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The vision for this education provider is that regional campuses across all New Zealand are focused on delivering consistently high-quality services to learners, rather than competing for enrolments.


They required a Capital Asset Management Strategy that established a coordinated a consistent approach across the network of campuses. As built infrastructure is a key enabler to deliver education, this was a key project in the organisation’s first year. Developing a cohesive strategy across 16 previously independent institutions posed a significant challenge, so this provider required a transformation partner that would bring an innovative approach to understanding and responding to the needs of the network’s assets, employees, and learners.


KPMG was engaged as a transformation partner over 18 months to assist the organisation understand its network of assets, identify short-term priorities, forecast its future learner demand, and develop a strategy to respond. This work was completed across a range of workstreams with continuous evolution to help then mature in their asset management maturity:

  • KPMG undertook a data-driven current state analysis of the network of almost 1200 built assets to assess minimum compliance requirements and fit-for-purpose learning conditions. This included over 900 on-site building surveys across the country.
  • We built Service Delivery Model (SDM), including student demand forecasting, an optimised student allocation model and multicriteria analysis of campus configuration options. The SDM analysed over 2,000,000 student demand records and mapped regional demand trends and forecasts.

We developed an interim strategy to meet the 1–3-year strategic priorities during the organisation’s transformation journey. This included identifying a range of short-term priorities projects to uplift asset management and meet the immediate needs of learners and campuses.


The current state analysis provided the client with a consistent baseline of data on the condition and compliance of 1200 built assets across its network. With a consistent dataset, we were able to identify where priorities lay across institutions, campuses, and specific buildings.


The analysis produced with the Service Demand Model enabled the client to understand how investment decisions would impact their asset base, and in turn how equitable outcomes for students would be affected with changes in demand across regions and demographics.


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