1. Implementing a National Pavement Management System: New Zealand’s Pragmatic Approach Dr. Christopher R. Bennett HTC Infrastructure Management Ltd.

2. Where is New Zealand ? Go to Australia and hang a right...

3. Why is Our Experience Relevant to Europe? l We were able to successfully implement a national PMS: –in a very short time frame –at a relatively modest cost –that has been favourably received by the users l Our success factors can be used when looking at your own PMS implementations

4. New Zealand Roading Assets The public road network in New Zealand would wrap around the world 2 ¼ times We are dealing with a substantial network - and only 3.6 million people

5. New Zealand is l Geologically VERY young –Many difficult soils l Geologically VERY variable –Many different subgrade conditions –Many different construction materials l Environmentally variable –Many different climatic zones A modelling nightmare challenge

6. New Zealand Roads l Lightweight, low strength pavements l Low capital cost l Crushed rock pavements that are very sensitive to moisture content l Timely and regular maintenance is required to avoid the need for disproportionate future expenditure l Roads “happened” instead of being designed l Comparatively little traffic

7. A Co-operative Approach State Highways l Transit New Zealand Local Roads l 74 Road Controlling Authorities RIMS Group l Roading Information Management Systems Best Practice Group Asset Management Systems and best practice Appointed Representatives

8. Situation l Had RAMM system which was primarily an inventory and condition database system l Limited treatment intelligence l Wanted predictive modelling to: –manage the client risk –determine investment strategy –assess the contractual risks –compare merits of bids

9. Predictive Modelling Principles

10. Principal Objectives l Single nationally controlled model l Fully integrated into accepted asset management systems l Co-operative development (pool of resources) l Upskill the entire industry (Client, Consultant and Contractor) l Transfer ownership l Sustainable

11. Computer tools are only one input We were not trying to replace expert knowledge Inventory and Condition Data Field Inspection….. Optimised Work Programme Computer Analysis….

12. Development Principles l Coordinated –principal consultant with key technical responsibility l Simplicity –Keep it simple –Sophistication only when timely l Pragmatic –Progress not perfection

13. Select Methodology l Must fit culture (economics) and business practices l flexible (changes are inevitable) l operate at a project level l selected the World Bank HDM modelling approach: deterministic modelling of pavement deterioration and vehicle operating costs

14. Select and Acquire Software l We selected dTIMS from Deighton Associates in Canada –powerful –flexible –available –proven –well supported l Needed a national license - national uniformity critical

15. Select Consultant l To manage the national implementation l Attributes –Experienced –Could handle our pragmatic stance –Motivated –Independent of Network Management Consultants l Selected HTC Infrastructure Management Ltd.

16. Then we just got on with it... Phase I Preliminary System l First cut setup l Limited calibration l Sort data issues l Training l Motivation l Custom software l Pavement strength issues l Launch for familiarisation l Extensive documentation Phase II Refinement l Refined setup l Refined models l More calibration l Training l Documentation perfection l Research needs assessment l Support (help desk) Phase III l Further refinement (HDM 4) l Ongoing support l Further calibration l Model control and audit procedures l Research support

17. Success Factors l Experienced team - drew on appropriate international expertise l Drove pragmatism very hard l Maintained simplicity l Focused on achievable objectives

18. Development Expectation

19. Intellectual l Sustainable training programme l Asset Management l Software l Setup l Data issues l Three tiered l Management-Understanding l Technician-Operation l Expert-Calibration l Extensively documented

20. Data l Conversion of existing condition data l Long term move to more appropriate data l e.g. Rutting data (length -> depth) l Provision of flow charts to assess missing data l Focussed initially on key sensitivities

21. What about Calibration? l It is important … but once you have got good input data l We found that the existing data were inadequate l Focus at present on improving data; calibration will come later

22. Calibration Benchmark Customisation Research LTPP Reasonableness Checking Calibration Coefficients New models & model forms Verify models (long term) We are here Moving here

23. Research Coordination l Identify needs l Vet proposals l Assist with steering projects l Support academic researchers

24. Status l Most RCA’s have brought in l Phase I: December 1998- June 1999 l Phase II: Delivered June 2000 l Phase III: Under way l Awareness achieved (extensive training) l Enthusiasm abounds l Setup and models proving sound

25. Issues l A lot of calibration yet to pass l Data deficiencies in existing databases yet to be corrected l Some knowledge yet to be gained l We need more days in the year

26. l Progress not perfection (pragmatism) l Recognise the limitations l Set realistic goals/expectations l Keep it simple l Its only a tool not an answer Key Success Factors Remember - Our profession at times is more artistic than scientific

27. Conclusions l It is possible to establish a ‘reasonable’ PMS in a short-time frame with limited resources l You must accept that perfection will not be achievable l Existing experience and technologies will get you a long way towards what is required l Build upon existing knowledge/applications l Invest in training l Accept that it is a cyclical process