Agencies managing transportation networks have not been immune to the mega trends surrounding “disruptive technology” and “big data” over the past 30 years. It is projected that by the end of 2020, about 1.7 megabytes of new information will be created every second for every human being on the planet (Forbes, 2017). That is more data over the next three years than has been generated since the invention of writing in the 4th millennium BC. The challenge for us all in this rapidly changing environment is how to filter out the noise, make sense of the data while maintaining data quality and find the game-changing innovations that will transform the services we provide to our customers. It’s a kind of magic.
Management thinker Peter Drucker is often quoted as saying that “If you can’t measure it, you can’t improve it.” You can’t know whether or not you are successful unless success is defined and tracked. With a clearly established metric for success, you can quantify progress and adjust your process to produce the desired outcome. Without clear objectives, you’re stuck in a constant state of guessing.
The REG data quality project has established a framework to annually measure the national and each RCAs One Network Road Classification (ONRC) and asset management data quality. Several years of results show that achieving better data quality is not going to happen by magic and that we need to work together to improve data quality to lift investor confidence.
This paper will build on Dawn Inglis’ and Glenn’s Day 1 presentations on the REG data quality project and the science of Business Transformation and will explore how better data quality can improve business performance, insights and investor confidence.
Glenn is a civil engineer with a background in transport and water infrastructure management. He has spent the latter part of his 27 year career in management consulting and business transformation and recently returned to NZ after 7 years in Asia and 3 years in the US. He has led more than US$40M in consulting services to strengthen enterprise asset management systems within infrastructure agencies.
Glenn was a recipient of the ACENZ Future Leader award in 2003 and the IPENZ Young Engineer award in 2004. He is currently working as an independent consultant providing infrastructure management advice to development agencies operating in the Asia Pacific region including the World Bank, Asian Development Bank, Australian DFAT and New Zealand MFAT.
ONRC – An Evolution. Ben Wong, Selwyn District Council and Simon Fendall, NZ Transport Agency
The One Network Road Classification (ONRC) has become a key driver in how RCA’s understand and make decisions about transport networks. For the 2018-21 National Land Transport Programme (NLTP) the ONRC was influential in informing the development of RCA’s Activity Management Plans. REG has now shifted its focus to what needs to be understood prior to the 2021-24 NLTP and 2021-31 Council Long Term Plans.
For the 2018-21 NLTP, the ONRC has driven significant improvements in asset management practices allowing comparative reporting and benchmarking to drive increased value from maintenance investment. This year, REG is drilling deeper and looking to moving beyond asset management by enhancing the ONRC Framework, improving the suite of performance measures to support RCA’s in “telling their District’s story” and understanding the expected form/physical output by ONRC road category.
Managing complex urban networks has necessitated the creation of a variety of tools from network operating plans to CBD strategies. REG wants to enhance the ONRC and create a framework that recognises the value of places and the strategic use of corridors against a common framework, the One Network Framework.
This presentation is an opportunity to hear from two key people, Ben Wong and Simon Fendall, who are co-ordinating the efforts to evolve the ONRC.
Ben is the Transportation Asset Planner at Selwyn District Council and is responsible for preparing Council’s Transportation Activity Management Plan to inform Council’s Long-Term Plan and the National Land Transport Programme processes.
Ben also provides advice around integrated land use within the district in conjunction with our Greater Christchurch Partners whom Selwyn works closely with through the Urban Development Strategy.
Ben is also the current Chair of the REG Customer Outcomes Work Group.
Simon works for the Transport Agency as part of System Management and is also a member of the REG Evidence and Insights Working Group, having come from Hamilton City Council. On top of working with Waikato and Bay of Plenty councils and managing REG’s Performance Measure Reporting Tool, he’s also looking to understand what the future of network management looks like in an increasingly joined-up world.
Central Otago’s respones to embed ONRC: The change from operational to tactical management of our unsealed roads. Andy Bartlett, Central Otago District Council
Central Otago District Council have been working to align their roading maintenance, renewals and improvement programmes with the ONRC Customer Outcomes and Performance Measures from the very earliest stages of the Road Efficiency Group’s journey.
Central as a District has 1400km’s of maintained roads, which are unsealed. This is nearly three-quarters of the length of the network, managed with approximately one-third of the total transportation investment.
The costs of our unsealed road programmes are trending upwards, driven by higher customer expectations, increased traffic demand and reduced material availability. Central Otago has been a key partner in the development of a data-driven response aimed at ensuring acceptable Customer Levels of Service can be delivered on our gravel roads – and remain affordable.
