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AIPM: Supporting the Requirements of

Victoria’s Asset Management Accountability
Framework
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AIPM & Victoria’s AMAF – June 2020

Table of Contents

1 Victoria’s Asset Management Accountability Framework: An Overview ..................................................... 2

2 Asset Investment Planning and Management (AIPM) .................................................................................. 4
2.1 How is AIPM aligned with the AMAF? .................................................................................................. 4
3 Copperleaf C55 Supports the Requirements of AMAF ................................................................................. 5
3.1 An Overview of C55’s Alignment with the AMAF Requirements & Guidance ...................................... 6
3.2 A Proven Methodology Aligned with ISO 55001 ................................................................................ 14
4 About C55.................................................................................................................................................... 15

AIPM & Victoria’s AMAF – June 2020

Financial constraints are tightening
Technical experts are retiring
Performance expectations are increasing
Core infrastructure and assets are aging

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 1

1 Victoria’s Asset Management Accountability
Framework: An Overview
The Asset Management Accountability Framework (AMAF) replaces Australia’s State of Victoria’s Sustaining
Our Assets asset management framework. The AMAF assists Victorian public sector department and agencies
in managing their asset portfolios and providing better services for Victorians. It is premised on a non-
prescriptive, devolved accountability model of asset management.
This allows public sector bodies to manage their assets in a manner that is consistent with government
requirements, their own specific operational circumstances, and the nature of their asset base.
The AMAF outlines how assets should be managed across their whole lifecycle to support service delivery
objectives. It also outlines the policies and processes public sector bodies must and should establish to ensure
asset management activities are appropriately implemented where their organisation has devolved or fully or
partially outsourced asset management activities. It does not, however, prescribe how public sector bodies
should deliver their organisation’s services, what their service delivery objectives should be, or what asset
standards public sector bodies should set or meet.1
Victoria’s government aims to achieve the following outcomes with the AMAF and other asset-related
policies:
• efficiently provide the services required by Victorians by ensuring that assets are appropriately planned,
built, acquired, used, maintained and exited from or disposed of;
• support service delivery by providing the right assets at an appropriate time and location in appropriate
amounts;
• enhance the service potential of assets through improved management of the existing asset base. This
includes exercising flexibility to delay asset acquisition, expansion or disposal where changed
circumstances warrant;
• maximise value for money, by taking account of the full costs (including embedded option value) of
acquiring, holding, using and disposing of assets throughout their lifecycles, as well as exploring private
sector engagement options;
• only acquire assets that are required to support service delivery or cultural outcomes;
• manage any associated asset risks efficiently and effectively;
• apply lessons from the performance of the existing asset base when considering new investment; and
• consider the use of non-asset service delivery alternatives to minimise demand for new assets.

1
Asset Management Accountability Framework, February 2016, State of Victoria Department of Treasury and
Finance

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 2

The AMAF builds on the internationally recognized ISO 55000 series of asset management standards, and
stresses the need for an asset management system be put in place and actively maintained. Its guiding
principles are strongly aligned with ISO 55000 and are:
• Service delivery focused
• All asset management activities aim to support service delivery throughout the State.
• Planning includes evaluating all potential methods to meet demands for service delivery.
• All asset management decisions are based on service delivery needs and outcomes.
• Integrated into planning frameworks
• Asset planning and management are integrated into relevant government policy and planning
frameworks, and budgetary and evaluation processes, and are aligned with organisational
objectives.
• A whole of lifecycle approach
• A whole of lifecycle approach, incorporating real options analysis where appropriate, to planning
asset investment and management decisions.
• Planning and management take into account all costs incurred throughout the lifecycle of the
assets, from acquisition to disposal, and related benefits and risks.
• Informed decision making
• Asset management decisions evaluate all potential methods to meet the demands for service
delivery, including engaging the private sector, non-asset solutions and demand management
strategies.
• Asset management decisions consider meaningful performance measurement of assets, through
key performance indicators and monitoring of outcomes.
• Responsible and accountable
• Accountability for service delivery and asset management are mutually dependent.
• Ownership, control, accountability, responsibility, and reporting requirements for assets are
established, relevant, clearly communicated and implemented, including for outsourced services.
• Asset information management systems (AIMS) are maintained at a level that meets organisational
and government information, decision-making and reporting requirements.
• Asset-related risks are fully integrated into the organisational risk management framework.
• Considerate of government policies and priorities
• All asset management activities are undertaken as part of the government’s overall resource
allocation and management framework.
• Asset management decisions aim to achieve government outcomes.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 3

