Road Project Management and Supervision Manual Vol I Main Text_2nd Editon

IMPROVEMENT OF QUALITY MANAGEMENT FOR HIGHWAY AND BRIDGE CONSTRUCTION AND MAINTENANCE, PHASE II

ROAD PROJECT MANAGEMENT AND SUPERVISION MANUAL VOLUME I: MAIN TEXT

2014

Department of Public Works and Highways

IMPROVEMENT OF QUALITY MANAGEMENT FOR HIGHWAY AND BRIDGE CONSTRUCTION AND MAINTENANCE, PHASE II

ROAD PROJECT MANAGEMENT AND SUPERVISION MANUAL VOLUME I: MAIN TEXT SECOND EDITION

SEPTEMBER 2014

DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS JAPAN INTERNATIONAL COOPERATION AGENCY

Republic of the Philippines DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS OFFICE OF THE SECRETARY Manila

TABLE OF CONTENTS FOREWORD…………………………………………………………………………

i

TABLE OF CONTENTS..................................................................................

ii

LIST OF TABLES ...........................................................................................

viii

LIST OF FIGURES .........................................................................................

xi

ACKNOWLEDGEMENT .................................................................................

xiv

ACRONYMS .................................................................................................

xv

DEFINITION OF TERMS................................................................................

xxi

Chapter 1

Introduction ...............................................................................

1-1

1.1

Background ..................................................................................................

1-1

1.2

Purpose ........................................................................................................

1-1

1.3

Outline ..........................................................................................................

1-2

Chapter 2

Contracts and Guidelines ..........................................................

2-1

2.1

Locally-funded Contract ...............................................................................

2-1

2.2

Foreign-funded Contract ..............................................................................

2-1

2.2.1

Asset Management Approach .................................................................

2-1

2.2.2

Long-Term Performance Based Maintenance ........................................

2-2

Guidelines, Manuals and Practices ..............................................................

2-7

2.3

2.3.1

Basic Guidelines and Manuals................................................................

2-7

2.3.2

Standard Procurement and Implementation Guidelines .........................

2-8

2.3.3

International Standard Practices .............................................................

2-10

2.3.4

Standard Practices of DPWH..................................................................

2-11

Chapter 3 3.1

Implementing Organizations and Role of Entities .......................

3-1

Organization of Central Office ......................................................................

3-1

3.1.1

Bureau of Construction ...........................................................................

3-3

3.1.2

Bureau of Maintenance ...........................................................................

3-5

3.1.3

Project Management Office ....................................................................

3-6

3.1.4

Planning Service .....................................................................................

3-7

3.1.5

Bureau of Research and Standards........................................................

3-9

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3.1.6

Bureau of Design ....................................................................................

3-10

3.1.7

Bureau of Quality and Safety (BQS) .......................................................

3-12

3.2

Organizations of RO and DEO .....................................................................

3-13

3.3

Organizations for Construction Supervisions ...............................................

3-16

3.3.1

For Foreign-funded Projects through International Competitive Bidding.

3.3.2

For Locally and Foreign-funded Projects through Local Competitive

3-16

Bidding ....................................................................................................

3-20

3.4

Administrative Penalties/Sanctions ..............................................................

3-23

3.5

Authorities of DPWH Officials .......................................................................

3-24

3.7

Reforms in DPWH ........................................................................................

3-25

Chapter 4

Procurement ..............................................................................

4-1

4.1

Bids ..............................................................................................................

4-1

4.2

Contract ........................................................................................................

4-5

4.2.1

Contract Documents ...............................................................................

4-5

4.2.2

Subcontract/Sublease .............................................................................

4-8

Facilities and Land Acquisition .....................................................................

4-8

4.3

4.3.1

Facilities for the Engineer........................................................................

4-8

4.3.2

Right-of-Way Acquisition .........................................................................

4-9

4.3.3

Possession of Site ..................................................................................

4-9

4.3.4

Relocation of Utilities ..............................................................................

4-10

Performance Security and Insurance ...........................................................

4-10

4.4

4.4.1

Performance Security .............................................................................

4-10

4.4.2

Contractor's All Risk Insurance (CARI) ...................................................

4-11

Notice to Proceed (NTP) ..............................................................................

4-11

4.5

Chapter 5

Public Information, Road Safety and Environmental Management

5-1

5.1

Public Information System............................................................................

5-1

5.2

Relations with Local Communities and Road Users.....................................

5-2

5.3

Road Safety..................................................................................................

5-3

iii

5.3.1

Road Safety Program .............................................................................

5-3

5.3.2

Road Safety Manual ...............................................................................

5-4

5.3.3

Provision of Road Safety Devices ...........................................................

5-5

5.3.4

Traffic Management ................................................................................

5-6

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5.3.5 5.4

Safety Officer ..........................................................................................

5-6

Safety and Health Programs ........................................................................

5-6

5.4.1

Obligation of the Contractor ....................................................................

5-6

5.4.2

Load Restriction ......................................................................................

5-7

5.4.3

Coordination during Emergency .............................................................

5-7

Environmental Management ........................................................................

5-8

5.5

5.5.1

Legal Framework and Process ...............................................................

5-8

5.5.2

Environmental Impact Assessment (EIA) ................................................

5-8

5.5.3

Environmental Compliance Certificate (ECC) .........................................

5-10

5.5.4

Environmental Management Plan (EMP)................................................

5-14

5.5.5

Environmental and Social Considerations ..............................................

5-15

Risk Management ........................................................................................

5-17

5.6

Chapter 6 6.1

Construction Management and Supervision ...............................

6-1

Preliminary Activities ....................................................................................

6-1

6.1.1

Study of Design Reports, Design Drawings, Specifications and Contract Documents ...............................................................................

6-1

6.1.2

Study on Meteorological Condition .........................................................

6-3

6.1.3

Pre-construction Survey..........................................................................

6-3

6.1.4

Joint Site Inspection ................................................................................

6-4

6.1.5

Conduct of Pre-construction Meeting ......................................................

6-5

6.1.6

Conduct of Joint As-stake Survey and Preparation of As-staked Plan ....

6-12

6.1.7

Preparation and Processing of Variation Order (VO) ..............................

6-14

Project Management ....................................................................................

6-18

6.2

6.2.1

Mobilization/Demobilization ....................................................................

6-19

6.2.2

Provision of Project Billboard ..................................................................

6-19

6.2.3

Work Program .........................................................................................

6-20

6.2.4

Straight Line Diagram .............................................................................

6-26

6.2.5

Value Engineering ...................................................................................

6-26

6.2.6

Construction Drawings ............................................................................

6-28

6.2.7

Shop Drawings........................................................................................

6-28

6.2.8

Establishment of Communication Network .............................................

6-28

6.2.9

Conduct of Coordination Meetings..........................................................

6-28

6.2.10 Maintenance Work during Contract Period .............................................

6-29

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6.2.11 Delay of Work and Action Plans ..............................................................

6-30

6.2.12 Suspension of Works ..............................................................................

6-34

6.2.13 Extension of Contract Time .....................................................................

6-35

6.2.14 Termination of Contract ...........................................................................

6-37

6.3

Cost Management ........................................................................................

6.3.1

Advance Payment ...................................................................................

6-42

6.3.2

Interim Payment ......................................................................................

6-44

6.3.3

Payment of Materials on Site ..................................................................

6-46

6.3.4

Disbursement Estimate and Monitoring of Payment ...............................

6-46

6.3.5

Cost Reduction .......................................................................................

6-46

6.3.6

Price Adjustments ...................................................................................

6-49

6.3.7

Provisional Sum and Daywork ................................................................

6-50

6.3.8

Claims .....................................................................................................

6-51

Quantity Control ...........................................................................................

6-54

6.4

6.4.1

Objectives ...............................................................................................

6-54

6.4.2

Duties of Quantity Engineer ....................................................................

6-54

6.4.3

Inspection Techniques ............................................................................

6-55

6.4.4

Bill of Quantities (BOQ)...........................................................................

6-55

6.4.5

Measurement and Evaluation .................................................................

6-56

6.4.6

Monitoring and Estimate of Final Quantity ..............................................

6-57

Documentation .............................................................................................

6-57

6.5

6.5.1

Progress Reports ....................................................................................

6-58

6.5.2

Project Logbook ......................................................................................

6-59

6.5.3

Correspondence .....................................................................................

6-62

6.5.4

Progress Photographs ............................................................................

6-62

Chapter 7

Quality Control ...........................................................................

7-1

7.1

General.........................................................................................................

7-1

7.2

Quality Control Program ...............................................................................

7-3

7.3

Quality Control Specifications.......................................................................

7-5

7.4

Project Laboratory ........................................................................................

7-6

7.5

Accreditation of AC and PCC Batching Plants .............................................

7-9

7.6

Quality Control Activities ...............................................................................

7-13

7.6.1

v

6-39

Category of Activities and Frequency of Tests ........................................

7-13

Road Project Management and Supervision Manual Vol.1 Main Text

7.6.2

Quality Control on Construction Materials...............................................

7-17

7.6.3

Production of Aggregates........................................................................

7-18

7.6.4

Submission and Approval of Concrete Pouring Permit ...........................

7-22

7.6.5

Quality Control Logbook .........................................................................

7-24

Design Mix and Trial Construction ................................................................

7-24

7.7

7.7.1

Design Mix and Trial Construction for PCC Pavement ...........................

7-24

7.7.2

Job-Mix Formula and Trial Construction for AC Pavement .....................

7-27

7.7.3

Design Mix and Trial Construction for Other Major Work Items ..............

7-30

7.8

Calibration of Testing Equipment ..................................................................

7-32

7.9

Accreditation of New Product and Technology .............................................

7-32

7.9.1

PCCP Reinforced with Welded Wire Mesh .............................................

7-32

7.10 Recycling of Pavement Materials .................................................................

7-33

7.11 Roller Compacted Concrete Pavement (RCCP) ..........................................

7-33

7.12 Electrical Density Gauge ..............................................................................

7-34

7.13 ISO Accreditation of Large Contractors ........................................................

7-35

Chapter 8

Field Inspections .......................................................................

8-1

8.1

Objectives of Field Inspection.......................................................................

8-1

8.2

Categories of Field Inspection ......................................................................

8-4

8.3

Field Inspection Plan ....................................................................................

8-6

8.4

Standard Inspection Check Sheet ................................................................

8-8

8.5

Request for Inspection .................................................................................

8-10

Chapter 9

Project Completion ....................................................................

9-1

9.1

Pre-final Inspection for Completion ..............................................................

9-1

9.2

Final Inspection for Completion ....................................................................

9-1

9.2.1

Submission of Request for Final Inspection for Completion ...................

9-1

9.2.2

Participants for the Final Inspection for Completion ................................

9-2

9.2.3

Remedial Works......................................................................................

9-4

9.3

Issuance of Certificate of Completion ...........................................................

9-4

9.4

Final Payment ..............................................................................................

9-6

Chapter 10

Defects Liability Period, Final Acceptance and Warranty Period .

10-1

10.1 Defects Liability Period .................................................................................

10-1

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10.2 Pre-final Inspection for Acceptance ..............................................................

10-1

10.3 Final Inspection for Acceptance....................................................................

10-1

10.3.1 Remedial Works......................................................................................

10-1

10.4 Issuance of Certificate of Acceptance ..........................................................

10-1

10.5 Release of Remaining Retention Money ......................................................

10-2

10.6 Release of Performance Security .................................................................

10-2

10.7 Warranty Period............................................................................................

10-2

Chapter 11

Maintenance after Final Acceptance ...........................................

11-1

11.1 Maintenance by DPWH after Final Acceptance............................................

11-1

11.2 Maintenance Inspection and Remedial Measure Design .............................

11-8

11.3 Overloaded Vehicle Control ..........................................................................

11-10

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Road Project Management and Supervision Manual Vol.1 Main Text

LIST OF TABLES Table 1.1

Classifications of Projects and Programs ..........................................

1-2

Table 2.1

Scope of LTPBM Contract .................................................................

2-3

Table 2.2

Road Condition Category ..................................................................

2-4

Table 2.3

International Roughness Index and Road Condition Category ..........

2-4

Table 2.4

Typical Intervention Pattern on LTPBM .............................................

2-5

Table 2.5

Advantages and Disadvantages of Design-Built Contract .................

2-6

Table 2.6

Reference Guidelines and Manuals ..................................................

2-8

Table 2.7

DPWH Procurement Manuals ...........................................................

2-9

Table 2.8

Comparison of GCC between FIDIC and DPWH Conditions of Contract .............................................................................................

2-13

Table 3.1

Bureaus' Roles and Functions ...........................................................

3-3

Table 3.2

Limits of Authority ..............................................................................

3-13

Table 3.3

Duties and Responsibilities of Consultants........................................

3-18

Table 3.4

Limits of assignment of Project Engineer and Project Inspector........

3-21

Table 3.5

Limits of Assignment of Materials Engineer .......................................

3-21

Table 3.6

Duties and Responsibilities of Project Engineer ................................

3-22

Table 3.7

Duties and Responsibilities of Project Inspector ................................

3-22

Table 3.8

Duties and Responsibilities of Materials Engineer .............................

3-23

Table 3.9

Points against Negative Slippage ......................................................

3-24

Table 4.1

Bid Documents ..................................................................................

4-1

Table 4.2

List of Contract Documents ...............................................................

4-5

Table 5.1

Safety Programs ................................................................................

5-3

Table 5.2

Road Safety Manual and Handbook ..................................................

5-4

Table 5.3

Project Grouping Matrix for Determination of EIA Report Type - New Single and Co-located Projects (Group I)................................

Table 5.4

5-12

Project Grouping Matrix for Determination of EIA Report Type - New Single and Co-located Projects (Group II)...............................

5-13

Table 6.1

Checklist of Reports for Review.........................................................

6-2

Table 6.2

Participants for Site Inspection ..........................................................

6-4

Table 6.3

Scope of Inspection ...........................................................................

6-5

Table 6.4

Agenda for Pre-construction Meeting ................................................

6-6

Table 6.5

Attendees for Meeting .......................................................................

6-10

Table 6.6

Control Points and Tolerances ...........................................................

6-13

Table 6.7

Agenda for Coordination Meeting ......................................................

6-29

Table 6.8

Stages of Negative Slippage .............................................................

6-31

Table 6.9

Types of Payments ............................................................................

6-41

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Table 6.10

Payment Guidelines ..........................................................................

Table 6.11

Actions and Supporting Documents for Advance Payment

6-41

(Regional and District Offices) ...........................................................

6-43

Table 6.12

Payment Procedure ...........................................................................

6-44

Table 6.13

Actions and Supporting Documents Required for Interim Payment (Regional and District Offices) ............................................

6-45

Table 6.14

Cost Reduction due to Deficiency in Strength ...................................

6-47

Table 6.15

Cost Reduction due to Deficiency in Thickness.................................

6-49

Table 6.16

Contractor’s Claim for Time Extension ..............................................

6-53

Table 6.17

Checklist of Project Documents .........................................................

6-58

Table 6.18

Progress Report ................................................................................

6-59

Table 6.19

Responsible Office for Securing the Documents ...............................

6-62

Table 7.1

Quality Control Activities ....................................................................

7-4

Table 7.2

Specifications/Standards ...................................................................

7-6

Table 7.3

Material Testing Equipment/Apparatus ..............................................

7-8

Table 7.4

Quality Control Categories ................................................................

7-14

Table 7.5

Minimum Test Requirements .............................................................

7-16

Table 7.6

Categories of Materials ......................................................................

7-17

Table 7.7

Types of Aggregates Required for Road Projects..............................

7-19

Table 7.8

Types of Crushers .............................................................................

7-20

Table 7.9

Classes of Concrete ..........................................................................

7-30

Table 7.10

Grading Requirement for Coarse Aggregate .....................................

7-30

Table 7.11

Strength Requirements for Cement Concrete ...................................

7-31

Table 7.12

Composition and Strength of Concrete for Use in Structure ..............

7-31

Table 7.13

Comparison between PCCP and RCCP ...........................................

7-34

Table 8.1

Criteria for acceptance ......................................................................

8-4

Table 9.1

Composition of Inspectorate Team ....................................................

9-2

Table 9.2

Procedures and Supporting Documents for Final Payment (Regional and District Offices) ...........................................................................

9-7

Table 10.1

Warranty Security ..............................................................................

10-3

Table 11.1

Main Goals of Preventive/Periodic and Routine Maintenance ...........

11-2

Table 11.2

Required Maintenance Activities for Road Facilities ..........................

11-3

Table 11.3

Calculation of Maintenance Share .....................................................

11-6

Table 11.4

Monitoring for Maintenance Works ....................................................

11-7

Table 11.5

Pavement Distress, Major Causes and Common Repair Methods for AC Pavement ...............................................................................

ix

11-8

Road Project Management and Supervision Manual Vol.1 Main Text

Table 11.6 Table 11.7

Pavement Distress, Major Causes and Common Repair Methods for PCC Pavement.............................................................................

11-9

Maximum Allowable Gross Vehicle Weight........................................

11-10

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LIST OF FIGURES Figure 2.1

Asset Management Approach ...........................................................

2-2

Figure 2.2

Sequence of Project Delivery ............................................................

2-6

Figure 2.3

Procurement and Contract Guidelines...............................................

2-7

Figure 2.4

DPWH Procurement Manuals Cover Pages......................................

2-9

Figure 2.5

FIDIC Conditions of Contract Cover Pages .......................................

2-11

Figure 3.1

Organizational Chart of DPWH CO ...................................................

3-2

Figure 3.2

Organizational Chart of BOC .............................................................

3-4

Figure 3.3

Organizational Chart of BOM ............................................................

3-5

Figure 3.4

Organizational Chart of PS ................................................................

3-8

Figure 3.5

Organizational Chart of BRS .............................................................

3-10

Figure 3.6

Organizational Chart of BOD .............................................................

3-11

Figure 3.7

Organizational Chart of BQS .............................................................

3-12

Figure 3.8

Organizational Chart of RO ...............................................................

3-14

Figure 3.9

Organizational Chart of DEO .............................................................

3-15

Figure 3.10 Typical Assignment Schedules of Consultants ..................................

3-16

Figure 3.11 Typical Organizational Chart of Consultants for Construction Supervision ........................................................................................

3-17

Figure 3.12 Typical Organizational Chart for Construction Supervision of Project conducted thru Force Account ...............................................

3-20

Figure 5.1

Project Information ............................................................................

5-2

Figure 5.2

Traffic Control Information .................................................................

5-2

Figure 5.3

Traffic Accident Recording and Analysis System ...............................

5-3

Figure 5.4

Road Safety Manual and Highway Safety Design Standards Cover Pages ................................................................................................

5-4

Figure 5.5

Road Safety Devices and Signages ..................................................

5-5

Figure 5.6

Summary Flowchart of EIA Process ..................................................

5-9

Figure 5.7

Overview of Stages of the Philippine EIA Process ............................

5-10

Figure 5.6

Risk Management Diagram ...............................................................

5-17

Figure 6.1

Stages of Implementation ..................................................................

6-1

Figure 6.2

Example of Rainfall Record ...............................................................

6-3

Figure 6.3

Typical Organizational Chart of Contractor for Foreign-Funded Project

6-8

Figure 6.4

Typical Organizational Chart of Contractor for Locally-Funded Project

6-9

Figure 6.5

Typical Weekly Work Schedule .........................................................

Figure 6.6

Flowchart of activities for As-stake Survey and Approval of

Figure 6.7

xi

6-11

As-staked Plan ..................................................................................

6-14

Executive Summary...........................................................................

6-17

Road Project Management and Supervision Manual Vol.1 Main Text

Figure 6.8

Project Management .........................................................................

6-18

Figure 6.9

Example of Pert/CPM ........................................................................

6-21

Figure 6.10 Example of Bar Chart with S-Curve ...................................................

6-22

Figure 6.11 Example of Manpower Schedule .......................................................

6-24

Figure 6.12 Example of Equipment Utilization Schedule ......................................

6-25

Figure 6.13 Example of Straight Line Diagram .....................................................

6-27

Figure 6.14 Maintenance Period...........................................................................

6-29

Figure 6.15 Contractor’s Maintenance Activities ...................................................

6-30

Figure 6.16 Catch-up Program .............................................................................

6-32

Figure 6.17 Cost and Financial Management .......................................................

6-40

Figure 6.18 Project Logbook Format ....................................................................

6-61

Figure 6.19 Progress Photographs .......................................................................

6-63

Figure 7.1

Quality Management .........................................................................

7-1

Figure 7.2

Statistical Quality Control (X-R Control Chart) ...................................

7-2

Figure 7.3

Quality Control Procedures ...............................................................

7-5

Figure 7.4

Material Testing Equipment/Apparatus ..............................................

7-9

Figure 7.5

Flowchart for Batching Plant Accreditation ........................................

7-11

Figure 7.6

Assessment of Batching Plant for Accreditation ..............................

7-12

Figure 7.7

Asphalt and Portland Cement Concrete Batching Plants ..................

7-13

Figure 7.8

Common Problems in Aggregate Production (Case of River Gravel)

7-21

Figure 7.9

Flowchart for Approval of Concrete Pouring Permit ...........................

7-22

Figure 7.10 Concrete Pouring Permit Format .......................................................

7-23

Figure 7.11 Materials Quality Control Log Book ...................................................

7-24

Figure 7.12 Flowchart for Preparatory Work to Concrete Paving .........................

7-25

Figure 7.13 Trial Mix for Portland Cement Concrete ............................................

7-25

Figure 7.14 Trial Construction for PCCP ..............................................................

7-26

Figure 7.15 Marshall Stability Testing Equipment .................................................

7-28

Figure 7.16 Determination of Design Asphalt Content ..........................................

7-29

Figure 7.17 PCCP Reinforced with Welded Wire Mesh........................................

7-33

Figure 7.18 Recycling of Concrete Materials ........................................................

7-33

Figure 7.19 Equipment for RCCP .........................................................................

7-34

Figure 7.20 Typical Composition of RCCP ...........................................................

7-34

Figure 8.1

Site Instruction ...................................................................................

8-3

Figure 8.2

Hierarchy of Field Inspection .............................................................

8-6

Figure 8.3

Classification of Pavement by Work Category...................................

8-6

Figure 8.4

Flowchart for Field Inspection ............................................................

8-7

Figure 8.5

Example of Inspection Check Sheet ..................................................

8-9

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Figure 8.6

Flowchart for Inspection Request and Approval ................................

8-10

Figure 8.7

Example of Work/Inspection Request................................................

8-11

Figure 9.1

Activities undertaken during completion stage ..................................

9-3

Figure 9.2

Flowchart of Activities Relative to the Issuances of Certificates of Completion and Acceptance .......................................

9-5

Figure 10.1 Defects Liability and Warranty Periods ..............................................

10-2

Figure 11.1 Asset Management............................................................................

11-1

Figure 11.2 Maintenance Activities on Pavement .................................................

11-3

Figure 11.3 Programming Process (Asset Management System) ........................

11-4

Figure 11.4 Flow of Routine Maintenance Work ...................................................

11-5

Figure 11.5 Budget Allocation Flow ......................................................................

11-8

Figure 11.6 Effects of Overloading on Pavement .................................................

11-11

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ACKNOWLEDGEMENT In behalf of the CWG on Road Manuals Improvement, The Group Leader would like to thank the TWG members and the regional project managers of pilot regions for their patience, guidance, words of encouragement and useful critiques which really helped us a lot in accomplishing this undertaking. TWG Members: Dr. Judy F. SESE, Chairperson, OIC-Director, Bureau of Research and Standards Ms. Carolina S. CANUEL, Fmr. Vice Chairperson, Fmr. Div. Chief, DPD, P/S Mr. Adriano M. DOROY, Asst. Director, Bureau of Design Mr. Aristarco M. DOROY, OIC-Asst. Director, Bureau of Construction Ms. Edna F. MEÑEZ, OIC-DE, Negros Occidental 4th DEO, DPWH-Region VII Mr. Felipe S. RAMOS, Fmr. Chief, Technical Services and Evaluation Div., BRS Mr. Nestor B. CAOILE, OIC-Division Chief, Materials Testing Division, BRS

Regional Project Managers: Ms. Elsa T. NABOYE, Regional Project Manager, Asst. Chief, QAD, DPWH-CAR Ms. Ramie B. DOROY, Regional Project Manager, DE, Negros Oriental 1st DEO, DPWH-Region VII Ms. Rowena P. JAMITO, Regional Project Manager, Engr. V, MD, RO-XI Thank you also to the CWG Members for their efforts and collaborations. CWG Members: MR. Jay Jenner R. BIARES, Engr. III, CAR; Group Leader Mr. Elmer R. FIGUEROA, Engr. III, BOC Mr. Ernante S. ANTONIO, Engr. III, BOM Ms. Carina B. DIAZ, Engr. III, BOD Ms. Nenita R. VALENCIA, Former Engr. III, BRS Mr. Vicente R. VALLE, JR., Engr. IV, DPWH-Region VII Ms. Aurora M. LACASANDILE, Engr. III, CD, DPWH-Region XI Finally, we wish to thank our Expert, Mr. Ryoichi Yamasaki, Co-Team Leader, JICA TCP II and his Asst. Engineer, Mr. Feliciano P. Carpio, for their support and encouragement throughout this activity.

