In 2020 I was commissioned by Auckland Transport to undertake a IIMM Asset Management Maturity Assessment.
I continue to assist Auckland Transport with their Asset Management Improvement Programme.
Bay of Plenty District Health Board (BOPDHB)
2020
- Development of a Facilities and Business Operations Emergency Management Plan framework and template for Tauranga and Whakatane Hospitals
- Development of a Facilities and Business Operations Risk Assurance Plan.
In 2018 and 2019 I worked with the Property Services Division of the BOPDHB to develop their internal asset management capability. To date this has included developing a tailored asset hierarchy and drafting their first Asset Management Plan (AMP).
Northern Regional Alliance (NRA)
In 2020 I was commissioned to assist the NRA, which includes the four northern District Health Boards and their support agencies, to develop a regional asset management policy and strategy. I continue to work with the NRA on an as required basis to assist them with advancing asset management capability across the sector.
Counties Manukau District Health Board (CMDHB)
In 2020 I continue to assist CMDHB with the development of a new Asset Management Plan.
In 2019 I assisted CMDHB prepare for their Investor Confidence Rating (ICR) Asset Management Maturity Assessment.
Throughout 2017, 18 and 19 I assisted CMDHB with a number of asset management improvement projects that were identified from their 2016 Investor Confidence Rating (ICR) Asset Management Review.
Western Bay of Plenty District Council (WBOPDC)
I have worked with WBOPDC on several asset management projects since 2012. Projects have included:
In 2020/21
- Development of WBOPDC Water safety Plans for the five council Water Supply Zonesn
In 2019/20:
- - Update of the Solid Waste Activity Management Plan
- - Review of the 2020 Water, Stormwater, Wastewater, Solid Waste and Corporate Property Asset Management Plans
- - Developed Emergency Response Plans for the WBOPDC Water Treatment Plants.
- - Provided Contract Monitoring Services to the Western Zone Water Mains Improvement Project.
- - Updated the Little Waihi Drainage Society Asset Management Plan.
- - Developed and conducted a Table Top Emergency Management Exercise for WBOPDC Utilities Group.
- - Drafted a WBOPDC Strategic Asset Management Plan (SAMP).
In 2018/19:
- - Updated the Utilities Group Three Waters Risk Registers.
- - Updated the Utilities Group Emergency Management Plan.
- - Probity Adviser for the Parks and Reserves Maintenance Contract.
- - Updated of the Waihi Drainage Society Asset Management Plan.
In 2017:
- - Undertook a review of the Utilities Group three waters Asset Management Plan Risk Registers. The review and updates were completed via a series of risk workshops with council staff.
- - Undertook a review of the Utilities Group three waters 2010 Strategic Mapping Exercise. The review and updates were undertaken via a series of workshops with council staff.
- - Completed desktop assessments of council’s property, water, wastewater, storm water, water and parks and reserves and Asset Management Plans. The objective of these 2017 assessments was to highlight improvements required to meet statutory and best practice requirements.
- - Completed a desktop review of the WBOPDC Utilities Group Emergency Management Plan. The aim of this 2017 review was to identify improvement recommendations including inclusion of “Lessons Learned” from previous events.
Pre 2017 I have:
- - Assisted the Utilities Group with a knowledge mapping exercise, part of Council’s process of bringing infrastructure management and related activities back ‘in house’.
- - Reviewed the WBOPDC water, storm water, wastewater, property and recreation, and reserves and facilities AMPs against the OAG criteria for infrastructure AMPs.
- - Assistance with developing a Solid Waste Activity Management Plan.
- - Development of a Business Continuity Plan for the WBOPDC Utilities Group.
- - Ongoing on call asset management assistance to the Utilities Group.
University of Auckland
In 2019 I was subcontracted to GHD Limited to lead a Tertiary Education Commission (TEC) Capital Asset Management Assessment of the University of Auckland. The assessment was based around there property and infrastructure asset portfolio.
New Zealand Customs
2019 I was subcontracted to assist Infrastructure Associates undertake an IIMM Asset Management Maturity Assessment of the New Zealand Customs Service. The assessment being part of the Treasury ICR framework.
