Rationale for, and use of, Asset Management Maturity Assessments

Document date 4 Apr 2012

Background – Management of Crown Assets

The Government’s maiden Investment Statement (published in December 2010) states that if Government is to realise its
deliver better public services it is important to have effective management of Crown assets, and to make the best possible
decisions. 

Under New Zealand’s public sector management model, most day-to-day decisions about how to manage the Governmen
and risks are made at arm’s length from Ministers on the principle that decentralised decision-making is efficient where ag
information and are subject to the appropriate incentives. 

The devolved public sector management (PSM) system needs to be able to provide assurance that the Crown’s assets and
appropriate and well managed. At present there is a limited array of asset performance information available and some of
meaningful or robust.  This makes it difficult to draw firm conclusions on how well these assets are being managed and als
about the quality of asset management practices and levels of service.

In 2010 Cabinet confirmed that it had higher asset management performance expectations of 15 capital intensive agencie
manage large scale or service-critical social assets or infrastructure. The full list is set out on
http://www.treasury.govt.nz/statesector/ciagencies

The NIU has been working with these agencies since 2008 to lift the level or maturity of asset management practices and t
change programme called CAM (capital asset management) see
http://www.treasury.govt.nz/publications/guidance/mgmt/capitalasset.

One aspect of CAM is that individual capital-intensive agencies are required to determine, and then demonstrate, a level o
management practice and performance that is appropriate to the scale of assets under management and the criticality of
delivery of key public services. The appropriate standard is to be determined with reference to a Treasury-endorsed asset
maturity matrix (See CO(10)2)
http://www.dpmc.govt.nz/cabinet/circulars/index.html).

Approach to independent assessments in 2011

Acting on government policy, Treasury commissioned GHD Limited to help develop an asset management maturity matrix
independent assessments of asset management practices in capital intensive agencies in 2011, starting with a pilot assess
2011.  The rationale is that sustainable, cost effective asset performance is likely to be a function of the quality of underlyi
management practices, systems and culture in those agencies.

The purposes of this exercise were:

· To provide agencies with an authoritative, value for money basis for focusing any improvement actions to achieve the ag
level of asset management practice and performance in each agency; and
· To give agencies access to a robust, reliable and valuable assessment methodology to track changes in asset managemen
time;
· To report to multiple stakeholders (agencies, Treasury and Ministers) by the end of 2011 on the extent to which selected
agencies are managing their physical assets in accordance with Cabinet expectations & Government’s objectives, as articu
Government’s Investment Statement and Cabinet Office circular (CO(10)2).

Further use of this assessment methodology

Treasury considers this methodology is fit for government agencies to use for periodic self-assessment purposes as well as
by suitably qualified 3rd parties.

Further information

For further information on the rationale for this exercise please contact Kerry Hollingsworth at Treasury (DDI 9176153) or

mailto:[email protected]">[email protected]
Instructions for completion of this self assessment
Objective
This question set is to be used for the self assessment and onsite interview conducted as part of an Asset
Management maturity assessment.
The form also acts as a tool to aid in standardising the approach and scoring.
This assessment tool has been developed by GHD Ltd using the 2011 International Infrastructure Management
manual (IIMM) Asset Management Maturity Table

Instructions
Please complete the following worksheets in this self assessment:
Step 1. Complete the Cover Sheet
Step 2. Answer the questions on the "Section 1" sheet
Step 3. Answer the questions on the "Section 2" sheet
Step 4 View the results on the "Summary Results" sheet

Scoring for Section 2

Please give score (from 0 to 100) each asset management section based on your current status and a maturity
score that you consider is appropriate for your agency. These scores will be discussed and agreed at the onsite
workshops with the GHD assessors. Please provide the rationale for the matrity scores and the evidence to support
them. GHD will first seek to validate the agency view of its current and appropriate practices, explaining any
differences in judgement; Ideally this discussion will result in agreement over the scores: in the case of a
disagreement GHD will record its assessment and note any difference in view between GHD and the agency. In
terms of reporting and improvement recommendations, GHD will focus on those aspects of practice that offer the
best value to the agency – comments will centre on improvement actions that would have positive impact on
achievement of agency and government objectives

Category Aware Minimum Core Intermediate Advanced

Score range 0-20 25-40 45-60 65-80 85-100

Note that scores are in increments of 5, and reflect where you consider the organisation to be within the category.

