Hon Shane Jones

Hon Shane Jones is a New Zealand First List MP based in Kerikeri, and as a Cabinet Minister in the Labour-New Zealand First Coalition Government holds the portfolios of Forestry, Infrastructure, Regional Economic Development, Associate Finance, and Associate Transport. He is responsible for overseeing both the Government’s ambitious one billion trees planting programme and the Provincial Growth Fund, which will see one billion dollars spent per annum on economic development opportunities in the regions.
He was previously the Ambassador for Pacific Economic Development, with a particular focus on fisheries, agriculture and tourism, given the significance of these resources to enhancing economic development in the region.
Mr Jones was also a Member of Parliament from 2005 – 2014, during which he held positions including Minister of Building and Construction, Associate Minister of Immigration, Associate Minister of Trade, Associate Minister in Charge of Treaty of Waitangi Negotiations, and Chair of the Finance and Expenditure Select Committee.
Mr Jones has a long history of involvement in the fisheries sector and New Zealand’s Māori fisheries settlement. Mr Jones was Chair of Te Ohu Kaimoana (the Māori Fisheries Commission); Chairperson of Sealord Products Limited, and has held a number of senior positions more broadly in the public and private sector.
Shane Jones was born in Awanui, Northland, New Zealand, and is of Te Aupōuri and Ngāi Takoto descent. He has a Masters of Public Administration (MPA) from Harvard University earned on a Harkness Fellowship.

The Fourth Industrial Revolution and Changing Asset Management Requirements. Roopchan Lutchman

Future proofing your Asset Management Program and preparing for the radical emerging changes associated with the Fourth Industrial Revolution.

The world has witnessed three major Industrial Revolutions in the past 200 years. The First saw agrarian and rural societies became industrial and urban. The Second was a period of growth for pre-existing industries and expansion of new energy intensive ones used to create mass production. The Third saw the advancement of technology from analog, electronic and mechanical devices to digital technology. These had major impacts on the design and management of assets used for the production of goods and services. We are now into the Fourth that builds on the Digital Revolution, representing new ways in which technology becomes embedded within societies. It is marked by emerging technology breakthroughs in a number of fields (e.g. artificial intelligence, Internet of Things (IoT), 3D printing, and autonomous vehicles). These all have significant implications for asset managers as requirements will be very different from the past. This thirst for and easy access to knowledge will see a need for data standardisation and integration. Customers will leverage easily available information, becoming smart, savvy and engaged. There will be a need for changing policy, political focus and investment priorities. This presentation explores these changing requirements and provides multi-disciplinary approaches to meet these new and emerging business drivers.

Roop is a Principal and the Global Lead for Asset Advisory Services at GHD. He has over 36 years of combined management consulting and industry experience.  Roop is a professional engineer, project management professional and a recognised industry expert in the advisory services area with specific focus in Asset Management, Business Optimization, Knowledge & Information Management Solutions, and Project Management.  He is the author of three books on these subjects, published by DESTech Publishers: Computerized Work Management Systems for Utilities and Plant Operations (2003), Sustainable Asset Management (2006) and Creating and Managing Sustainable Organisations (2011).   Roop was also a contributing author to the latest version of the IIMM manual. He is passionate about helping clients make the right decisions and develop the best solutions for their business.

 

GHD proudly sponsors this presentation

Technological change. Martin McMullan

Since July 2016, Martin has led the Transport Agency’s approach to innovation and new technology. Working with industry partners, Martin led the introduction of new technology and data analytics to support the government’s objective to reduce workplace fatalities and serious harm by 25 percent. He will share his knowledge at NAMS 2018

Martin joined the Transport Agency in 2014 as Zero Harm manager and has more than 15 years’ experience in the engineering and construction industry. He has also established two technology start-up businesses.  He sits on the Construction Safety Council Board of Directors and holds an executive role with the Australian Driverless Vehicle Initiative. Martin is also a registered member of the Institute of Directors in New Zealand