2 Asset Investment Planning and Management
(AIPM)
Asset Investment Planning and Management (AIPM) is a strategic asset management practice used by best-in-
class organisations to realise the highest value from existing assets, and select future opportunities that will
provide the greatest return to the organisation. AIPM is unique in that it integrates information and aligns
goals across finance, planning, operations, engineering, and maintenance departments. To drive the right
decisions, all investments must be evaluated based on how they contribute to the achievement of the
strategic goals of the State and the individual government departments and agencies. AIPM provides agency-
wide business insight to enable organisations to quickly access critical information, collaborate, and use
analytics to help make better forward-looking decisions.
AIPM provides a rigorous, transparent, and auditable approach to asset management decision-making.

2.1 How is AIPM aligned with the AMAF?

All four quadrants of the AMAF’s asset lifecycle call for activities that are typically managed by AIPM methods
and applications:
• Planning: where needs are identified, justified, and asset acquisition or interventions are planned.
• AIPM predicts and captures all asset needs and offers a rigorous framework for business case
development, refinement, and approval. It manages portfolios of candidate investments and allows
for optimal selection of which investments to perform when taking financial, resource, service level,
and timing constraints into consideration while exploring all possible options.
• Acquisition: where the asset is acquired and/or constructed.
• AIPM manages the approval cycle leading to asset acquisition, and once assets are being acquired
or constructed, AIPM ensures budgets, resources, and timing commitments are being honoured or
adjusted appropriately.
• Operation: where the asset is used for its intended purpose. AMAF considers refurbishments or major
repairs to be part of this stage.
• AIPM is generally used to manage all non-routine maintenance activities. Such interventions
typically require specific approvals and are often used as key decision points for the asset’s
remaining lifecycle.
• Disposal: when the asset has reached its economic end of life (EEOL) and might need to be replaced.
• AIPM leverages analytics to predict the asset’s EEOL and give the organisation visibility into future
capital and resource needs to replace assets—sometimes as far as 50 years into the future.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 4

3 Copperleaf C55 Supports the Requirements
of AMAF
Copperleaf™ C55™ is a purpose-built, enterprise-wide AIPM solution that supports a risk-informed and value-
based approach to investment decision making. C55 consolidates processes into a single enterprise-wide
platform that implements a consistent set of processes and methods for investment portfolio identification,
asset analytics, financial and performance modeling, optimisation, budgeting, and variance analysis.
C55 supports an organisation in its application of the AMAF and the principles of ISO 55001 in all three phases
of AIPM:
PREDICT: By blending expert opinion with time-based Value and Risk Modeling computations, C55’s
Predictive Analytics allows agencies to identify the economic end-of-life of each asset, propose overall
investment strategies, and determine funding and resource needs in years to come.
OPTIMISE: Investment ideas can be driven by risk mitigation, level of service requirements, or opportunity
development. Investments can be grouped in portfolios and optimised via Investment Portfolio Optimisation
to balance cost, risk, and performance using rigorous evaluation criteria defined in the Copperleaf Value
Framework. To ensure optimisation yields results that maximise realised value, the Value Framework in C55 is
aligned to the strategic priorities of the State and of each government department or agency.
MANAGE: C55’s Investment Lifecycle Management takes investment requirements from the idea stage
through to the approval and implementation of the investment activities, to the monitoring and continuous
improvement aspects of Performance Management. C55 enables organisations to understand the impact of
various investment scenarios, and compare the value generated and costs of each scenario to identify the one
that best meets their organisational objectives. The linkage between the financial and technical asset-related
aspects of the investments is created through Asset Aware Investments.
These combined capabilities put asset data to work modeling how risk and cost evolve over time, resulting in
an optimal investment plan across all time horizons. C55 arms decision-makers with the best information
possible, to ensure organisations continuously realise the highest value from their asset base.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 5

3.1 An Overview of C55’s Alignment with the AMAF
Requirements & Guidance

AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

Guidance 3.1 Leadership Accountable Officers should The Value Framework

overview and ensure decisions about asset captures the State’s and
accountability management, including agency’s service delivery
ownership and retention, are objectives and ensures all
always service driven and decisions are aligned with
take account of all stages of these objectives.
the lifecycle.