Tauranga City Council (TCC)
In 2019 I started working with TCC and WBOPDC as the Probity Adviser for the Joint Three Waters Operations and Maintenance Contract 2021.
In 2011 I worked with Tauranga City Council to review and update the Council Property Asset Management Plan.
Bruce Pulman Park
In 2019 I commenced working with the management of Bruce Pulman Park to developed the first Asset Management Plan for the facility. This is an ongoing project.
Waitemata District Health Board (WDHB)
In 2018 I was commissioned by WDHB to develop an Asset Management Strategy and an Asset Management Plan for the DHB’s clinical, non-clinical, property and infrastructure asset portfolios. In addition to this I developed an asset criticality framework. I have continued to work with WDHB throughout 2019 to complete their Asset Management Plan and Policy.
Auckland District Health Board (ADHB)
In 2018 I was commissioned by the ADHB to draft an Asset Management Strategy.
Water New Zealand
In 2018 I assisted Water New Zealand, the Water Industry Operations Group and the New Zealand Industrial Water Forum Steering Group develop an MoU that provided a vehicle for the three associations to develop stronger working relationships and communicate collaboratively on areas of common interest and national importance.
Department of Corrections
In 2018 I was subcontracted to assist Infrastructure Associates undertake an Asset Management Maturity Assessment of Corrections. The assessment being part of the Treasury ICR framework.
Queenstown Lakes District Council (QLDC)
In 2018 and 2019 I assisted QLDC undertake an internal Investor Confidence Rating (ICR) Assessment. The assessment was based on the current Treasury ICR framework which is used to assess capital intensive government agency’s capabilities across nine elements including; Asset Management, Portfolio, Programme and Project Management, the quality of the organisations Long Term Investment Plan, Procurement, Change Management, Asset Performance, Benefits Realisation and Project Delivery
CentrePort Limited
In 2017 after conducting an Asset Management Maturity Assessment I worked with Centerport to develop and improve their asset management capability and practices.
New Zealand Treasury
The Asset Management Maturity Assessment (AMMA) forms a key component of the Treasury’s Investor Confidence Rating (ICR) Programme. I have been involved in these assessments since 2012 when the first assessments of 15 capital intensive government agencies were undertaken.
Agencies I have reviewed include:
- New Zealand Defence Force (2012 and 2016)
- Ministry of Foreign Affairs and Trade (2012 and 2016)
- New Zealand Customs (2012 and 2019)
- New Zealand Police
- Housing New Zealand
- Ministry of Justice
- Department of Corrections (2012 and 2018)
- Department of Conservation
Tamaki Regeneration Limited (TRL)
In 2017 I assisted TRL update their 2017 Asset Management Plan (AMP).
In 2016 I assisted TRL to develop a set of design guidelines for a stock of new houses.
Chorus
In 2016 I worked with Chorus to develop and appropriate Asset Management System designed to provide the strategic, tactical and operational framework from which Chorus would develop new and improved asset management practices.
Bay of Plenty and Waiariki Polytechnics (now Toi Ohamai Institute of Technology)
Tertiary Education Institutions (TEIs) are required to assess their asset management capability annually. This assessment alternates between a self-assessment the first year and an assessment carried out by an independent assessor every other year. In 2015 I undertook a Tertiary Education Commission (TEC) Capital Asset Management Assessment for the Waiariki Institute of Technology and Bay of Plenty Polytechnic which provided insight into the current state of both organisations asset management capability against an assessed appropriate level of capability.
Wellington City Council (WCC)
In 2013 I was the Project Director for the development of a corporate risk register for Council.
In 2013/14 I was the Project Director and assisted the WCC Asset Management Team develop a new asset management framework. This framework was then used on two pilot plans with the intent being for the final framework to be implemented across all of WCC activities.
Waikato Regional Council (WRC)
I worked with Waikato Regional Council and their asset managers from 2011 to 2015. In that time I led the development of Waikato Regional Councils first Zone Management Plan, a plan that was built on the traditional asset management plan framework but modified in order to provide a higher level strategic view to managing each catchment zone while integrating the flood protection, land management and river and lake management activities. I was intimately involved in developing the Lake Taupo Catchment, Lower Waikato, Central, and Waihou -Piako Catchment Zone Management Plans.