Workshop One: Changing Requirements

From asset management to performance management: How the combination of customer centricity, outcome delivery and technology is changing the way we need to approach service delivery
Mike Rudge, Stantec

Disruption is the word of the moment and the Asset Management sector is not immune. Infrastructure asset management has been turned on its head as customer needs form a much larger part of measuring successful delivery. Sustainability, liveablity and carbon neutrality are no longer outliers but embedded as measurable deliverables in all core infrastructure owners’ strategic plans. In this session Mike Rudge presents and analyses commentary and data from many of New Zealand’s and Australia’s key infrastructure owners and managers to bring new insight to what is driving change in this sector

In 2017 Stantec met with a range of infrastructure owners and managers in Australia and New Zealand to discuss and better understand their changing asset management needs.    This paper explores the main themes that were identified and their implications on how infrastructure owners will need to change their approaches in the coming years.  Areas that will be addressed will include;

  • Customer centricity will change how we need to think about what data is needed and how it is used.   Our knowledge of how infrastructure operational performance impacts customer satisfaction and service will need to improve.  Increasingly we will need to integrated structured and unstructured data.
  • Many of the outcomes now being driven including carbon neutrality, liveability, resilience will require new methods for project evaluation and prioritisation if they are to be met.
  • Most of these outcomes will require “systems thinking” and wider work programmes if they are to be achieved.
  • New Technology, Data and Insights will open up new demand management and non-asset solutions as well as new approaches to design and service development.
  • Many Clients’ Enterprise Systems will need to be updated to accommodate the new range and types of data and active performance management that will be expected.


Mike Rudge
has 35 years’ experience in Infrastructure in NZ, The Pacific and Asia. An early adopter and innovator in Asset Management completing AMPs for Local Government in the early 1990s. He is focussed on helping clients understand the drivers behind their service needs and developing integrated strategies to meet them.

Changing Up Asset Management Planning
David Jeffrey, Infrastructure Associates and Andrew Morgan, Auckland Council

The IIMM provides us with a robust framework for developing AMPs, but sometimes we need a different approach. Discover some new approaches at this presentation.

Our environment is changing, and asset management planning needs to change with it. The standard approach doesn’t always work, and we will explain why. We will present two case studies from Auckland Council that demonstrate different approaches, that add value to the reader and are easily applicable to your organisation.

Firstly, we will present how to take a business case approach. When your organisation is faced with a major investment decision and have developed a strong business case, how do you incorporate that into your asset management planning? The Corporate Property AMP will be used to demonstrate a new format for plans, that could be used in other organisations. The plan is structured around a business case for the sale of significant properties and reinvestment back into a more accessible, fit for purpose network of office accommodation.

Secondly, we will present a service based approach. Assets do not deliver outcomes on their own, they are part of the delivery of a service. How can you incorporate that into your asset management planning? The Community Services Strategic Service and Asset Plan has changed the emphasis onto the services we provide and the improvements we need to make in the future.

Andrew Morgan is an asset management professional with 20 years’ experience in local government asset planning with the former Franklin District and now Auckland Council, Andrew provides a practical insight and understanding of how dynamic changes to organisational priorities can influence asset strategies and policies.

 

 


David Jeffrey
has more than 30 years of experience across the asset disciplines. David was the Asset Planning Manager for Auckland City Council, before seven years at GHD, and now consults independently. Along with Treasury AM reviews and other assignments, he h as been assisting Auckland Council with the Community Services and Corporate Accommodation AMPs over the last year.

Workshop Two: Technological Change

Digital Engineering for transport – game changer for the asset management practice
David Darwin, NZ Transport Agency

Digital engineering for transport – a transformational change for our sector. Why we should take charge of our future?

The NZ Transport Agency is developing a programme to implement a digital approach to infrastructure asset management using BIM. This will bring the practice of asset management into the digital age, revolutionising decision making and the ability to work together when collecting, sharing, analysing and using all types of asset management information.