Andy has eighteen years of international career development within multi-disciplinary consulting engineering and Local Government infrastructure management. His experience spans across infrastructure, civil, highways, environmental, building services and structural engineering projects. In his current role as Central Otago’s Asset Engineer, he is taking organisational responsibility for technical management of RAMM, Assetic and dTIMS asset management and modelling capabilities.
Coming soon – a national Roading Asset Management Data Standard. Myles Lind, NZ Transport Agency
In 2015, the National Infrastructure Plan recommended that New Zealand use shared data standards across all infrastructure assets to allow better benchmarking, understanding and coordination of the services these assets provide and the dependencies between them. In 2017, a sector-wide collaboration produced pilot versions of metadata standards for the three main public infrastructures – roading, buildings and the three-waters.
In 2018, NZTA released a programme business case, developed with the sector, to reconfirm the benefits and confirm sector support to complete, publish and embed the roading standards. In late 2018, with the support of Local Government New Zealand, Treasury and LINZ, NZTA approved funding to complete the asset metadata standards for roading. The project for roading standards started in December 2018 when government and sector representatives worked together in an intensive two-day ‘sprint’ to design the best process to complete the standards.
This presentation describes and explains the approach NZTA is following to complete the national roading data standards for launch by July 2019. A cornerstone of the process is working with the sector to ensure the data standards can be easily accessed and applied sector-wide.
Key Words: asset metadata standard, design thinking, national infrastructure, roading.
Myles is a chartered engineer with over 20 years of experience in managing public infrastructure. He has worked throughout New Zealand as well as Asia and the UK. Myles has held previous senior roles at Franklin District Council, Metrowater Limited and Watercare Services. He was recently the Commercial Manager at Queenstown Lakes District Council and has now returned to Auckland where he is employed with the NZ Transport Agency on the digital engineering and transport operating programme.
Myles is a member of the Institute of Directors, a past independent chair of the New Zealand Utility Advisory Group and is currently the vice president of the Institute of Public Works Engineers in New Zealand. He is a proud father, keen golfer, and international playwright.
Downer Survey – digitising our operational business. Andrew Dickson, Downer NZ
Paperwork has long been an adversary to the data scientist – trend analysis of a stack of paper forms is quite an endeavour. Audits, inspections, discussions, quality assurance and even timesheets all done on paper certainly help with compliance but make it difficult for taking the next step towards turning the data into knowledge.
Transport Services has recently joined the Utilities division of Downer NZ in utilising the Downer Survey system to remove some of the paper forms from our business and to help drive data based decision making further into the operational and health and safety side of the business. The system uses the ArcGIS Survey 123 system to input data in the field using smart forms and then once submitted provides a live input into reporting and workflow tools such as Power BI and sharepoint.
Utilities have had the system in place for a while and have been able to use it to demonstrate compliance and quality assurance that their clients have required whilst highlighting areas for improvement in an open and transparent way utilising client facing dashboards that in some cases have replaced monthly reports. Transport Services has started use of this system with a focus on on-site health and safety auditing but has begun the development of Roading specific quality assurance auditing including traffic management audits and road resurfacing advisory / quality assurance tools with more being developed and prioritised as uptake increases.
Andrew Dickson heads up the Technical Capability & Supply Chain teams for the Utilities business unit within Downer. Andrew is a qualified Telco Technician having worked in the field for 20yrs before moving into Telco Design and Project Management with key involvement in the technical architecture for the UFB and RBI Projects. Andrew’s role currently supports the operational business in implementation of the Critical Risk Project, HSE operational documentation, Subcontractor Management and Training & Competency among many other activities.
The dark art of data and analysis – What we do in the shadows. Richard Lovell, Timaru District Council
In recent years technology has advanced to a level where common electronic devices are increasingly capable of collecting useful data. It is relatively easy to collect data, but it is more difficult to analyse the data in a way that is useful for facilitating good quality decision making. The need to provide evidence in an easy to interpret way is becoming ever more critical, especially when social media platforms give a wide range of stakeholders more opportunity to let their opinions be heard. No longer can we rely on our experience and gut feelings alone to communicate the way we manage our road networks. We have to find better ways to manage more demanding customer level of service expectations.
Data is collected on the Timaru Districts sealed road network by various methods using well established and emerging technologies. These data are all collated and interpreted to provide a baseline of the condition of the road network, as well as being used as supporting evidence for business cases.