Guidance 3.1.1 Resourcing Accountable Officers should C55 allows organisations to

and skills determine the resources estimate and include all
required (e.g. staff, resource needs for every
equipment, and systems), activity under consideration,
and the skills and education thereby ensuring that plans
needed by their asset are realistic and achievable.
management staff for each
stage of the asset lifecycle.

7 and 9. 3.1.2 Allocating All asset management C55 has elaborate approval
asset activities must only be carried workflow and
management out under proper role/responsibility
responsibility authorisation, including management. This ensures
appropriate financial and any and every decision is
other delegations. reviewed and/or approved by
Accountable Officers must the relevant management
document who is responsible level.
and accountable for decision
making in relation to varying
stages of an asset’s lifecycle.

12a. 3.1.4 Monitoring Accountable Officers must C55’s allows organisations to

Asset establish performance both:
Performance standards and targets for
Quantify the projected
their assets, considerate of
benefits that an asset
available resources that form
investment will deliver,
part of their broader service
and
planning goals.
Verify that assets
actually deliver the
projected benefits
once in service.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 6

 AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

14. 3.1.4 Monitoring Asset performance The corporate and strategic

monitoring must also be planning framework is the
incorporated into the overall foundation of the C55 Value
corporate and strategic Framework. All planning
planning framework. performed with C55 is based
on the requirements and
constraints defined in the
strategic plan.

Guidance 3.1.4 Key In order to ascertain the The Copperleaf Value product
Performance performance of an offers a rigorous and user-
Indicators organisation’s assets, key friendly environment to
performance indicators (KPIs) define, manage and visualize
should be established. KPI’s and other metrics used
Establishing KPIs and targets by an organisation to drive its
for assets should be driven by decision making.
government policy objectives, These metrics are typically
established service standards, directly linked to government
and available resources. policy, strategic objectives,
and established service
standards.

17. 3.1.4 Reporting to Through its asset information C55 includes a rich set of
Government management system (AIMS), standard dashboards and
an Accountable Officer must reports—covering asset
also ensure that the information, project and
organisation can provide program details and
relevant asset information justifications, portfolio
and performance data to content and valuation,
government/central agencies optimisation results, and
as required, and is flexible execution performance.
enough to respond to
reasonable information
reporting requests by the
Government.

18a. 3.1.4 Evaluation of As part of the performance Performance of assets, and

asset management process, an their service risk profile in
performance Accountable Officer must particular, is a key component
regularly review the of C55. Such data is used by
performance of its C55 to predict asset
organisation’s assets. intervention needs, and can
be reviewed at different
levels of granularity all the
way down to individual
assets.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 7

 AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

19. 3.1.5 Other Accountable Officers must The Predictive Analytics

Requirements ensure there are appropriate capability in C55 uses a blend
risk management strategies of historic asset data and
and processes to support degradation models to
asset management determine the current and
established, including future service failure risk for
processes to identify and every asset. Specific reports
maintain assets that are at identify critical assets ranked
risk of critical service failure. by risk level, location, etc.

Guidance 3.2.1 Overview Accountable Officers should Predictive Analytics models

systematically identify their allow C55 to compute the
organisation’s service delivery economic end-of-life for each
and asset needs over time, to asset and recommend
establish a plan on how to optimal intervention
manage their entire asset strategies in line with agency
base and how to manage service objectives and
individual assets throughout financial and resource
their lifecycle. This should be constraints. C55 is routinely
based on long-term service used by agencies to predict
planning to meet future investments needs up to 50
service needs and demand. years into the future, starting
from bottom-up asset-based
analysis.