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ACRONYMS A AADT

Annual Average Daily Traffic

AASHTO

American Association of State Highway and Transportation Official

ABC

Approved Budget for the Contract

AC

Asphalt Concrete

ACI

American Concrete Institute

ADB

Asian Development Bank

AIP

Annual Investment Program

AMWP

Annual Maintenance Working Program

ASTM

American Society for Testing and Materials

AWP

Annual Working Program

B BAC

Bids and Awards Committee

BMS

Bridge Management System

BOC

Bureau of Construction

BOD

Bureau of Design

BOM

Bureau of Maintenance

BOQ

Bill of Quantities

BOT

Built-Operate-Transfer

BQS

Bureau of Quality and Safety

BRS

Bureau of Research and Standards, DPWH

C

xv

CARBDP

Cotabato Agusan River Basin Development Project

CARP

Comprehensive Agrarian Road Program

CAD

Computer-Aided Design

CARI

Contractor’s All Risk Insurance

CBR

California Bearing Ratio

CDA

Cooperative Development Authority

CMS

Contract Management System

CNC

Certificate of Non-Coverage

CO

Central Office

COA

Commission on Audit

CPES

Contractors' Performance Evaluation System

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CPM

Critical Path Method

CV

Curriculum Vitae

CWG

Counterpart Working Group

D DAO

DENR Administrative Order

DB

Design-Build

DBB

Design-Bid-Build

DE

District Engineer

DENR

Department of Environment and Natural Resources

DEO

District Engineering Office

DILG

Department of Interior and Local Government

DLP

Defects Liability Period

DO

Department Order

DOTC

Department of Transportation and Communications

DoTS

Documents Tracking System

DPD

Development Planning Division

DPM

DPWH Procurement Manual

DPWH

Department of Public Works and Highways

DTI

Department of Trade and Industry

E EA

Executing Agency

ECC

Environmental Compliance Certificate

EIA

Environmental Impact Assessment

EMB

Environmental Management Bureau

EMK

Equivalent Maintenance Kilometer

EMP

Environmental Management Plan

eNGAS

Electronic New Government Accounting System

ESAL

Equivalent Single Axle Load

ESIA

Environmental and Social Impact Analysis

ESS

Environmental and Social Screening/Scoping

ESSO

Environmental and Social Safeguards Office

F FABP

Foreign-Assisted Bridge Program

FCSEC

Flood Control and Sabo Engineering Center

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FDT

Field Density Test

FHWA

Federal Highway Administration

FIDIC

Fédération Internationale Des Ingénieurs-Conseils (International Federation of Consulting Engineers)

G GAA

General Appropriations Act

GCC

General Conditions of Contract

GOP

Government of the Philippines

GPPB

Government Procurement Policy Board

GPRA

Government Procurement Reform Act

GVW

Gross Vehicle Weight

H HDM-4

Highway Development and Management Version 4

HMA

Hot Mix Asphalt

I ICB

International Competitive Bidding

IEE

Initial Environment Examination

IN

International Expert

IO

Implementing Office

IRI

International Roughness Index

IROW

Infrastructure Right-of-Way

IRR-A

Implementing Rules and Regulations Part A (for locally-funded projects)

ISO

International Organization for Standardization

J JICA

Japan International Cooperation Agency

JMF

Job Mix Formula

JCC

Joint Coordinating Committee

K KAMANAVA

Kalookan Malabon Navotas Valenzuela

KEDCF

Korean Economic Development Cooperative Fund

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L LCB

Local Competitive Bidding

LGU

Local Government Unit

LTO

Land Transportation Office

LTPBM

Long Term Performance-Based Maintenance

LTPBME

Long Term Performance Based Maintenance-cum-Enhancement

M MBA

Maintenance by Administration (force account)

MBC

Maintenance by Contract-put

MC

Memorandum Circular

MCC

Millennium Challenge Corporation

ME

Materials Engineer

MFCDP

Major Flood Control development Project

MIS

Monitoring and Information Service

MOA

Memorandum of Agreement

MPE

Mount Pinatubo Emergency

MVUC

Motor Vehicle User’s Charge/Cost

MYPSS

Multi-Year Programming and Scheduling System

N N

National Expert

NEDA

National Economic and Development Authority

NGO

Non-Governmental Organization

NRIMP

National Roads Improvement and Management Program

NTP

Notice To Proceed

P PAGASA

Philippine Atmospheric, Geophysical and Astronomical Services Administration

PAMS

Project Advisory and Management System

PBDs

Philippine Bid Documents

PCAB

Philippine Constructors Accreditation Board

PCC

Portland Cement Concrete

PCCP

Portland Cement Concrete Pavement

PE

Project Engineer

Pert/CPM

Program Evaluation and Review Technique / Critical Path Method

PI

Project Inspector

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PID

Public Information Division

PM

Project Manager

PM/O

Preventive Maintenance/Overlay

PMO

Project Management Office

PNP

Philippine National Police

PPP

Public-Private Partnership

PS

Planning Service

Q QAD

Quality Assurance Division

QAS

Quality Assurance Section

QAU

Quality Assurance Unit

QCP

Quality Control Program

R RA

Republic Act

RA 9184

Government Procurement Reform Act of 2003

RATPLAN

Rationalization Plan

RB

Road Board

RBIA

Road and Bridge Information Application

RE

Resident Engineer

REAPMP

Road Enhancement and Asset Preservation Management Program

RH

Rehabilitation

RM

Routine Maintenance

RMMS

Routine Maintenance Management System

RMP

Routine Maintenance Program

RO

Regional Office

ROCOND

Visual Road Condition Rating System

ROW

Right-of-Way

RRNDP

Rural Road Network Development Project

RUPP

Road Upgrading Preservation Project

RWS

Rural Water System

S SB

Special Buildings

SBD

Standard Bidding Documents

SBP

Special Bridge Project

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SCC

Special Conditions of Contract

SEC

Securities and Exchange Commission

SFD

Saudi Fund for Development

SMS

Short Messaging System

T TARAS

Traffic Accident Recording and Analysis System

TCP

Technical Cooperation Project

TEAM

Traffic Engineering and Management

TOR

Terms of Reference

TWG

Technical Working Group

U URPO

Urban Roads Project Office

USA

United States of America

V VDF

Vehicle Damage Factor

VO

Variation Order

W WB

World Bank

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DEFINITIONS AND TERMS Contract Words (By) Administration The procedure by which the implementation of an infrastructure project is carried out under the administration and supervision of the DPWH through its own personnel. Approved Budget for the Contract (ABC) The budget for the contract duly approved by the Head of the Procuring Entity. BAC The Bids and Awards Committee established in accordance with Article V of R.A.9184. Bidding Documents The documents issued by the DPWH as the basis for Bids, furnishing all information necessary for a prospective bidder to prepare a bid for the Goods, Infrastructure Projects, and Consulting Services to be provided. Bill of Quantities A list of the specific items of Work and their corresponding quantities, unit prices, lump sums, and/or provisional sums. Change Order A written order issued by the Director to the Contractor, covering changes in the plans or quantities or both, within or beyond the scope of the contract and establishing the basis of payment for the work affected by the changes. Contract The contract between the DPWH and the Contractor to execute, completes, and maintain the Works. It consists of the documents listed in the GCC and the SCC. Contract Time Extension The allowable period for the Contractor to complete the Works in addition to the original Completion Date stated in this Contract. Contractor The juridical entity whose proposal has been accepted by the DPWH and to whom the Contract to execute the Work was awarded.

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Corrupt, Fraudulent, and Coercive Practices "Corrupt Practice" means behavior on the part of officials in the public or private sectors by which they improperly and unlawfully enrich themselves, others, or induce others to do so, by misusing the position in which they are placed, and includes the offering, giving, receiving, or soliciting of anything of value to influence the action of any such official in the procurement process or in contract execution; entering, on behalf of the Government, into any contract or transaction manifestly and grossly disadvantageous to the same, whether or not the public officer profited or will profit thereby, and similar acts as provided in Republic Act 3019. "Fraudulent Practice" means a misrepresentation of facts in order to influence a procurement process or the execution of a contract to the detriment of the PROCURING ENTITY, and includes collusive practices among Bidders (prior to or after bid submission) designed to establish bid prices at artificial, non-competitive levels and to deprive the PROCURING ENTITY of the benefits of free and open competition. “Collusive Practices” means a scheme or arrangement between two or more Bidders, with or without the knowledge of the PROCURING ENTITY, designed to establish bid prices at artificial, non-competitive levels. “Coercive Practices” means harming or threatening to harm, directly or indirectly, persons, or their property to influence their participation in a procurement process, or affect the execution of a contract. Consulting Services The services for Infrastructure Projects and other types of projects or activities of the DPWH requiring adequate external technical and professional expertise to undertake such as, but not limited to: (i) advisory and review services; (ii) pre-investment or feasibility studies; (iii) design; (iv) construction supervision; (v) management and related services; and (vi) other technical services or special studies. Day Calendar days; months are calendar months. Dayworks Varied work inputs subject to payment on a time basis for the Contractor’s Employees and Equipment, in addition to payments for associated Materials and Plant.

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Defects Liability Certificate The certificate issued by the DPWH’s Representative upon correction of defects by the Contractor. Defects Liability Period The one year period between project completion and final acceptance within which the Contractor assumes the responsibility to undertake the repair of any damage to the Works at his own expenses, aside from his responsibility under warranty of the Civil Code which is 5 years for horizontal, and 15 years for vertical. Drawings (Plans) The plans, profiles, typical cross sections, working drawings and supplemental drawings, approved by the Engineer / the PE, or exact reproductions thereof, which show the location, character, dimensions, and details of the work. They include all supplementary details, shop drawings, calculations, and other information provided or approved for the execution of this Contract. Engineer In this Manual, “Engineer” means a qualified professional appointed or designated by the Employer (DPWH) to render technical and/or administrative decision for the purposes of supervising a project. In DPWH, the hierarchy of command based on delegated authority of officials/officers is being observed, hence the title “Engineer” most likely changes in person of authority depending on the subject matter and its cost limit from the omnibus levels of authority of DPWH officers and officials. Likewise, person appointed by the Contractor to act as Engineer for the purposes of supervising the project and named in the Special Conditions of Contract is also known as “Engineer” of the Contractor. Environment Surrounding air, water (both ground and surface), land, flora, fauna, humans and their interrelations. Environmental Compliance Certificate A certificate of Environmental Compliance Commitment to which the Proponent conforms with, after DENR-EMB explains the ECC conditions, by

signing

the

sworn

undertaking

of

full

responsibility

over

implementation of specified measures which are necessary to comply with existing environmental regulations or to operate within best

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environmental practices that are not currently covered by existing laws. It is a document issued by the DENR/EMB after a positive review of an ECC application, certifying that the Proponent has complied with all the requirements of the EIS System and has committed to implement its approved Environmental Management Plan. The ECC also provides guidance to other agencies and to LGUs on EIA findings and recommendations, which need to be considered in their respective decision-making process. Environmentally Critical Area An environmentally sensitive area declared through Proclamation 2146 wherein significant environmental impacts are expected if certain types/thresholds of proposed projects are located, developed or implemented in it. Updating of technical descriptions of ECAs is vested on the DENR-EMB through Section 2-D of AO 42 (2002). Environmentally Critical Project Projects belonging to project types declared through Proclamation No. 2146 and Proclamation No. 803 which may pose significant negative environmental impact at certain thresholds of operation regardless of location. Updating of technical descriptions of ECPs is vested on the DENR-EMB through Section 2-D of AO 42 (2002), in coordination with the DTI as provided for in Section 3-A of AO 42. Environmental Impact Assessment Process that involves evaluating and predicting the likely impacts of a project (including cumulative impacts) on the environment during construction, commissioning, operation and abandonment. It also includes designing appropriate preventive, mitigating and enhancement measures addressing these consequences to protect the environment and the community’s welfare. Environmental Impact Statement Document, prepared and submitted by the project Proponent and/or EIA Consultant that serves as an application for an ECC. It is a comprehensive study of the significant impacts of a project on the environment. It includes an Environmental

Management

Plan/Program

that

the

Proponent will fund and implement to protect the environment. Environmental Management Plan/Program Section in the EIS that details the prevention, mitigation, compensation, contingency and monitoring measures to enhance positive impacts and

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minimize negative impacts and risks of a proposed project or undertaking. For operating projects, the EMP can also be derived from an EMS. Environmental Management Systems Refers to the EMB PEPP EMS as provided for under DAO 2003-14, which is a part of the overall management system of a project or organization that includes environmental policy, organizational structure, planning activities,

responsibilities,

practices,

procedures,

processes

and

resources for developing, implementing, achieving, reviewing and maintaining an improved overall environmental performance. Environmental Monitoring Fund Fund that a Proponent shall set up after an ECC is issued for its project or undertaking, to be used to support the activities of the multi-partite monitoring team. It shall be immediately accessible and easily disbursable. Government Procurement Policy Board The Government Procurement Policy Board established in accordance with R.A.9184. Head of the Procuring Entity The head of the agency or his duly authorized official, for national government agencies, or the local chief executive, for local government units stated in the SCC. Provided that in a department, office or agency where the procurement is decentralized, the head of each decentralized unit shall be considered as the Head of the Procuring Entity subject to the limitations and authority delegated by the head of the department, office or agency. IRR The implementing rules and regulations to be promulgated in accordance with Section 75 of R.A.9184. IRR-A "IRR-A" is promulgated pursuant to Section 74 of Republic Act No. 9184 (R.A. 9184), otherwise known as the “Government Procurement Reform Act” (GPRA), for the purpose of prescribing the necessary rules and regulations for the modernization, standardization, and regulation of the procurement activities of the government. IRR-A shall cover all fully domestically funded procurement activities from procurement planning up to contract implementation and termination. Negative Slippage

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A delay in work execution occurring when actual accomplishment falls below the target as measured by the difference between the scheduled and actual accomplishment of the Work by the Contractor as established from the work schedule. This is actually described as a percentage of the whole Works. Notice to Proceed Written notice issued by the DPWH to the Contractor requiring the latter to begin the commencement of the work not later than the specified of determinable date. Permanent Works All permanent structures and all other project features and facilities required to be constructed and completed in accordance with this Contract which shall be delivered to the DPWH and which shall remain at the Site after the removal of all Temporary Works. Project Engineer In this Manual, “Project Engineer” means an Engineer appointed or designated by the Employer (DPWH) to be responsible for the technical operation and administrative supervision well-being of one or more projects assisted by Resident Engineer in each project. The Project Engineer serves as the link person between project field offices and Employer (DPWH) Implementing Offices (IOs) or PMOs. Special Provisions The specifications prepared for specific terms of work or methods of construction, measurement and payment under each contract, which are not covered by the DPWH Standard Specifications. Specifications The description of Works to be done and the qualities of materials to be used, the equipment to be installed and a method of construction. Subcontractor Any person or organization Who has subcontracted a part of the works of the Contractor, as allowed by the DPWH, but not an assignee of such person/organization. Temporary Works Works designed, constructed, installed, and removed by the Contractor that are needed for construction or installation of the Permanent Works. Tolerance The allowable limits of variation from a specified measurement.

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Unit Prices These shall be prepared for each contract using costs based on reasonable approved current prices as projected over the proposed construction period, divided into local and foreign exchange costs, as the case may be. Work(s) The Permanent Works and Temporary Works to be executed by the Contractor in accordance with this Contract, including (i) the furnishing of all labor, materials, equipment and others incidental, necessary or convenient to the complete execution of the Works; (ii) the passing of any tests before acceptance by the DPWH’s Representative; (iii) and the carrying out of all duties and obligations of the Contractor imposed in the Contract. Engineering Words -- Portland Cement Concrete Pavement Admixture A substance other than cement, water or aggregate added to a batch of fresh concrete to alter one of the normal properties of concrete. Batching Plant The plant either on or off the work site where the materials are assembled by batches for the mixer. Water and admixtures usually are added as the batch is introduced into the mixer. Coarse Aggregate Aggregate which is retained on the No.4 (4.75 mm) sieve. Contraction Joint A joint which controls the location of a transverse crack and permits the slab to contract and expand with changes in temperature. Dowel or Dowel Bar A smooth steel bar extending across a concrete joint to transfer the applied load, prevent future misalignment of the slab and permit movement at the joint. Dowel Assembly A cage or basket used to hold dowels in position during placement of concrete. Expansion Joint A joint adjacent to a bridge or intersection to absorb expansion of concrete pavement and prevent expansive pressure on the bridge or intersecting pavement.

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Joint Sealer A compound for preventing entrance of water and solid particles into a joint. The sealer may either be performed or liquid. Longitudinal Joint A joint which extends lengthwise in the roadway, parallel to the centerline. Segregation The unintentional separation of the larger pieces of aggregate from the smaller pieces within one size of aggregate or within a mixture of sizes of fresh concrete. Slip-Form Paving Concrete paving by use of a machine carrying its own forms between which low slump concrete is compacted sufficiently to retain its shape after the machine has progressed onward. Tie Bar A deformed dowel or hook-bolt placed across longitudinal joints of concrete pavement near middle depth to tie the slabs together and hold the joint closed. Engineering Words -- Asphalt Concrete Pavement Aggregate Mineral material, such as sand, gravel, crushed stone, slag, or combinations thereof. Asphalt Concrete A mixture of aggregate and asphalt binder (Bitumen). Asphalt Binder (Bitumen) A thermoplastic binding material obtained as a residue in the distillation of petroleum, which may contain additives to enhance performance. Coarse Aggregate Aggregate which is retained on the No.4 (4.75 mm) sieve. Cut Back Asphalt Asphalt binder which has been rendered fluid by fluxing it with a light volatile petroleum distillate. Upon exposure to atmospheric conditions, the volatile distillate evaporates, leaving only the asphalt cement which reverts to its original semi-solid condition. Cut back asphalts are classified as rapid curing (RC), medium curing (MC), or slow curing (SC). Emulsion (Asphalt) A suspension of extremely small droplets of asphalt in water in the

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presence of an emulsifying agent, which usually is a type of soap. Upon exposure to atmospheric conditions, the water evaporates, leaving only the asphalt cement which has been modified by the emulsifying agent. Emulsions are classified as rapid setting (RS or CRS), medium setting (MS or CMS), or slow setting (SS or CSS). Job Mix Formula (JMF) The mix composition of an asphalt concrete approved by the Laboratory. The job mix formula (JMF) of a mix can be generally obtained from Marshal Stability Test. Marshall Mix Design Volumetric mix design procedure used to establish the optimum Asphalt binder content for an asphalt concrete. Prime Coat An application of asphalt material made on the surface of a pavement layer for the purpose of binding the surface particles together. Tack Coat An application of asphalt material made on a pavement surface for the purpose of bonding the existing course to the overlying course.

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Chapter 1 Introduction 1.1 Background The Department of Public Works and Highway, hereinafter referred to as "DPWH" and Japan International Cooperation Agency, hereinafter referred to as "JICA", agreed in 2006 to implement the project for Improvement of Quality Management for Highway and Bridge Construction and Maintenance, hereinafter called as " Phase I", aiming to enhance the engineering knowledge of the Engineers of DPWH. For the implementation of the said project, DPWH organized the Joint Coordinating Committee, hereinafter called as "JCC", Technical Working Group, hereinafter called as "TWG" and Counterpart Working group, hereinafter called as "CWG". On its part, JICA dispatched the JICA Technical Cooperation Project Team, hereinafter referred to as "JICA TCP Team" from February 2007 to February 2010. Under Phase I, the following manuals/guidelines were prepared and issued for road construction and maintenance through the CWG's activities. *

Guidebook for Road Construction and Maintenance Management in the Republic of the Philippines,

*

Road Project Management and Supervision Manual, Volume I: Main Text and

*

Road Project Management and Supervision Manual, Volume II: Appendices (Standard Form, Examples and References)

From October 2011 to September 2014, the DPWH and JICA TCP Team -newly dispatched by JICA - implemented the project for Improvement of Quality Management for Highway and Bridge Construction and Maintenance, Phase II, hereinafter called as " Phase II" to aim further enhancement. This manual, Road Project Management and Supervision Manual, Volume I: Main Text, Second Edition, was prepared under Phase II through the revision work done by CWG based on the Road Project Management and Supervision Manual, Volume I: Main Text, 1st Edition mentioned above. The Volume I 1st Edition was a revision of the Road Construction Manual which was published in 1990 and subject to be updated every 5 to 10 years. Thus, it was reviewed and updated in Phase II.

1.2 Purpose Engineers of the DPWH concerned with road construction and management are the main targets of this Manual. The CWG made efforts to make this Manual 2nd Edition easy to

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understand by the Engineers, hence, it would be an effective tool related to the above areas.

1.3 Outline This Manual serves as reference in order to achieve quality projects within the scheduled time and budget as specified in the Contract. It includes project management and road construction supervision information and techniques applicable to both development projects and maintenance programs as illustrated below. It covers both locally-funded and foreign-funded projects and programs undertaken by contract and is also useful for maintenance activities undertaken by Administration - Maintenance by Administration (MBA), Design-Bid-Build (DBB) and Design-Build (DB) contracts. Table 1.1

Classifications of Projects and Programs DPWH Implementing Office

Funding

Foreign-Funded Projects (WB, ADB, JICA, etc.)

Locally-Funded Projects (GAA, MVUC, etc.)

Category

Central Office

Development Projects (New Construction/ Upgrading/ Rehabilitation)

PMOs

BOM

ICB Projects

ICB Projects

Maintenance Programs (Preventive & Routine)

BOC

LCB Projects

Development Projects (New Construction/ Upgrading/ Rehabilitation)

LCB Projects

Maintenance Programs (Preventive & Routine)

Legend: ICB: International Competitive Bidding,

ROs

DEOs

LCB Projects LCB Projects

LCB Projects

LCB Projects

LCB Projects

LCB: Local Competitive Bidding

The Manual is composed of two (2) volumes: a) Volume I - Main Text and b) Volume II - Sample Forms and Documents.

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Chapter 2 Contracts and Guidelines 2.1 Locally-funded Contract The DPWH conducts the project design thru Force Account or employ Consultants and procures civil works through bidding. The Contractor executes the project in accordance with the Contract. This type of contract is called as Design-Bid-Build (DBB) Contract.

2.2 Foreign-funded Contract The Japan International Cooperation Agency (JICA), World Bank (WB) and Asian Development Bank (ADB) are the major partners of the DPWH in its road sector development projects. Likewise, with the assistance of the World Bank, the DPWH has initiated the National Roads Improvement and Management Program (NRIMP) and plans to further enhance/improve the implementation of said program with the assistance and cooperation of JICA and ADB . The following are being adopted in the implementation of the NRIMP: -

Asset Management Approaches

-

Long-Term Performance Based Maintenance (LTPBM)

-

Design-Build (DB) Contract

-

Value Engineering

2.2.1 Asset Management Approach The asset management approach is effective for sustainability of road facilities and services. Asset management can be defined as a “comprehensive and structured approach to the long term management of assets as tools for the efficient and effective delivery of community benefits” or “systematic process of effectively maintaining, upgrading and operating assets, combining engineering principles with sound business practice and economic rationale”. The priority is given to maintenance (preventive and routine maintenance) of the existing facilities rather than new construction as illustrated in the following figure:

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Figure 2.1

Asset Management Approach

2.2.2 Long-Term Performance Based Maintenance The ongoing LTPBM under NRIMP is a contract implementation method applying performance based specifications. The contractor is responsible for keeping road function and quality through maintenance for multiple years after construction. Performance characteristics may include end-result elements such as product strength, bearing capacity, stability, visibility, and crack-free, as well as more functional requirements such as smoothness, friction, noise reduction, chip retention, splash, and spray. Under NRIMP, the contracts will be predominantly of the hybrid type including rehabilitation and structural overlays with the standard routine and preventive maintenance (both backlog and performance-based) interventions. Shoulder re-grading, side-slope maintenance, side and cross drainage structure cleaning and maintenance, and maintenance of road marking and roadside signs will be part of the performance-based phase. The rehabilitation, structural overlays and other backlog maintenance items to be undertaken in the first year of the contract will be paid on an item-rate basis, and the performance-based component will be paid on a periodic lump-sum basis in relation to specified performance standards and rectification. (1)

Scope of LTPBM Contract The LTPBM projects under the Road Enhancement and Asset Preservation Management Program (REAPMP) are of a hybrid type, which includes a combination of rehabilitation, preventive maintenance, backlog maintenance, routine maintenance and road safety. Scopes of contract are as follows:

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Table 2.1 Rehabilitation

Scope of LTPBM Contract

Reconstruction will be applied to paved road sections which are assessed to be in bad condition. It also involves restoring them to their original condition as designed and constructed. The major works include partial reconstruction, replacement of shattered concrete pavement slabs and Asphalt Concrete (AC) overlay (single or 2 layers) on the existing pavement. The works also include drainage, improvement and slope and scour protection works.

Preventive

Asphalt overlay on paved road sections in fair and poor condition to

Maintenance

improve surface condition and/or strengthening the existing pavement structures. Thickness of AC overlay will also be planned for roads in good condition as it is expected to deteriorate and subject to fair condition during 5-year contract period.

Backlog Maintenance

Restoration of shoulders, reconditioning or provision of new drainage, and minor improvements such as localized slope protection.

Routine Maintenance

Maintaining the road condition through routine repairs including pothole patching, sealing of cracks on pavement, shoulder grading, drainage cleaning, vegetation control, road markings maintenance and bridge maintenance.

Road Safety

Road safety works include installation of road safety facilities (guard rails, guide posts, warning and information signs), road marking and public information.

(2)

Performance Indicators of LTPBM Performance standards/requirements represent the desired level of performance or output of the of Long Term Performance-Based Maintenace Enhancement (LTPBME) road link, in terms of quality, quantity, timeliness and other aspects of the output and service, against which the actual output will be measured and compared. The objectives of performance standards/requirements are (a) to satisfy the road users in terms of accessibility, comfort, travel speed and safety; (b) to minimize the total road system cost, including cost to road users and the DPWH over the life cycle cost of the assets; and (c) to minimize environmental impacts. The LTPBME roads should aim to achieve good to fair conditions only. The following table indicates road condition categories to be adopted for the LTPBM.

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Table 2.2 Road

Road Condition Category

General condition

Condition

Treatment Measure

New pavement or with slight minor Little or no maintenance required. defects (pop-outs, map cracking, partial loss of joint

Good

First signs of cracks (all tight); First utility Needs joint and cracking sealing (routine patch; moderate scaling in some locations. maintenance). Moderate to severe scaling/raveling, Needs some partial/full depth repairs spalling or rutting over 25% of the surface. grinding and/or asphalt overlay to correct

Fair

Moderate settlement, several narrow surface defects. cracks Many cracks, open and severely spalled. Needs extensive full depth patching plus Severe faulting, spalling or rutting. some full slab replacement (for concrete).