Assessment framework
Section 1 examines the overall context of asset management in the organisation
Sections 2 examines aspects of the following framework from the 2011 IIMM:

Section 2 Section 3 Section 4

Understand and Define Requirements Lifecycle Decision Making Asset Management Enablers

2.1 Develop the AM Policy 3.5 Financial and Funding Strategies 4.1 Organisational Capability and Structure

2.2 Define Levels of Service & Performance 4.2 Asset Management Plans
3.4 Capital Investment
3.1 Lifecycle Decision Making Techniques

Strategies

2.3 Forecast Future Demand 4.3 Information Systems and Tools

3.3 Maintenance Strategies

and Plans
2.4 Understand the Asset Base (the asset
register) 4.4 Asset Management Service Delivery

3.2 Operational Strategies

2.5 Assess Asset Condition 4.5 Quality Management
and Plans

2.6 Identify Asset and Business Risks 4.6 Continuous Improvement

Resources:
2011 IIMM: http://www.nams.org.nz
PAS 55-2008 http://www.theiam.org
PAMCAM http://www.ogc.gov.uk

RICS Public Sector Asset management Guidelines http://www.rics.org/publicsector

Objectives of asset management

The objective of asset management is to meet a required level of service, in the most cost effective manner, through the
management of assets for present and future customers. Lifecycle asset management encompasses all practices
associated with considering management strategies as part of theasset lifecycle. The objective is to look at lowest long-
term cost (rather than short-term savings) when making decisions.

Asset Management Drivers and Benefits

Infrastructure supports the fabric of modern societies and provides an essential platform for economic growth. Other
drivers for managing infrastructure assets effectively include:
• concern about the ability to plan and finance infrastructure renewal across the globe;
• the need to use scarce global resources effectively andsustainably; and
• significant network failures across the globe highlighting societal dependence on infrastructure networks.

What are Assets?

Assets systems or networks that serve defined communities where the system as a whole is intended to be maintained
indefinitely to a specified level of service by the continuing maintenance and replacement of its components. Typical
assets are:
• transportation networks (roads, rail, ports, etc);
• energy supply systems (gas/electricity etc)
• parks and recreation facilities;
• water utilities (water supply, wastewater and stormwater systems)
• property networks such as educational, health, industrial/commercial property, defence and correctional sector facilities
• telecommunication networks
• Information technology and systems
• leased equipment
• fleet
• furniture and fittings
• land
Cover Sheet

Asset Management Capability Assessment

Agency:

Person Submitting Assessment:

Title:
Date:
Version:

Asset Management Staff

Please list the names and titles of the key staff involved in asset management in your organisation

Involvement in this self assessment

(Please note AM assessment questions
Name Title Role in asset management person involved in)

01/05/2023 17:47:20
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Section 1 The overall context of asset management in the organisation

1. Briefly describe the purpose of your organisation and what it is trying to achieve in the next 3-5 years (if this is well desc
of Intent, please just note which page number below.)

2. Describe the nature and scale of the main physical assets your organisation relies on to deliver its most important servic

3. Describe the nature and scale of other assets used to deliver services?

4. What sort of change pressures is your organisation facing? What sort of impact will these pressures have on the deliver
management of physical assets in your organisation?

5. Briefly describe how asset management is governed in your organisation. Who has responsibility for management of di
assets (whether owned or leased) locally and nationally. Who has responsibility for asset acquisitions, performance and di

6. Have you had any external review of your asset management practices or plans previously? If so what impact did the re
 Section 2 Asset Management Maturity Assessment Tool. Maturity Levels Agencies to complete these four columns (K to N) w
Aware Minimum Core Intermediate Advanced 0-100 score0-100
in increments
score in increments

