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TRANSCRIPT
TOP SECRET
TOP SECRET
UNCLASSIFIED
DEFENCE ESTATE &
INFRASTRUCTURE
2
New Zealand Defence Industry Association Members Meeting
9 May 2018, Wellington
TOP SECRETEstate Regeneration: Building DEI capability through an Alliance
May 2016: Defence White Paper 2016As part of the Defence White Paper, Cabinet agreed to fund Defence Estate Regeneration.
July 2015: Defence Estate Plan Cabinet requested a framework for regeneration, management and use of Defence Estate to 2030, due June 2016.
July 2014: Approach to Managing the Defence Estate SEC confirmed that Defence would maintain in its current location and DMRR would be ring fenced for Estate purposes.
Regeneration
June 2018: DEI Report to NZDF Board DEI/Alliance update to NZDF Board.
Integration
May 2014: Budget 2014Provided first increase to NZDF operating baseline including increased estate maintenance funding.
May 2017: Budget 2017 Provided capital injection to support tranche one of Estate Regeneration Plan.
Estate
August 2016: Defence Estate Regeneration Programme Plan Cabinet approved Estate Regeneration Plan and approved that Joint Ministers be delegated the ‘Approval to Initiate’ the first tranche of investments out to FY2019/20.ATI received December 2016.
November 2013: DMRRCabinet noted that DMRR estimates $1.7billion estate funding was required, and agreed guiding principles for Defence Estate recapitalisation.
Recapitalisation
The Alliance is part of the transformation to the new operating model, which will augment DEI and provide the capacity and capability to deliver on the Estate Regeneration Programme Plan
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Estate Regeneration Programme strategic alignment
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Estate Regeneration investment approach
Tranche 2: 2021-2025
Major Investment
• Upgrade Estate;
• Consolidate within and between locations;
• Major regeneration work that aligns to Defence
Capability Plan and Capital plan.
Tranche 1: 2016-2020
‘Ramping Up’ Investment*
• Strengthening capacity of Defence Property
Group;
• Undertaking initial recapitalisation projects;
• Gathering asset data to inform regeneration;
• Completing Estate Strategic Framework for
camps & bases;
• Address immediate compliance issues.
Tranche 3: 2026-2030
Steady State Investment
• Business as usual replacement/renewal of
existing Estate and infrastructure;
• Three year rolling review to enable flexibility to
ensure support of changing capability
requirements.
TOP SECRETCore Alliance principles and features
Achieving an enduring Estate capability through a blended workforce approach.
A relational model rather than a traditional transaction-based approach that is focused on cultural alignment and effective working relationships with industry.
A commercial model that drives the achievement of outcomes.
A customer-centric approach to ensure greater certainty and affordability over the final outputs.
Achieving value for money by focusing on through-life management and benefits realisation.
Availability of capability and capacity who can deliver the required Estate function outputs for the duration of the contract period.
Shared ownership and management of risks aligned to NZDF risk appetite statement.
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DEI functions
Strategy
Performance
Joint Alliance
Management Team
Alliance PartnerFlexible surge capacity up &
down to support demand
Alliance
Office of the
HDEIGovernance
• Estate Investment Committee
• DEI Leadership Team
• Alliance Leadership Team
Enduring Capability
Functions• Stakeholder & Relationship Mgmt.
• Governance & Leadership
• Culture Change & Comms.
• OH&S and Wellbeing
• HR Training & Induction
Functions• Strategic Alignment
• Policy Framework
• Stakeholder & Relationship Mgmt.
• People & Capability Strategies
• Sustainability Strategies
• BCP & Resilience Strategies
• Investment & Estate Planning
• Strategic Prog. & Business Cases
• Tenure & Negotiation
Functions• Estate Governance
• Portfolio Mgmt.
• Information Strategy & Policy
• Risk & Assurance
• Commercial Mgmt.
• Alliance Perf. & Improvement
Functions• Support Investment & Estate Planning
• Programme Mgmt.
• Project Mgmt.
• Asset Mgmt.
• Environment Mgmt.
• Administration Support
• Information Mgmt.
• ICT
• Customer Service Desk
• Business Improvement
• Contract Mgmt. & Performance
• Culture Change & Comms.
• OH&S and Wellbeing
• HR Training & Induction
• Risk & Assurance
• Finance & Accounts
• Protective Security
• Procurement
• Legal
• Estate Steering Group
TOP SECRETProcurement – broad approach and timeline
Our intended procurement approach will include a Registration of Interest (ROI), planned to be released via GETS at end Qtr 2 2018. This will be followed by a Request for Proposal (RFP) planned to be released via GETS in Qtr 3 2018.
Our evaluation methodology will be focused on capability, capacity and culture and will be achieved in part, through interactive workshops.
TOP SECRETDue diligence
Due Diligence Research Visits
Australian Defence Force Defence Infrastructure Organisation (DIO) United Kingdom
New Zealand Transport Agency Western Australia Water Corporation
Transpower New Zealand Alliance Air Warfare Destroyer (AWD) Alliance
Defence Construction Canada Tararua Alliance
Stronger Christchurch Infrastructure Rebuild Team (SCIRT) Americas Cup Village Alliance (Auckland Council)
Wellington Water
TOP SECRETBusiness improvement initiatives underway Capital project lifecycle improvements
Improvements in the Health and Safety system
Delivery using a Fast Track methodology, e.g. piloting NEC 4
Developing and implementing KPI measures for projects and Facilities Maintenance including benchmarking
Refreshing operating documentation and process
Establishing a Lean Six Sigma centre of excellence including an Innovation Hub
P3MO
Organisational review
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THE JOURNEY
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JOURNEY TO ALLIANCE READINESS
• Culture Change Plan• Health, Safety & Wellbeing –
Rapid Improvement• Sustainability Framework• Business and Process
Improvement Initiatives• Change Management• Communication Planning• Stakeholder Engagement• P3MO
Integration –“coming
together for greater effect”
THE JOURNEY
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UNCLASSIFIED
BETTER TOGETHER VALUE ADD
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UNCLASSIFIED
OUR FOCUS
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UNCLASSIFIED
POLL EVERYWHERE
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