Poor

Extensive patching in fair to poor condition, Moderate settlement Extensive cracking severely spalled and Needs

Bad

to

rebuild

pavement/total

patched (in poor condition). Severe and reconstruction. extensive settlements/potholes

Table 2.3

International Roughness Index and Road Condition Category Surface

Road Condition

Asphalt Concrete

VIC

Cement Concrete

Gravel

Ranges in

Category

Range

Rep. Value

Range

Rep. Value

Range

Rep. Value

ROCOND

Good

3.0 or less

2.5

4.0 or less

3.5

6.0 or less

5.0

1 to 20

Fair

3.1 to 5.0

4.0

4.1 to 6.0

5.0

6.1 to 9.0

7.5

20.1 to 40

Poor

5.1 to 7.0

6.0

6.1 to 8.0

7.0

9.1 to 12.0

10.0

40.1 to 70

Bad

> 7.0

8.0

> 8.0

9.0

> 12.0

14.0

70.1 to 100

Source: PMS, DPWH

The intervention IRI for the overlay should be defined based on a pavement deterioration curve reflecting the existing pavement strength and soundness, traffic level and function of the road. Even if the current road condition is good, it would require PM if it accommodates heavy truck traffic. The following table shows typical intervention pattern on LTPBM Road.

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Table 2.4

Typical Intervention Pattern on LTPBM

Year 1 2 3 4 1 Fair Good Good Fair* RM*2 PM RM RM Fair Fair Fair Good Good RM RM PM RM Good Fair Fair Fair RM RM RM PM Fair Good Good Good Fair PM RM RM RM Poor Good Good Good Poor RH RM RM RM Bad Good Good Good Bad RH RM RM RM 1 * : Road Condition Category, Good, Fair, Poor and Bad *2: Corresponding Rehabilitation and Maintenance Work (RH: Rehabilitation, PM/O: Preventive Maintenance/Overlay, RM: Routine Maintenance)

Road Condition

(3)

5 Good RM Good RM Good RM Fair RM Fair RM Fair RM

Design-Build (DB) Contract The DPWH has recently introduced DB contract under the WB-financed NRIMP-I and II

and will be enhanced under the road sector projects financed by JICA and ADB. The above LTPBM is a new project implementation scheme combined with the DB method as it is able to give the design and construction responsibility to the “Design-Build” Contractor. The preliminary design is still required for defining the project concept and cost for the DB contract bidding. Many highway agencies have been experimenting with a wide variety of innovative project delivery strategies aimed at lowering the costs and time to produce highway construction and rehabilitation projects while maintaining or improving project quality. One of these strategies is the DB project delivery. DB is a method of project delivery in which the design and construction phases of a project are combined into one contract, usually awarded on either a low bid or best-value basis. This is in contrast to the more traditional Design-Bid-Build (DBB)1 approach having been used in the DPWH that outsourced project design work, or conducted it by own administrative force. The two different contracting efforts must be undertaken in sequence to procure architecture/engineering services.

1 Design-Bid-Build: The DPWH conducts design of road project by Force Account or employing Consultant at first and procures civil works contractor through bidding. After that, the Contractor executes the project in accordance with the contract.

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Section 17.6 of the Implementing Rules and Regulations - Part A (IRR-A) of Republic Act 9184 recognizes the use of design and build scheme in the procurement of infrastructure projects. The following table shows the general advantages and disadvantages of Design-Build Contract. Table 2.5

Advantages and Disadvantages of Design-Built Contract Advantages

-

Disadvantages

One Contractor bears all risks and -

Too much discretion given to Contractor

responsibilities

Difficulty in predicting the final cost

-

Reduced design and construction periods -

The end –result may not exactly be in

and final project cost

accordance with what the procuring

Assured quality of the structure

entity required

Source: Government Procurement Policy Board (GPPB)

The following figure shows sequence of project delivery activity by Contract Approaches, DBB and DB. It is generally said that the DB approach could save overall project implementation time compared with conventional DBB approach. Design-Build Scheme Concept Preliminary Select Planning DesignDesign Builder

Final Project Design & Clearances

Construction

Extensive Contractor Input

Minimal to Extensive Contractor Input

Design-Build Associated Time Savings

Design-Bid-Build Scheme Concept Select Preliminary Planning Designer Design

Final Project Design & Clearances

Select Contractor

Minimal Contractor Input

Construction

Extensive Contractor Input

Source: GPPB Figure 2.2 (4)

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Sequence of Project Delivery

Value Engineering

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Value Engineering is defined as the systematic application of recognized techniques by a multi-disciplined team to identify the function of a product or service, establish a worth for that function, generate alternatives through the use of creative thinking, and provide the needed functions to accomplish the original purpose of the project, reliably, and at the lowest life-cycle cost without sacrificing safety, necessary quality, and environmental attributes of the project. More simply, it is defined as

Value = Function / Cost

Value Engineering is a tool applicable in various stages of project development such as functional analysis, feasibility study and evaluation matrix (multi-criteria matrix). This is more effective in large and/or complicated projects but not for simple and small projects.

2.3 Guidelines, Manuals and Practices 2.3.1 Basic Guidelines and Manuals The relations of basic guidelines for procurement and project implementation for the road infrastructures under the DPWH are illustrated in the following figure:

Handbook on Philippine Government Procurement (R.A.9184 and Amended IRR-A of R.A.9184 )_Y2007

Republic Act (R.A.) 9184_Y2003

Implementing Rule and Regulations Part A (IRR-A) of R.A.9184 for Locally-funded Projects_Y2004

Implementing Rule and Regulations Part B (IRR-B) of R.A.9184 for Foreign-funded Proejcts

Philippine Bidding Documents (PBDs) Part II_Y2005 DPWH Procurement Manual (DPM) for Locally-funded projects, Volume III _Y2006

Locally-funded Projects

Figure 2.3

Loan Agreement and Procurement Guide Lines of Funding Bank or Agency

FIDIC Harmonized Edition for the Multilateral Development Banks (MDB)_Y2006

Foreign-funded Projects

Procurement and Contract Guidelines

The category, name of the documents, version (year issued) and issuing agency/organization, to be used for the road and bridge projects of DPWH in this manual are

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shown in the following table: Table 2.6 Category Procurement

Construction Contract

Design Guidelines and Drawings

Reference Guidelines and Manuals

Name of Documents

Issued by

Year Issued

Remarks

Handbook on Philippine Government Procurement (R.A.9184 and Amended IRR-A of R.A.9184)

GPPB

Sep. 2007

IRR-A is for domesticallyfunded procurement. IRR-B is for foreign- funded procurement but still under draft Included Standard Bidding Forms and Bidding Documents

DPWH Procurement Manual for Locally- Funded Infrastructure Projects through Public Bidding Conditions of Contract for Construction for Building and Engineering Works designed by the Employer (The MDB Construction Contract) Conditions of Contract for Design, Build and Operate Projects GCC-Philippine Bid Documents (PBDs) Standard Specifications 2013, Volume II, Highways, Bridges and Airports (Blue Book) Volume I&II, Design Guidelines, Criteria and Standards (Red Book). Part 1: Survey and Investigation, Part 2: Hydraulic Design, Part 3:Highway Design and Part 4: Bridge Design Technical Standard and Guidelines for Planning and Design, Volume 1-Flood Control, Volume 3-Erosion & Sediments Control, Volume 4-Natural Slope Failure Countermeasures Guide I - Risk Management, Guide II – Inventory Survey and Risk Assessment and Guide III – Road Slope Protection Standard Drawings for Roads and Bridges

DPWH

Jan. 2006

FIDIC

Mar. 2007

World Bank and ADB still use 1987/1992 or 1999 edition Construction Contract (Red Book)

FIDIC

2007 Edition

GPPB

May 2005

Revision to 1999 Design-Build Conditions of Contract Part II, Section III-GCC

DPWH

2013

DPWH

1989

PMO-FCSEC & JICA

2003

JICA

2007

DPWH

1989

Under review by BOD/DPWH

Under Review by BOD/DPWH

2.3.2 Standard Procurement and Implementation Guidelines Republic Act 9184 and the following guidelines shall govern the procurement and implementing contracts for government procurements:

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Table 2.7 Guidelines 1.

DPWH Procurement Manuals

2

Content

Remarks

Handbook on Philippine

Includes amended IRR-A of R.A. 9184 Subject to

Government Procurement (4th

and Latest GPPB3 issuances

updating. Concerned

Edition)

Office: *BAC 2.

Philippine Bid Documents(PBDs), Bid procedures and practices of R.A.

Subject to

Procurement of Works, 2nd

updating

9184, harmonized with ADB, JICA

Edition

and WB

4

Concerned Office: *BAC

3.

4.

DPWH Procurement Manual for

Procurement Guidelines, Manuals,

Subject to

Locally-funded Infrastructure

Standard Forms, Standard Bid

updating

Project through Public Bidding

Documents in compliance with IRR-A

Concerned

of R.A.9184

Office: *BAC

DPWH Procurement Manual for

Procurement Guidelines for Goods in

Subject to

Goods through Public Bidding

compliance with IRR-A of R.A. 9184

updating Concerned Office: *BAC

*DPWH Bids and Awards Committee (BAC)

Input for Procurement of Goods (Volume II)

Figure 2.4

DPWH Procurement Manuals Cover Pages

The above Philippine Bid Documents (PBDs) include unchanged provisions in Section II - Eligibility Documents of Part I; and Section I - Instructions to Bidders and Section III General Conditions of Contract of Part II. Data and provisions specific to each procurement

2 As defined by Federal Highway Administration (FHA), USA 3 GPPB: Government Procurement Policy Board 4 In case of International Competitive Bidding (ICB) funded by ADB, JICA or WB, the use of the respective standard bid documents of these banks shall be required.

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and contract should be included in the Section III - Eligibility Data Sheet of Part I, Section II Bid Data Sheet, and Section IV - Special Conditions of Contract of Part II. The DPWH Procurement Manual is the specific manual complying with IRR-A of R.A.9184 but suit the particular needs of the DPWH. The Manual shall be applied to the entire DPWH organizations, including Central, Regional, District Engineering and other offices. Volume 2 shall be used for goods, Volume 3 for infrastructure projects and Volume 4 for consulting services.

2.3.3 International Standard Practices The Construction Contract of International Federation of Consulting Engineers (FIDIC) also known as Red Book - has been adopted as standard contract documents for building and engineering works designed by the Employer or by his representative (the Engineer) for international contracts. The Federation produced the Harmonized Edition for the Multilateral Development Banks (MDB) 5, including Word Bank and Asian Development Bank, in 1999 of which the latest edition was released in March 2006. This MDB Harmonized Edition also includes sample forms for Contract Data, Securities, Bonds, Guarantees and Dispute Board agreements. In general, this harmonized document follows earlier FIDIC risk sharing principles for the type of contract for which they were prepared. In most cases, the amendments which have been made to produce the MDB Harmonized Edition of the FIDIC General Conditions of Contract for Construction are those arising from the requirements of the MDB. For projects, including JICA-financed projects, that are not participating in the MDB, FIDIC Conditions of Contact for Works of Civil Engineering Construction (4th Edition of 1987, reprinted 1992) or FIDIC Conditions of Contract for Construction 1999 (1st Edition) should be used for construction of such works where tenders are invited on an international basis. The 1999 version is based on more equal right and risk sharing between the Employer and the Contractor. The Conditions, subject to minor modifications with the Special Conditions, may also be applicable for domestic contracts financed by WB, ADB and JICA. The FIDIC documents are comprised of Part I - General Conditions with forms and agreement and Part II – Condition of Particular Applications with guidelines for the preparation of Part II clauses. 5 FIDIC Harmonized Edition for the MDB (2006) is downloadable from the Home Page of FIDIC and the World Bank. The MDB members are WB, ADB, African Development Bank, Black Sea Trade and Development Bank, Caribbean Development Bank, European Bank for Reconstruction and Development, Inter-American Development Bank, Islamic Bank for Development Bank and Nordic Development Fund.

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It should be noted that either FIDIC Conditions of Contract for Design, Build and Operate Projects 2007 or MDB Harmonized Edition Conditions for Construction is applicable to design-build contracts.

FIDIC MDB Harmonized Edition Conditions of Contract

Figure 2.5

FIDIC 1987/1992 Conditions of Contract

FIDIC Conditions of Contract Cover Pages

2.3.4 Standard Practices of DPWH (1)

Foreign-funded Projects Procurement methods of Contractors for foreign-funded projects and programs are specified in the Loan Agreement and/or in the Minutes of Discussion between these development partners and DPWH, or in the procurement guideline of each bank or agency. Procurement methods are as follows: *

Procurement through International Competitive Bidding

*

Procurement through Local Competitive Bidding

*

Negotiated contracts

Conditions of Contract for the ICB projects funded by these international banks shall follow FIDIC Contract Conditions as agreed by funding agencies. The General Conditions (GC) of projects is recopying of Clauses in the FIDIC GC but adjustments or modifications shall be made to meet the requirements in R.A.9184 as far as it is not contradicting with the agreement of the funding banks. The GCs is comprised of 20 clauses, sub-clauses and appendices. – Disputed Board in the case of MDB Harmonized Edition March, 2006. Under foreign-funded projects, the Employer is the DPWH represented by the Secretary or Undersecretary (signatory of the subject Contract) in general. The Engineer is the Consultant employed by DPWH and notified in the Contract Data of civil works in

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the bid documents. In general practice of the DPWH, the Employer’s representative is the Director of Project Management Office (PMO) or the Project Manager appointed by the PMO and stationed at site. The Engineer’s representative is the Project Manager (or Resident Engineer) assigned by the Consultant and approved by the Employer. The Contractor’s representative is the Project Manager (or Superintendent) nominated by the Contractor and approved by the Engineer and/or the Employer’s representative. In the FIDIC General Conditions of Contract (GCC), “Subcontractor” means any person named in the Contract as a subcontractor, or any person appointed as a subcontractor, for a part of the Works, and the legal successors of the authorized Contractor. The Conditions of Contract for LCB projects funded by these international banks will be the same or similar to locally-funded projects as long as these are not contradicting loan agreement and procurement guidelines. (2)

Locally-funded Projects All Government procurement shall be governed by principles of transparency, competitiveness, streamlined procurement process, accountability and public monitoring in accordance with R.A.9184 and its Implementing Rules and Regulations - Part A. The IRR-A is promulgated pursuant to Section 75 of R.A. 9184 for the purpose of prescribing the necessary rules and regulations for the modernization, standardization, and regulation of the procurement activities of the government. This IRR-A shall cover all locally funded procurement activities from procurement, planning up to contract implementation and termination. The DPWH Procurement Manual (DPM) for locally-funded infrastructure projects through public bidding was approved by GPPB in January 2006and comprised of: Volume I:

Guidelines on the Establishment of Procurement System and Organizations in the DPWH

Volume II:

Guidelines on Goods

Volume III:

DPWH Manual of Procedures for the Procurement of Locally-funded Infrastructure Projects through Public Bidding

Annex “A”

Standard Forms

Annex “B”

Standard Bid Documents

The following table shows a comparison of the General Conditions of Contract between FIDIC and Section III,Part II of Philippine Bid Documents from which the GCC of DPWH has originated.

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Table 2.8 Comparison of GCC between FIDIC and DPWH Conditions of Contract FIDIC General Conditions (MDB Harmonized Edition 2006) Clause No

Clause Title

1

General Provisions

2

The Employer

3 4

The Engineer The Contractor

5 6 7

Nominated Subcontractors Staff and Labour Plant, Materials and Workmanship Commencement, Delays and Suspension

8

9 10 11

Tests on Completion Employer’s Taking Over Defects Liability

12 13

Measurement and Evaluation Variation and Adjustments

14

Contract Price and Payment

15

Termination by Employer

16

Suspension and Termination by Contractor Risk and Responsibility Insurance Force Majeure Claims, Disputes and Arbitration

17 18 19 20

Philippine Bid Documents , Section III/Part II, GCC* and DPWH GCC* Section No. and Section Title 1. Definitions 4. Communications 2. Interpretation 5. Possession of Site 3. Governing Language and Law 10. Site Investigation Reports 11. Site Investigation Reports 13. PROCURING ENTITY’s Risk 6 22. PROCURING ENTITY’s Representative’s Decisions 23. Approval of Drawings and Temporary Works by the PROCURING ENTITY’s Representative 33. Instructions, Inspections and Audits 6. The Contractor’s Obligations 7. Performance Security 12. Contractor’s Risk and Warranty Security 8. Sub-Contracting

9. Liquidated Damages 24. Acceleration and Delays Ordered by the PROCURING ENTITY’s Representative 25. Extension of the Intended Completion Date

29. Early Warning 30. Program of Work 31. Management Conferences 43. Contract Completion 44. Suspension of Work 46. Extension of Contract Time 48. Completion

49. Taking Over 34. Identifying Defects 35. Cost of Repairs 36. Correction of Defects 37. Uncorrected Defects 26. Right to Vary 28. Dayworks 42. Variation Orders 32. Bill of Quantities 40. Payment Certificates 38. Advance Payment 41. Retention 39. Progress Payments 47. Price Adjustment 16. Termination for Default of PROCURING ENTITY 18. Procedures for Termination of Contracts 45. Payment on Termination 15. Termination for Default of Contractor 17. Termination for Other Causes 14. Insurance 19. Force Majeure, Release from Performance 20. Resolution of Disputes 27. Right to Vary 21. Suspension of Loan, Credit, Grant, or Appropriation 50. Operating and Maintenance Manuals

* The same GCC in PBDs and DPM/DPWH.

6 PROCURING ENTITY is the DPWH in the DPWH contracts.

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(3)

Design-Build Projects The DB Contract for infrastructure projects is a new scheme in the Philippines and should be implemented in accordance with the Guidelines and Standards for the Procurement and Implementation of Contracts for Design and Build Infrastructure Projects under IRR-A of RA 9184.

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Chapter 3

Implementing Organizations and Role of Entities

3.1 Organization of Central Office The DPWH is one of the three departments of the government undertaking major infrastructure projects. The DPWH is mandated to undertake (a) the planning of infrastructure, such as roads and bridges, flood control, water resources projects and other public works, and (b) the design, construction, and maintenance of national roads and bridges, major flood control systems and other infrastructure projects. The DPWH functions as the engineering and construction arm of the Government and responsible for the planning, design, construction and maintenance of infrastructure, especially the national highways, flood control and water resources development system, and other public works in accordance with national development objectives. The DPWH has its Central Office (CO) at Manila and 16 Regional Offices (ROs) and 182 District Engineering Offices (DEOs) throughout the country. Figure 3.1 illustrates the organizational chart of DPWH CO as of October, 2013. The Bureaus and Offices which are directly administrating and implementing projects as representative of the DPWH or which are providing major support services for the project implementation are shown in Table 3.1. The actual implementation of projects shall be done by the concerned DEO including the projects that are bid out and contracted by the ROs in accordance with applicable approved Department orders (DO 24, Series of 2007 Re: Amended Omnibus Levels of Authorities of Official of the DPWH and further amendments).

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Design Management Division

Building Division

Bridge Division

Highways Division

Surveys and Investigation Division Water Project Division

Bureau of Design

Supply and Property Management Division Facilities Maintenance Division

Human Resource Management Division Capacity Development Division Cash Division

Human Resource and Administrative Service

Construction Support Services Division Project Monitoring Division

Pre-Construction Division Claims Review Division

Bureau of Construction

Management Division

Accounting Division

Budget Division

Financial and Management Servise

Figure 3.1

Road Condition Monitoring and Evaluation Division Policies and Standards Division National Building Services Division Safety and Disaster Management Coordination Division

Bureau of Maintenance

Environmental and Social Safeguards Division Statistic Division

Development Planning Division Project Preparation Division Programming Division

Planning Service

Stakeholders Affairs Division Public Informations Division

Equipment Planning Division Equipment Operation and Maintenance Division Floating Equipment Division

Bureau of Equipment

Internal Audit Service Operations Audit Division Management Audit Division

Research and Development Division Standards Development Division Materials Testing Division Technical Services Division

Bureau of Research and Standards

Project Development Division Project Implementation Supervision Division Project Operation and Maintenance Management Division

Public-Private Partnership Service

Consultancy Services Division Goods and Services Division

Civil Works Division

Procurement Service

Quality Systems Analyst Division Quality Compliance Division Road Safety Program Division Traffic Engineering Division

Bureau of Quality and Safety

Project Managers' Pool Road Management Division (Multilateral) Road Management Division (Bilateral) Bridge Management Division Flood Control Management Division Building and Special Projects Management Division

Unified Project Management Office

Stakeholders Relations Service

Organizational Chart of DPWH CO

District Engineering Offices (182)

Application Support Division Technology Support Division Business Innovation Division User Support Division

Information Management Service

Regional Offices (16)

Legislative Affairs and Research Division Right-of-Way Acquisition and Enforcement Division Contract Letting and Litigation Division

Internal Affairs Division

Legal Service

Office of the Secretary

Table 3.1 Project

Bureaus' Roles and Functions

Bureau/Office

Role / Function

Bureau of Construction

Technical Service on Development projects (New

Implementation

Construction, Up-grading and Rehabilitation) and Implementation Bureau of Maintenance

Technical Service on Maintenance projects/programs (Preventive Maintenance, Backlog Maintenance, Routine Maintenance and Emergency Maintenance)

Project Management

Implementation of Foreign-funded development

Office

projects (New Construction, Up-grading and Rehabilitation)*

Bureau of Quality and

Implements policies for the purpose of ensuring

Safety

the safety of all infrastructure facilities, securing the highest quality in construction.

Implementation

Planning Service

Technical services relating to public works and

Support

highways infrastructure, planning, programming

Services

and project development. Bureau of Research and

Identification of the appropriate standards to be

Standards

used and provision of guidelines and standards.

Bureau of Design

Supervises and review the results of field surveys. Review and evaluate the preparation of schemes, designs, specifications, estimates, tender contract documents.

*PMO is currently undertaking some locally-funded projects.

3.1.1 Bureau of Construction (BOC) The BOC reviews, evaluate programs, estimates, contracts, progress reports of the DPWH projects, as well as inspects, checks and monitor construction projects of the DPWH implementing offices and other agencies. The BOC has four (4) divisions per approved RATPLAN, namely: 1) Pre-construction, 2) Claims Review, 3) Construction Support Services, and 4) Project Monitoring. The BOC also implements projects beyond the limit of authority of the Regional Director with prior approval of the Secretary of DPWH.

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Figure 3.2

Organizational Chart of BOC

The BOC provides technical services on construction works in accordance with DO No. 95, Series of 20031 Re: Responsibilities of BOC and BOM, as follows: *

Formulate policies relating to construction and contract management;

*

Review and evaluate construction programs, estimates and other contract documents;

*

Inspect, check and monitor construction works supervision activities of field implementing offices to ensure that such activities are conducted in accordance with the DPWH standards and guidelines; and

*

Provide special support to implementing field offices on construction management and contract administration.

1

Latest issuance shall prevail.

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3.1.2 Bureau of Maintenance (BOM) The BOM is primarily tasked with the maintenance of the nation's infrastructures and also engaged in the continuous upgrading of the technical skill of its personnel through the conduct of relevant technical courses and seminars. Field inspections are also conducted to effectively monitor maintenance activities of the Regional and District offices.

Figure 3.3

Organizational Chart of BOM

The BOM provides technical services on the maintenance and repair of infrastructure and facilities in accordance with DO No. 95 Series of 2003 Re: Responsibilities of BOC and BOM, as follows: *

Formulate policies relating to maintenance of infrastructure and facilities;

*

Review and evaluate maintenance programs, estimate and other contract documents;

*

Inspect, check and monitor maintenance activities of field implementing offices to ensure that such activities are conducted in accordance with the DPWH standards and

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guidelines; and *

Provide special support to implementing field offices on maintenance management and contract administration.

3.1.3 Project Management Office (PMO)* The five (5) specialized clusters and the PMOs to be absorbed by each cluster are as follows: (1)

Bridges Management Cluster -

Foreign-Assisted Bridge Program (FABP-PMO)

-

Special Bridge Project (SBP-PMO)

(2)

Flood Control Management Custer -

Kalookan Malabon Navotas Valenzuela (KAMANAVA-PMO)

-

Major Flood Control Development Project 1 (MFCDP 1-PMO)

-

Major Flood Control Development Project 2 (MFCDP 2-PMO to include Laoag & Agno)

-

Cotabato Agusan River Basin Development Project (CARBDP-PMO)

-

Mt. Pinatubo Emergency (MPE-PMO)

-

Flood Control Sabo and Engineering Center (FCSEC-PMO)

(3)

Roads Management Cluster 1 (Bilateral) -

Road

Upgrading

Preservation

Project

-Philippine

Japan

Highway

Loan

(RUPP/PJHL-PMO -

Saudi Fund for Development (SFD-PMO)

-

Rural Road Network Development Project (RRNDP-PMO)

(4)

Roads Management Cluster 2 (Bilateral) -

Asian Development Bank (ADB-PMO)

-

National Road Improvement and Management (NRIM-PMO)

-

Millenium Challenge Corporation(MCC-PMO)

-

Korean Economic Development Cooperation Fund (KEDCF-PMO)

-

Urban Road Project Office (URPO-PMO)

(5)

Buildings and Special Projects Management Cluster (with National Building Code Development Component) -

Special Buildings (SB-PMO)

-

Comprehensive Agrarian Road Program/Rural Water System (CARP/RWS-PMO)

* As per DO No. 87, Series of 2013.

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Other PMOs not included in the above clustering are as follows: 1.

The PMO for Build-Operate and Transfer (BOT) is elevated into the Public-Private Partnership (PPP) under the approved RATPLAN.

2.

The functions of the PMO for Traffic Engineering and Management (TEAM) are transferred to the newly created Bureau of Quality and Safety (BQS).

3.

The functions of the PMO for Feasibility Studies are being subsumed under the Project Preparation Division, Planning Service.

3.1.4 Planning Service (PS) The PS provides technical services relating to public works and highways infrastructure, planning, programming and project development. Also provides technical assistance, support and coordination with other offices/agencies on matters relating to public works and highways, planning, programming and project development. The PS has four (4) divisions namely, 1) Programming Division (PD) ;2) Development Planning Division (DPD); 3) Infrastructure, Planning, Research and Statistics Division(IPRSD); and 4) Environmental, Social and Safeguard Office (ESSO).

