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News > 2007 News > January 2007

January 2007

  • Housing New Zealand Corporation is developing an asset management framework aligned to the thinking of the 2006 NAMS Property Manual.  Over the last 12 months the Corporation has been working through the theory behind a decent homes standard, developing draft levels of service statements aligned to the Governments goals and priorities for social housing and quantifying capital and operating projects as responses to draft levels of services.  The Corporation’s Asset Services group focus for 2007 will be the full implementation of the framework, moving from theory to testing the practical application. The corporation hopes to share experiences with other like-minded organisations that are embarking on the same approach

  • In January 2007, New Zealand’s Ministry of Health will be requiring District Health Boards to provide key information on current asset status and project capital expenditure intentions.  The Excel spreadsheet used to capture this information will be available to members through on-line tools. The information will be used to establish the second annual National Health AMP.  The approach follows the NAMS Property approach.

  • The New South Wales (Australia) Department of Local Government is in the process of finalising its position on the future requirements for asset management in NSW local government.  This position has been determined in conjunction with members of the NSW Infrastructure Task Force, which includes key stakeholder representatives.

  • The Auckland Regional Council has requested proposals for the supply of an asset management solution. Under the Local Government Act 2002 (LGA 2002) Councils are required to undertake rigorous asset management planning.  It is essential that all decision-making and long-term financial planning be supported by sound asset data.  It is therefore critical that the organisation has a user-friendly asset management solution that is able to deliver the key outputs the various user groups require.

  • Capital & Coast DHB is implementing the final stages of a capital asset planning process for projects and procurements based on the NAMS Property approach

  • Let us know of other relevant news…

Important notes for members:

  1. Data held within the demonstration system has been updated to ensure a greater level of alignment with the manual's content.

  2. The New Zealand Building Component Guidelines (BCG) will be updated with Rawlinsons New Zealand Construction Handbook, 21st ed., 2006.  The update will be available in early March 2007.  Members can download the Excel file, view through the on-line database and use the data in the demonstration system.


Progress of NAMS Property

There has been great interest in NAMS Property from around the world over the two months since its release.  This includes consultants in Canada and Africa, a rail company in Australia and Local Government organisations in New Zealand.

Distribution by Country - January 2007 Distribution by Industry - January 2007

The process of asset management can be complex.  We are now becoming more convinced that people working in asset intensive organisations need to simplify the complex processes of asset management planning.  The NAMS Property manual, tool kit and demonstration system makes the complex simple.

Training

New Zealand training is now scheduled for 26 and 27 March and 2 and 3 April 2007.  Keep an eye on the Industry Events for venues and registration.


Movements in the Industry

  • Peter Dudson has moved from CEO of NAMS Group to CEO of Stevensons. Kathy Dever-Tod is acting CEO for NAMS Group.

  • Paul Vaughan has moved from Property Manager Franklin District Council, to Property Asset Manager Transit New Zealand

  • Ed Rafferty is moving from General Manager of The Asset Partnership NZ Ltd, to Manager, Business Development SPM Consultants Ltd.

  • Let us know who is moving where…

Did you know?

from Section 4.2 Achieving Strategic Objectives

The mission statement, vision, strategic objectives, goals, and principles define the organisation’s direction and priorities.  These can be easily taken for granted or overlooked.  You may have heard people refer to the statements as ‘weasel words’, being ‘fluffy’ or ‘woolly’ and ‘have no real meaning’.  If this is the case, then it is possible that your organisation may be disconnected between your operational, tactical and strategic levels.  One of the roles of the asset management process is to link the strategic to tactical and the tactical to operational level.  The outcome ensures that all operational tasks work towards achieving the organisation’s objectives.

For best results, asset planning works at the tactical level of the organisation.  It is based on analysis of data to provide more informed tactical options and provides mechanisms to measure the organisation’s progress