Appropriat
of 5, basedofon5,the
based
current
on the
Reference

Provide rationale for the current

Question

e Target
status appropriate target score for

Current
0-20 25-40 45-60 65-80 85-100 and appropriate scores. How

Score
your agency
does your agency meet the
Section Questions Reason for scores Evidence to support score
maturity criteria?
Understanding and Defining Requirements
IIMM 1 AM Policy and To what extent has your The Organisation is aware of the Corporate expectations are There are defined policy Expectations of each business AM Policy and Strategy is fully
2.1 Strategy organisation’s AM Policy and AM need to develop an AM Policy, but expressed informally and simply, statements for all significant activity are supported by detailed integrated into the organisation’s
Strategy been articulated, hasn't yet completed this work. e.g. “all departments must update business activities. There is a clear action plans, resources, business processes and subject to
approved, communicated and AMPs every three years”. linkage to corporate goals. AM responsibilities and timeframes. AM defined audit, review and updating
acted on? Policy is supported by high level Policy and Strategy is reviewed and procedures.
action plans with defined adopted by Executive Team each
How consistent is this policy and responsibilities for delivery. year.
strategy with current government
policies?

IIMM 2 Levels of Service and How does your organisation The organisation recognises the Basic levels of service have been Customer Groups have been Customer Group needs have been There is formal consultation over
2.2 Performance determine what is the appropriate benefits of defining levels of defined and agreed, along with the defined and requirements analysed and costs of delivering levels of service. Customer levels of
Management level of service for its customers service but has yet to implement contribution of asset performance understood. Levels of service and alternate levels of service have been service and technical (ie asset
and then ensure that asset guidelines for development of to the organisation's objectives. performance measures are in assessed. Customers are consulted performance) levels of service are an
performance is appropriate to these. place covering a range of service on significant service levels and integral part of to decision making
those service levels? attributes. There is annual options. and business planning.
reporting against targets.

IIMM 3 Demand Forecasting How robust is the approach your The organisation recognises the Demand forecasts are derived by Demand Forecasts are based on Demand forecasts are based on As for intermediate, plus there is an
2.3 organisation uses to forecast benefits of demand forecasting but experienced staff (rather than data robust projections of a single mathematical analysis of past trends assessment of risks associated with
demand for its services and the has yet to implement processes to models), taking account of past primary demand factor (e.g. and primary demand factors. A different demand scenarios, and
possible impact on its asset forecast demand. demand trends and likely future population growth) and range of demand scenarios is mitigation actions are identified.
portfolios? growth patterns. extrapolation of historic trends. developed (e.g.: high/medium/ low).
Risk associated with changes in
demand is broadly understood
and documented.

IIMM 4 Asset Register Data What sort of asset-related The organisation recognises the Basic physical information Sufficient information to complete A reliable register of physical and Information on work history type and
2.4 information does the organisation benefits of capturing asset data but recorded in a spread sheet or asset valuation – as above plus financial attributes recorded in an cost, condition, performance, etc.
collect, and how does it ensure the has yet to implement systems to similar (e.g. location, size, type), replacement cost and asset age/ information system with data recorded at asset component level.
information has the requisite capture the data. but may be based on broad life. Asset hierarchy, asset analysis and reporting functionality. Systematic and fully optimised data
quality (accuracy, consistency, assumptions or not complete. identification and asset attribute Systematic and documented data collection programme. Complete
reliability)? systems documented. collection process in place. High data-base for critical assets; minimal
level of confidence in critical asset assumptions for noncritical assets.
data.

IIMM 5 Asset Condition How does the organisation The organisation recognises the Condition assessment at asset Condition assessment programme Condition assessment programme The quality and completeness of
2.5 Assessment measure and manage the condition need for monitoring asset group level (‘top-down). Supports in place for major asset types, derived from benefit- cost analysis of condition information supports risk
of its assets? condition but has not developed a minimum requirements for prioritised based on asset risk. options. A good range of condition management, lifecycle decision-
coherent approach. Measures are managing critical assets and Data supports asset life data for all asset types (may be making and financial / performance
incomplete, predominantly statutory requirements (e.g. assessment. Data management sampling- based). Data management reporting. The organisation conducts
reactive. There is no linkage to safety). standards and processes processes fully integrated into periodic reviews of the suitability of
asset management objectives. documented. Programme for data business processes. Data validation its condition assessment programme.
improvement developed. process in place.

IIMM 6 Risk Management How does your organisation The organisation recognises the Critical assets understood by staff Risk framework developed. Systematic risk analysis to assist key A formal risk management policy in
2.6 manage the interplay between benefits of risk management but involved in maintenance / renewal Critical assets and high risks decision-making. Risk register place. Risk is quantified and risk
business risks and asset-related has yet to implement processes for decisions. identified. Documented risk regularly monitored and reported. mitigation options evaluated. Risk is
risks? development of these. management strategies for critical Risk managed consistently across the integrated into all aspects of decision
assets and high risks. organisation. making.