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Figure 3.4

3-8

Organizational Chart of PS

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3.1.5 Bureau of Research and Standards (BRS) The BRS functions as follows: *

Conduct or sponsor technical research on conventional and marginal construction materials for roads, bridges, water resources and buildings to advance technology;

*

Coordinate and establish linkages with academe and other institutions on research and development;

*

Generate and souce funds for research and development activities;

*

Evaluate new construction materials/products/technologies introduced to government infranstructure projects including construction of pilot trials;

*

Promote, publish and disseminate technical publications and sponsor technical symposia;

*

Assist all DPWH testing laboratories on their materials testing requirements including assessment and development of their capabilities and laboratory facilities;

*

Formulate and recommend guidelines, standards, criteria and systems on new technologies for construction, rehabilitation, maintenance and improvement of all public works and highways;

*

Provide DPWH and its implementing office with technical assistance related to geotechnical engineering, field test requirements and other related technical services;

*

Accredit DPWH professionals, private testing laboratories, and other private firms and facilities engaged in DPWH projects and monitor compliance with accreditation requirements of Department; and

*

Coordinate with other government agencies relative to the conduct of geologic hazard mapping activities.

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Figure 3.5

Organizational Chart of BRS

3.1.6 Bureau of Design (BOD) The BOD conducts and supervises and/or review the results of field surveys for highways, bridges, flood control and water resources development systems, and other public works projects, including aerial, hydrographic, topographic, geotechnical and other investigations. It also conducts, supervises and/or reviews and evaluates the preparation of schemes, designs, specifications, estimates, tender contract documents covering architectural, structural, mechanical, electrical and other technical design aspects of highways, bridges, flood control and other public works projects of the DPWH and other agencies in accordance with current design standards, guidelines and specifications. The BOD provides technical assistance in the procurement and selection of firms or entities that shall undertake consultancy services for the conduct of detailed design of public works projects through participation in the technical evaluation aspects of the bidding/award process.

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Hydrology Section

Flood Control & Urban Drainage Section Water Supply & Coastal Facilities Section

Geotechnical Section

Geology Section

Water Project Division

Engineering Surveys Section

Surveys and Investigation Division

Figure 3.6

Substructure Section

Superstructure Section

Bridge Hydraulics Section

Bridges Division

Organizational Chart of BOD

Pavement Section

Highway Drainage & Slope Protection Section

Geometric Section

Highways Division

Office of the Director

Office of the Director

Mechanical & Electrical Section

Structural Section

Architectural & Sanitary Plumbing Section

Buildings Division

Design Policies & Standards Development Section

Design Compliance Monitoring & Evaluation Section

Design Management Division

3.1.7 Bureau of Quality and Safety (BQS) To formulate and implement policies for the purpose of ensuring the safety of all infrastructure facilities, securing the highest efficiency and quality in construction through checking of compliance with approved plans and specifications, and establish and implement traffic engineering policies through analysis and evaluation of traffic data.

Figure 3.7

3 - 12

Organizational Chart of BQS

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3.2 Organizations of RO and DEO Sixteen (16) ROs and 182 DEOs under four (4) Undersecretaries administrate and manage infrastructure projects of the DPWH throughout the country These ROs and DEOs are responsible for the management, construction supervision and maintenance of the national roads under their administration. The RO is headed by the Regional Director while the DEO by the District Engineer. The RO and the DEO shall be responsible for planning and implementation of the project within the following limit in accordance with DO No. 24, Series of 2007.

Table 3.2

Limits of Authority

Office Regional Director

Limit Approval of program of works and agency estimate, conduct public bidding, approve contracts costing up to P200M*

District Engineer

Approval of program of works and agency estimate, conduct public bidding, approve contracts costing up to P50M*

*As per Memorandum Order dated January 26, 2009

Moreover, the ROs can implement a project exceeding the above limit if there are no appropriate PMOs with prior approval of authority by the Secretary. Figures 3.8 and 3.9 show typical organizational charts of RO and DEO, respectively.

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Organizational Chart of RO Figure 3.8 3 - 14

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Figure 3.9

Organizational Chart of DEO

.

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3.3 Organizations for Construction Supervisions 3.3.1 For Foreign-funded Projects through International Competitive Bidding (ICB) (1)

Employment of Consultants for Construction Supervision The DPWH shall employ Consultants for construction supervision in accordance with the Terms of Reference (TOR) and in consonance with the project appraisal mission of development partners. The DPWH awards contract for consultancy services, including staff assignment, in accordance with the proposal submitted by the Consultant and evaluated by the DPWH. The typical staff assignment schedule and organizational chart for the construction supervision of a a foreign-funded project are shown in Figures 3.9 and 3.10, respectively. POSITION

NAME

FIRM

Man-Months 2005 2006 for A S O N D J F MAM J J A S O N D J F MAM J J A S O 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Construction Construction Period 720 days (24 months)

Final Acceptance

Supervision Stage

A. International (Key Staff) 1. Project Manager

25.00

2. Sr. Highway Engineer

e pl

am Ex

3. Sr. Structural Engineer 4.

Geotechnical Engineer for Slope Protection Works Sub-Total

11.00 8.00 1.00 45.00

B. National (Key Staff) 1. Deputy Project Manager

25.00

2. Sr. Highway Engineer

10.00

3. Quantity / Sr. Cost Engineer

24.00

4. Materials Engineer

20.00

Sub-Total

79.00

C. National (Support Staff) Civil Engineer / Inspector A (road) Civil Engineer / Inspector B 2. (structures) Civil Engineer / Quantity 3. Surveyor 1.

24.00 16.00 24.00

4. CAD Operator

6.00

5. Secretary

25.00

6. Encoder

12.00

7. Utility-man / Messenger

25.00 132.00 256.00

Sub-Total Total Pre-construction Stage Supervision Stage Assignment of International Consultants Assignment of National Consultants Issuance of Notice to Proceed

LEGEND:

Source: PJHL/DPWH

Figure 3.10

Typical Assignment Schedules of Consultants

The Consultant shall employ technical support staff (Inspectors, Laboratory Technicians, CAD Operators) and administrative staff (Secretary, Encoder and Office

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)

Source: PJHL/DPWH

Figure 3.11

- Material Engineer - Laboratory Technician A - Laboratory Technician B - Laboratory Aides ( x 4) - Clerk Typist / Encoder ( x 1) - Labor / Utility Man (x 3)

LABORATORY OPERATION TEAM

For: - All materials - Quality control - Field subsoil investigations

(

Materials Engineer

- Secretary - Encoder - CAD Operator - Utility-man / Messenger

ADMINISTRATIVE SUPPORTING STAFF

JICA

)

)

(

)

)

For: Drawings & design check assistance

(

)

(

- Civil Engineer Aide A - CAD Operator

e pl

(

)

- Civil Engineer Aide B

SURVEY STAFF / AIDE

(

Civil Engineer / Quantity Surveyor

)

Sr. Quantity /Cost Eng.

am Ex

)

Sr. Structural Engineer

For: - All cost and quantities - PCCP Construction - Miscellaneous and Minor Structures

SURVEY STAFF / AIDE

Civil Engineer / Inspector B

For: - All bridges - Major Damaged Areas

(

)

For: PCCP, ACP For: Bridges Note: Short-term experts

(

Sr. Highway Engineer

Sr.Engineer In Charge of Bridges/Major Structures

For: - Overall construction supervision - Project safety & EMP

For overall project management

DPWH Regional Office (Region VII)

LEGEND DPWH / PMO Foreign Consultant Local Consultant Local Consultant From Contractor For: Major duties and works in charge ( ) Name to be filled

Typical Organizational Chart of Consultants for Construction Supervision

- Geodetic Engineer - Instrument Man A - Instrument Man B - Survey Aides ( x 4) - Rodman ( x 2) - Labor (x 2)

SURVEY TEAM

(

Civil Engineer / Inspector A

For: - Alignment - Drainages - PCCP, ACP - All formation levels & dimensions check

(

Sr. Highway Engineer

)

Deputy Project Manager / Resident Engineer

(

Project Manager

PM/PE

PJHL-PMO (Director)

DPWH Head Office

Assistant) for the construction supervision and office operation in accordance with the

contract with the Employer. The Consultant will control and utilize survey and laboratory

supplies in accordance with civil works contract.

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(2)

Duties and Responsibilities of Consultants The duties and responsibilities Consultants are, but not limited to, the following: Table 3.3

Position

Category

Project

IN

Manager (PM)

Deputy Project

N

Manager (Dep.PM)/ Resident Engineer (RE)

Supervision

IN and/or

Engineer

N

(Highway)

Duties and Responsibilities of Consultants (1/2) Duties and Responsibilities -

Overall project implementation management (cost, progress, quality and safety/environment) - Overall management of construction supervision to ensure that works are implemented in accordance with the Contract and specified quality. - Issue certification, approval, recommendations, instructions and acceptance of works, payment and valuation of claims (time, cost, etc) - Maintain good coordination and harmonious relationship with the DPWH, local authorities and funding institutions. - Monitor and review the schedule as required and prepare guidance for the key staffs and Contractors - Supervise the preparation of required reports for their timely submission - Preparation of disbursement schedule for both foreign and local currencies - Assist the PM in the overall project management - Construction supervision including work progress, quality, quantity, cost and safety - Check and approve Contractor’s work plan and schedule. - Maintain good coordination harmonious relationship with local authorities - Monitor Environmental Management Plan (EMP), public relations and traffic control - Assist the RE in the construction supervision including monitoring of work progress, quality, quantity, cost and safety control - Supervise As-stakesurvey and As-staked Plan preparation - Conduct full-time inspection of road and pavement works - Ensure that the works are in accordance with the plans and Specifications - Assist the RE in the review of Contractor’s working drawings and documents relating to road, pavement, drainage and other works - Review and evaluate Contractor's payment certificates pertaining to road construction - Assist the RE in the evaluation of any claim or variation order relating to road construction - Assist the RE in the preparation of progress and other needed reports

Legend: IN: International Expert, N: National Expert, IN and/or N: International and/or National Expert.

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Table 3.3

Duties and Responsibilities of Consultants (2/2)

Position

Category

Duties and Responsibilities

Supervision

IN and/or

-

Engineer

N

(Bridge/

-

Structures)

-

Quantity

N

Engineer

-

Accredited

N

Materials

-

Engineer -

Inspector

N

-

-

Assist the RE in the construction supervision including monitoring ofwork progress, quality, quantity, cost and safety control Conduct full-time inspection of structural works Assist the RE in the review of Contractor’s working drawings (shop-drawings) and documents relating to structures Ensure that the works are in accordance with the plans and Specifications Review and evaluate Contractor's payment certificates pertaining to structural works Assist the RE in the evaluation of any claim or variation order relating to structural construction Assist the RE in the preparation of progress and other needed reports Conduct quantity measurements for acceptable work Check and review monthly statements to validate actual quantities of acceptable work for payment Check record and evaluate claims (time, cost, etc) and make recommendations Assist the PM and the RE in the review of all payment certificates, claims for extra works and variation orders. Assist the RE in the preparation of progress reports and other reports Assist the PM and the RE for final quantity and payment Supervise the Contractors in setting-up the field laboratory and testing facilities Understand and familiarize with the guidelines and procedures for material testing and quality control guidance Ascertain that all materials incorporated into the work passes the requirements Supervise all samplings and tests at site and laboratory Advise the PM on the acceptance or rejection of construction materials based on test results Recommend corrective measures for unsatisfactory condition of materials Check and certify design mixes prepared by Contractors for concrete and bitumen mixtures Responsible for the proper operation of field laboratory Keep daily record of quality control activities Submit required test and other pertinent reports Assist the RE and other engineers in the construction supervision including monitoring of work progress, quality, quantity, cost and safety control Conduct full-time inspection of construction activities Ensure that the works are in accordance with the plans and Specifications Inform the concerned supervisor in case there are deviations from approved plans and specifications Conduct and monitor daily activities including weather conditions and maintain a dailyrecord of construction activities

Legend: IN: International Expert, N: National Expert, IN and/or N: International and/or National Expert.

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The Consultant shall employ accredited Materials Engineer (ME) as per D.O. No.42, Series of 2006 subject to the limits of assignment described in Table 3.7. The Contractor may assign a non-accredited ME to every DPWH project costing below P1Million. Renewal of Certificate of Accreditation is required for Contractor’s and Consultant’s MEs after three (3) years from the date of issue. The concerned ME shall not be connected with any government office. A certification signed by the Head or Administrative Officer that the concerned ME is no longer connected with the government office is necessary.

3.3.2 For Locally and Foreign-funded Projects through Local Competitive Bidding (LCB) The construction supervision for locally and foreign-funded projects is mostly conducted thru Force Account ( By Administration). The Head of the Implementing Office shall organize the construction supervision team before or upon approval of the Contract and the issuance of Notice to Proceed. The composition of the team will vary depending on the type of construction and size of the project. A typical organizational chart of the team is shown below. DISTRICT ENGINEER

ASSISTANT DISTRICT ENGINEER

CHIEF, CONSTRUCTION

CHIEF MATERIALS QUALITY

SECTION

CONTROL SECTION

PROJECT ENGINEER

M ATERIALS ENGINEER

RESIDENT ENGINEER/PROJECT INSPECTOR

M LT/LAB AIDE UTILITY M AN ENCOER/CLERK

GEOMETRIC CONTROL

UTILITY MAN DRIVER CLERK

Figure 3.12

Typical Organizational Chart for Construction Supervision of Project conducted thru Force Account

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(1) Limits of Assignments of DPWH Engineers Only accredited Project Engineer (PE) and Project Inspector (PI) (as per DO. No. 73, Series of 1998) and Materials Engineer (as per DO 42, Series of 2006) shall be assigned to supervise the project in accordance with the following limitations: Table 3.4

*Limits of assignment of Project Engineer and Project Inspector

Classification

Limit of Assignment

Project Engineer III:

- No limit.

Project Engineer II:

- Projects being implemented simultaneously do not exceed P50.0 M in cost

Project Engineer I:

- Projects being implemented simultaneously do not exceed P20.0 M in cost

Project Inspector II:

- Assist the Project Engineer III or II in the implementation of assigned project

Project Inspector I:

- Assist the Project Engineer I in the implementation of assigned project

*Per DO no.73, Series of 1998

Table 3.5 Classification Materials Engineer II:

*Limits of Assignment of Materials Engineer Limit of Assignment One (1) project, no cost limit, or Two (2) projects located within the same province with an aggregate cost of P10Million, but not more than P30Million

Materials Engineer I:

One (1) project costing not more than P100Million, or Three (3) projects located within the same province with an aggregate cost of P1Million, but not more than P3Million

*Per DO No. 42, Series of 2006

(2)

Duties and Responsibilities of Project Engineer, Materials Engineer and Project Inspector Their duties and responsibilities are as follows:

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Table 3.6

*Duties and Responsibilities of Project Engineer

Classification Project Engineer

Duties and Responsibilities a. In charge of the overall planning and control of the project. b. Ensure that materials and workmanship are at all times in accordance with plans and specifications. c. Ensure that inspections and tests are carried out promptly and timely. d. Witnesses critical activities of the project. e. Check and verify physical and financial status of the project. f. Check and verify statement of work accomplished. g. Approve concrete pouring permit. h. Issue work suspension orders and other site instructions. i. Prepare proposed Change Order, Extra Work Order or Supplemental Work Agreement, when necessary. j. Maintain and/or update field documentation such as log book, plans and programs of work, schedules, S-curve, laboratory test results, etc. k. Resolve problems encountered in the implementation of the project l. Coordinate with the Project Directors/District Officer/Local Government Units/ NGOs and other coordinating officers in the project implementation. m. Submit monthly physical and financial report.

*Per DO No. 73, Series of 1998

Table 3.7

*Duties and Responsibilities of Project Inspector

Classification

Duties and Responsibilities

Project Inspector

a. Assist the PE in the overall direction and supervision of the field operation. b. Ensure that the works being inspected are in accordance with the plans and specifications. c. Witness critical activities of the project. d. Notify the Project Engineer in case there are deviations from the approved plans and specifications. e. Conduct and monitor daily activities including weather conditions and maintain a logbook to record such activities. f. Prepares and submit statement of work accomplished g. Prepare and submit physical/financial status to the Project Engineer. h. Carry out instructions/orders of the Project Engineer.

*Per DO No. 73, Series of 1998

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Table 3.8

*Duties and Responsibilities of Materials Engineer

Classification

Duties and Responsibilities

Materials Engineer

a. Ascertain that all materials incorporated into the work pass the requirements of the DPWH Standard Specifications for Highways, Bridges and Airports Vol. II and to strictly comply with the schedule of Minimum Testing Requirements. b. Advice the Project Engineer on the acceptance or rejection of construction materials intended for use in the project based on test results. c. Responsible for the sampling, testing, inspection and submission of data and to fully acquaint himself with the standard procedures of the same. d. Recommend to the Project Engineer remedial measures for the correction of unsatisfactory conditions of materials. e. Prepare design mixes for concrete and bituminous mixtures. f. Ensure that the field laboratory is adequately equipped so that the progress of the work will not be impeded to laboratory testing and that non-performance of tests should not be a cause of delay in the prosecution of the work. g. Keep record of the daily activities ready for inspection anytime. h. Submit within the required time frame test reports and other pertinent papers to the Regional/District Engineering Office concerned. i. Recommend corrective measures to improve the quality of completed works. j. Recommend acceptance of completed works.

*As per DO No. 42, Series of 2006

3.4 Administrative Penalties/Sanctions In accordance with DO No. 193, Series of 1992 regarding “Liability of Contractors and Sub-Contractors including Public Officials for violations of Presidential Decree (PD) No. 1759”, any public official who, by reason of the duties of his office, shall consent, or through abandonment or negligence, permit the Contractor or Sub-Contractor to violate any material provisions of contracts involving public works projects, either as to materials, quality and quantity of work, resulting to the prejudice of the government, shall suffer the penalty of from twelve (12) years to life imprisonment and perpetual disqualification to hold office. In accordance with the Department Memorandum dated January 19, 2004 regarding “Additional Guidelines on the Imposition of Administrative Sanctions on Erring DPWH Officials and Employees Involved in Project Implementation and Processing of Project

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Documents”, sanction shall be imposed on the PE and PI if in any of the given reporting period: (a) He fails to initiate calibrated actions (in accordance with DO 102, Series of 1988) on a project/projects under his supervision with a negative slippage; and (b) He gets ten (10) points or greater based on the values shown below. Table 3.9

Points against Negative Slippage

Slippage

Points 1 Project

2 Projects

3 Projects

5%-10%

-

5

10

11% - 15%

5

10

15

>15%

10

15

20

The calibrated actions shall be as follows: 1st Offense:

Reprimand

2nd Offense:

Suspension for six (6) months

3rd Offense:

Suspension for one (1) year

3.5 Authorities of DPWH Officials It is the Government’s policy that the exercise of authorities with corresponding accountabilities in the DPWH shall be decentralized to the extent possible, especially in the implementation of infrastructure projects and the delivery of frontline services. The levels of authorities are grouped based on the DPWH project cycle and functions and services of the offices in DO No.24, Series of 2007 “Amended Omnibus Levels of Authorities of Official of the DPWH, as follows: i)

Planning

ii)

Environmental and Social Aspects

iii) Design iv) Land Acquisition and Infrastructure Right of-Way v)

Procurement

vi) Contract Management vii) Infrastructure Maintenance viii) Quality Control ix) Human Resources

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x)

Financial Resources

xi) Equipment and Properties (Other than Real Estate). The authorities being delegated to the DEO engineers shall also apply to Heads of Sub-District Engineering Offices who have been designated as such by the Secretary.

3.7 Reforms in DPWH The DPWH has faced institutional challenges in carrying out its mission on good governance supported by high moral and ethical standards. In line with this, the DPWH has implemented Anti-Corruption Program to address corruption and institutionalize reforms as follows: (1)

Quality Assurance 1.

Quarterly assessment or quality audit by the Quality Assurance Unit (QAU) of on-going and completed construction and maintenance projects to check compliance with the approved plans and specifications.

2.

Quarterly assessment by the Performance Evaluators accredited by Construction Industry Authority of the Philippines (CIAP) to evaluate performance of a contractor’s specific kind of projects using the Constructors’ Performance Evaluation System (CPES) guidelines.

3.

The DPWH through the Bureau of Research and Standards (BRS) is continuously undertaking the accreditation of DPWH Project Engineers and Inspectors including the Materials Engineers of Contractors and Consultants in order to ensure that only competent engineers will be assigned to DPWH projects.

4.

The BRS-DPWH is continuously undertaking the accreditation of private testing laboratories to augment the testing capability of its Regional and District Offices.

5.

Accreditation of concrete and asphalt batching plants by the BRS/DPWH to ensure that only concrete and asphalt mixes of the highest quality will be used in the DPWH project.

6.

Compliance to the provisions of pertinent Department Orders and Administrative Issuances by all implementing offices of the DPWH relative to materials and construction quality control.

7.

A sanction mechanism was put in place to penalize the project implementors noted with unsatisfactory performance; and the contractors were encouraged to report to the DPWH Integrity Board any corrupt practices in project implementation.

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(2)

Project Implementation 1.

Project monitoring system to track slippages of project accomplishment was strengthened.

2.

Project Advisory and Management System (PAMS), an inter-agency group to ensure the immediate resolution of problems and issues in project implementation was created.

3.

Documents Tracking System (DoTS) to track status of all contract related documents was put in place.

4.

Executive Information System to provide instant information that needs urgent attention by top management was put in place.

5.

Guidelines to check the performance of implementing offices and the corresponding sanction mechanism for unacceptable performance was developed.

6.

Payment System through the use of the electronic New Government Accounting System (eNGAS) was adopted.

7.

Job rotation of personnel to avoid camaraderie with Contractors shall be a continuing process.

(3)

Document Tracking System (DoTS) In line with the Department’s thrust to fast track the completion of projects and to be transparent in its operation, all offices involved in the processing of documents on the procurement and implementation of local anf foreign-assisted civil works undertaken shall utilize the DoTS (per DO No. 273, Series of 2003, DO No. 32, Series of 2004 and DO No. 159, Series of 20042.

2

Latest issuance shall prevail

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Chapter 4 Procurement 4.1 Bids The bid documents are documents issued by the DPWH to provide the prospective bidders all necessary information to prepare their bids. These bid documents are prepared in accordance with Volume III-DPWH Manual of Procedures for the Procurement of Locally-funded Infrastructure Projects through public bid of DPWH Procurement Manual (DPM) together with procurement guidelines of the funding institutions in case of foreign-funded projects. The bid documents shall consist of the following: Table 4.1 Part Part I:

Part II:

Bid Documents

Section

Section Title

Section I

Invitation to Apply Eligibility and to Bid

Section II

Eligibility Requirements

Section I

Instruction to Bidders including documents comprising the Bid

Section II

Bid Data Sheets

Section III

General Conditions of Contract

Section IV

Special Conditions of Contract

Section V

Specifications (Standard Specifications and Special Provisions)

Section VI

Plans and Drawings

Section VII

Bill of Quantities and Unit Price Analysis

Section VIII

Forms

The bid documents become part of the contract documents. As such, these should be well kept and handed over to the Engineer. A checklist of bid documents is shown below:

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Checklist of Bid Documents (1/3)

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Checklist of Bid Documents (2/3)

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Checklist of Bid Documents (3/3)

Note: Entries on appropriate spaces provided, e.g. costs, percentages and other information that may be required are subject to change in the light of official issuances such as Department Orders, Office Orders etc.

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4.2 Contract 4.2.1

Contract Documents

The contract documents are legal documents on which the project management and construction supervision are relied. The Contract is the agreement between the DPWH and the Contractor to execute, complete, and maintain the Works. It consists of the Agreement itself and all documents that form part as written in the GCC. Among others are the following: Table 4.2

List of Contract Documents

Category A. The Contract:

Title of Documents 1) Contract Agreement 2) Documents forming part of Contract Agreement a) Bidding

1. General Conditions of Contract

Documents for

2. Special Conditions of Contract

the Contract

3. Drawings/Plans 4. Specifications 5. Invitation for Apply Eligibility and to Bid 6. Instruction to Bidders 7. Bid Data Sheet 8. Bid Bulletins (Addenda)

b) CONTRACTOR’s Calculated Bid in the Form of Bid including its Technical and Financial Proposals c) CONTRACTOR’s Letter of Intent for Eligibility and Contractor’s Information from the DPWH Registry d) Notice of Award of Contract and the CONTRACTOR’s “Conforme” e) Performance Security f) Credit Line or Cash Deposit Certificate g) PERT/CPM diagram and bar chart with S-curve B. Supporting

1) Approved Program of Work

Documents for the

2) Obligation Slip

Contract

3) Certificate of Availability of Fund 4) Abstract to Bid as Calculated 5) Approved BAC Resolution declaring the LCRB and Recommending Award

The documents in items (1) and (2)-a) to (2)-c) above shall be provided by the DPWH and those in items (2)-d to (2)-g shall be submitted by the winning bidder within ten (10) calendar days from the date of its receipt of the Notice of Award.

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The documents forming the Contract are to be taken as mutually explanatory of one another. For the purpose of interpretation, the Contract documents shall be interpreted in the following order of priority: (a) Contract Agreement (if any) (b) The Letter of Acceptance (c) The Tender (d) The Particular Conditions (e) The General Conditions (f)

Specifications1

(g) Drawings (h) Any other document listed in the SCC as forming part of this Contract. There are many other documents which are part of Contract documents as listed in the next page and those documents should be compiled in a file or book to avoid lost or misplacement. If an ambiguity or discrepancy is found in the documents, the Engineer shall issue any clarification or instruction.

1

The Specification means the DPWH Standard Specifications for Highways, Bridges and Airports Vol. II 2013 Edition. Modifications to Standard Specifications shall be in the form of Special Specifications to be mentioned in the Special Provisions which is part of the Bid Documents.

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Checklist of Contract Documents and Supporting Documents

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4.2.2

Subcontract/Sublease

A Subcontractor is any person or organization who has subcontracted a part of the work from the main Contractor as approved by the Employer. No Contractor shall subcontract any portion of work without prior approval of the Secretary in accordance with DO No. 70, Series of 2004 2. In no case, shall subcontracting be allowed for more than fifty percent (50%) of the value of project. Subcontracting of any portion of the Works does not relieve the Contractor of any liability or obligation under the Contract. The Contractor shall be responsible for the acts, defaults, and negligence of any subcontractor, its agents, servants or workmen as fully as if these were the Contractor’s own acts, defaults, or negligence, or those of its agents, servants or workmen.

