Here is a list of customers we have helped. Click on the logo to read more about the projects.
In 2018 David completed the review of five Asset Management Plans for Waimakariri District Council including transport, the three waters and open spaces. A desktop review was undertaken for the plans and a report drafted for each one was prepared. David was asked to present the findings to Council and to discuss with each team ways that the plans could be improved. Feedback from Council was positive and the recommendations were well received.
The Tamaki Redevelopment Company (TRC) has taken ownership of 2,700 social houses in the Tamaki area. Facing the challenge of transitioning housing management from Housing New Zealand and progressing the development of the housing stock, TRC sought the assistance of Infrastructure Associates. David developed an asset management manual that was used to gain Community Housing Provider registration and within the organisation to ensure clear understanding.
The organisation also needed a new asset management plan, which David customised to suit their needs. The plan features a graphical representation of the lifecycle strategies required for each of the precinct development strategies.
In 2015, the Inland Revenue (IR) underwent an asset management maturity review, based on the International Infrastructure Management Maturity Manual. David Jeffrey and Brian Smith were the assessors for the review. One of the key recommendations was to develop an asset management plan for the large investment in information technology assets. IR commissioned David to develop an ICT AMP in 2016. David worked with key IR staff to develop the plan in three months to meet the needs of the organisation. The agency was pleased with the results and has approved the plan.
David has been involved in a number of consulting projects with NZTA over many years. Recent projects include developing a dashboard reporting tool of graphical outputs to present the State Highway programme to senior executives and through the State Highway Asset Management Plan.
David also worked closely with Simon Whiteley to develop the regional reporting template and the overall pan structure for the State Highway Asset Management Plan. In 2014 David and Simon worked together to develop a Strategic Business Case for the Melling Gateway which brought together three stakeholders in NZTA, Wellington Regional Council and the Hutt Valley City Council. In 2016, David collaborated with Opus, Jacobs and Infrastructure Decision Support (IDS) to develop a business case for the pavement and surface renewal and maintenance needs fir the state highway network. A business case for drainage network renewal needs is currently under development by David for NZTA.
David is currently undertaking the asset management maturity assessment for the Ministry of Education and for the Department of Corrections. In 2011, David developed the tool that uses the International Infrastructure Management Manual (IIMM) maturity framework. This tool is now widely used in the industry to assess current performance against an appropriate target across 17 areas of asset management capability.
David has brought together a strong specialist team of experienced industry-recognised asset management assessors to assist Treasury with the asset management maturity review of capital intensive central government agencies. At previous consulting companies, David was the lead consultant for the seventeen reviews in 2012 and for thirteen of the twenty three reviews completed since 2015. In July 2016, Infrastructure Associates was accepted onto the Treasury panel to continue the reviews of capital intensive government agencies.
Agencies reviewed by David and his team of consultants in the past tranches of reviews include six DHBs, the healthAlliance, Housing New Zealand, the Ministry of Education, Corrections, ACC and Inland Revenue.
David has completed several consulting projects with Auckland Transport. He worked onsite at Auckland Transport in 2015 with the Capital Programming team to prioritise the unsealed road programme for the next ten years. This involved a preliminary prioritisation based on traffic count volume followed by desktop assessments for 98 unsealed roads. The desktop assessment involved analysis of traffic counts, gradient confirmation using GIS, dwelling and amenity counts, and crash data analysis. The result was a reprioritised list of unsealed roads that enabled communications with stakeholders and internal AT staff.
In 2016, David developed a new data specification for the DHB. At that point in time, the Metadata standards for New Zealand Light Commercial and Residential Housing had been released for comment. David reviewed the existing use of asset data and proposed a new specification in line with the draft metadata standards.
In 2013, David lead the development of the process to capture key data and information requirements from Catchment Plans capital improvement recommendations. This involved developing key criteria to be used to prioritise projects and creating a spreadsheet that captured the relevant information in a consistent manner. Projects were ranked and input into 1000Minds for further prioritisation. The process was documented and handed over to Watercare to manage on an ongoing basis.
David has also lead the Water Services Association of Australia benchmark study of asset management practices for both Watercare and Dunedin City Councils in 2012.
David was engaged to peer review the capital project prioritisation process developed by an engineering consultant for the Auckland Council Stormwater Unit. David worked with the unit to assess the suitability of the process and made recommendations that lead to adjustments to the process.