Lifecycle Decision Making

IIMM 7 Decision Making How does your organisation go The organisation recognises the AM decisions are based largely on Formal decision making Formal decision making and As for Intermediate, plus the decision
3.1 about making decisions on the benefits of optimised decision staff judgement and agreed techniques (eg using BCA) are prioritisation techniques are applied making framework enables projects
replacement or refurbishment of making but has yet to implement corporate priorities. applied to major projects and to all operational and capital asset and programmes to be optimised
existing assets or investment in processes. programmes. programmes within each main across the whole business. Formal
new ones? budget category/business unit. risk-based sensitivity analysis is
Formal decision making techniques carried out.
(eg BCA) are applied to major
projects and programmes. Critical
assumptions and estimates are
tested for sensitivity to results.
 Section 2 Asset Management Maturity Assessment Tool. Maturity Levels Agencies to complete these four columns (K to N) w
Aware Minimum Core Intermediate Advanced 0-100 score0-100
in increments
score in increments

Appropriat
of 5, basedofon5,the
based
current
on the
Reference

Provide rationale for the current

Question

e Target
status appropriate target score for

Current
0-20 25-40 45-60 65-80 85-100 and appropriate scores. How

Score
your agency
does your agency meet the
Section Questions Reason for scores Evidence to support score
maturity criteria?
IIMM 8 Operational Planning How does your organisation The organisation recognises the Operational responses are Emergency response plan is Emergency response plans and Operational plans are routinely
3.2 and Reporting manage the cost effective benefits of operational planning understood by key staff, but plans developed. Demand management business continuity plans are analysed, tested and improved.
performance of its key business and asset performance reporting aren't well-documented, or are is considered in major asset routinely developed and tested. Formal debriefs occur after incidents.
assets over time (e.g. in terms of but has yet to implement mainly reactive in nature. Asset planning. Asset performance is Demand management is a Asset performance is measured in
utilisation, availability, fitness for processes to implement these. performance is measured for some measured for critical asset groups component of all operational real-time and cost-effectiveness is
purpose)? key assets but is not routinely and is routinely analysed. decision making. Asset performance analysed across all asset groups.
analysed. is measured and analysed for most Operational programmes are
asset groups. optimised using benefit-cost and risk
analysis.

IIMM 9 Maintenance How does the organisation plan The organisation recognises the Managers and operators Asset criticality considered in Contingency plans exist for all Forensic root cause analysis is
3.3 Planning and manage its maintenance benefits of maintenance planning understand how asset functions response, fault tracking and maintenance activities. Asset failure conducted for major faults. All
activity? but has yet to implement such support organisational objectives. closure processes. There is a modes are understood. Timing and reactive and planned programmes are
processes. Processes comply with legislation strategy for prescriptive vs. frequency of major preventative optimised with respect to renewal
and regulations. Maintenance performance-based maintenance. maintenance is optimised using planning. Different procurement
records are maintained. Critical Key maintenance objectives have benefit-cost analysis. Maintenance models have been fully explored.
assets have been identified. been established, measured and management software is being Maintenance operations represent
reported on. applied appropriately. value for money.

IIMM 10 Capital Investment What processes and practices does The organisation recognises the There is a schedule of proposed Projects have been collated from As for core, plus formal options Long -term capital investment
3.4 Strategies the organisation have in place to benefits of capital planning, but capital projects and associated a wide range of sources such as analysis has been completed for programmes are developed using
plan and prioritise capital has yet to implement such costs, based on staff judgement of business unit planning processes major projects that need to be advanced decision techniques, such
expenditure? processes. future requirements. and corporate risk processes. bought into service within the next 5 as predictive renewal modelling. The
Capital projects for the next three years. Capital intentions reports organisation has a reliable and
years are fully scoped and identify all major capital projects for approved 10 year view of its future
estimated. the next 10 or more years with broad capital requirements and the strategic
estimates of the costs and benefits choices available to meet changing
of those projects or programmes. fiscal or level of service requirements.