4.3 Facilities and Land Acquisition 4.3.1 (1)

Facilities for the Engineer Field Office and Laboratory In general, the Contractor shall provide facilities for the Engineer as specified in

the Special Provisions Part A of the Special Specifications. Facilities shall include: *

Temporary Field Office, Laboratory, Living Quarter

*

Combined Field Office, Living Quarters and Laboratory Building

*

Furniture, Fixtures and Appliance for these facilities

The Implementing Office shall identify a site intended for the construction of buildings and facilities such as combined field office, laboratory, living quarter buildings and other facilities in accordance with DO No. 08, Series of 20063. The construction of buildings on a property other than DPWH-owned should be covered by a Memorandum of Agreement (MOA) to be approved by the DPWH Secretary or Undersecretary for Administration. The MOA shall provide a provision allowing the DPWH the use their property free of charge until the completion of the project and shall be turned over to the lot owner without cost after completion of the project. If it is more economical and reasonable, the Contract would provide the Engineer’s office on a rental basis. The Contractor shall rent, operate and maintain one (1) unit of combined field office building and materials testing laboratory and a separate building 2 3

Latest issuance shall prevail. Latest issuance shall prevail

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for the living quarter, including all necessary electricity, water, drainage, sanitary facilities and telephone services for the use of the Engineer and his staff. (2)

Vehicles and Other Equipment The Contractor shall provide, operate and maintain the following: -

Service Vehicles

-

Communication Equipment and Cellular Phones

-

Laboratory Testing Equipment, Apparatus and Publications

-

Progress Photographs

-

Survey Equipment and Apparatus

-

Office Computers

-

Survey and Laboratory Operation Aids.

The specified facilities provided by the Contractor and paid by the Government shall be turned over to the Government upon completion of the project.

4.3.2

Right-of-Way Acquisition

Acquisition of real property shall be governed by Republic Act (RA) No. 8974, entitled "An Act to Facilitate the Acquisition of Right-of-Way Site or Location for National Government Infrastructure Projects and for Other Purposes". "Right-Of-Way (ROW)" refers to the overall width along the road alignment of proposed works with regard to the area of land that must be cleared before the works are commenced. Parcellary survey will be conducted to identify the specified area, land title, land owners and cost required for ROW acquisition and resettlement. The Implementing Office is responsible for ROW acquisition before commencement of the Works. Unless otherwise specified in the Contract, the Implementing Office shall provide access to and possession of the site including special and/or temporary right-of-way which are necessary for the Works. The Contractor shall obtain, at his own risk and cost, any additional rights of way or facilities outside the site which he may require for the purposes of the Works.

4.3.3

Possession of Site

Prior to commencement of works, the implementing Office shall issue the Contractor in writing the possession of site, specifying the relevant stations of the project as maybe required to enable him to proceed with the execution of the works. If the Contractor suffers delays or incurs delay or incurs cost from failures on the part of the Implementing Office to give possession of such site, it shall give the Contractor a contract

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time extension and certify such reasonable sum to cover the cost incurred.

4.3.4

Relocation of Utilities

Though the Contractor is responsible for identifying utilities affected by the Works, the Engineer should confirm the locations of these utilities, if such are not shown in the contract documents. These include: *

Electricity Authority (power lines, cables, pylons, etc.)

*

Water (pipes, irrigation channels, etc.)

*

Sanitation and

*

Telecommunication.

The Engineer shall coordinate and assist the Contractor and the concerned agencies in the relocation of these utilities prior to commencement of any works.

4.4 Performance Security and Insurance 4.4.1

Performance Security

The Contractor shall obtain at his own cost a Performance Security to guarantee his faithful performance performance to complete the project on time. This shall be submitted to the Implementing Office not later than the date specified in the Letter of Acceptance and shall be issued in an amount and form as specified in the Special Conditions of Contract, and denominated in the currency in which the contract price is payable. The Performance Security shall be valid up to the date of acceptance of the project. The validity of the Performance Security shall be from the date of Contract signing up to the final acceptance of the project wherein the warranty period shall have commenced. At the Contractor’s option, the Performance Security is to be in any of the following forms: *

Cash, Cashier’s Check, Bank Draft or Irrevocable Letter of Credit in the amount equivalent to five percent (5%) of the contract price

*

Bank guarantee in the amount equivalent to ten percent (10%) of the contract price.

*

Surety bond in the amount equivalent to thirty percent (30%) of the contract price callable upon demand issued by any reputable Surety or Insurance company; and

*

Any combination of the above

The Performance Security shall be released by the Implementing Office after issuance of the Certificate of Acceptance, provided that there are no claims for labor and materials filed against the Contractor or the Surety company and provided further that the Contractor should have submitted the warranty security.

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The Performance Security shall bear the provision: “The right to institute action on the penal bond pursuant to RA No. 3688 of any individual firm, partnership, corporation and association supplying the contract with labor and materials for the prosecution of the work is hereby acknowledged and confirmed.”

4.4.2

Contractor's All Risk Insurance (CARI)

The Contractor shall, under DPWH name and at his own expense, obtain and maintain for the duration of the Contract. The Contractor shall provide evidences to the Engineer that the insurance required under the Contract has been effected and shall, within a reasonable time, provide copies of the insurance policies to the Engineer. The Contractor shall notify the Insurers of changes in the nature, extent, or program for the execution of the Works and ensure the adequacy of the insurance at all times in accordance with the terms of the Contract and shall submit to the Implementing Office the insurance policy in-force including receipts for payment of current premiums. If the Contractor fails to obtain and keep in-force any insurance and pay such premiums as maybe necessary for the purpose, the Implementing Office shall obtain and keep in-force the same and shall be deductable from the Contractor’s collection(including extra expenses in securing insurance coverage).

4.5 Notice to Proceed (NTP) The Implementing Office shall issue the NTP together with a copy or copies of the approved Contract to the successful bidder within three (3) calendar days from the date of approval of the Contract by the appropriate government approving authority. However, for infrastructure projects with an Approved Budget for the Contract (ABC) of fifty (50) million and below, the maximum period is two (2) calendar days. All notices called for by the terms of the Contract shall be effective only at the time of receipt thereof by the successful bidder. If the effectivity date is provided in the Notice to Proceed by the Implementing Office concerned, such date shall not be later than seven (7) calendar days from issuance thereof4.

4

As per amended GPPB Resolution No. 014-2006 dated 20 July 2006.

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Chapter 5 Public Information, Road Safety and Environmental Management 5.1 Public Information System Since 2007, the DPWH has launched the "Bantay Lansangan" (Roadwatch), a partnership that seeks to mobilize a multi-sectoral group composed of private stakeholders, non-government organizations and development partners to work with the DPWH and other government stakeholder agencies. This is aimed at enhancing the delivery of quality national road services responsive to user's needs and satisfaction, through more efficient and transparent use of public resources. For excellent service delivery and total public satisfaction, the Public Information Division (PID) of DPWH responds to queries, complaints, concerns, and other needs of external stakeholders to include road users, civil society groups, non-governmental organizations, development partners, the academe, other government agencies, etc. The PID is mandated to develop and implement the DPWH development communication program to ensure that policies, plans, programs, and activities be known to the public. Likewise, it is the office responsible in providing information and quick-response action to the issues, concerns, problems, and queries regarding the DPWH. The major functions of Public Information Officer in relation with project implementation are: *

Develop a communications program to ensure that policies, plans and activities of the DPWH be known to the public;

*

Supervise the preparation of information materials, reports, briefing materials, photo exhibits in line with the communication program;

*

Act or provide answers to issues/problems brought about by the media;

*

Receive public complaints, problems, and queries and provides direct and quick-response to the general public needs;

*

Establish a data bank for all the relevant data and information to the media, researchers, non-governmental organizations and the general public about the plans / on-going activities and accomplishments; and

*

Provides information on projects, road infrastructure, travel conditions, administration.

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The DPWH has been improving its continuing feedback monitoring system on matters concerning the DPWH projects and others through its webpage and the Short Messaging System (SMS) technology in reaching out to citizens and communities for feedback and resources mobilization.

5.2 Relations with Local Communities and Road Users The Engineer shall monitor the Contractor’s relations with local communities and road users. In setting up and during operation of his plant and facilities, the Contractor shall at all times bear in mind and to the extent practicable minimize the impact of his activities on the existing communities. Where communities are likely to be affected by major activities such as road widening or the establishment of a camp, quarry, extensive road closure or detour, he shall liaise closely with the concerned communities and their representatives. The Contractor should organize periodic or at-required basis meetings to provide project information, resolve issues and claims and minimize impacts on local communities. The Engineer should enhance communication capacity with local communities and public. For the safety and convenience of the public and road users, the Contractor shall erect and maintain as required by conditions prevailing at the site and progress of the works, all reasonable safeguards for safety and protection. It shall include all danger signs and other warnings against hazards. The Contractor shall install and maintain traffic

control

information

boards

bearing

location of detours and one-way control, type of work, period of traffic control at several strategic points as approved by the Engineer for public and road users. Figure 5.1

Figure 5.2

5-2

Project Information

Traffic Control Information

Road Project Management and Supervision Manual Vol.1 Main Text

5.3 Road Safety 5.3.1 Road Safety Program Road safety is one of the primary concerns of the government. The DPWH implements road safety program to develop technical standard, policies and procedures for the safety of road users and minimize traffic accident. Table 5.1

Safety Programs

Safety Output 1.

Safety Projects

Activities Installation and operation of traffic signals, advanced traffic management systems, surveillance devices and vehicle weighing devices, etc.

2.

Road Safety Education Public information dissemination. and Training

3.

Road Management

Safety Professional services necessary to undertake accident reduction studies design and implement remedial treatments including design of traffic safety devices.

The DPWH has developed a computerized accident data system called as the Traffic Accident Recording and Analysis System (TARAS). It incorporates the collection, storage, retrieval and analysis of traffic accident data. TARAS is a text and graphic data entry and statistical query system that provides access to accumulated traffic accident information occurring on national roads throughout the country. TARAS Reporting and Analysis Module are used to query and report on traffic accident information stored within the TARAS database. Reporting and Analysis is the core module that makes TARAS a powerful tool in Traffic Accident Analysis.

Figure 5.3

Traffic Accident Recording and Analysis System (TARAS)

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5-3

TARAS identifies blackspots and the concerned office conducts Accident Blackspot Investigation and recommends treatment or proposals. The Engineer should obtain this information and utilize it for the safety in the project.

5.3.2 Road Safety Manual The DPWH has four (4) technical manuals and two (2) handbooks 1 on road infrastructure safety as listed below: Table 5.2

Road Safety Manual and Handbook

1. Road Safety Audit Manual 2. Road Works Safety Manual Road Safety Manual

3. Highway Safety Design Standards Manual - Part 1: Road Safety Design Manual 4. Highway Safety Design Standards Manual - Part 2: Road Signs and Pavement Marking Manual

Road Safety Handbook

Figure 5.4

1. Accident Blackspot Investigation Handbook 2. Project Evaluation Handbook

Road Safety Manual and Highway Safety Design Standards Cover Pages

The Road Works Safety Manual shall be used as a reference for defining temporary signage, traffic devices and traffic management for maintenance and construction works on roads and bridges. The manual also defines the circumstance under which the devices should be arranged to provide warning for various types of works and environments. The Accident Blackspot Investigation Handbook contains information on the use of 1 These manuals and handbooks were prepared under Road Infrastructure Safety Project (Capacity Building Component of the 6th ADB Road Project) and covered by DO No.09, Series of 2006.

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Road Project Management and Supervision Manual Vol.1 Main Text

accident data, reports and maps from the Traffic Accident and Analysis System (TARAS) to identify hazardous locations and assist with the analysis of accident patterns and casual factors at particular sites. The Handbooks provide guidance on the critical steps required to investigate and develop a project comprising engineering countermeasures that will have a high probability of improving road safety at an accident blackspot location.

5.3.3 Provision of Road Safety Devices To enhance road safety and guide motorists, road safety devices such as guardrails or protective barriers including warning or directional signs shall be installed along critical sections of all DPWH projects in accordance with DO No. 36,Series of 2007. The safety and convenience of the road users and the public in general public are of prime importance in the project implementation. At all times during the Works, the Contractor shall ensure smooth flow of traffic, safe condition at temporary approaches, intersections and private entrances. The Contractor shall provide, erect and maintain at all times suitable barricades, fences, signs, and watchmen as necessary or as directed by the Engineer.

Example

Installation of concrete barriers Figure 5.5

Provision of precautionary signages

Road Safety Devices and Signages

This provision on road safety shall be considered in the detailed engineering design and in the preparation of program of work. To preclude excessive provision on road safety devices, the total cost shall not be more than 10% of the total project cost. All works under this item shall be in accordance with Items 603 Guardrail and 605 Road Sign of the DPWH Standard Specifications for Highways, Bridges and Airports, Vol. II 2013 Edition.

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5.3.4 Traffic Management (1)

Closure of Road The Contractor shall submit a traffic management and control plan at least two (2) weeks before commencement of any work for approval of the Engineer. No road shall be closed by the Contractor to the public except when permitted by the Engineer in writing. When the road under construction is to be used, special attention shall be exercised such that the public can safely travel without undue delay.

(2)

Detour The Contractor shall provide, construct and maintain detours wherever the work interferes with traffic on existing roads, footways or other ways within a road right-of-way. No detours shall be constructed and no traffic diverted until the Contractor’s proposal thereof has been approved by the Engineer. Prior to the commencement of the construction and of the use of detours, the Contractor shall provide the Engineer with a full photographic record of the existing roads, pathways, etc. The Contractor shall furnish and erect all detour and traffic control signs required in the Plans and Specifications and at the direction of the Engineer. All detour roads shall be maintained in good condition at all times by the Contractor. All detours shall be kept graded, compacted and sprinkled with water for dust control.Where public or private roads are used as detours, such roads shall be restored back to its original state.

5.3.5 Safety Officer The Contractor shall designate a competent Safety Officer who will be responsible for maintaining safety in the site.

5.4 Safety and Health Programs 5.4.1 Obligation of the Contractor The Contractor shall prepare a program covering all items on safety, health and traffic management for approval of the Engineer. The Engineer and the Contractor shall conduct joint periodic inspection based on the approved program. The Contractor shall submit the required report indicating, among others, the findings and respective actions to be undertaken. The Contractor shall: *

5-6

comply with all applicable safety regulations;

Road Project Management and Supervision Manual Vol.1 Main Text

*

take care of the safety of all persons entitled to be on the Site;

*

use reasonable efforts to keep the Site and Works clear of unnecessary obstruction so as to avoid danger to these persons;

*

provide fencing, lighting, guards and watchers of the Works until completion and turning over; and

*

provide any Temporary Works which may be necessary, because of the execution of the Works, for the use and protection of the public and of owners and occupants of land and properties adjacent to the project/works’ site.

The Contractor shall take all reasonable precautions to maintain the health and safety of his personnel. In collaboration with local health authorities, the Contractor shall ensure that medical staff, first aid facilities, sick bay and ambulance service are available at all times at the site. The Contractor shall maintain records and make reports concerning health, safety and welfare of personnel and damage to property as the Engineer may reasonably require. The Contractor shall be responsible for keeping unauthorized persons off the site. Authorized persons shall be limited to the Engineer’s and Contractor’s personnel and any other personnel notified to the Contractor by the Engineer.

5.4.2 Load Restriction The Contractor shall comply with the legal load restrictions in the transportation of contruction materials on public roads and shall use every reasonable means to prevent the road from being damaged. The Contractor shall bear all the responsibility and liability for damages or injuries resulting from his failure to abide by relevant provisions.

5.4.3 Coordination during Emergency The Contractor shall establish and maintain at all time emergency communication lines with the Engineer and all concerned authorities including government agencies and facilities. The Contractor shall inform the Engineer details of any accident as soon as practicable.

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5.5 Environmental Management Revised Procedural Manual for DENR Administrative Order No. 30, Series of 2003 (DAO 03-30) was issued on August, 2007.

5.5.1

Legal Framework and Process

The basic national policy governing environmental functions of DPWH is stated in Presidential Decree 1586 also known as the Philippine Environmental Impact Assessment Law, which requires the DPWH to undertake environmental impact assessments for all its major projects. Since international and bilateral donor agencies have their own guidelines on environmental and social considerations, the projects funded by these agencies should be referred to the respective guidelines.

5.5.2 Environmental Impact Assessment (EIA) An EIA is a “process that involves predicting and evaluating the likely impacts of a project (including cumulative impacts) on the environment during construction, commissioning, operation and abandonment. It also includes designing appropriate preventive, mitigating and enhancement measures addressing these consequences to protect the environment and the community’s welfare”. The objectives are: *

To present a clear assessment of potential impacts on environment;

*

To apply appropriate methodology which assesses and predicts impacts and provides a) means for impact prevention and mitigation, b) the enhancement of project benefits, and c) the minimization of long-term impacts; and

*

To provide specific forum for consultation for allowing stakeholders to have direct input to the environmental management process.

EIA is used to enhance planning and guide decision-making. It is primarily presented in the context of a requirement to integrate environmental concerns in the planning process of projects at the feasibility stage. Through the EIA process, adverse environmental impacts of proposed actions are considerably reduced through a reiterative review process of project siting, design and other alternatives, and the subsequent formulation of environmental management and monitoring plans. A positive determination by the Department of Environment and Natural Resources-Environment Management Bureau (DENR-EMB) results to the issuance of an Environmental Compliance Commitment (ECC) document, to be conformed to by the Proponent and represents the project’s Environmental Compliance Certificate. The release of the ECC allows the project to proceed to the next stage of project

5-8

Road Project Management and Supervision Manual Vol.1 Main Text

planning, which is the acquisition of approvals from other government agencies and LGUs, after which the project can start implementation. A summary flowchart of the complete process is presented in Figure 5.5 while a descriptive overview is provided in Figure 5.6. The Philippine EIA Process has six (6) sequential stages – Screening, Scoping, EIA Study andReport Preparation, EIA Review and Evaluation, Decision Making, and Post-ECC Monitoring, Validation and Evaluation/Audit stage. Stages 1, 2, 3 and 6a are all Proponent-driven while Stages 4, 5 and 6b are DENR-EMB driven stages. The first five (5) stages are those involved when a Proponent applies for ECC or CNC.

Figure 5.6

Summary Flowchart of EIA Process

Road Project Management and Supervision Manual Vol.1 Main Text

5-9

Figure 5.7

Overview of Stages of the Philippine EIA Process

5.5.3 Environmental Compliance Certificate (ECC) No person, partnership or corporation shall undertake or operate any in part such declared Environmentally Critical Projects or project in Environmentally Critical Areas without first securing ECC. Table 5.3 and 5.4 show the matrix for determination of EIA report type - New Single and Co-located Projects. The Engineer shall make a thorough study on the conditions given in the ECC including the following: 1)

All applicable requirements/ permits from other concerned agencies should be complied before the project implementation;

2)

Careful construction planning and work scheduling/ phasing should be made to avoid nuisance and public inconvenience;

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Road Project Management and Supervision Manual Vol.1 Main Text

3)

Systematic traffic management and operation should be implemented to maintain smooth flow of public traffic;

4)

Site should be kept free from obstructions like spoiled materials, construction debris/ materials and scattered stones to prevent any untoward accidents;

5)

Water sprinkling on exposed soil for dust control;

6)

Overburden and/or excess materials should be disposed of at designated areas and should not block a natural drainage;

7)

Construction camps should be provided with adequately designed and maintained sanitary systems;

8)

Supply of aggregates for the project should be legalized by an ECC;

9)

Trees to be cut should be covered by cutting permit and replaced with appropriate species;

10) Proper disturbance compensation affected by the road right of way should be effected; and 11) Philippine Occupational Safety and Health Standards requirements applicable during construction phase of the project should be properly observed. Once a project is implemented, the ECC remains valid and active for the lifetime of the project. ECC conditions and commitments are permanently relieved from compliance by the Proponent only upon validation by EMB of the successful implementation of the environmental

aspects/component

of

the

Proponent’s

Abandonment/Rehabilitation/

Decommissioning Plan. This pre-condition for ECC validity applies to all projects including those wherein ECC expiry dates have been specified in the ECC. However, the ECC automatically expires if a project has not been implemented within five (5) years from ECC issuance, or if the ECC was not requested for extension within three (3) months from the expiration of its validity. If the baseline characteristics have significantly changed to the extent that the impact assessment as embodied in the Environmental Management Plan (EMP) is no longer appropriate, the EMB office concerned shall require the Proponent to submit a new application. The EIA Report on the new application shall focus only on the assessment of the environmental component, which significantly changed. ECCs may be suspended for violation of Proponents to comply with ECC conditions. It is noted that ECC suspension does not necessarily mean the Proponent is absolved of its responsibility in implementing its approved EMP. PD 1586 does not preclude the fact that DENR may require the Proponent to institute environmental safeguards/measures to prevent further threat or actual damage to the environment.

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Road Project Management and Supervision Manual Vol.1 Main Text

D.4.a.

MAJOR POWER PLANTS (Proc. No. 2146 declared types: fossil-fueled, nuclear fueled, hydroelectric or geothermal)

D.4.

33.

Tunnels and sub-grade roads and railways

D.3.d.

32.

Fuel Cell

(including RO-RO facilities)

≥ 100 MW

≥ 1.0 km

≥ 10.0 km

Source: Revised Procedural Manual for DENR Administrative Order No. 30, Series of 2003 (DAO 03-30) Annex 2-1b

total power production capacity

length

critical slope

≥ 20.0 km OR

length with no critical slope OR length with

Roads, new construction, widening

D.3.c.

Regardless of length and width

On-grade railway system, new

31.

≥ 10.0 km

D.3.b.

length

≥ 50 hectares

30.

Bridges and viaducts, new construction

D.3.

area reclaimed

≥ 20 million m3

≥ 25 hectares OR

Environmental Impact Statement (EIS) / ECC

D.3.a.

MAJOR ROADS AND BRIDGES

D.2.

28.

capacity

Reservoir flooded area OR water storage

Parameter

Document

EIA Report Type Required / Decision

29.

MJOR RECLAMATION PROJECTS

D.1.

MAJOR DAMS

INSFRASTRUCTURE PROJECTS

27.

D.

Project Type

Project Size

Proclamation No. 803 (1996) for Gold Courses, and Presidential Proclamation No. 2146 (1981) for Heavy and Resource Extractive Industries & Infrastructure Projects

Project Grouping Matrix for Determination of EIA Report Type - New Single and Co-located Projects (Group I)

Group I: ENVIRONMENTALLY CRITICAL PROJECTS (ECPs)2 in both Environmentally Critical Areas (ECAs) and Non-ECAs, as declared in and Presidential

Table 5.3

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C.4.c.

C.4.b.

78.

79.

C.4.a.

C.4.

77.

MINOR ROADS & BRIDGES

C.3.

76.

Regardless of length and width

< 10.0 km ©

OR length with critical slope

≥ 2 km but < 20.0 km. OR ≥ 2km but

≥ 80 m but < 10.0 km ©

< 50 hectares

≥ 5.0 MW but < 30.0 MW

/ ECC

(IEE Report: IEER Checklist: IEEC)

Initial Environment Examination3

critical slope,

length with no

length

area reclaimed

capacity

production

total power

Parameter

Report12 / CNC

Project Description

< 2 km

other bridges

foot bridges 4% OR Se>7%

PCCP T=300m m

L= 12.543km

Sta.2+890.00

L=290.00M

5

Reconstruction by PCCP

PCCP

4

Sta.2+600.00 -

3

Damaged No.2

2

Damaged No.1 Sta.1+953.00 Sta.2+190.00

Jct.Naga

Jct.Naga

Jct.Naga

Sta.0+056.000

Jct.Naga

Sta.0+056.000

Km

A

6.2.6

Construction Drawings

This shall form part of the contract documents, any revision shall be duly approved prior to implementation of work. In case of discrepancy or ambiguity on the plans, specifications and special provisions, the following rules shall govern: a)

Supplemental specifications shall govern over original specifications;

b)

Plans shall govern over specifications;

c)

Special provisions shall govern over plans and specifications;

d)

Figure dimension, unless obviously incorrect, shall govern in case of any discrepancy between figured dimensions and scaled dimension.

6.2.7

Shop Drawings

The Contractor shall prepare shop drawings if required by the Engineer. Shop drawings are prepared to supplement the construction drawings and where there is a need of more details of the works to be implemented. These shall be deemed to include design drawings, fabrication drawings, catalogue, brochures, illustrations, materials lists, design calculations, reference standards and performance data which may be required by the Specifications for the proper execution of the Work. The Contractor shall submit shop drawings in sufficient lead time to prevent delays in delivery of materials or in the progress or completion of the work. The shop drawings shall be complete in all respects and shall show clear compliance with the Specifications. The Engineer will review these drawings within a reasonable time and return them with comments. The Contractor shall resubmit the revised shop drawings, if required, for further review and approval.

6.2.8

Establishment of Communication Network

The Engineer shall furnish the Implementing Office of his contact numbers (landline and mobile), facsimile, mail and e-mail addresses. He shall establish a communication network for all concerned entities such as the Contractor (Head and Site Offices), the Consultants, Police, Hospital, Fire Department, Public Utility Companies and others. In addition, the Engineer should also establish an emergency hotline.

6.2.9

Conduct of Coordination Meetings

The Engineer shall hold a coordination meeting at least once a month to discuss the following:

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Road Project Management and Supervision Manual Vol.1 Main Text

Table 6.7

Agenda for Coordination Meeting

Meeting/Venue

Agenda

Monthly Coordination

-

Meeting/Implementing

Monthly project

-

acccomplishment(phy

Office -

The Head of Implementing Office*

sical and financial

-

The PEs

progress)

-

Consultants

Monthly work plan

-

Contractor

and schedule

-

Other key staffs

Problems and Action Plan

-

Construction methods

-

Environmental and traffic managements

-

Other matters

*Chairperson

6.2.10 Maintenance Work during Contract Period The Contractor shall be responsible for the maintenance of the accomplished items of work during construction and until acceptance of the project.

