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 experience in project risk and asset management. Previously, he worked for Exxon Mobil in infrastructure maintenance and for Jacobs in infrastructure asset management. Obinna recently completed a doctorate 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.

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