David was engaged by the Stormwater Unit to peer review the 2015 valuation of assets. David has had extensive experience as a consultant undertaking and peer reviewing valuations, and also leading the valuation process for all infrastructure assets as the Asset Planning manager at Auckland Council. His Chartered Management Accounting qualification enables him to understand both the financial requirements of auditors and internal finance teams and the needs of asset managers.
In the Auckland Council stormwater unit peer review, David provided advice to the stormwater team through the valuations, meeting with auditors and team members during the project. David provided the template for the valuation report and helped the team develop the valuation. He provided a question set early in the project to focus the team on the issues that Audit were likely to look for and conducted a full peer review of the valuation report. The final deliverable for this project was a letter to Audit New Zealand confirming that the valuation could be relied upon for financial reporting.
During 2017 and 2018, David led the preparation of eight Service and Asset Plans for Auckland Council’s Community Services group. A new approach to asset management planning was developed which enabled a service orientated focus to be used. The traditional IIMM asset orientated approach used in the past did not adequately describe the shift in emphasis required for the services nor did it tell the investment story. The plan development included workshops to explore the problems and benefits through a better business case for each service, analysis of the service roles, renewal planning, and great deal of collaboration.
In 2018, the Corporate Property secured approval for a business case to dispose of surplus capacity and invest in opportunities to develop a more modern, flexible workplace for it’s staff. David worked closely with the group to develop an asset management plan that reflected the business case and the workplace strategy, specifically tailoring the plan structure to summarise the intent and implications of the business case and provide content that would be useful to the business over the next three years.
The innovations developed for the Corporate Property and Community Services plans during 2018 are being presented at the IPWEA National Asset Management Conference in November 2018 (http://nams2018.co.nz/programme/).
Water contamination of waterways in a number of areas in Auckland by onsite wastewater systems is a problem that is proving difficult to address. In 2018, David undertook a review of the voluntary targeted rate that Council piloted as an incentive to homeowners to upgrade onsite systems. The independent review considered not only the merits of the voluntary targeted rate scheme, but also reviewed other incentive options used by Council, and other authorities in New Zealand and globally.
David led the development of a Service Management Plan for Wellington City Council’s stormwater assets which are managed by Wellington Water (previously known as Capacity). The plan was service-orientated and linked the provision of assets to the service being required.
In 2012, at a previous consultancy firm, David was the project manager for the building condition survey of 72 MFAT buildings in 26 countries in a three-month period. David was responsible for managing the logistics of the survey team, interaction with MFAT and overseeing the development of the data cleansing process and report writing. The project ran successfully providing high quality outputs within very tight deadlines.
At a previous consultancy firm, David helped develop a capital project priority plan for the Australian Capital Territories Electricity and Water (ACTEW) organisation. The strategic direction for the organisation needed to be agreed first and then a spreadsheet prioritisation process based on risk mitigation was developed. The programme was submitted to the water regulator, along with a Prudency Strategy, which documented the capital planning process.
In 2011, David worked with three engineering consultants to develop a framework for this NSW water utility critical asset review. Once the framework had been developed and agreed, David worked with the council staff to plot critical assets on the GIS maps in accordance with the criticality framework. The process was refined as the further considerations were raised and a final map and report of the critical assets was produced. The final stage of this project was to meet with council staff to develop recommendations for how to treat the different classes of critical asset. These improvements have led to significant efficiency savings in the asset operations team.
David led the development of a network plan for the wastewater assets at Auckland Airport. This involved developing a template for the plan and working with airport staff to review the asset information and determine an optimal strategy for the forward works programme over the next 3-10 years. The plan was informed by the airport masterplan and several airport strategies.
Aboriginal Hostels manage a network of hostels throughout Australia providing accommodation for medical, study and other temporary needs. In 2011, David helped developed their first asset management plan, which involved several workshops and meetings to prepare the plan for approval.
In 2013, David worked with another consultant to complete a gap analysis of Statistics New Zealand asset management capability. The report made a number of recommendations including the development of an asset management plan. David led the subsequent development of the ICT asset management plan that was approved.
Working for a previous consultancy, David led the development of a suite of asset management plans for Canberra Territory and Municipal Services, the combined local and state government authority. This required developing a new template that met state requirements within a more recognised asset management framework.
In 2009 David led the improvement of eight asset management plans and a prioritisation process for Whakatane District Council. This covered activities such as transport, buildings, the three waters and waste services.
David led the review of three asset management plans for Christchurch City Council, making recommendations for improvement in both the short and longer term.