General Maintenance during the Contract Period

Maintenance by DEO/DPWH

Maintenance by

CONTRACTOR

CONTRACTOR

Construction Period

Maintenance Liability Period

Possession of Site

Figure 6.14

Completion of Works

DEO/DPWH Maintenance

Final Taking Over

Maintenance Period

The Contractor shall maintain the pavement, shoulders, drainage systems, structures and road fixture provided in the Special Specifications and paid as “General Maintenance”, as follows: Pavement: *

Repair of potholes by bituminous mixtures

*

Grading and compaction of gravel surface

*

Crack sealing

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*

Watering on the existing road surface for dust control

*

Other work

Drainage: *

Removal of silted soil and debris from RC pipes and Box culverts

*

Removal of silted soil and debris from road side ditches and catch pits

*

Other works

Shoulder: *

Repair of potholes and grading

*

Vegetation control (grass cutting)

Road fixture： *

Temporary installation or repair of sign boards (warning and information)

*

Guard rails and blocks

*

Other fixtures

A road maintenance work, in general, should be performed for the comfort and safety of road users and minimizing further deterioration of the present road and/or keeping the road in good condition until acceptance of the project. TheMaintenance Engineer shall instruct, inspect and record the Contractor's maintenance activities. The Contractor shall also be obliged to maintain the project road during the maintenance liability period, which is one (1) year in general 1. For this purpose, the Maintenance Engineer or his representative shall conduct a joint periodic inspection with the Contractor.

Installation of Guide Blocks at Accident- Grading and Watering on the Existing Prone Section by Slope failure Project Road for Dust Control

Figure 6.15

Removal of A Overturned Truck from the Project Road for Public Safety

Contractor’s Maintenance Activities

6.2.11 Delay of Work and Action Plans (1)

Delay of Work The Contractor shall promptly give notice to the Engineer of probable future events

1

The Contractor has multi year maintenance responsibility in the case of Long-Term Performance Based Maintenance (LTPBM).

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Road Project Management and Supervision Manual Vol.1 Main Text

or circumstances which may adversely affect or delay the Works. The Engineer shall give notice to the Contractor to submit a revised program if; *

The actual progress is too slow to be completed within the time of completion, and/or

*

The progress has fallen (or will fall) behind the current program/schedule.

The revised program and supporting report shall include the revised methods which the Contractor proposes to adopt to increase work progress and complete within the time of completion. The Contractor shall adopt these revised methods, which may require the increased working hours and/or mobilization of additional resources including manpower, equipment and/or goods at his own risk and expense.

(2)

Slow Progress When there is a slow progress at a given point of time, the Contractor is to be reminded of DO No.102, Series of 1988 regarding the courses of actions to be taken by the Engineer whenever the Contract reaches a level of negative slippage as described below. Table 6.8 Stage

a.

Early Earning

Condition

The Contractor shall be given a warning and submit a “catch-up” program to eliminate the negative slippage. The Engineer shall provide close supervision and monitoring. The Contractor shall be given a second warning and submit detailed action program on two weeks basis to accelerate the execution of the Works. Furthermore, the Contractor shall be instructed to mobilize the additional inputs. The Engineer shall exercise closer supervision at every other week. The Contractor shall be issued a final warning. He shall provide a more detailed program of activities with weekly physical targets together with additional inputs. The Engineer shall intensity and evaluate the project performance at least once a week. The Employer shall initiate termination/rescission of the Contract or take-over of the remaining Works by administration or assignment to another Contractor/appropriate agency.

b.

ICU Stage

For negative slippage of ten (10%) percent

c.

Make or

For negative slippage of fifteen (15%) percent

Stage d.

Terminal Stage

Required Actions

For negative slippage of five (5%) percent

Stage

Break

Stages of Negative Slippage

For negative slippage beyond fifteen (15%) percent

The Engineer shall instruct the Contractor to submit a Catch-up program at the early warning stage. The catch up program must be supported by additional working hours (Sunday work, holiday work, night work, two shift work, etc), equipment and cash flows.

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6 - 32

Station 5+000 - 12+275, Sta 12+302 - 16+140

Base Course

Sta 12+302 - 16+140

Sta 0+056 - 10+000

Sta 12+302 - 16+140

Sta 12+302 - 16+140

Bit. Binder Course

PCCP, t = 300 mm thick

PCCP, t = 200 mm thick

Supporting Blocks

RCBC (17 Locations)

RCBC (17 Locations)

RCBC (17 Locations)

Reinforcing Steel, Grade 40

Structural Conc. Class A for Minor Structures

Lean Concrete

RCPC - 910mm diameter

Section 1

Section 1

Section 1

Section 1

Section 1

Section 1

Section 1

Catch Basin

Cleaning RCPC

Cleaning RCBC

Grouted Riprap - Minor Damaged & Roadway

Stone Masonry - Minor Damage & Roadway

Underdrain

Geotextile Filter Fabric

Masonry Lined Canal (Reblocking Area)

Dredging of Riverbed

Earthworks at Damaged Area No.1 & No.2 and Lutak Bridge

Source : PJHL / DPWH

250

150

7000

500

10000

200

4000

25,691,301.62

336,275.00

594,606.00

403,530.00

131,819.80

363,177.00

1,866,951.00

538,040.00

354,750.00

3,484,975.20

1,494,507.63

103,300.00

569,030.00

2,028,562.50

435,170.75

1,051,098.36

69,303.00

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

719,875.02

1,064,556.00

2,376,012.96

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

25,827.30

983,700.00

1,029,600.00

50,838.80

897,803.30

JUN

19.867% 5.625%

5.225% -4.581%

PROJECTED WORK SLIPPAGE (%)

Catch-up Program

-2.883%

22.750%

12.544% 17.125%

SCHEDULED MONTHLY ACCOMPLISHMENT (%)

7.323%

58,994,280.99

776,323.33

336,275.00

1,101,040.00

672,550.00

329,549.50

242,118.00

336,275.00

425,700.00

1,866,951.00

538,040.00

354,750.00

1,494,507.63

103,300.00

569,030.00

2,028,562.50

435,170.75

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

1,079,812.54

2,129,112.00

4,752,025.92

21,984,710.00

4,190,400.00

2,357,680.00

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

25,827.30

1,967,400.00

1,029,600.00

2,200,936.43

50,838.80

897,803.30

JUL

SCHEDULED CUMULATIVE ACCOMPLISHMENT (%)

*PROJECTED CUMULATIVE ACCOMPLISHMENT (%)

300,107,851.92

2,328,970.00

1,345,100.00

4,529,600.00

594,606.00

1,101,040.00

672,550.00

403,530.00

659,099.00

605,295.00

1,345,100.00

851,400.00

12,446,340.00

2,152,160.00

709,500.00

11,616,584.00

5,978,030.50

206,600.00

1,138,060.00

8,114,250.00

1,740,683.00

1,051,098.36

69,303.00

860,292.96

2,093,418.00

131,442.64

2,410,290.60

2,494,648.00

1,799,687.56

5,322,780.00

11,880,064.80

109,923,550.00

41,904,000.00

23,576,800.00

7,049,700.00

3,330,432.00

2,048,515.00

626,674.75

585,418.80

51,654.60

4,918,500.00

10,296,000.00

4,401,872.85

254,194.00

4,489,016.50

( Ph. Peso )

ESTIMATED AMOUNT

3.189%

Figure 6.16

m3

m3

m3

m3

m3

245

225

500

120

3000

800

100

2800

3965

1000

2000

3000

700

78

300

24

600

34

340

44200

388

5400

12060

67000

80000

40000

10500

5600

74900

2665

2040

180

25000

50000

21197.5

5

5

QUANTITY

PROJECTED MONTHLY ACCOMPLISHMENT (%)

TOTAL ESTIMATED AMOUNT

Stone Masonry, Riprap & Gabions

Gabions, Masonry & Underdrain

Embankment from Borrow

Crushed Agg. Base Course

Damaged Area No. 11

Other Damaged Areas

m3

Stone Masonry, Riprap & Gabions

Damaged Area No. 6

Damaged Area No.12

m3

Stone Masonry, Riprap & Gabions

Damaged Area No. 5

m3

m3

Stone Masonry, Riprap & Gabions

m3

Stone Masonry, Riprap & Gabions

Stone Masonry, Riprap & Gabions

Damaged Area No. 4

m3

Conc. Class A

m3

Stone Masonry, Riprap & Gabions l.m.

m3

Conc. Class A

Sheet Piles

l.m.

Sheet Piles

l.m.

m2

l.m.

m3

m3

ea.

l.m.

ea.

l.m.

m3

m3

kg

l.m

m2

m2

m2

m2

m2

m3

m3

m2

m3

Damaged Area No. 3

Damaged Area No. 2

Damaged Area No. 1

FLOOD CONTROL AND DRAINAGE

RCPC - 910mm diameter (26 Locations)

RCPC

DRAINAGE & SLOPE PROTECTION

Lutak Bridge

Steel Sheet Piles

BRIDGE CONSTRUCTION

Sta 12+302 - 16+140

Bit. Crack Relief Layer

SURFACE COURSES

Station 5+000 - 12+275, Sta 12+302 - 16+140

Subbase Course

SUBBASE AND BASE COURSE

Station 5+000 - 10+000, Sta 12+302 - 16+140

m3

RCBC (17 Locations)

Subgrade Preparation

m3

Station 1+100 - 1+220 (Riprap)

Structure Excavation - Roadway

RCPC - 910mm diameter (26 Locations)

m3

Pipe & Drain Excavation

m2

Station 5+000 - 8+800,Sta 8+800-12+275, DA 9 m3

Station 8+800 - 12+275

Station 5+000 - 8+800,Sta 8+800 - 12+275

mo.

mo.

UNIT

ESTIMATED QUANTITY

PROGRESS CATCH-UP PROGRAM, JUNE - OCTOBER 2007 (EXAMPLE)

Surplus Common Excavation - Roadway & DA 9

Removal of Existing Pavement

STATION LOCATION

Surplus Unclassified Excavat Surplus Unclassified

EARTHWORKS

General Road Maintenance

GENERAL REQUIREMENTS

Facilities for the Engineer

FACILITIES FOR THE ENGINEER

DESCRIPTION

Note: Computation based on major items only.

PART J

PART G

PART F

PART E

PART D

PART C

PART B

PART A

ITEM

-0.225%

28.646%

5.896%

28.421%

8.554%

68,908,362.36

776,323.33

336,275.00

905,920.00

197,729.70

336,275.00

425,700.00

538,040.00

1,494,507.63

2,028,562.50

435,170.75

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

2,129,112.00

4,752,025.92

21,984,710.00

12,571,200.00

7,073,040.00

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

1,967,400.00

3,088,800.00

2,200,936.43

50,838.80

897,803.30

AUG

2007

2.138%

33.500%

4.854%

35.638%

7.217%

58,141,378.31

776,323.33

336,275.00

1,811,840.00

336,275.00

538,040.00

1,494,507.63

2,028,562.50

435,170.75

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

21,984,710.00

12,571,200.00

7,073,040.00

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

3,088,800.00

50,838.80

897,803.30

SEPT

Most Critical Activity

37.25%

REMARKS

3.192%

38.553%

5.053%

Normal

Semi-critical

Critical

6.108% Legend: * Base on Actual Accomplishment 41.745%

49,202,352.67

1,811,840.00

336,275.00

21,984,710.00 Most Critical Activity

12,571,200.00 Most Critical Activity

7,073,040.00 Most Critical Activity

1,409,940.00

666,086.40

341,419.17

Most Critical Activity

2,059,200.00 Most Critical Activity

50,838.80

897,803.30

OCT

The Engineer shall assess the Contractor’s proposal and provide further advice and

instructions to assure that such program works well. The Engineer needs to establish a

closer inspection and quality control system for the catch-up program. Any extra cost for

the construction supervision, including overtime and holiday work allowances, shall be charged to the Contractor.

Road Project Management and Supervision Manual Vol.1 Main Text

(3)

Liquidated Damages If the Contractor fails to comply with the time for completion, he shall pay liquidated damages to the Implementing Office for this default. These damages shall not relieve the Contractor from his obligation to complete the Works, or from any other duties, obligations or responsibilities which he may have under the Contract. The Contractor shall pay liquidated damages to the Implementing Office at the rate stated in the Special Conditions of Contract for each day of delay. The total amount shall not exceed the amount defined in the SCC and this may be deducted from payments due to the Contractor. Once the cumulative amount reaches ten percent (10%) of the contract amount, the Implementing Office shall rescind the Contract, without prejudice to other courses of action and remedies open to it. (a)

For locally-funded project A liquidated damage is equivalent to an amount to be determined in accordance with the following formula until the work is completed and accepted or taken over by the Employer: n

TLD = VUUP = where: TLD VUUP

VUUP x [ (1+ OCC) - 1] x K TCP – VCUP = =

TCP VCUP

= =

OCC

=

n

=

K

= =

Total Liquidated Damages, in pesos value of the uncompleted and unusable portions of the contract work, as of the expiry date of the contract, in pesos Total Contract Price, in pesos value of the completed and usable portion of the contract work, as of the expiry date of the contract, in pesos prevailing opportunity cost of capital for government projects set by NEDA, which is currently pegged at 15% total number of days that the contract work is delayed after the expiry date of the contract adjustment factor to cover additional losses 1 + C + ( i x n)

where: C

=

I

=

cost of construction supervision as a percentage, not exceeding 10%, of construction cost annual inflation rate as defined by NEDA

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6 - 33

To be entitled to such liquidated damages, the Implementing Office does not have to prove that it has incurred actual damages. Such amount shall be deducted from any money due or which may become due the contractor under the contract and/or collect such liquidated damages from the retention money or other securities posted by the Contractor whichever is convenient to the Implementing Office. In case that the delay in the completion of the work exceeds a time duration equivalent to ten percent (10%) of the specified contract time plus any time extension duly granted to the Contractor, the Implementing Office may rescind the Contract, forfeit the Performance Security and takeover the prosecution of the project or award the same to a qualified Contractor through negotiated contract. In no case however, shall the total sum of liquidated damages exceed ten percent (10%) of the total contract price, in which event the Contract shall automatically be taken over by the DPWH or award the same to a qualified contractor through negotiation and the erring Contractor’s Performance Security shall be forfeited. (b)

For foreign-funded project The applicable liquidated damages is at least one tenth (1/10) of a percent of the cost of the unperformed portion for every day of delay in accordance with the GCC and the SCC. The maximum deduction shall be ten percent (10%) of the amount of the contract and the Implementing Office shall rescind the contract, without prejudice to other courses of action and remedies open to it.

6.2.12 Suspension of Works The Implementing Office shall have the authority to suspend the work wholly or partly by written order for such period as may be deemed necessary due to force majeure or any fortuitous events or for failure on the part of the Contractor to correct bad conditions which are unsafe for workers or for the general public, to carry out valid orders given by the Implementing Office or to perform any provisions of the Contract, or due to adjustment of plans to suit field conditions as found necessary during construction. The Contractor shall immediately comply with such order to suspend the work wholly or partly. The Contractor or its duly authorized representative shall have the right to suspend work operation on any or all projects/activities along the critical path of activities after fifteen (15) calendar days from date of receipt of written notice from the Engineer or equivalent officials, due to the following:

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Road Project Management and Supervision Manual Vol.1 Main Text

1)

There exist right-of-way problems which prohibit the Contractor from performing work in accordance with the approved construction schedule;

2)

Requisite construction plans which must be owner-furnished are not issued to the contractor precluding any work called for by such plans;

3)

Peace and order conditions make it extremely dangerous, if not possible, to work. However, this condition must be certified in writing by the Philippine National Police (PNP) station which has responsibility over the affected area and confirmed by the Department of Interior and Local Government (DILG) Regional Director;

4)

There is failure on the part of the Employer to deliver government-furnished materials and equipment as stipulated in the contract; and

5)

Delay in the payment of Contractor’s claim for progress billing beyond forty-five (45) calendar days from the time the Contractor’s claim has been certified to by Employer’s Representative.

6.2.13 Extension of Contract Time (1)

For Foreign-funded Projects through ICB Contract Time Extension is the allowable period for the Contractor to complete the Works in addition to the original completion date stated in the Contract. The Contractor shall be entitled subject to Contractor’s Claims, to an extension of the time for completion if that completion is or will be delayed by any of the following causes: (a) A variation or other substantial change in the quantity of an item of work included in the Contract; (b) A cause of delay giving an entitlement to extension of time; (c) Exceptionally adverse climatic conditions; (d) Unforeseeable shortages in the availability of personnel or goods caused by epidemic or governmental actions; and (e) Any delay, impediment or prevention caused by or attributable to the Implementing Office, its personnel or other Contractors. Delays caused by authorities will be applied in case of the following conditions: (a) The Contractor has diligently followed the procedures laid down by the relevant legally constituted public authorities in the country; (b) These authorities delay or disrupt the Contractor’s work; and (c) The delay or disruption was unforeseeable.

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6 - 35

If the Contractor considers himself to be entitled to an extension of the time for completion, he shall give notice to the Engineer in accordance with the Contractor’s Claims. When determining each extension of time under Contractor’s Claims, the Engineer shall review previous determinations and may increase, but shall not decrease, the total extension of time. (2)

For Locally-funded project thru LCB Should the amount of additional work of any kind or other special circumstances of any kind whatsoever occur to fairly entitle the Contractor to an extension of contract time, the Engineer shall evaluate and determine the amount of such extension on the Contractor’s claim. Upon receipt of full and detailed particulars, the Engineer shall examine the facts and extent of the delay and shall extend the contract time of completing the contract work when, in the Engineer’s opinion, the findings of facts justify an extension. No extension of contract time shall be granted the Contractor due to (a) ordinary unfavorable weather conditions and (b) inexcusable failure or negligence of the Contractor to provide the required equipment, supplies or materials. Extension of contract time may be granted only when the affected activities fall on the critical path of the Pert/CPM network. No extension of contract time shall be granted when the reason given to support the request for extension was already considered in the original contract time. Extension of contract time shall be granted for: *

rainy/unworkable days considered unfavorable for the prosecution of the works at the site based on the actual conditions obtained at the site, in excess of the number of rainy/unworkable days pre-determined by the Engineer in relation to the original contract time;

*

equivalent period of delay due to major calamities such as exceptionally destructive typhoons, floods,earthquakes and epidemics;

*

causes such as non-delivery on time of materials, working drawings, or written information to be furnished by the Engineer;

*

non-acquisition of permit to enter private properties within the right-of-way resulting in complete construction activities; and

*

other meritorious causes as determined by the Engineer and approved by the Implementing Office.

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Road Project Management and Supervision Manual Vol.1 Main Text

Shortage of construction materials, general labor strikes, and peace and order problems that disrupt construction operations through no fault of the Contractor may be considered as additional grounds for extension of contract time provided they are publicly felt and certified by appropriate government agencies.

6.2.14 Termination of Contract (1)

Termination for Default of Contractor The Employer shall terminate the Contract for default when any of the following conditions attend its implementation: *

Due to the Contractor’s fault and while the project is on-going, it has incurred negative slippage of fifteen percent (15%) or more in accordance with Presidential Decree 1870 regardless of whether or not previous warnings and notices have been issued for the Contractor to improve his performance;

*

Due to his own fault and after the Contract time has expired, the Contractor incurs delay of ten percent (10%) or more in the completion of the Work after the Contract has expired; and

*

The Contractor: 1)

abandons the contract Works, refuses or fails to comply with a valid instruction of the Engineer or fails to proceed expeditiously and without delay despite a written notice by the Engineer;

2)

does not actually have on the project site the minimum essential equipment listed on the Bid necessary to prosecute the Works in accordance with the approved Program of Work and equipment deployment schedule as required for the project;

3)

does not execute the Works in accordance with the Contract or persistently or flagrantly neglects to carry out its obligations under the Contract;

4)

neglects or refuses to remove materials or to perform a new work that has been rejected as defective or unsuitable; and

5)

sublets any part of the Contract without approval by the authorized DPWH officials.

All materials on site, plant, equipment and works shall be deemed to be the property of the Implementing Office if the Contract is rescinded because of the Contractor’s default. (2)

Termination for Default of the Employer The Contractor may terminate the Contract with the Implementing Office (IO) if the works are completely stopped for a continuous period of at least sixty (60) calendar

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6 - 37

days ,through no fault of his own, due to any of the following reasons: 1)

Failure of the IO to deliver, within a reasonable time, supplies materials, right-of-way, or other items it is obligated to furnish under the terms of the Contract; and

2)

The prosecution of the Work is disrupted by adverse peace and order situation as certified by the Armed Forces of the Philippines Provincial Commander and approved by the Secretary of National Defense.

(3)

Termination for Other Causes The IO may terminate the Contract, in whole or in part, at any time for its convenience. The Implementing Office or the Contractor may terminate the Contract if the other party causes a fundamental breach of Contract, including: 1)

The Contractor stops work for twenty eight (28) days when no stoppage of work is shown on the Program of Work and the stoppage has not been authorized by the ;

2)

The Engineer instructs the Contractor to delay the progress of the Works and the instruction is not withdrawn within twenty eight (28) days;

3)

The IO shall terminate the Contract if the Contractor is declared bankrupt or insolvent as determined with finality by a court of competent jurisdiction;

4)

A payment certified by the Engineer is not paid to the Contractor within eighty four (84) days from the date of the certificate;

5)

The Engineer gives notice that failure to correct a particular defect is a fundamental breach of Contract and the Contractor fails to correct it within a reasonable period of time determined;

6)

The Contractor does not maintain a Security, which is required;

7)

The Contractor has delayed the completion of the Works by the number of days for which the maximum amount of liquidated damages can be paid; and

8)

In case it is determined prima facie by the IO that the Contractor has engaged, before or during the implementation of the contract, in unlawful deeds and behaviors relative to contract acquisition and implementation, such as, but not limited to, the following: *

corrupt, fraudulent, collusive and coercive practices

*

drawing up or using forged documents

*

using adulterated materials, means or methods, or engaging in production contrary to rules of science or the trade

* (4)

any other act analogous to the foregoing.

Termination for Convenience (RA 9184 Section 3.1) The funding source or the IO, as appropriate, will seek to impose the maximum civil, administrative and/or criminal penalties available under the applicable law on

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Road Project Management and Supervision Manual Vol.1 Main Text

individuals and organizations deemed to be involved with corrupt, fraudulent, or coercive practices. If the Contract is terminated, the Contractor shall stop work immediately, make the site safe, secure and leave as soon as reasonably possible.

6.3 Cost Management (1)

Outline Cost management is the management process and efforts of the Engineer for increasing the values (quality) of the works and completion of the project within the budget. Cost management, as one of the key elements for the project management, is a series of activities through planning, detailed engineering, bidding and implementation (See Figure 5.7). As cost overrun is very common, every effort should be made through good project implementation. The cost management is a non-compromised routine work carried out on a daily, weekly and monthly basis with the cooperation of all involved in the project. The Engineer shall carry out the following activities: *

Control or see to it that works are executed in accordance with the plans and specifications;

*

Check interim (monthly) statement on financial aspects (budget);

*

Monitor scope of work, quantities and cost which may increase by item, especially for major pay items;

*

Take appropriate precautions and actions to avoid cost overrun;

*

Conduct value engineering techniques to reduce the cost; and

*

Evaluate the Contractor’s Claims at earliest time and identify effect on the project cost.

Road Project Management and Supervision Manual Vol.1 Main Text

6 - 39

C 1.50m 0.50m 0.50m

0.50m

6.70m 6.10m (Existing Road Width)

0.30m Widening

3.0%

2.0%

0.30m Widening 2.0%

2.00m

3.0%

MFWL

1.0 5.00m

1.5

1.00m 0.60m

W=6.0-7.0m

2.00 3.00m

2.00m

Selected Embankment (River Gravel)

Grouted Riprap T=300mm

RC Class A

Stone Masonry

River Bed 2.00m Gabion 0.5 x 1.0 x 3.0m

Steel Sheet Pile L=6m Type II

Geotextile Fabric

N o C o s t O ve rru n

Planning & Budgeting

Quantity & Finance Management

Bidding

Detailed Engineering Design

Establishment of Approved Budget for Contract

Work Volume (Bills of Quantities) Price Negotiation & Contract

Establishment of Unit Prices

C o m p le tio n w ith in th e B u d g e t or Le a s t C o s t O ve rru n

Cost, Price & Productivity Database

P Currency Factor (FC & LC)

Equipment

Materials

Labor

Project Implementation (Cost Management)

Figure 6.17 (2)

Project Completion

Cost and Financial Management

Types of Payment Payments are classified as follows: *

Advance Payment;

*

Monthly Progress Payment;

*

Final Payment;

*

Release of Retention; and

*

Others.

The Contractor shall submit a statement of payment in accordance with the conditions of the Contract. The Implementing Office shall verify and pay the Contractor within the specified time.

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Road Project Management and Supervision Manual Vol.1 Main Text

Table 6.9

Types of Payments

FIDIC GCC (MDG Edition) Clause

DPWH GCC (Annex B, Volume 3)

Title

Clause

Title

14

Contract Price and Payment

38

Advance payment

14.2

Advance Payment

39

Progress Payment (Monthly Payment)

14.3

Application for Interim Payment

40

Payment Certificate

14.4

Schedule of Payment

41

Retention

14.5

Plant and Materials for the Works

45

Payment on Termination

14.6

Issue of Interim Payment Certificate

14.7

Payment

14.8

Delayed Payment

14.9

Payment of Retention Money

14.10

Statement of Completion

14.11

Application for Final Payment Certificate

14.12

Discharge

14.13

Issue of Final Payment Certificate

14.14

Cessation of Employer’s Liability

14.15 (3)

Currencies of Payment

Guidelines for Payments The following guidelines shall be referred to for verification and processing of claim and payment of civil works. Table 6.10

Payment Guidelines

Title - Guidelines to Implementing Office for Processing Claims for

Date Issued January 5, 2001

Payment (District and Regional Offices) for Civil Works Contract - Guidelines to Implementing Office for Processing Claims for

January 5, 2001

Payment (Project Management Offices) for Civil Works Contract

Road Project Management and Supervision Manual Vol.1 Main Text

6 - 41

(4)

Financing Schedule The Engineer shall request the Contractor to submit a payment schedule at quarterly basis for disbursement estimate by funding source and currency. The payment schedule shall correspond to the work schedule and taking into account payment for advance mobilization and retention deduction. The financing schedule shall be reviewed at every quarter taking the latest progress into account.

6.3.1

Advance Payment

At the request of the Contractor, the Implementing Office will make an interest-free advance payment and to the Contractor in a lump sum amount not exceeding 15% of the total contract price, or as stipulated in the Conditions of Contract. The Engineer will issue an Interim Payment Certificate for advance payment or its first installment after receiving: *

Performance Security;

*

A bank guarantee or surety bond, acceptable to the Implementing Office in amounts and currencies equal to the advance payment; and

*

Such guarantee remains effective until the advance payment has been completely repaid by the Contractor.