IIMM 11 Financial and How does your organisation plan The organisation recognises the Financial forecasts are based on Ten year+ financial forecasts Ten year+ financial forecasts are The organisation publishes reliable
3.5 Funding Strategies for the funding of its future capital benefits of developing medium to extrapolation of past trends and based on current AMP outputs. based on current and comprehensive ten year+ financial forecasts based on
expenditure and asset-related long term financial and funding broad assumptions about the The quality of forecasts meets NZ AMP's with detailed supporting comprehensive, advanced AMPs with
costs? strategies, but does yet have any in future. Assets are re-valued in IFRS requirements. Significant assumptions / reliability factors. detailed underlying assumptions and
place. The organisational focus is accordance with NZ International assumptions are specific and well Asset expenditure information is high confidence in accuracy.
on the operating statement rather Accounting Standards (NZ IFRS). reasoned. Expenditure captured linked with asset performance Advanced financial modelling
than the balance sheet. at a level useful for AM analysis. information. provides sensitivity analysis,
evidence-based whole of life costs
and cost analysis for level of service
options.

Asset Management Enablers

IIMM 12 Asset Management What is the level of organisational The organisation recognises the Asset Management functions are An organisation-wide Steering All staff in the organisation There is strong leadership of the AM
4.1 Teams commitment to asset benefits of an asset management performed by a small number of Group or Committee coordinates understand their role in relation to functions across the organisation.
management? function within the organisation, people with AM experience. all capital asset management AM, it is defined in their job There is a formal AM capability
but has yet to implement a activity. There is relevant training descriptions, and they receive management programme. The cost
How is this reflected in existing structure to support it. for key AM staff. The Executive training aligned to their roles. A effectiveness of the AM structure has
organisation structure, Team have considered options for person on the Executive Team has been formally reviewed.
responsibilities and resourcing of AM functions and structures. responsibility for delivering the AM
AM competencies? policy and strategy.

IIMM 13 AM Plans How does your organisation The organisation recognises the The AM Plan contains basic As for minimum plus a description As for core, plus analysis of asset As for intermediate plus evidence of
4.2 develop, communicate, resource benefits of asset management information on assets, service of services and key / critical condition and performance trends programmes driven by
and action its asset management plan(s), but has not yet developed levels, planned works and financial assets, future demand forecasts, (past / future), effective customer comprehensive ODM techniques, risk
plans? any. forecasts up to 5 years, and future description of supporting AM engagement in setting LoS, ODM / management programmes and level
AM improvement actions. processes, 10 year financial risk techniques applied to major of service / cost trade-off analysis.
forecasts, 3 year AM programmes. Improvement programmes are largely
improvement plan. complete. There is a focus on
maintaining appropriate practices.
 Section 2 Asset Management Maturity Assessment Tool. Maturity Levels Agencies to complete these four columns (K to N) w
Aware Minimum Core Intermediate Advanced 0-100 score0-100
in increments
score in increments

Appropriat
of 5, basedofon5,the
based
current
on the
Reference

Provide rationale for the current

Question

e Target
status appropriate target score for

Current
0-20 25-40 45-60 65-80 85-100 and appropriate scores. How

Score
your agency
does your agency meet the
Section Questions Reason for scores Evidence to support score
maturity criteria?
IIMM 14 Information Systems How does your organisation meet The organisation recognises the Asset register records core asset Asset register enables hierarchal More automated asset performance Financial, asset and customer service
4.3 the information needs of those benefits of using an asset attributes - size, location, age, etc. reporting (from component level reporting on a wider range of systems are integrated and enable
responsible for various aspects of management system, but does not Asset information reports can be to whole-of-facility level). There information. Key operations, advanced AM functions. There is
asset management? have one in place. manually generated for AMP input. are systems for tracking customer unplanned maintenance and optimised forecasting of renewal
service requests and for planning condition information held. expenditure.
maintenance activity. System
enables manual reports to be
generated for valuation, renewal
forecasting.

IIMM 15 Service Delivery How does your organisation The organisation recognises the Service delivery roles are clear. Core functions defined. Contracts As for core, plus internal service level All potential service delivery
4.4 Models procure asset-related services like benefits of defining services Allocation of roles (internal and in place for external service agreements in place with internal mechanisms have been reviewed and
maintenance and consumables for delivery mechanisms and external) generally follows past providers. Tendering / service providers. Contracting formal analysis carried out. Risks,
different classes of assets? functions, but has yet to define procurement preferences. contracting policy in place. approaches have been reviewed to benefits and costs of various
these. Competitive tendering practices identify best value delivery outsourcing options have been
How does the organisation exercise applied. mechanism. considered and the best value
control over any outsourced asset arrangement has been or is being
management services? implemented.

