A sustainability assessment framework for bridges – a case study: Victoria and Champlain Bridges, Montreal

Abstract

This paper deals with the development of a framework for assessment of sustainability of bridges, including related technical, economic, environmental and social issues. Sustainable infrastructure assets require diligent conception and design of facilities (with diligent choice of materials and construction techniques), high quality construction, and operations, involving routine maintenance, with optimised life-cycle performance and costs, and minimum impact on the environment over a stipulated long service life and beyond. Partial details of design, construction, maintenance and rehabilitation/renovation of the four versions of the 3-km long Victoria Bridge (1859, 1898, 1958 and 1988) are summarised, along with the partial details of design, construction, severe deterioration and subsequent rehabilitation of the nearly 6-km long, 6-lane Champlain Bridge. Sustainability of both bridges was assessed by implementing the proposed sustainability framework developed in this research programme, along with the use of the analytical hierarchy process which involved evaluation of pairwise comparison of the various categories to assist with evaluation of the sustainability scores. These scores indicate that all four forms of Victoria Bridge (1859, 1898, 1958 and 1988) are partially sustainable, or sustainable, while the Champlain Bridge is unsustainable. This framework can be appropriately adapted for assessing the sustainability of other infrastructure assets.

Keywords:

• Sustainability
• sustainable development
• infrastructure
• planning
• assessment
• framework
• bridges
• durability
• analytical hierarchy process

Acknowledgements

The authors would like to acknowledge the initiative of the CSCE Executive Director Doug Salloum, which led to this study. The contributions of Dr Emilie Hudon in developing the information for the four versions of the Victoria Bridge are gratefully acknowledged. The contributions of the Jacques Champlain Bridges Incorporated, led by Glen Carlin, are gratefully acknowledged. The views of several individuals and the ideas in some assessment systems may be reflected directly or indirectly in this paper; the authors would like to gratefully acknowledge them.

Disclosure statement

No potential conflict of interest was reported by the authors.