In DPWH’s practice, advance payment is divided into two installments; the first 7.5% as mentioned above and the remaining 7.5% at the completion of mobilization of minimum required equipment. The advance mobilization payment shall be repaid by way of deduction from the interim payments in consonance with the method stipulated in the Contract. Table 6.12 illustrates the necessary actions and supporting documents for advance payment.

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Road Project Management and Supervision Manual Vol.1 Main Text

Table 6.11

Actions and Supporting Documents for Advance Payment (Regional and District Offices)

Step

Necessary Actions and Supporting Documents First Release

Second Release

1

Check the following: 1. Background Information / Executive Summary 2. Billing Summary 3. Letter-Request of Contractor 4. Disbursement Voucher 5. Irrevocable standby letter of credit, bank guarantee or a surety bond plus verification from SAC 6. Copy of approved contract 7. Notice to Proceed 8. Resolution of Award 9. Transmittal of contract documents to COA 10. Certificate of Availability of Fund

Check the following: 1. Pictures 2. List of Minimum Required Equipment 3 Certification of Full Mobilization of Required Minimum Equipment

2

Verify Letter-Request of Contractor

3

If the above documents are incomplete and/or inaccurate, return the billing to the Contractor for correction If all documents are complete and accurate, the Implementing Office recommends for the processing of the payment Implementing Office provide Certified True Copy of the following documents: Special Action Committee Verification of List of Minimum Advance Payment Security or Performance Required Equipment Security Resolution of Award Transmittal of contract documents to COA Certificate of Availability of Fund Copy of Approved Contract Copy of Notice to Proceed

4 5

6

The billing documents must have appropriate approvals before submitting them to Accounting for processing of payment

Source: Guidelines to Implementing Office for Processing Claims for Payment (District and Regional Offices) for Civil Works Contract.

Road Project Management and Supervision Manual Vol.1 Main Text

6 - 43

6.3.2

Interim Payment

The Contractor shall submit a monthly request for payment for work accomplished. The request for payment shall be verified and certified by the Engineer. The procedure, necessary actions and supporting documents are described below. Table 6.12

Payment Procedure

Foreign-funded Projects -

-

Locally-funded Projects

The Contractor shall submit each month

-

to the Engineer a billing statement

submit a request for payment for Work

supported with documents.

accomplished

The Statement shall include the

-

estimated value of the accomplished Work, Plant and materials on site ( if -

Once a month, the Contractor may

The Implementing Office shall verify and certify it.

-

Materials and equipment delivered on the

stipulated in the SCC).

site but not completely put in place shall

The Engineer shall verify and submit to

not be included for payment, except as

the Implementing Office for payment

otherwise stipulated in the SCC.

within 28 days from receipt. -

The payment shall be made within 56 days from receipt of the Engineer.

-

In the event of the failure of the Employer to make payment within the said period, the Employer needs to pay interest to the Contractor. Table 6.14 illustrates the necessary actions and supporting documents for interim

payment.

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Road Project Management and Supervision Manual Vol.1 Main Text

Table 6.13

Actions and Supporting Documents Required for Interim Payment (Regional and District Offices)

Step 1

2

3 4 5

Action and Support Documents for Progress Payment Check the following submitted billing and documents: 1. Background Information / Executive Summary 2. Billing Summary 3. Letter-Request of Contractor 4. Certification 5. Disbursement Voucher 6. Monthly Certification of Payment 7. Statement of Work Accomplished 8. Statement of Time Elapsed 9. Contractor’s Affidavit 10. Certificate of Clearance on Labour and Materials Payment 11. Certification of Clearance for Equipment Rentals and/or Lease 12. Support Pictures 13. Request of Payment of Contractors (Material on Site) 14. Certification of Materials Quality Test (Materials on Site) 15. Manufacture’s Certificate (Materials on Site) 16. Official Receipts 17. Change Order/Supplemental Agreement/Time Extensions/Suspension and Resume Orders, if applicable 18. Back-up Computations 19. Statement of Materials on Site 20. Security to cover the Release of Materials on Hand in the Form of Letter of Credit/Bank Guarantee (Materials on Site) plus verification from SAC 21. Performance Security in the form of Letter of Credit, Bank Guarantee or Surety Bond (Materials on Site) plus verification from SAC 22. BIR Form No. 2550 M – VAT Declaration 23. BIR Form No. 750-V-1 (Certificate of VAT withheld on Government Payment (RA 7649) 24. BIR Form No. 1743 - 750 (Certificate of Creditable Taxes withheld at Source) Verify the following documents for accuracy Statement of Materials on Site Request for Payment of Contractor Back-up Computation Statement of Work Accomplished Monthly Certificate of Payment Statement of Time Elapsed Contractor’s Affidavit If the above documents are incomplete and/or inaccurate, return the billing to the Contractor for correction If all documents are complete and accurate, the Implementing Office prepares forms for processing forward Implementing Office provide Certified True Copy of the following documents: Special Action Committee Verification of Surety Bond (Materials on Site) Special Action Committee Verification of Security to cover the Release of Materials on Site Special Action Committee Verification of Performance Bond Special Action Committee Verification of All Risk Insurance Comment of DBM Re; purchase of vehicles and equipment

6

The billing documents must have appropriate approvals before submitting them to the Accounting for processing of payment Source: Guidelines to Implementing Office for Processing Claims for Payment (District and Regional Offices) for Civil Works Contract

Road Project Management and Supervision Manual Vol.1 Main Text

6 - 45

The details of procedures and required documents together with examples are given in the DPWH payment guidelines.

6.3.3

Payment of Materials on Site

Materials delivered on site but not completely put in place can be paid so as to help the financial condition of the Contractor. However, payment of such can only be made if this is specified in the Contract. The Contractor shall request in writing for the evaluation and approval of the Implementing Office. The materials shall have satisfactorily passed the required quality tests. The payment shall be up to a maximum of seventy percent (70%) of the invoiced cost of materials or seventy percent (70%) of the Bid price of the work item which these materials shall be incorporated, whichever is lower, and the quantity shall not exceed the requirements of the Contract. The Contractor shall post an Irrevocable Letter of Credit in favor of the Implementing Office or Bank Guarantee from a reputable bank acceptable to the Implementing Office in the amount equivalent to the partial payment applied for. The partial payment shall be fully deducted from the Contractor’s next interim payment without prejudice to his submitting another written request for partial payment with similar conditions mentioned above.

6.3.4

Disbursement Estimate and Monitoring of Payment

The Engineer shall make disbursement schedule for the whole contract period which shall include advance payment, progress payment and release of retention. The schedule should be reviewed every quarter. The progress of the payment shall be monitored in order that the Contractor can receive such payment within the specified time since any delay in the payment will cause cash flow problems and delay of works especially for small and medium category Contractors. The Contractor shall be entitled to receive interest on the unpaid amount in accordance with the Contract.

6.3.5

Cost Reduction

For PCCP not meeting the criteria for acceptance for strength and/or thickness (Taken from the DPWH Standard Specifications for Highways, Bridges and Airports, Vol. II 2013 Edtion) (1)

Strength Deficiency The PCCP is considered to have met the minimum strength requirements if the flexural strength obtained after fourteen (14) days is not less than 3.58 MPa (550psi) when tested by third point method or 4.5 MPa (650 psi) when tested by mid-point

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Road Project Management and Supervision Manual Vol.1 Main Text

method in accordance with AASHTO T97 and T177, respectively; or a compressive strength of 24.1MPa (3500psi) for cores taken at fourteen (14) days and tested in accordance with AASHTO T24. The strength level of the concrete will be considered satisfactory if the averages of all sets of three (3) consecutive test results equal or exceed the specified strength, f'c and no individual test result is deficient by more than 15% of the specified strength, f'c. Concrete deemed to be not acceptable using the above criteria maybe rejected unless the Contractor can provide evidence, by means of core tests, that the quality of concrete represented by failed test results is acceptable in place. At least three (3) representative cores shall be taken from each member or area of concrete in place that is considered deficient. The location of core shall be determined by the Engineer so that there will be a least impairment of strength of the structure. The obtaining and testing of drilled cores shall be in accordance with AASHTO T24. Concrete in the area represented by the cores will be considered adequate if the average strength of the cores is equal to at least 85% of, and if no single core is less than 75%, the specified strength, fc. If the strength of control specimens does not meet the requirement of this subsection, and it not feasible or not advisable to obtain cores from the structure due to structural considerations, payment of the concrete will be made at an adjusted price due to strength deficiency of concrete specimens as specified hereunder: Table 6.14

(2)

Cost Reduction due to Deficiency in Strength

Deficiency in strength of concrete

Percent (%) of Contract

specimens, Percent (%)

Price Allowed

Less than 5

100

5 to less than 10

80

10 to less than 15

70

15 to less than 20

60

20 to less than 25

50

25 or more

0

Thickness Deficiency The thickness of the pavement will be determined by measurement of cores from the completed pavement in accordance with AASHTO T 148. The completed pavement shall be accepted on a lot basis. A lot shall be considered as 1000 linear meters of pavement when a single traffic lane is poured or 500 linear

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meters when two (2) lanes are poured concurrently. The last unit in each slab constitutes a lot in itself when its length is at least ½ of the normal lot length. If the length of the last unit is shorter than ½ of the normal lot length, it shall be included in the previous lot. Other areas such as intersections, entrances, crossovers, ramps, etc., will be grouped together to form a lot. Small irregular areas may be included with other unit area to form a lot. Each lot will be divided into five (5) equal segments and one, core will be obtained from each segment in accordance with AASHTO T 24.

It is the intent of the Specification that the pavement has a uniform thickness as called for in the Plans for the average of each lot as defined. After the pavement has met all surface smoothness requirements, cores for thickness measurements will be taken. In calculating the average thickness of the pavement, individual measurements which are in excess of the specified thickness by more than 5 mm will be considered as the specified thickness plus 5 mm and measurement which are less than the specified thickness by more than 25 mm shall not be included in the average. When the average thickness for the lot is deficient, the contract unit price will be adjusted for thickness. Individual areas within a segment found deficient in thickness by more than 25 mm shall be evaluated by the Engineer, and if in his judgment, the deficient areas warrant removal, they shall be removed and replaced by the contractor with payment of the specified thickness at his entire expense. However, if the evaluation of the Engineer is that the deficient area should not be removed and replaced such area will not be paid. When the measurement of any core is less than the specified thickness by more than 25 mm, the actual thickness of the pavement in this area will be determined by taking additional cores at no less than 5m intervals parallel to the center line in each direction from the affected location until a core is found in each direction, which is not deficient in thickness by more than 25 mm. The area of slab for which no pavement will be made shall be the product of the paving width multiplied by the distant along the center of the road between transverse sections found not deficient in thickness by more than25 mm. The thickness of the remainder of the segment to be used to get the average thickness of each lot shall be determined by taking the average thickness of additional cores which are not deficient by more than 25 mm.

When the average thickness of the pavement per lot is deficient, payment for the lot

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shall be adjusted as follows: Table 6.15

6.3.6 (1)

Cost Reduction due to Deficiency in Thickness

Deficiency in Average

Percent (%) of Contract

Thickness per Lot (mm)

Price per Lot

0 to 5

100% payment

6 to 10

95% payment

11 to 15

85% payment

16 to 20

70% payment

21 to 25

50% payment

More than 25

Remove and replace/no payment

Price Adjustments Locally-funded Projects Except for extraordinary circumstances as determined by National Economic and

Development Authority (NEDA) and approved by the GPPB, no price adjustment shall be allowed unless otherwise specified in the SCC. (2)

Foreign-funded Projects "Adjustments for Changes in Cost" of the GCC shall be applied, if provided in the Contract, with its details as indicated in the SCC. The amounts payable to the Contractor shall be adjusted per rise or fall in the cost of labour, goods and other inputs to the Works, by the addition or deduction of the amounts determined by the hereunder listed formula as prescribed in the Contract.

where, Pn

is the adjustment multiplier to be applied to the estimated contract value in the relevant currency of the work carried out in period “n”, this period being a month unless otherwise stated in the SCC.

a

is a fixed coefficient, stated in the relevant table of adjustment data, representing the non-adjustable portion in contractual payments.

b, c, d

are coefficients representing the estimated proportion of each cost element related to the execution of the Works, as stated in the relevant table of adjustment data; such tabulated cost elements may be indicative of resources such as labour, equipment and materials.

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Ln, En, Mn are the current cost indices or reference prices for period “n”, expressed in the relevant currency of payment, each of which is applicable to the relevant tabulated cost element on the date 49 days prior to the last day of the period (to which the particular Payment Certificate relates). Lo, Eo, Mo are the base cost indices or reference prices, expressed in the relevant currency of payment, each of which is applicable to the relevant tabulated cost element on the Base Date. If the Contractor fails to complete the Works within the Time for Completion, adjustment of prices thereafter shall be made using either (i) each index or price applicable on the date 49 days prior to the expiry of the Time for Completion of the Works, or (ii) the current index or price: whichever is more favorable to the Employer. The Contract Price shall be adjusted to take account of any increase or decrease in Cost resulting from a change in the Laws of the Country (including the introduction of new Laws and the repeal or modification of existing Laws) or in the judicial or official governmental interpretation of such Laws, made after the Base Date, which affect the Contractor in the performance of obligations under the Contract. The Implementing Office shall adjust the Contract Price if taxes, duties, and other levies are changed within the period between twenty eight (28) days before the submission of Bids for the Contract and the date of the last Completion certificate. The adjustment shall be the change in the amount of tax payable by the Contractor, provided such changes are not already reflected in the Contract Price.

6.3.7 (1)

Provisional Sum and Daywork Provisional Sum Provisional Sum means a sum included in the Contract and so designated in the

BOQ for the execution of any part of the Works or for the supply of goods, materials, plant or services. Each Provisional Sum shall only be used, in whole or in part, in accordance with the Engineer’s instructions and the Contract Price shall be adjusted accordingly. The total sum paid to the Contractor shall include only such amounts, for the work, supplies or services to which the Provisional Sum relates, as the Engineer shall have instructed. Provisional Sum may be used to facilitate budgetary approval of Variation Orders without need to seek additional budget. Provisional Sum shall not exceed 3% of the project cost in general. The Provisional Sum may be also used for the execution of additional works beyond the limit of Dayworks.

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Works executed under the Provisional Sum shall be valued at the rates or prices set out at the BOQ or as determined by the Engineer. The Contractor shall submit, when required by the Engineer, produce quotations, invoices, vouchers and accounts or receipts in substantiation. (2)

Daywork For work of a minor or incidental nature, The Engineer may instruct that a Variation shall be executed on a daywork basis. The work shall then be valued in accordance with the Daywork Schedule (unit price of labour by classification, material and equipment) included in the Contract. Before ordering goods for the work, the Contractor shall submit quotations to the Engineer. When applying for payment, the Contractor shall submit invoices, vouchers and accounts or receipts for any goods. The Contractor shall deliver each day to the Engineer accurate statements in duplicate which shall include the following details of the resources used in executing the previous day’s work: (a) The names, occupations and time of Contractor’s personnel; (b) The identification, type and time of Contractor’s equipment and temporary Works; and (c) The quantities and types of plant and materials used. One copy of each statement will be signed by the Engineer and returned to the Contractor. The Contractor shall then submit priced statements of these resources to the Engineer, prior to their inclusion in the next statement. Daywork shall not be executed without written order of the Engineer.

The

Contractor will be paid for daywork at the rates set down in the schedule. All profits, overheads and other costs must be included in the rates as incidental to the performance of daywork.

6.3.8

Claims

The word “Claim” is defined in the context of FIDIC Conditions of Contract as “the Contractor makes formal demands for his due in writing”. The demands are either claim for additional payment or time extension. Some situations which may give rise to claims are as follows: *

disputes over quantities

*

applicability of items in the Bill Of Quantities (BOQ)

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*

new items

*

actions of a nominated sub-contractor

*

Specification interpretation

*

remedies

*

delay of issue of drawings or instructions

*

delay in approval

*

suspension of work

*

variation and valuation of variations

*

delay in payment

*

acceleration

*

failure to give possession of site due to delay of ROW acquisition

*

adverse physical obstructions or condition

*

adverse weather condition (rain, flood)

If the Contractor considers himself to be entitled to any extension of time for completion and/or any additional payment, under any Clause of the GCC, the SCC or otherwise in connection with the Contract, the Contractor shall give notice to the Engineer describing the event or circumstance giving rise to the claim. The notice shall be given as soon practicable as and not later than 28 days after the Contractor became aware, or should have become aware, of the event or circumstance. The Contractor shall keep such contemporary records as may be necessary to substantiate any claim acceptable to the Engineer. Without admitting the Implementing Office’ liability, the Engineer may, after receiving any notice for claim, monitor the record-keeping and/or instruct the Contractor to keep further contemporary records. The Contractor shall permit the Engineer to inspect all these records, and shall (if instructed) submit copies to the Engineer. The Contractor shall send to the Engineer a fully detailed claim which includes full supporting particulars of the basis of the claim and of the extension of time and/or additional payment claimed. If the event or circumstance giving rise to the claim has a continuing effect: (a) This fully detailed claim shall be considered as interim; (b) The Contractor shall send further interim claims at monthly intervals, giving the accumulated delay and/or amount claimed, and such further particulars as the Engineer may reasonably require; and (c) The Contractor shall send a final claim within 28 days after the end of the effects resulting from the event or circumstance.

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The Engineer shall respond with approval or with disapproval and detailed comments based on his evaluation. He may also request any necessary further particulars, but shall nevertheless give his response on the principles of the claim. The Engineer shall proceed to agree or determine (i) the extension of the Time for Completion and/or (ii) the additional payment to which the Contractor is entitled under the Contract. The unit price analysis submitted by the Contractor at his bid will be one of the most important data for cost claim evaluation. Table 6.15 illustrates Contractor’s Claim for Time Extension due to delayed payment. Table 6.16

Contractor’s Claim for Time Extension Date of Full Payment (Evaluation):

19-Aug-05

Computation of Time Extension due to Delayed Payment Progress Billing No.1:

Billing Period: From Date of Certification: Date of Payment:

Feb.

Mar.

Apr.

11-Nov-04 1-Apr-05 FC ($): 60%

FC (P): 40%

YEAR 2005 May

Jun.

- 25-Feb-05 11-Nov-04 Billing Period)

25-Feb-05

To

GOP: 10%

(Not yet paid)

Jul.

Aug.

End of R.P./ Start of Time Extension 13-Jun-05

* Date of Certification 1-Apr-05 TDPP 0 c.days

Date of Evaluation 19-Aug-05

Proposed TE 54 c.days

TDPS 13 c.days

Time Extension (TE) 67 c.days

Reglamentary Period (RP)

73 c.days

Total Time Duration (TTD) = 140 c.days

1. 2. 3.

TTD = From Reglamentary Period (RP) TE =

1-Apr-05 = TTD-RP =

Note: Period covered by TE: From

To 45 + 28 140

19-Aug-05 = 73

13-Jun-05

To

=

140

c.days

73 c.days =

67 c.days

19-Aug-05 (as of the evaluation date)

Reduction of Time Extension (TE) A.

TDPP - Time Duration due to Partial Payment (Billing No.19 a). Contract Breakdown Foreign Component (JBIC) : FC (US$) : FC (P) GOP : LC (P) b). Date of Partial Payment received: As of Foreign Component (JBIC) : FC (US$) : FC (P) GOP : TDPP a. b.

B.

= = = =

50% 40% 10% 19-Aug-05 0% 0% 0%

TE x % of partila payment 67 days x 67 days x 67 days x

0% 0% 0%

Not yet received. Not yet received. Not yet received. = = = Total = TDPP =

-

cal.days cal.days cal.days cal.days cal.days

TDPS : Time Duration during where the Contractor slowed down the rate of work due to delay in payment Month

Workable Days

Slow-Down Rate a) Actual Accomplishment (during partial suspension)

Equivalent Workable Days

b) Sched. Accomplishment

(1) Jun.'05 Jul.'05 Aug.'05

Notes:

TDPS

(2) 18

(3) (4) 1.173% 4.04 5.225% 19 1.153% 3.89 5.625% 21 0.868% 5.04 3.614% 95%)

9.

Approved Statement of Work Accomplished (latest)

10. Quality Control Logbook, Quality Contorl Assurance Certificate 11. Monthly Materials Report 12. Others as maybe required.

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9-1

9.2.2 Participants for the Final Inspection for Completion The final inspection shall be participated in by representatives as shown in Table 9.1. Table 9.1

Composition of Inspectorate Team

Project undertaken by Central Office and PMO

Composition* Quality Assurance Unit (QAU) Member 

Bureau of Research and Standards (BRS)



Bureau of Design (BOD)



Bureau of Construction (BOC)



Bureau of Maintenance (BOM)

Non-QAU Member  Regional Office

Quality Assurance Unit (QAU) Member 

Planning and Design Division



Construction Division



Maintenance Division

  District Engineering Office

Implementing Unit

QualityAssurance Division Implementing Unit

District Inspectorate Team 

Planning and Design Section



Construction Section



Maintenance Section

 

Quality AssuranceSection Implementing Unit

*One(1) representative from each office

The Inspectorate Team shall prepare and submit to the Implementing Office the Final Inspection for Completion Report containing its findings and corresponding recommendations, and the duration of rectification works. The Implementing Office shall notify and require the Contractor, at his own expense, to do the rectification works within the prescribed duration from the date of notification.

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The figure below illustrates activities undertaken specifically during completion stage. Certificate of Completion

Implementing Office - PMO Defects Liability Period

Construction Period Substantial Completion (95% of the Contract Amount) Joint Preliminary Inspection of I.O. & Contractors Rep.

Inspection by QAUCentral Office

Remedial Work by Contractor

Maintenance by Contractor (365 days)

Remedial Work by Contractor

Certificate of Completion

Implementing Office - Regional Office Defects Liability Period

Construction Period Substantial Completion (95% of the Contract Amount) Joint Preliminary Inspection of QAUR.O. & Contractors Rep.

Inspection by 4 - Division Chiefs + 1 Implementing Unit Representative

Remedial Work by Contractor

Maintenance by Contractor (365 days)

Remedial Work by Contractor

Certificate of Completion

Implementing Office - District Engineering Office Defects Liability Period

Construction Period Substantial Completion (95% of the Contract Amount) Joint Preliminary Inspection of DEO rep. & Contractors Rep.

Figure 9.1

Inspection by 4 - Section Chiefs + 1 Implementing Unit Representative

Remedial Work by Contractor

Maintenance by Contractor (365 days)

Remedial Work by Contractor

Activities undertaken during completion stage

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9.2.3 Remedial Works The remedial works by the Contractor shall be monitored and supervised by the Engineer who shall certify the correctness of the applied methodologies and shall recommend issuance of Certificate of Completion for the project. Remedial works shall be completed within the approved contract time otherwise, provisions for liquidated damages shall be applied.

9.3 Issuance of Certificate of Completion The Contractor shall request to the Implementing Office for the issuance of Certificate of Completion. The certificate shall be issued if: 1)

All defects/deficiencies (as per Inspectorate Team’s Final Inspection for Completion Report) have been rectified by the Contractor to the satisfaction of the Engineer;

2)

There are no pending Third Party Claims against the Contractor.

The Implementing Office shall take over the project within seven (7) days from the date of issuance of Certificate of Completion.

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Contract Period

Warranty Period Defects Liability Period

Construction Period

Maintenance by Contractor Commencement of Works

Certificate of

Certificate of Acceptance

Completion

Contractor requests for final acceptance to the Implementing Office after defects liability period of the Project.

Contractor requests for final inspection to the Implementing Office upon completion of the Project.

The Implementing Office endorses requests of the Contractor to the designated inspectorate team for a joint final inspection of the project.

The Implementing Office informs / coordinates with the Consultant for final inspection of project.

D.O.No.53 & 81, Series of 1995

INSPECTORATE TEAM

Documentation (Check & Evaluation)

Ocular - Checking compliance of materials quality and quantity per approved plans and specifications - Checking workmanship - Verification per As-built Plan

BRS QAU

BOC QAU

MQCH Div. MQCH Sec.

Const. Div. Const. Sec.

BOM QAU

Imp. Office

Planning Maint. Des. Div. Div. Planning Maint. Sec. Sec.

Imp. Unit Imp. Unit

Checking / evaluation of the following project documents:

Actual Inspection

Preparation and Submission of Final Inspection Report of completion (or Acceptance Report ) to the Implementing Office

Institution of Corrective Measures on Defects and Deficiencies

- Approved Contracts - Approved Plans and Specifications - Approved Change Orders, variation Orders, Extra Work Orders and Supplemental Agreements - Approved Final Statement of Work Accomplished - Inspection Reports (Punch List of defects / deficiencies) - Quality Control and Materials Reports - Approved As-built Plan

- The report shall contain findings and corresponding recommendations. - The report shall be ubmitted to the Implementing Office duly signed by the Inspection Team.

The Implementing Office shall require the contractor to institute corrective measures on the noted effects / deficiencies as per recommendation of the Inspection Team.

The Certificate of Project Completion shall be issued by the Head of Implementing Office after all the defects / deficiencies have been corrected at the contractor's own expense.

Issuance of Certificate of Project Completion

BOD QAU

Issuance of Certificate of Acceptance

Source: BRS / DPWH, Dec.1995

Figure 9.2

Flowchart of Activities Relative to the Issuances of Certificates of Completion and Acceptance

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9-5

9.4 Final Payment Within 84 days upon receipt of the Taking-Over Certificate for the Works, the Contractor shall submit to the Engineer a draft final billing statement with supporting documents showing: (a) The value of all work done in accordance with the Contract up to the date stated in the Taking-Over Certificate for the Works; (b) Any further sums which the Contractor considers to be due; and (c) An estimate of any other amounts which the Contractor considers will become due to him under the Contract. If the Engineer disagrees with or cannot verify any part of the draft final statement, the Contractor shall submit such further information as the Engineer may reasonably require within 28 days from receipt of the said draft and shall make such changes in the draft as may be necessary. The Contractor shall then prepare and submit to the Engineer the billing for Final Payment. Figure 9.2 illustrates the procedures and supporting documents for final payment.