IIMM 16 Quality Management How does your organisation ensure The organisation recognises the Simple process documentation in There is a clear quality policy and Process documentation has been Quality certification has been
4.5 that it’s asset management benefits of quality assurance place for service-critical activities. basic quality management implemented in accordance with the achieved. Surveillance audits
processes and practices are processes, but has yet to system. All critical AM activity Quality Management System plan. demonstrate the quality management
appropriate and effective? implement processes for these. processes are documented. All processes documented to system is operating satisfactorily.
appropriate level detail.

IIMM 17 Improvement How does your organisation ensure The organisation recognises the Improvement actions have been Current and future AM There is formal monitoring and There is evidence that agreed
4.6 Planning that it continues to develop its benefits of improving asset identified and allocated to performance has been assessed reporting on the improvement improvement plans have delivered
asset management capability management processes and appropriate staff. and improvement actions programme to the Executive Team. the expected business benefits.
towards an appropriate level of practises, but has yet to develop an identified to close the gaps. Project briefs have been developed
maturity? improvement plan. Improvement plans identify for all key improvement actions.
objectives, timeframes, Resources have been allocated to
deliverables, resource the improvement actions.
requirements and responsibilities.
Summary results
Reference Question Summary Results Current Score Appropriate Target Difference
Summary Results
IIMM 2.1 1 AM Policy and Strategy 0 0 0
IIMM 2.2 2 Levels of Service and Performance Management 0 20 40 60 80 100
0 0 0
IIMM 2.3 3 Demand Forecasting 0 0 0
IIMM 2.4 4 Asset Register Data 0 0 0 2 Understanding and Defining requirements

IIMM 2.5 5 Asset Condition Assessment 0 0 0

IIMM 2.6 6 Risk Management 0 0 0
IIMM 3.1 7 Decision Making 0 0 0 3 Developing Asset Management Lifecycle Strategies
IIMM 3.2 8 Operational Planning and Reporting 0 0 0
IIMM 3.3 9 Maintenance Planning 0 0 0
IIMM 3.4 10 Capital Investment Strategies 0 0 0 4 Asset Management Enablers
IIMM 3.5 11 Financial and Funding Strategies 0 0 0
IIMM 4.1 12 Asset Management Teams 0 0 0
IIMM 4.2 13 AM Plans 0 0 0 Total
IIMM 4.3 14 Information Systems 0 0 0
IIMM 4.4 15 Service Delivery Models 0 0 0 Appropriate Target
Current Score Score
IIMM 4.5 16 Quality Management 0 0 0
IIMM 4.6 17 Improvement Planning 0 0 0
Overall score 0 0 0
Summary
Results
2 Understanding and Defining requirements 0 0 0 2 Understanding and Defining requirements
3 Developing Asset Management Lifecycle Strategies
0 0 0
2 Understanding and Defining requirements
4 Asset Management Enablers 0 0 0
Total 0 0 0 0 20 40 60 80 100

AM Policy and Strategy

Levels of Service and Performance Management

Demand Forecasting
Overall results

Score Asset Register Data

0 20 40 60 80 100

AM Policy and Strategy Asset Condition Assessment

Levels of Service and Performance Management

Risk Management
Demand Forecasting
Appropriate Target
Asset Register Data Score
Current Score

Asset Condition Assessment

3 Developing Asset Management Lifecycle Strategies
Risk Management
3 Developing Asset Management Lifecycle Strategies
0 20 40 60 80 100
Decision Making

Operational Planning and Reporting Decision Making

Maintenance Planning
Operational Planning and Reporting
Capital Investment Strategies

Financial and Funding Strategies

Maintenance Planning
Asset Management Teams

AM Plans Capital Investment Strategies

Information Systems
Financial and Funding Strategies
Service Delivery Models

Quality Management Appropriate Target

Score
Current Score
Improvement Planning

Overall score
4 Asset Management Enablers

Appropriate Target
Current Score