3 Changing Business & Funding Rules

Key Takeaways

  1. Define problem before jumping to solution.
  2. Leadership -and burning platforms- to enable culture, business and organisation change.
  3. Focus on outcomes and performance towards achieving goals rather than project performance specifically.
  4. Assets are only there to deliver services.
  5. How to make the AMP a reality for the organisation and how do we get contractors to add value to annual and asset management plans.
  6. Does AM increasingly need to consider "morality and ethics”.
  7. Amalgamation of contracts to deliver better Levels of Service - there are other models that proven to deliver better Levels of Service.
  8. Changing times- approaches and solutions from 10, 20, 50 years ago aren't fit for purpose. And really need to change for the future generations.
  9. The need for increased agility in AM, long term-ism vs. short term-ism.
  10. There are operational solution to resilience in addition to capital.
  11. Having alignment to asset management to other departments of the organisation - linking everything we do to service outcomes.
  12. Who is the employee of the future?
  13. ISO 15000 not as an end but an important tool.
  14. We don't do the basics well.
  15. Wellington water is a great example of working across the boundaries if they can do it then so can we.
  16. AMPs are used as compliance docs we need to integrate these into our business and across the country.
  17. National centre of excellence - common level of service with different grades depending on the council/region".
  18. Delivering innovation to the organisation on meeting and improving on the business needs - enabling the innovators.

Actions

  1. Tailor business case approach to help develop - Problems defined then solution.
  2. How does the industry support collaborative decision making?  (Telling the right story for the right audience).
  3. Using the right language to frame the conversation e.g. service planning resonates
  4. Review guidance in IIMM to reflect the reversed paradigm.
  5. Embedding awareness, share lessons learnt e.g. key learnings on implementing ISO 5500
  6. NAMS providing examples and guidance around decision making using triple bottom line
  7. Comparison of proven benefits for the different contract models; savings they brought, efficiencies etc. More documentation.
  8. Data as an asset. How do we put a value on it?? How do we depreciate it, so there's a revenue associated to invest in it, future proof?
  9. How does NAMS provide guidance around short term and long term agility.
  10. A broad education campaign to the public on how our infrastructure supports our communities.
  11. More guidance on resilience, that won't coast the earth.
  12. Introduce an online certification course for non-asset management staff e.g. Gaming a 'badge' for asset management understanding.
  13. Promoting the new/ different skill sets needed (I.e. rapid prototyping, innovative, collaborative forward thinking, systems design and development).
  14. NAMs to have more influence/visibility/voice externally. I.e. The community, government, Industry etc.
  15. Mentoring of high school students in asset management.
  16. This theory can be applied depending on environment but all views should be heard even if weighted low and in keeping in with ethics and morality.
  17. "Provide guidance on where communication should be pitched. At outcome level or project level?
  18. Need to consistently separate outcome planning, service planning and then capital, maintenance, renewal and operations delivery.
  19. Business case approaches can then be taken at each level for problem definition and option development.
  20. Note different skills and outlooks are needed at each level.
  21. Create connective leadership.
  22. "Education including elected members, community.
  23. We need to develop techniques to deliver asset management to our stakeholders - Communications experts needed in our business.
  24. We should talk more to our community directly.
  25. Promote our AMPs directly to the community".
  26. Sharing innovation, have a productivity hub to share new ideas and direct ways of doing things.

Risks / Challenges

  • There needs to be governance support so there is buy in for outcome.
  • Change doesn't happen overnight. People/ orgs need to appreciate change is probably necessary. Doing same thing expecting different results.
  • Confusion outside vs inside so will take effort to make it understood e.g. forums, industry groups.
  • Historic understanding of asset management versus the holistic cross organisational approach.
  • Avoid having another document to 'sit on the shelf'. How to we implement and not to forget?
  • Not if people share their experiences openly.
  • Ownership of information- ICT team? Asset managers? Who understands the value and manages accordingly? Expectations of data is changing- differing needs (and gaps) from what we have been collecting to what we need now.
  • Resilience often requires redundancy, therefore expensive.
  • Overcoming the change of mind set to others who may not fully appreciate asset management.
  • Fusty engineers not understanding the future needs and skills required.
  • We are relatively small. Cost.
  • Finding the right expertise to perform mentoring.
  • How do you apply this in political context, Informing the risk is all you can do but the decision maker trumps.
  • Consistent application of process. Need to change the language.
  • Grumpy old men. Communicating to a group with different agenda to ourselves. We need to understand their needs too. We need alignment.
  • Time is always a challenge- finding the resources and time to do the work.

Skill or Training Gap

  • Yes at various levels including governance.
  • Agile practice; fast fail approaches. An environment when innovation and agility is supported and enabled. Business process and discipline. Maturity of practice and process.
  • Not understanding the industry and knowledge sharing, recognising the discipline on its own, apprenticeships into AM.
  • Training in holistic asset management aka ISO 55000 and acceptance in our sector that asset management is more than just the assets.
  • A dummy asset management guide for the non-asset managers.
  • Better procurement training for people.
  • Metadata understanding and standards.
  • Collaboration across industry would help.
  • To have a simpler approach, implement a short 1 hour online course to understanding asset management and even ISO 5500.
  • Purpose of the action! Ups killing the industry!
  • Getting expertise to more remote areas.
  • Uptake may be limited to the environment and the person carrying the risk.
  • Better guidance on how to present options, etc to various target audiences.
  • Getting the right people and building the environment.

Quotes

  • Is business case analysis the same as asset man?
  • Service planning and delivery framework not AM framework.
  • Agree that asset management is subservient to service management.
  • Collaboration is the key.
  • Test assumptions.
  • The past I'll no longer be an indicator of the future.
  • “Service outcomes" vs "project progress". Also removing the term asset management.
  • The model is still iterating and focus is on making stakeholders sign up to the process.
  • Customer is the centre of everything.