On the more dynamic unsealed roads, Timaru District Council utilise Roadroid to measure roughness and also have a series of objective question sets to provide network level trend data.
So, why bother? What do we do with this information?
By adopting a holistic approach to data collection and interpretation, tangible benefits can be achieved through project co-ordination and communications with both internal and external stakeholders.
Join us as we delve into the darkest corners of the open plan office to shed light on how technology and data interpretation can be used to manage maintenance and renewal activities on the network, and also support the handling of customer expectations.
Richard Lovell is the Asset Management Systems Analyst in the Roading Unit at the Timaru District Council. A large part of Richard’s work is transforming data in RAMM to a more accessible format and using analysis of pavement data to solve real world issues on the road network. Before moving into the Roading unit three years ago Richard was a GIS specialist at the Council for over 10 years, digitising and analysing data from a wide range of sources.
Data driven maintenance and renewal contracts. Simon Gough, GHD
The Northland Transportation Alliance (NTA) has launched 5 large Road Maintenance & Renewal Contracts which have now been in operation for almost 9 months. From the beginning of the contract preparation the NTA had a desire to make data and the use of RAMM at the heart of how the contracts will be run and managed. This presentation explorers how this focus on data has gone, the challenges faced getting and using good data, and the lessons learnt along the way.
In support of these contracts, GHD has partnered with the NTA to build data setups and support tools to manage RAMM data across a number of business needs for the management of the 5 contracts. This ranges from a significant development to support the management of the contractor’s inspections through to the automation of the production of routine work achievement reporting to reduce the monthly data reporting time from 2 hours down to 20 minutes. These developments are revealing significant insights into Maintenance Contract operations not seen before by the Northland Councils.
Come along and hear whether we failed or (hopefully) succeeded in our journey towards data driven decision making.
Simon has 25 years of experience in the roading industry including all aspects of asset management, maintenance and operations. With previous roles including the Roading Asset Manager at Whangarei District Council and the Asset Systems team leader at Auckland Transport, Simon is currently an Executive Advisor for GHD Advisory. Simon’s main focus these days is on business improvement and transformation using his wide industry knowledge and his experience in business process design and the use of systems and data to support business activities and outcomes.
Together in perfect harmony. Kris Garner, Fulton Hogan
In October 2017 Fulton Hogan’s National Asset Management team facilitated an internal workshop with senior managers and regional operational staff from across the Country. The aim was to help refresh and shape the future of road maintenance within Fulton Hogan, and identify the part our national team could play in taking our contract performance to a new level. From this workshop, there was a resounding call from our operational staff for more support to implement our smart systems and tools which we had been developing, and to provide better benchmarking of performance and delivery against contract requirements and our other contracts. And an even clearer message from our executive was to “harmonise” our offering, so we are consistent in our delivery.|
RAMM Contractor, Pocket RAMM and Contract Workspace are our core tools used across our contracts and became the focus of what was to be known as “Project Core Harmony”.
A key part of the Project Core Harmony was refreshing the skills of our staff in RAMM Contractor and Pocket RAMM, covering using the tools, programming, and claiming. Competency assessments were carried out following training, and recorded in our People Development Platform. Our target audience was all staff involved in managing RAMM dispatch data, programming, and claiming, as well as contract management staff. The overarching goal of this project was to ensure that no matter where in New Zealand we are operating, we are providing the same high quality service to our Clients.
This presentation will explore the journey we have taken during this time, the benefits we have realised, how this helps our customers and how we continue to develop harmonised solutions across our maintenance business.
Kris is the National RAMM Manager for Fulton Hogan, and brings his expert knowledge of RAMM Contractor and Pocket RAMM. He has 15 years experience across various aspects of civil construction administration including financial analysis, operational support, IT systems, IT support and general administration.
Implementation of asset management standard ISO 55000 for Road Network Maintenance Management contract. Nabin Pradhan, Downer NZ
With the introduction of Asset Management Standard ISO 55000x, more and more road controlling authorities are now working towards adopting this standard for better utilization of the assets and increase value for money.
As road network management service provider, Downer Transport and Infrastructure, is working on aligning its asset management and operations management systems to comply with this standard requirements and guidelines. This adaptation has helped in developing cohesive framework and means of ensuring that asset management is driven top-down, is properly resourced and co-ordinated in a way which helped in significant improvement of operation efficiency with focusing in data driven decision making.
