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.