The new approach is expected to extend the 10% savings already occurring in the build phase of capital projects across the entire lifecycle of infrastructure assets and the services delivered to customers. The result will be appropriate for both complex metro networks and simpler rural networks.

The programme builds on the metadata standards work already underway and learnings from councils and the Transport Agency. It spans the whole lifecycle of asset management, all aspects of information from as-builts, maintenance manuals and schedules, spatial information, condition, demand, risk, performance and works information.

The information framework will be consistent with that used for other infrastructure such as the three waters.

  1. The programme includes establishing standards to facilitate live electronic business-to-business communication so that as-built information is captured fluently and easily exchanged with maintenance contractors and consultants, and common data environments are readily available for projects shared between agencies.

David Darwin is responsible for the maintenance and renewal components of the State Highway Activity Management Plan and its implementation through the development & delivery of the annual programme of works. He is a Chartered Professional civil engineer, experienced in infrastructure asset management including the development of the state highway maintenance programme, development of asset information systems, management of transport and drainage business units, and development of the National Land Transport Plan.

 

The emergence of smart cities – what does it mean for asset management?
Roselle O’Brien, Downer NZ

Cities around the world, and NZ are embarking on the Smart City journeys. Most cities, like HCC view smart cities as a means to create more liveable cities, improve community engagement, increase economic growth, and find smarter ways to manage infrastructure. There is no right approach to achieving these objectives.

NZ has a specific set of challenges in adopting smart city approaches. This is primarily due to the small nature of our nation (many smart cities have people that our whole country). There are concerns about device and data security, technology obsolesce, and ensuring solutions are citizen-driven.

Smart cities will see the rise of open data, increasing demands for data transparency by constituents, and competing demands for how assets will be managed as the collective views of the public may be in conflict with ‘experts’.

One approach is to developing smart city capability is to set aside a public area (potentially a street or another Council space) where a variety of technologies can be trialed while engaging with community and industry to create smarter solutions for the city. An office space is also provided where members of the public can come and interact and learn more.

Roselle is the Technology and Innovation Manager at Downer. She is focused on making ideas become reality, bridging the gaps between user needs, technical expertise and resource constraints. She works with teams to tease out ideas in order to design solutions that are feasible and functional. With her background in the social sciences she brings to the table a human-centred approach to solution design and implementation. She has aided in delivering next generation technology projects including a connected bus shelter and contributed to the development of real time visual displays to support public transport users. She also works on the application of sensors to various assets to enable improved decision making. Roselle is active across the business and focused on understanding how smart infrastructure can be delivered within the NZ and Australian market targeted to actual client and customer need. She has a passion for technology despite still not considering herself a ‘tech person’. She brings to the table the ability to translate tech jargon into practical operations language and vice versa to enable operational objectives to be understood by IT.

Changing Business and Funding Rules. Wayne Hatcher

  • Asset management for thriving economies • Adopting a business case approach • Collaboration, innovation and cooperation • Moral, ethical and sustainable practices

New Zealand has been at the forefront of the Asset Management revolution that has contributed to ISO55001:2104 Asset Management. Throughout that time New Zealand-based asset management practitioners have blazed a trail delivering Asset Management services globally with varying degrees of success. Wayne has direct experience working in Australasia, UK, Asia, Middle East and working with people from sub-Saharan African countries. This address will explore, based on experience, the collaboration, innovation and cooperation challenges implementing an asset management system with people from diverse organisational cultures, levels of development and ability to control the infrastructure management practices they’re responsible for.