Other projects undertaken for Waikato Regional Council have included an update of the Integrated Catchment Management Directorates Zone Management Plan Risk Register (2015) and developing a detailed project management plan for the 2011 Sustainable Agriculture Project.
New Zealand Parliamentary Service
In 2012 I was a member of a two-person team who undertook an Asset Management Maturity Assessment of the New Zealand Parliamentary Service, the department responsible for the care and maintenance of all property assets that make up the parliamentary prescient in Wellington. One major improvement activity from that assessment was the development of the first Parliamentary Service Property Asset Management Plan (AMP).
Ministry of Foreign Affairs and Trade (MFAT)
In 2012 I was the Project Director for the building condition survey of 72 MFAT buildings in 26 countries in a three-month period. The team assembled to deliver this project was responsible for managing the logistics of each of the deployed inspection teams, liaison with MFAT and overseeing the development of the data cleansing process and report writing.
In 2014 I worked with MFAT in a project management and technical advisory role to assist the development of global, regional and post asset management plans.
In 2019 I was commissioned by MFAT to assist them prepare for their Investor Confidence Rating (ICR) Asset Management Maturity Assessment .
Aboriginal Hostels Limited (AHL)
AHL are responsible for the care and management of a network of 47 accommodation facilities that provide accommodation for Indigenous Australians who need to be away from home to access life-changing education, employment, health and other services.
In 2010 I was part of a two-person team that undertook an Asset Management Capability Review which identified a large number of improvement opportunities for AHL. I was subsequently appointed to the role of Project Director for a number of these improvement projects which included the development of AHL’s first Property Asset Management Plan. In addition to this I spent a number of week’s onsite with AHL in an Asset Management mentoring role.
Hawkes Bay Regional Council (HBRC)
In 2010 I undertook a review of the Upper Tuku Tuku and Heretaunga Flood Control Scheme Asset Management Plans. I worked closely with Hawkes Bay Regional Council to improve the existing Asset Management Plans through these reviews and in the case off the Heretaunga AMP assisted council to significantly improve the areas of Risk and Asset Life Cycle Management.
Auckland Library
In 2009 I undertook a physical verification and condition assessments of the library building services that enabled Council to develop their 11 year renewals plan.
Museum of New Zealand Te Papa Tongarewa
In 2009 I was a member of a two person team who undertook a detailed gap analysis to determine Te Papa’s asset management situation, where it wanted to be and how to get there over the subsequent three years. Included as part of this work was an asset management skills assessment and a systems review. The work provided an improvement programme that would guide the improvement of asset management practices.
Whakatane District Council (WDC)
In 2009 I was a member of a larger consultancy team that undertook the improvement of Council's eight asset management plans. I was specifically involved in the Property and Parks and Reserves Asset Management Plans.
Pre 2009
Prior to embarking on a career as an asset management professional I worked in some key property and infrastructure roles, namley:
- Facilities Manager at the Universal College of Learning (UCOL). Responsible for three campus's, Palmerston North, Whanganui and Wairarapa.
- Area Engineer at Horizons Regional Council. Responsible for the management of drainage and flood protection assets in councils northern zone.
- New Zealand Army; Royal New Zealand Engineers (RNZE), Officer.
Personal / Professional Highlights
- In 1993 I had the honor of escorting Charles Upham VC and Bar and his wife Molly during official events in Wellington.
- In 2002 I was appointed as the Royal Guard Commander for a 100 strong Tri Service Guard to welcome Her Majesty Queen Elizabeth II to New Zealand as part of the commemorations of her Golden (50th) Jubilee.
- In 2003 I was granted the award of an additional Member of the New Zealand Order of Merit (MNZM) in the New Year’s Honours List for my leadership and work as the New Zealand Senior National Officer with the inaugural International Peace Monitoring Team in the Solomon Islands.
- In the same year I was also awarded a United Nations Force Commanders commendation for my leadership and work with the UN Mission in Support of East Timor (Timor Leste).
- In April 2017 I took a leap of faith and "turned one day into day one", establishing Darryl Hubbard Consulting Limited....the journey continues......
