Salary -

Allowance-

Per Diem -

Pag-Ibig -

PhilHealth -

Life Insurance -

Retirement -

Total Peso per month -

X 12 = P per year -

X No. employees

= Annual Labor Cost

per Classification

Annual Labor Cost

Total employees = Annual P per employee

ANNUAL PAID WORKING DAYS

Average Paid Days per Employees per /year52 week x 5 days/week = 260

Average Paid non-working days per employee

Non-working holidays = 10

Non-working annual leave entitlement = 15

Non-working sick leave entitlement = 15

Non-working days 40 - 40

Average paid working days 220

AVERAGE DAILY LABOR COST

Annual Peso per employee = A= C Average Daily Labor Cost

Annual Paid Workdays per employee = B

Average Daily Labor Cost = ___________________________ = P


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Edition 4-13

Standard unit cost for equipment days will be determined from current Association of Carriers and

Equipment Lessors, Inc. (ACEL) rates and/or the Department. Fuel costs per day will be included and

computed as a percentage of the total daily equipment costs. The percentage will be determined by BOM

staff and will apply equally in all districts for theprogram year. Hand tools are included in equipment costs

as a fixed rate per labor man-days. The daily rate will be fixed by BOM staff.

Material standard unit costs will be determined by BOM staff with assistance from regional and district

engineering offices in submitting actual fiscal costs in their respective procurement areas. Standard unit

costs will be used in computing costs of all reported resource usages throughout the program year.

Significant differences between performance budget standard costs and actual fiscal costs are adjusted

prior to the development of the next annual work program and performance budget.

Standard unit cost per workday resource requirement will be distributed to each district engineering offices

with detailed instructions and standard forms and planning values as shown in Figure 4.7 and 4.8.

Figure 4.7 Standard Unit Costs For Work Days

Resource Requirements CY 20____

Labor

Highway maintenance crew personnel P________per man-day

Equipment

Air Compressor with attachments P________per dayAsphalt Kettle P________per day

Asphalt Distributor P________per day

Concrete Mixer P________per dayConcrete Saw P________per day

Payloader P________per day

Road Grader P________per day

Service Vehicle (Pick-up) P________per dayPlate Compactor P________per dayRoad Roller P________per day

Truck, Dump P________per day

Truck, Stake P________per dayWater Truck P________per day

Pneumatic Roller P________per dayBackhoe with breaker P________per day

Portable Generator P________per dayJack Hammer P________per dayKneading Machine with Applicator P________per day

Power Spray P________per day

Bridge Inspection Vehicle (BIV) P________per dayPruning Saw P________per day

Chainsaw P________per dayGrass Cutter P________per day

Miscellaneous* P________per day

Fuel - % Daily Equipment Cost

Hand tools P________per laborer

man-day

*Report by description & rate


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Edition

Figure 4.8 Standard Unit Costs For Work Days

Resource Requirements CY20__

Materials Planning Value Cost per Unit

Aggregate Sub Base Course (Item 200) P_________per cu. MeterAggregate Base Course (Item 201) P_________per cu. meter

Aggregate Surface Course (Item 300) P_________per cu. meterAggregate Chips P_________per cu. meter

Sand P_________per cu. meterGravel P_________per cu. Meter

Common Borrow (Item 104) P_________per cu. meterBoulders/Riprap P_________per cu. meterBituminous Hot Mix P_________per cu. Meter

Bituminous Cold Mix P_________per cu. Meter

Bituminous Prime Coat (Item 301) P_________per cu. MeterBituminous Tack Coat (Item 302) P_________per cu. Meter

Concrete Epoxy P_________per literPenetration Asphalt P_________per liter

Emulsified Asphalt P_________per literPortland Cement P_________per bagPolymer Cement Mortar P_________per bag

P.C. Pipe Culvert P_________per linear meterLumber P_________per board feet

Bridge Paint P_________per liter

Traffic Paint P_________per literSign Faces P_________eachSign Post P_________each

Guardrail P_________per pieceTimber Piles P_________each

Bailey Panels P_________each

Miscellaneous

The viability of the concept of a highway maintenance management system depends on annual evaluation

of values applied to these planning factors and logical meaningful adjustment of the value to meet existing

or anticipated changes. The evaluation and adjustment are the responsibility of the BOM staff but the

regional, and district staffs are responsible for providing accurate and timely data for evaluation. These

standard unit costs are only valid in the maintenance management system and do not represent financial

transactions at any time.


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Edition 4-15

4.11 Routine Maintenance

The preparation of the routine AMWP/PB for district and regional engineering offices will be done on

Form TA 4.1 shown in Figure 4.9 and summarized as shown in Figure 4.10. The maintenance feature

inventory quantities will be generated from the present RBIA database and be used with the national

quantity standards, daily productions and crew sizes to determine the planned work quantity, number ofworkdays and man-days. The numbers of work days will be multiplied by the workday standard costs as

shown in Figure 4.5.

Routine maintenance activities are divided into general groups as follows:

Group 100Road and Related Features

Group 200Roadside Features

Group 300Traffic Services

Group 400Emergency Works

Group 500Supervision, Support, and Overhead

Group 600Maintenance Projects

Group 700Special Maintenance

This procedure identifies the required funding for a total annual maintenance work program of routinemaintenance. It also identifies the adequacy of the present standard value for funding maintenance and

provides a basis for requesting additional funds for national roads maintenance without increasing the

standard value.


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Edition

Figure 4.9Annual Maintenance Work Program Performance Budget

Sheet1of5

DATE:

DATE:

DATE:

UNIT

QTY.

UNIT

CARRIAGEWAYMAINTENANCE

WorkCategoryNo.1

0

PavementMaintenance

111

PremixPatchingBituminous

Pavements

un-ltd

lane.

Km

cu.m

112

PenetrationPatchingBituminous

Pavements

ltd

lane.

Km

cu.m

113

SealingBituminousPavements

ltd

lane.

Km

ltrs

114

ReplacementofBituminous

Pavements

var

lane.

Km

sq.m

121

PatchingofConcretePavements

un-ltd

lane-km

cu.m

122

Crack&JointsSealingofConcrete

Pavements

ltd

lane-km

ltrs.

123

ReplacementofConcretePavements

var.

lane-km

sq.m

101

ManualRepairofUnpavedRoad

Surfaces

ltd

CL-km

CL-m

102

ManualPatchingofUnpavedRoad

Surfaces

un-ltd

CL-km

cu.m

103

MachinePatchingofUnpavedRoad

Surfaces

un-ltd

CL-km

cu.m

104

MachineGradingofUnpaved

Roadways

ltd

CL-km

CL-km

171

TemporaryPatching

Var.

CL-km

CL-m

401

InitialResponsetoEmergencies-

Roadways

Unltd

CL-km.

Man-days

*WhereApplicable

(17)=

(13)+(14)

+(15)+(16)

(11)

(12)=

(10)X(11)

(13)

(14)

(15)

(2)

Documents

Philippine Hightway Maintenance Management Manual