Wayne is Technical Director Asset Management for WSP-Opus where he has a national role to further the technical development and practice of Asset Management within the organisation and ensure its people and clients are Future Ready. Wayne has a long history practicing in the field of Asset Management starting in New Zealand Local Government where he developed one of the first 20-models that went into the then 20-Year Financial Plans in the mid 90’s. Since then, Wayne has gone on the be involved in development and delivery of road network management contracts from an asset owner, contractor and consultant perspective and to be one of the lead developers of the NZdTIMS National Pavement Performance Model. Whilst based in the UK, he was a strategic asset management advisor to the then Highways Agency which included its investment requirements to sustain its significant infrastructure assets and during that time its transition into a government company that required a significant shift in thinking on the outcomes it was required to deliver for England. Wayne was a key member of Opus’ former Global Asset Management Team where he was involved in developing and delivering asset management services globally.

Skills and Capabilities. Vaughn Crowther & Sharon Cartman

New Zealand is entering a period of infrastructure construction not experienced since the mid-20th century.  All the while, only one in six people working in the profession are women and one in three will retire in the next 15 years.

We can no long rely on the notability (did we ever!?) of a being ‘public works professional’ to offset the low pay, public criticism and finite career opportunities we have on offer.  Are we at all surprised that we face difficulties in attracting, developing and retaining the skilled people we need?

A strong public works profession underpins the prosperity of our communities so now is the time to be proactively investing in our people more than we ever have.  Vaughn and Sharon are leading the Fostering our Future initiative and will share their insights to date.

Vaughn is Utility’s blue-sky thinker, their ‘idea’s man’. Vaughn is highly regarded throughout the sector as a thought leader and his passion to make a difference is electrifying. He is committed to leading New Zealand’s communities to the next tier of prosperity. Vaughn has expertise in infrastructure asset management with a specific slant on building capability, creating future leaders and identifying sustainable solutions.  Vaughn is a founding director of Utility. www.utilitynz.co.nz

 

Sharon Cartman is Utility’s Educational Leader.  A recovering microbioligist, Sharon can now be found in the classroom teaching our next generation of tamariki. Sharon relishes the reflective nature of teaching and its complexities.  She practices the philosophies of Te whariki and Maori teaching in her pursuit of life-long learning. Above all, Sharon brings a fresh perspective to the public works sector and new ideas to solve our skills shortage.

Workshop Three: Changing business & funding rules

Preparing for Change – Creating an Asset Management Foundation
Robert Blakemore, Ed Rafferty & Eugene Stansfield, Wellington Water

2016, Wellington Water Limited (WWL) embarked on a journey to produce an integrated approach to asset management. This paper describes that journey.

Wellington Water Limited is a relatively a new organisation that inherited different approaches to asset management from legacy organisations. It was faced with changing its operation to achieve regional consistency and integrated activities.

These changes focussed on: improving workflow across the organisation; reviewing key asset management roles; establishing an investment prioritisation approach, recognising the needs of customers; being able to work within the financial constraints of 5 council owners; linking investment (as totex) to 3 outcomes and 12 service goals; establishing consistent asset performance measurement systems; a common asset data framework, as well future planned procurement initiatives.

To be prepared for the future, WWL needed to define an asset management framework and associated asset management system (AMS) before jumping to solution mode, and there was an opportunity to align with international practice, i.e. ISO 55000.

This paper outlines the approach taken, including AMS policy and framework development, asset management plans, AMS process development, and the outcomes of the AMS maturity assessment (undertaken November 2017).

The paper also outlines future work to reach AMS maturity, such as integration of the programme management system with the AMS, development of AMS processes with a future alliance partner, and development of maintenance strategies for critical network assets and systems.


Rob Blakemore
– At Wellington Water, Rob has responsibility for development and advancement of the organisation’s long-term investment plans for water supply, wastewater and stormwater services. His role includes the development of better approaches to improve the long-term provision of water supply, wastewater and stormwater services, that includes asset and non-asset solutions. He must ensure an integrated approach to the provision of sustainable three waters services to customers in the region.

His previous work at Opus in industry training was driven by a desire to close the communication gap between engineers and operational people. He was also responsible for the advancement of water asset management services for the company and has also been involved with a number of national initiatives as a board member and president of Water NZ, a member of the Ministry of Health sanitary works technical advisory committee and Drinking Water Standards advisory committees. Rob is a life member of Water NZ, Fellow of IPENZ and a recipient of the IPENZ Angus award for his contribution to utilities.