The adoption process has been challenging as Downer is managing of road network for various road authorities in different states in Australia with considerably different asset management policies, strategies and contracting models. However adopting ISO 55000 has helped to align our objectives and services to the asset management strategies of road controlling authorities and to ensure that their goals to realize best value from assets are well address in the service delivery.
This paper discusses on how various challenges have been tackled for successful adoption and ISO 55001:2014 certification of Road Network Asset Management System for North-East Sydney state highway network contract. Use of asset management framework state of art Asset Management Information Solution (AMIS) suite for managing road network and maintenance operation, and utilization of the historic maintenance effort data as well as automated data collection for the whole of the lifecycle analysis undertaken based on the predictive modelling considering optimization based on financial and technical risk assessment has resulted the asset management plan more robust and credible and well appreciated by client.
Dr Pradhan is world renowned Asset Management Specialist, with more than 30 year experience. He was responsible for implementing road asset management systems in more than 15 countries throughout the world, including Australia and New Zealand. He is currently working as Manager Asset Management Services for Downer at Transport and Infrastructure division and is providing necessary support to Downer managed maintenance contracts throughout Australia and New Zealand with information management system and asset management best practices.
Client Leadership closing the competency gap. David Langford, New Plymouth District Council
High skilled talent is in short supply and already struggling to meet the construction sector’s workload demands. A recent report by Austroads paints a bleak picture of the future as its forecasts the NZ roading sector workforce will shrink by 25-30% over the next 10 years as people retire faster than new talent is trained.
This presentation will explore the role client organisations, particularly central and local government agencies, have in creating a sustainable future for the construction sector. This will be supported by examples of how the New Plymouth District Council is taking a strategic approach to procurement and creating a culture of Supply Chain Leadership in order to respond to the issues of sustainable procurement, workforce capability & capacity and future talent pipeline management.
As the Infrastructure Manager David is part of the New Plymouth District Council senior leadership team. As the Infrastructure Manager for New Plymouth District Council (NPDC), David Langford is responsible for the maintenance and operation of a $2.6 billion dollar asset portfolio that covers Three Waters, Roading, Solid Waste & Recycling and Parks assets. With over 15 years in the construction industry, David’s experience spans both the local government and contracting sectors. Collaboration and Supply Chain Leadership are key values that David brings to managing relationships with the extensive supply chain that NPDC relies on to deliver combined operational, maintenance and capital annual budgets of over $100m.
age risks associated with it.
Step-change in procurement capability: How’s it done? Caroline Boot, Clever Buying
Poor procurement capability seems to be the official weed in New Zealand’s infrastructure garden. According to the blogs, it’s a key factor in the collapse of large construction firms; its methods vary wildly in their effectiveness. While some organisations seems to ‘nail’ procurement, others right next door have confused, unfair and inefficient processes.
While procurement in the roading sector is generally acknowledged to be head-and-shoulders ahead of many others, we still face challenges in achieving consistent good practice. What can our industry do, to spread good procurement practice better across our RCAs? The task of upskilling procurement professionals who are under-resourced, under huge pressure, and time-starved, is daunting.
This presentation looks at the challenges and the success stories of a few RCAs who have tackled their procurement demons, tidied up their processes and managed to equip their staff with workable, practical skills and tools to make life easier and deliver better value.
It explores the journeys of procurement staff from the Far North to Whakatane to Westport to Gore – and everywhere in-between to change procurement practices to simpler, more powerful and more consistent formats.
In this presentation, you will hear about:
- Key challenges experienced by RCAs in procurement
- Turn-key mechanisms and models that supported change in procurement practice
- Measures of success: the tangible proof of effective change in procurement practices.
The input to this presentation comes directly from procurement staff working in NZTA offices and Councils, whose experiences over the past five years have contributed to enhanced procurement capability across their organisations.
Over the past 20 years, Caroline Boot has been heavily engaged in improving tendering practices, for both clients and suppliers across the Asia-Pacific region and beyond. She is well known as the developer of the Clever Buying course for procurement professionals and as the most experienced assessor for the NZQA Procurement qualification.
She has become a keen advocate for standardisation and extension of procurement capability development and qualification throughout NZ public sector organisations, including, Councils, NZTA, Government Ministries, and health sector organisations.
Through Clever Buying, she and her growing number of colleagues also increasingly provide practical procurement support, including procurement planning, RFx documentation development, probity auditing, tender evaluation and scoring scale development.
Caroline is a recognised leader in best practice procurement, who loves working with organisations to sharpen the tools and processes that they use to make public expenditure decisions.