9-6

Road Project Management and Supervision Manual Vol.1 Main Text

Table 9.2

Procedures and Supporting Documents for Final Payment (Regional and District Offices)

Step 1

Action and Support Documents for Final Payment Check the following submitted billing and documents: 1. Background Information / Executive Summary 2. Billing Summary 3. Letter-Request of Contractor 4. Certification (DO 55 1988) 5. Disbursement Voucher 6. Monthly Certification of Payment 7. Statement of Work Accomplished 8. Statement of Time Elapsed 9. Contractor’s Affidavit 10. Certificate of Clearance on Labour and Materials Payment 11. Certification of Clearance for Equipment Rentals and/or Lease 12. Proof of Completeness of Documents Duly Submitted to COA 13. As-Built Quantity/Final Change Order (if any) 14. Inventory of Office Equipment, Building, Surveying Instrument and Service Vehicle (Turnover of Equipment Bought Out of Project Funds) 15. Turnover of Laboratory Equipments to BRS – For Foreign Assisted Projects 16. Regional Equipment Clearance 17. Property Clearance 18. Certificate of Completion 19. DPWH Final Inspection Report 20. Request for COA Final Inspection Duly Received by COA 21. Pictures 22. Approved Time Extensions and/or Suspension and Resume Orders, if any 23. BIR Form 2555 (for contracts entered into prior to July 1, 1993) 24. Back-up Computation 25. BIR Form No. 2550M – VAT Declaration 26. BIR Form No. 750-V-1 (Certificate of Value-Added Tax Withheld on Government Payments (RA 7649) 27. BIR Form No. 1743 – 750 (Certificate of Creditable Taxes Withheld at Source) 28. Certification from QAU that defects for final inspection have already been corrected. 29. As Built-Plans/Drawings 2 Verify the following documents for accuracy Back-up Computation Statement of Time Elapsed Monthly Certificate of Payment Letter Request of Contractor Statement of Work Accomplished Contractor’s Affidavit 3 If the above documents are incomplete and/or inaccurate, return the billing to the Contractor for correction 4 If all documents are complete and accurate, the Implementing Office prepares forms for processing forward 5 Implementing Office provide Certified True Copy of Proof of completeness of documents submitted to COA. 6 The billing documents must have appropriate approvals before submitting them to the Accounting for processing of payment Source: Guidelines to Implementing Office for Processing Claims for Payment (District and Regional Offices) for Civil Works Contract

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Chapter 10 Defects Liability Period, Final Acceptance and Warranty Period 10.1 Defects Liability Period The Contractor, after the issuance of the Certificate of Completion, is still responsible for the maintenance of the project within a period of one (1) year - the Defects Liability Period (DLP). The Engineer shall conduct a joint inspection with the Contractor’s representatives at a quarterly basis during the DLP and shall direct any remedial and maintenance works that may be required for keeping the road in good condition such as: (a) Vegetation Control (b) Maintenance cleaning of canals and ditches (c) Cracks/Joints Sealing (d) Reshaping/recompacting of road shoulders (e) Others as maybe required

10.2 Pre-final Inspection for Acceptance After the DLP, the Contractor shall request for a joint Pre-Final Inspection for Acceptance with the Engineer. Any defects that occurred during this period shall be rectified by the Contractor at his own expense. Said defects shall be rectified within ninety (90) calendar days upon receipt from the Engineer of the notice/instruction to undertake repair.

10.3 Final Inspection for Acceptance The designated Inspectorate Team shall conduct Final Inspection for Acceptance and submit to the Implementing Office the Final Inspection for Acceptance report containing its findings and corresponding recommendations, if any. The Implementing Office shall notify and require the Contractor, at his own expense, to do the rectification works within the prescribed duration from the date of notification.

10.3.1 Remedial Works Any remedial works by the Contractor shall be monitored and certified by the Engineer for the subsequent recommendation for the issuance of Certificate of Acceptance.

10.4 Issuance of Certificate of Acceptance The Contractor shall request to the Implementing Office for the issuance of Certificate of

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10 - 1

Acceptance. The certificate shall be issued if: 1)

All defects/deficiencies (as per Inspectorate Team’s Final Inspection for Acceptance Report) have been rectified by the Contractor to the satisfaction of the Engineer;

2)

There are no pending Third Party Claims against the Contractor. Certificate of

Certificate of Completion

Completion

Release of Warranty

Defects Liability Period (365 c.d.)

Request of Acceptance I.O. representative Joint Pre-Inspection With the Contractor

Warranty Period (5 years) Inspection by QAU

Remedial Work by Contractor

Figure 10.1

Remedial Work by Contractor

Defects Liability and Warranty Periods

10.5 Release of Remaining Retention Money The remaining “Retention Money” or “On demand Bank Guarantee” shall be released upon final acceptance of the Works.

10.6 Release of Performance Security Upon submission of Warranty Security, the Contractor may request for the release of the Performance Security.

10.7 Warranty Period After final acceptance of the project, the Contractor shall be held liable for structural defects and/or failure of the completed project within the warranty period prescribed in RA 9184 except those occasioned by force majeure and those caused by other parties. The Warranty Security (see Table 10.1) shall remain effective for a period of five (5) years and shall only be released if in the final round of inspection by the designated Inspectorate Team, no structural/major defects were discovered.

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Table 10.1 Form of Warranty 1. Cash Deposit, Cash Bond or Letter of

Warranty Security Minimum Amount in Percent of Total Contract Price Five (5) Percent

Credit 2. Bank Guarantee

Ten (10) Percent

3. Surety Bond

Thirty (30) Percent

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Chapter 11

Maintenance after Final Acceptance

11.1 Maintenance by DPWH after Final Acceptance (1)

Necessity of Maintenance Sustainability of the road facilities after development, upgrading or rehabilitation is the most important issue. New or rehabilitated roads will deteriorate through vehicle loading, weathering and aging. Maintenance reduces the rate of pavement deterioration, lowers vehicle operational costs, saves time and cost, and provides continuous service for road users and communities. On the other hand, as overloaded vehicles will shorten pavement life significantly, its strategic and systematic control should be established and sustained. Road maintenance is defined as a process that optimizes overall performance of the roadway over time. Maintenance should be supported by a system of information (data), planning, budgeting, organization/staff and thorough practices with sound techniques.

(2)

Asset Management Approach Asset Management is defined as “systematic process of effectively maintaining, upgrading and operating assets, combining engineering principles with sound business practice and economic rationale to achieve the reliable public’s expectations”. Sound engineering, efficient administrative organization/staff and stable budgetary supports are required for the road asset sustainability. Overloaded vehicle control is also important to avoid early or premature damage of the pavement. Time (Schedule)

Cost (Finance)

Quality Project Management Assurance

Safety & EMP

Figure 11.1

Asset Management

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(3)

Classification of Maintenance Road maintenance consists of routine maintenance, preventive (periodic) maintenance and emergency works. Routine maintenance is an activity that should be undertaken every year. It is mostly a labor intensive work compared with the preventive maintenance that is equipment based. The design period for new or upgrading projects is 10 years for AC pavement and 20 years for PCC pavement. The first preventive maintenance is required within 10 years after the opening of the road. In principle, since the design life of preventive (periodic) maintenance is 5-10 years, it should be repeated every 4-9 years depending on the level of traffic and road condition. The main goals of preventive/periodic and routine maintenance are as follows: Table 11.1

Main Goals of Preventive/Periodic and Routine Maintenance

Category

Unpaved Roads

Paved Roads

Periodic/

* Control of gravel thickness

* Control of roughness

Preventive

* Control of roughness (when

* Control of pavement distresses

Maintenance

re-gravelling)

(cracking, rutting, etc) * Strengthen drainage structures capacity * Control of gravel thickness of unpaved shoulders * Control of the general conditions for stability and safety

Routine

* Control of roughness through

Maintenance

* Delay of the needs for preventive/

grading and patching * Control of road side conditions

periodic maintenance * Control of road side conditions

through: -

through:

Cleaning and minor repair of

-

drainage and major structures

drainage and major structures

-

Vegetation control

-

Vegetation control

-

Grading and patching of

-

Grading and patching of

shoulders

Emergency Repair

Cleaning and minor repair of

shoulders

-

Minor repair of road signs

-

Minor repair of road signs

-

Spot repair of road marking

-

Spot repair of road marking

* Emergency works for user and road safety

* Emergency works for user and road safety

Source: Road & Bridge Routine Maintenance Procedures and Planning Manual, DPWH

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The required maintenance activities are classified in Table 11.2. Table 11.2 Category

Required Maintenance Activities for Road Facilities

Classification

Road surface (AC pavement) Road surface Roadway (PCCP) Shoulders and approaches

Drainage

Culverts Roadside Drains Embankments

Roadside Cut slopes Superstructure

Bridges

Traffic control device Safety devise

Preventive (periodic) Maintenance

Routine Maintenance

Crack sealing Patching Crack sealing

Emergency Maintenance

Overlay, partial reconstruction Overlay, partial reconstruction

Damage or road cut-off by slope failures, scouring, etc. Damage or road cut-off by slope failures, scouring, etc.

Material addition and/or sealing Capacity increase

Cleaning debris

Vegetation control Spot failure repair Cleaning/Desilting

Cleaning/Declogging Repair, addition Vegetation control Removal of fallen rock/boulders Drainage

Foundation

Slope stabilization Slope stabilization Repainting (steel) Scouring protection work Approach slab construction

Cleaning debris Slope failure/settlement Slope failure repair (grouted riprap, rock net) Joint repair Scouring protection / repair

Others

Approach road crack sealing

Informatoryand regulatory signs, markings, etc.

Repair

Repainting of markings, addition

Replacement of damaged/broken signs, etc.

Guard rails, barriers, etc.

Repair

Repair and addition

Replacement of damaged/broken guard rails, signs, barriers, etc.

Approach road settlement

The above mentioned maintenance activities need equipment, materials, tools, personnel and budget. Most of the routine maintenance works shall be implemented by administration and preventive maintenance shall be by contract.

Crack Sealing Figure 11.2

Patching Work

Patching

Maintenance Activities on Pavement

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(4) Responsible Offices The DPWH shall be responsible for road maintenance works after issuance of the Certificate of Acceptance. The Planning Service is responsible for maintenance programming and budgeting. The BOM is responsible for overall maintenance management and the RO/DEO is responsible for implementation of the maintenance works. (5)

Planning and Programming The programming and budget allocation for the maintenance works shall be made by the Central Office with the integrated asset management system of the DPWH illustrated in the following figure: O n -g o in g W o rk s

C o n tra c t M anagem ent S y s te m (C M S )

TARAS

R T IA Ongoing T ra ffic Works

C o n tra c t M anagem ent

R oad S a fe ty P ro je c t R o ad C o n d itio n

A cOngoing c id e n t Works

O n -g o in g W o rk s

W o rk P ro g ra m

R B IA

P ro c u re m e n t

C ost E s tim a tio n

B rid g e D a ta

R o a d N e tw o rk In v e n to ry & C o n d itio n

W o rk P ro g ra m

M u lti-Y e a r P ro g ra m m in g & S c h e d u lin g (M Y P S ) P ro g ra m R e v ie w M u ltiY ear A n a l y s is G e n e ra tio n

BMS PM S

RMMS

R o u tin e M a in te n a n c e N eeds

M u lti-Y e a r P ro g ra m

Source: PS/DPWH

Figure 11.3

Programming Process (Assets Management System)

The road and bridge condition collected by the DEO under the supervision of the RO are stored by Planning Service in the Road and Bridge Information Application (RBIA) as network level road and bridge base data. The purpose of RBIA is to make comprehensive, appropriately accurate and up-to-date road and bridge information available throughout the country. The information that is compiled within the RBIA is only suitable for purposes of network level planning. It cannot be used for project level design work. The pavement management comprise of activities starting from planning and programming, design, construction and maintenance of the pavement portion of the road works program. Pavement Management System (PMS) means tools and procedures that

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assist decision makers in finding optimum strategies for planning and maintaining pavements in a serviceable condition over a given period of time. (6)

Routine Maintenance Management System (RMMS) The RMMS is an integrated tool for planning, scheduling and monitoring the annual basic maintenance activities in order to sustain a Level of Service for the national roads. The DPWH has prepared the “Road & Bridge Routine Maintenance Procedures and Planning Manual1 (Volumes I, II and III)” as guide and reference for personnel of the DPWH CO, RO and DEO who are responsible for the routine maintenance of the national road network. This manual is consistent with the capabilities of the Software used for the support of the Maintenance Management. The main objective of management system is to formulate a framework for making well-informed decisions about highway maintenance. The specific objectives are to provide the following: *

Adequate levels of maintenance service throughout the country;

*

Means to use labor, equipment and material of Administration and Contractors;

*

Objective basis for planning and maintenance works programming; and

*

Comparison of planned work and actual performance (monitoring and evaluation).

The major components of the RMMS manual are as shown in Table 11.3.

Plan and Budget Routine AMWP/PB AWP Maitenance Activities DO, RO BOM

Schedule Routine Maitenance Works

DO, RO

Evaluate Perfom/Monitor Work Work Performance of Routine Schedule Performance Routine Maitenance Maitenance for MBA & Activities Works MBC

DO (MBA), RO Contractors (MBC), BOM

DO, RO BOM

Source: Road & Bridge Routine Maintenance Procedures and Planning Manual, DPWH

Figure 11.4

Flow of Routine Maintenance Work

1

The DPWH revised the previous maintenance management system under the ADB 6th Road Sector Loan. The Road & Bridge Routine Maintenance Procedures and Planning Manual was launched after pilot testing for refining in ten (10) DEOs.

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Table 11.3

1.

2. 3.

4.

(7)

Component Planning (Chapter 4) Scheduling (Chapter 5) Monitoring (Chapter 6)

Evaluation (Chapter 7)

Major Components of RMMS

Content Development of Annual Work Program, including: Revision of planning standards Preparation of annual plans and budgets Development of short term schedules by activity and location Monitoring routine maintenance activities, including: Recording/Reporting (collection of daily activity data for preparing data/reports for local use and performance report for higher management Control of activities Evaluation of maintenance activities, including: Analysis of achieved RMMS-level of services, through data acquired by Annual Visual Inspection (ROCOND) and BMS Type 3 condition inspection, and actual work quantities for feedback to the planning.

Budget Allocation for Maintenance The road asset preservation is comprised of routine maintenance and periodic maintenance and rehabilitation. The sources of funding for asset preservation projects are the General Appropriations Act (GAA) and Motor Vehicle User’s Charge (MVUC). The maintenance budget is allocated based on either PMS for preventive maintenance or RMMS for Routine Maintenance. However, at present the RMMS is not yet in place. The Bureau of Maintenance (BOM) is mandated, based on various data submitted by the Regional/District Office and dominated in the RBIA, to calculate the maintenance share of all national roads thru the Equivalent Maintenance Kilometer (EMK) method. Currently, the maintenance allocation is being calculated manually using the EMK method (see Table 11.4) where it is believed that there probably exist margins of error. The calculation of EMK is made thus;

[Length of Road (km.)] X [Factor for Road width ] X [Factor for Surface Type]+ [Length of Bridge (l.m.)] X [Factor of Bridge]

The allocated budget is often insufficient because of a time gap between the data collection by ROCOND and actual implementation.

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1.00 1.15 1.30 1.45 1.60 1.75 1.90 2.05 2.20 2.35 2.50 2.65 2.80 2.95 3.10 3.25 3.40 3.55 3.70

EMK FACTOR 0.80 1.00 1.20 1.40 1.60 1.80

CORRECTION FACTOR

FROM ROAD INVENTORY

0.50

CONCRETE >20 cm

0.80 0.80

0.70 0.70

0.60 0.60

0.95

0.85

0.70

0.50

1.20

1.55

1.25

1.00

7.5 Unpaved ≤ 12.5m >10.0 ≤ 15m >12.5 >15m Paved (Asphalt or Concrete) ≤ 7.5m ≤ 10m >7.5 ≤ 2.5m >10 ≤ 15m >12.5 ≤ 17.5m >15 ≤ 20m >17.5 ≤ 22.5m >20 ≤ 25.5m >22.5 ≤ 27.5m >25.5 ≤ 30m >27.45 ≤ 35.5m >30 ≤ 32.5m >32.5 ≤ 37.5m >35 ≤ 40m >37.5 ≤ 42.5m >40 ≤ 45m >42.5 ≤ 47.5m >45 ≤ 50m >47.5 >50m

TYPE

Calculation of Maintenance Share

CALCULATION OF MAINTENANCE SHARE EQUIVALENT MAINTENANCE KILOMETERS (EMK) METHOD

Table 11.4

Routine Maintenance (AMWP/AWP)

GAA

BOM

Preventive Maintenance (AWP)

GAA MVUC

Rehabilitation/ Reconstruction of Damaged National Paved Roads (AIP)

PS

Figure 11.5 (8)

MVUC

GAA

Budget Allocation Flow

Implementation and Monitoring of Maintenance Works The preventive maintenance programs will be implemented like the development projects in accordance with the DPWH Standard Specifications for Highways, Bridges and Airports, Vol.II 2013 Edition. The planned and scheduled routine maintenance activities will be performed in accordance with the Specifications for Routine Maintenance in Chapter 2 of Road & Bridge Routine Maintenance Procedures and Planning Manual (RMMS Manual). The accomplishment will be monitored based on the following: Table 11.5 MBA

Monitoring for Maintenance Works

- The actual use of assigned resources and the actual work quantities - The quality of the works

MBC

- The actual work quantities - The quality of the works

In accordance with Chapter 6 of RMMS Manual, these tasks require: *

Recording/reporting (collection of daily activity data); and

*

Control activities (checking the reliability of the reports and the compliance of the completed work with the Specifications).

11.2 Maintenance Inspection and Remedial Measure Design PMS (HDM-4) based on RBIA are planning tools for allocation of resources with priority but not for the design. The RO/DEO needs to conduct inspection and remedial measure designs for the implementation of the preventive and routine maintenance works

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with the allocated budget. Shown in Tables 11.5 and 11.6 are types of pavement distresses, major causes and common repair methods for AC and PCC pavements, respectively.

Table 11.6

Pavement Distress, Major Causes and Common Repair Methods for AC Pavement

Distress Type*

Major Causes

Common Repair Method

Consolidation and lateral movement of AC, base, overload

Overlay, mill and resurfacing

Lack of AC stability (too much asphalt, too much fines, round aggregates, lack of aeration)

Remove and reconstruct or patching, plane surface and overlay

A.2 Edge Break

Insufficient compaction, loss of lateral support, aging

Patching

A.3 Potholes

Weakness in pavement (little asphalt, spot Remove, replace and thickness defects, less fine or excess fines, poor patch drainage

A.1 Rutting (corrugation and shoving)

A.4 Surface Failures (deterioAging, weather, improper tack coat between PCC Overlay (after spot failure ration, delamination, edge break) and AC overlay, construction on wet PCC repair), Patching A.5 Wearing Failures (Raveling, flushing, polishing )

Insufficient compaction, construction during wet, dirty aggregate, asphalt overheating, insufficient asphalt

A.6 Cracking:

Seal coat, Thin overlay

Crack sealing, patching

A6.1 Edge cracks

Lack of lateral support, settlement (poor drainage or weak foundation), lack of lateral support,

A6.2 Reflection cracks

Reflection of cracks from underneath (concrete pavement joints, SCB cracks, AC cracks)

A6.3 Transverse and Longitudinal cracks A6.4 Cracks along ruts

Volume change of surface or base materials, low asphalt penetration, aging etc. Over loads, passing of heavy vehicles (see rutting)

A6.5 Crocodile cracks / Fatigue Cracks

Excessive deflection over unstable base and subgrade, overload, poor drainage, aging

A.7 Road Cut/Slip

Slope failure, landslide, scouring, slip

(depends on causes and condition)

A.8 Shoulder (Erosion, pothole, high gap, insufficient fill, vegetation)

Steep slope, lack of maintenance, pass of traffic, inadequate cross-fall, side drainage, lack of surface protection, lack of shoulder materials

Add materials and compaction, Sealing, patching, grading, grass cut

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Table 11.7

Pavement Distress, Major Causes and Common Repair Methods for PCC Pavement

Distress Type* C.1 Shattered Slabs

C.2 Scaling

Major Causes Subgrade and/or base failure, lack of dowel bars (load transfer problem), insufficient slab thickness, foundation settlement, low concrete quality

Common Repair Method Full depth repair (slab replacement)

Over-finishing, improper curing, unsuitable aggregates, chemical action

Slurry seal, a skid resistance treatment, AC overlay

C.3 Cracking: C3.1 Corner cracks C3.2 Diagonal cracks

Crack sealing, remove and replace Traffic loads on unsupported corners, spot weak subgrade/base Traffic loads on unsupported slab end, subgrade settlement, pumping

C3.3 Longitudinal cracks Shrinkage of concrete, expansive base/subgrade failure/settlement, loss of support from edge i C3.4 Transverse cracks Overllaods, repeated bending on pumping slabs, failure of foundation, shrinkage C3.5 Crocodile cracks

Improper load transfer devise, base/subgrade weakness, insufficient slab thickness, settlement

C.4 Road Cut/Slip

Slope failure, landslide, scouring, slip

(depends on causes and condition)

C.5 Joint Faulting

Inadequate load transfer device, pumping

Raising of slabs

(+ Pumping)

Freewater on or in subgrade or base and deflection Drainage improvement, of slab joint resealing, dowel bar introduction

C.6 Joint Spalling

Segregation of aggregate, improper load transfer device, improper joint forming, joint sawing, joint compression

Joint spall repair (Epoxy patching), AC patching

C.7 Joint Sealant

Aging, low quality, pumping, cracking

Joint resealing

A.8 Shoulder (Erosion, pothole, high gapa, insufficient fill, vegetation)

Steep slope, lack of maintenance, pass of traffic, Add materials and inadequate cross-fall, side drainage, lack of surface compaction, sealing, protection, lack of shouldering materials paving, patching, grading, grass cut

11.3 Overloaded Vehicle Control Overloading has a highly negative effect on pavements, road safety and traffic capacity. Negative effects can be assessed through the Vehicle Damage Factor (VDF) or Equivalent Standard Axle Load (ESAL). As vehicle damage factors increase from 4th to 4.5th power of the axle load, overloading control is extremely important for sustainability of pavement life. The maximum allowable Gross Vehicle Weight (GVW) per revised resolution amending the Implementing Rules and Regulations (IRR) of RA 8794 approved by DPWH and DOTC on April 5, 2013, is 18 tons for 2-axle and 33 tons for 3-axle truck (Refer to Table 11.8) - an increase from 15 and 21 tons (per Memorandum Circular No. 82-027, 1982), respectively. This change in regulation gives a considerable burden on the pavement as illustrated in Figure 11.6.

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Note: MVUV (Motor Vehicle User Charge): Max 13.5 ton/axle

Gross Weight 16.88 ton

5.1 Ton (30%)

11.8 Ton (70%)

Truck can stand

Gross Weight 20.26 ton

6.1 Ton

Overload: 3.4 Ton (20%)

20% of Overload gives

14.2Ton

2.3 times of damage to pavement

Vehicle Damage Factor: 5.4 (Truck Factor)

Equation: VDF = Axle Load 4.5 8.16 Ton

The 4.5th power

Vehicle Damage Factor: 12.3 (about 2.3 Times)

Pavement cannot stand

Budget cannot stand

Figure 11.6 Effects of Overloading on Pavement

Since the Government cannot afford to re-design and strengthen all national roads and bridges to withstand overloading, there is only one main remedy - control overloading and apprehend/punish violators with the full force of the law. The DPWH has 21 weighbridges strategically located along the national road network under joint operation by the Philippine National Police (PNP), Land Transportation Office (LTO) and DPWH. Upgrading of and additional weighbridges are required while more efficient/effective way of operation supported by transparency and accountability is of great importance.

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Table 11.8

Maximum Allowable Gross Vehicle Weight

MAXIMUM ALLOWABLE GROSS VEHICLE WEIGHT (GVW) PER RA 8794 (REVISED 2012)

Note: Special Permit to Travel shall be required for vehicles loaded with inseparable/or special cargoes exceeding the corresponding GVW and vehicles with configuration different from those shown in the above matrix.

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Handbook on Philippine Government Procurement (includes Amended IRR-A of R.A.9184 and Latest GPPB Issuances), Technical Support Office, September 2007

2.

DPWH Standard Specifications for Highways, Bridges and Airport, Vol. II 2013 Edition

3.

DPWH Procurement Manual for Locally-Funded Infrastructure Projects through Public Bidding, 20 January 2006

4.

Philippine Bidding Documents (As Harmonized with Asian Development Bank, Japan Bank for International Cooperation, and World Bank), Procurement of WORKS, The Government of the Republic of the Philippines, Second Edition, May 2005

5.

Conditions of Contract for CONSTRUCTION FOR BUILDING AND ENGINEERING WORKS DESIGNED BY THE EMPLOYER, Multilateral Development Bank Harmonised Edition, March 2006

6.

FIDIC Conditions of Contract for Works of Civil Engineering Construction, Fourth edition, 1987; Reprinted 1988 with editorial amendments; Reprinted 1992 with further amendments

7.

Conditions of Contractfor Construction FOR BUILDING AND ENGINEERING WORKS DESIGNED BY THE EMPLOYER, First Edition, 1999

8.

SOCIAL AND ENVIRONMENTAL MANAGEMENT SYSTEM (SEMS) OPERATIONS MANUAL, DPWH, 01 April, 2003

9.

ROAD CONSTRUCTION MANUAL, DPWH, BUREAU OF RESEARCH AND STANDARDS, 1990

10. DISTRESS IDENTIFICATION MANUAL, for the Long-Term Pavement Performance Program, Federal Highway Administration, June 2003 11. Asphalt in Pavement Maintenance, Asphalt Institute, Manual Series No.16 (MS-16), March 1983 Edition 12. Construction Program Management Administration, August 2003

and

Inspection

Guide,

Federal

Highway

13. Road & Bridge Routine Maintenance Procedures and Planning Manual (Vols. I, II and III), DPWH, April, 2006 14. Road Safety Audit Manual, Road Works Safety Manual, Highway Safety Design Standards Manual and Highway Safety Design Standards Manual, DPWH, February 2004 15. Revised Procedural Manual for DENR Administrative Order No. 30 Series of 2003 (DAO 03-30)

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