Ed Rafferty
is a degree qualified Chartered Professional Engineer and Asset Manager, (studied Aeronautical Engineering at The University of Glasgow). His career to date has included serving as an Engineer Officer in the Royal Air Force and during his 21 years in New Zealand has held several senior management and consulting roles within aviation, engineering consulting and infrastructure industries. Ed enjoys being based in Wellington, where he lives with his wife and family.

 

 

Eugene Stansfield has been at Wellington Water since 2016. He is the Principal Adviser for Smart Investment, where he has been able to use his skills and experience in driving an improved approach to the company’s investment decision making. Eugene is an asset management specialist with a wealth of industry knowledge and experience gained from working across many infrastructure sectors. This has encompassed design, construction, operation and maintenance of infrastructure assets in New Zealand, Australia, United Kingdom, and North America.
He is an effective facilitator and excellent communicator, who has been able to utilise his practical approach to collaboratively deliver many successful asset management initiatives.

A hybrid lifecycle decision technique for collaborative asset management
Obinna Akaa, Calibre
Co-authors:  Priyani de Silva-Currie, & Luca De Marco, Calibre & Anthony Abu Dept Civil and Natural Engineering, University of Canterbury

GAT does not ignore ‘any’ asset management stakeholder opinion!

Stakeholder collaborations in advanced lifecycle planning are key to achieving optimal asset management decisions. Asset management stakeholders may stem from multidisciplinary backgrounds and often have different opinions on balancing conflicting asset decision attributes (e.g. economic, socio-cultural, regulatory etc.), which may lead to decision uncertainties in asset lifecycle planning processes. There is the need to manage lifecycle decision processes with a technique, which at best allows for stakeholder consensus and uncertainty management.

This paper proposes a hybrid analysis technique, ‘GAT’ for collaborative asset management. GAT aggregates and weights multiple views of stakeholders and combines their views and probabilistic scores to rank decision alternatives. GAT has been tested previously in managing multi-stakeholder collaboration in a risk-based discipline, which highlighted its viability and adaptability for stakeholder weighting, consensus and decision optimisation.

In this paper, the GAT process is presented; following this, its previous applications in risk-based decision-making are discussed leading to a pilot application in asset management context. The pilot application considers a general stakeholder goal of prioritising treatment for transport assets, network performance measures as decision attributes and nominal assets as alternatives to highlight the adaptability of GAT. The pilot results show seamless stakeholder weighting and consensus, decision prioritisation and synthesis in ranking the assets to support stakeholder collaborative asset management.

Obinna Akaa is an Asset Manager at Calibre with over 5 years’ experience in project risk and asset management. Previously, he worked for oil and gas organisations in infrastructure maintenance and for Jacobs in infrastructure asset management. Obinna was trained as a Civil Engineer in Nigeria, United Kingdom and completed a PhD research in risk-based structural fire engineering at the University of Canterbury. He developed a decision-making technique from his research, which he is currently adapting for asset management.

Workshop Four: Skills & Capabilities

Developing an engineering degree apprenticeship in infrastructure asset management
Jonathan Morris, WSP Opus
Co-author: J. Mackay, Wellington Institute of Technology

If you’d like work-ready degree-qualified asset management graduates then the degree apprenticeship might be just what you need. Come along and find out more.

In common with many other countries, New Zealand faces a shortage of infrastructure asset managers. In the absence of asset management degrees, industry relies mainly on graduates from other disciplines developing into asset managers through on-the-job experience. A more structured approach to degree-level training and development has potential for producing asset managers while raising awareness of asset management as a career path, especially among younger people. However, the wide-ranging requirements of asset management favour an approach that combines workplace experience and academic learning.

