Congrès Infra 2017
4 au 6 décembre
Biographie de la conférencière
Kathy Dever-Tod is recognised throughout New Zealand as leading asset management practice through her contribution to industry groups such as NAMS and IPWEA, developing asset management best practice guidelines and delivering industry training. She was a key contributor to the 2016 edition of IIMM.
She has 18 years’ experience as an infrastructural asset manager within Local Government and is the former CEO of the NAMS Group (NZ). Since 2010, she has also worked with the NZ Treasury implementing asset management as a business change process in Central Government. Kathy is the Chair of the Ministry of Education Infrastructure Board and a member of the NAMS Group Board. For the past 8 years Kathy has also operated as an independent asset management advisor, particularly recognised for her expertise in levels of service, the development and review of organisational performance management frameworks and asset management improvement planning.
Résumé de conférence
In 2009 the author presented a paper at the IFME Congress discussing why some public-sector organisations in New Zealand had advanced ahead of the field in asset management and what had caused others to fall behind. Eight years on, Kathy notes that whilst overall the overall level of practice has advanced in both Local and Central Government, some organisations still struggle to embed asset management as a business process.
This paper explores why some are more successful in advancing asset management than others. The author goes beyond the level of asset management maturity attained, and looks at what it is about the organisation itself that enables it to turn theory into business as usual (BAU).
Three case studies are presented (Hamilton City Council, Ministry of Education and Victoria University of Wellington) as examples of the changes that occur in an organisation as asset management practice becomes embedded into everyday thinking. The author concludes that whilst public entities vary greatly in size and complexity, those at the forefront of infrastructural asset management have six things in common. These characteristics are presented with the author drawing on her extensive experience as a senior manager in Local Government and as an asset management specialist, to provide practical tips on how these characteristics can be developed within other organisations.
Finally, the author presents her views on how modern management practices can be used to develop managers with generic strategic asset management skills. Freed of the constraints of a single technical discipline, they become enablers of multidisciplinary thinking within the organisation. They ensure a strategic and sustainable approach is embedded in all infrastructure planning, considering the long-term strategic direction of the City and the outcomes for citizens, not just ‘pipes and roads’. The variety and challenge motivates these managers to stay and inspire others.