This paper describes the development of a pilot curriculum for a three-year engineering technologist apprenticeship degree in infrastructure asset management. The approach used is driven by the engineering community with support from the education sector to better focus on addressing a critical shortage that is a looming national problem.

Overseas experience has shown that the greater integration of work and training which underpins the degree apprenticeship approach not only provides a supply of work-ready graduates, but can also widen participation and development of those who might otherwise miss out – for example, people in rural centres and those whose financial situation, family and other commitments make full time study difficult.


Jonathan is a Fellow of the UK Institute of Materials, Minerals and Mining, and a WSP-Opus Technical Principal specializing in how durability and asset management interact.
As a corrosion specialist, he finds rusty and broken things interesting, and as an asset manager he likes working out what to do about them and when. That or building a better system in the first place. 
In between times he helps people learn new things, is a registered assessor for the New Zealand Diploma in Infrastructure Asset Management, and chairs the industry group for the Degree Apprenticeship development team. 

Asset Management for Developing Countries, NZ Observations from Masters Research Thesis
Ross Waugh, Waugh Infrastructure Management

The presentation will provide a valuable range of insights for New Zealand infrastructure management and should encourage ongoing discussion on pathways forward.

This abstract is based on Ross Waugh’s Master of Engineering, University of Auckland research on Asset Management for Developing Countries.  The research was completed in 2017.  Ross received award of the degree in July and graduated in September 2018.
The research was completed around transportation asset management in the Pacific, Asia, Africa and Central/South America.  The research results are also directly applicable to New Zealand, with reference to skills gaps and continuity of delivery of infrastructure asset management.

The research included the South African National Road Authority Limited (SANRAL) Research Validation Case Study which will be referenced as this case study contains valuable insights for New Zealand practice.

The presentation will discuss a key observation of the research, that is the breath of training requirements needed and the need for ongoing training as:

  • Staff changes develop
  • Agencies move through the asset management lifecycle, presenting different problem sets
  • The impacts and complexity climate change bring to infrastructure management
  • Industry experience, standard and technical changes
  • Network development and sophistication changes

This presentation will challenge your thinking about the scope of training needs within the New Zealand infrastructure asset management industry.

Ross Waugh is the founder of Waugh Infrastructure Management and is an asset management and systems integration specialist with over 30 years’ experience in municipal infrastructure asset management and engineering.  Ross has been consulting in infrastructure management for 20 years this year, in the areas of transportation, utilities, community facilities, buildings and property.
Ross has contributed to a number of New Zealand national data capture, research, advisory, government enquiry, and infrastructure standard setting projects, and is a section author of the International Infrastructure Management Manual 2011 and 2015.
Ross has experience of seven cycles of integrating infrastructure asset management planning with long term financial planning within the New Zealand context.  He has also completed infrastructure asset management assignments in Australia and the Pacific.

The changing environment has implications for asset management. Chris Bennett

Are you investing enough in addressing the climate change risks to your assets?

The World Bank is a major financer of infrastructure and other development projects, providing some US$59 billion in funding to developing countries in 2016-17. Climate change is an acute threat to global development and efforts to end poverty. Without urgent action, climate change impacts could push an additional 100 million people into poverty by 2030. The World Bank has a goal of investing 28% of its financing into activities which address climate change—over US$ 15 billion a year.  Climate resilient infrastructure will play a key role in this goal. The presentation will share experiences from the World Bank projects on how to use asset management to make more climate resilient infrastructure.

Chris Bennett is a Lead Transport Specialist for the World Bank and the Advisor for the transport sector on addressing environmental, social, health and safety (ESHS) issues. As ‘Cluster Leader’ for the Pacific Islands, Chris oversees a portfolio of over 25 aviation, land and maritime projects in nine countries. Addressing the challenges of climate change is a key consideration, and Chris has led key initiatives on integrating climate change into asset management decisions, as well as how to address climate change risk in performance based contracting.  As ESHS Advisor, he is helping to minimise the negative social and environmental consequences from projects.