20. 3.2.2 Asset A key requirement of the Asset lifecycle strategies per
management AMAF is for Accountable asset type or class can be
strategy Officers to develop an asset developed and optimised in
management strategy for C55, and rolled up to cover
their organisation’s entire the entire asset base. The
asset base over the whole Value Framework in C55
asset lifecycle on a portfolio enforces the use of consistent
basis. decision-making criteria
aligned with the agency’s
strategic objectives, ensuring
that all asset plans are
developed and evaluated with
the same overall goals in
mind.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 8

 AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

21a. 3.2.2 Asset The strategy must outline The service delivery
management how the Accountable Officer objectives are translated into
strategy will use the organisation’s specific metrics in the Value
assets to support its service Framework, which is then
delivery objectives and used to evaluate every
incorporate planning for proposed intervention. C55
assets (including proposed manages the full lifecycle of
upgrades, acquisitions and each proposed intervention—
disposals) over different from identifying a long-term
periods of time (e.g. short generic asset intervention
term: one to three years, need; to the medium-term
medium term: four to nine development of rigorous and
years, and long term: 10 or comparable business cases;
more years). and the short-term selection
of optimal portfolios of
funded, resourced and
properly planned asset
interventions.

Guidance 3.2.2 Asset The asset management C55 is an enterprise solution

management strategy should consider specifically developed to
strategy options to achieve the manage the identification,
organisation’s desired service justification, and selection of
delivery results, and include the best option for each asset
evaluation of the costs, intervention. Business cases
benefits and risks associated developed using C55 typically
with each option. include a full cost, resource,
Accountable Officers should benefit, risk, and timing
consider their organisation’s analysis.
existing asset base condition, C55 uses advanced multi-
capacity, capability and usage criteria decision analysis
when developing an asset techniques to identify which
management strategy. They options offer the highest
should also consider available value to the organisation
resources, funding while honouring level of
constraints and competing service, funding, resourcing,
service and asset priorities. risk tolerance, and other
constraints and/or objectives.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 9

 AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

22. 3.2.2 Risk As part of their asset C55 can easily identify and
management management strategies, highlight:
and Accountable Officers must
the risks attached to
contingency incorporate asset risk
every individual asset
planning management planning, which
or class
describes the risk
the evolution of these
management strategies and
risks over time, and
actions (e.g. treatment plans)
the risk mitigation
to be implemented for assets
strategies in place for
under their control.
each asset (or the lack
thereof).
The Predictive Analytics
module is used to identify
risky assets and propose
mitigation strategies, which
can then be converted into
proposed projects and
submitted for approval using
C55’s Investment Decision
Optimisation functionality.

23. 3.2.2 Risk Accountable Officers must C55 can at any time show the
management continue to monitor and evolution of the risk profile of
and evaluate the effectiveness of an asset portfolio. Risk
contingency their risk management tolerance thresholds can be
planning measures on a regular basis defined to ensure that asset
and, if necessary, redefine intervention decisions are
them. made in adherence with these
constraints, thereby ensuring
the effectiveness of the
agency’s risk management
measures.

Guidance 3.2.2 Risk When developing asset risk Every individual asset or class
management management plans, has its own asset degradation
consideration should be given model within C55. This allows
to examining risks across the the system to predict an
whole asset lifecycle. asset’s risk evolution over its
entire lifecycle, and
recommend suitable asset
interventions at various
points of the asset lifecycle.

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 AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

Guidance 3.2.2 Planning for Accountable Officers should C55 uses techniques such as
uncertainty incorporate planning for Monte Carlo simulation to
uncertainty and real options model uncertainty for specific
in their organisation’s long- aspects of risk.
term service planning, asset Additionally, agencies can
management strategies and develop real options for
risk management and uncertain scenarios by varying
contingency planning. configurable fields, to for
instance explore the effect of
potential changes in service
delivery demand.

Guidance 3.2.3 Business When developing business The Asset Aware functionality
cases for new cases for new asset of C55 automatically links
asset proposals, organisations existing asset condition and
proposals should utilise information risks to business cases for
they have collected through new asset proposals. This not
their AIMS and asset only simplifies the
management strategy to development of business
demonstrate the need for cases, it also ensures that if a
additional investment. business case is deferred, the
Business cases should factor justification is automatically
in all relevant capital and updated based on the
output costs, including any evolving risk of the underlying
output price increase assets.
required to offset additional Business cases in C55 can
capital assets charge and include a full cash flow
depreciation costs (if analysis for all capital and
applicable). operational expenditures, and
for any required output price
adjustments.

Guidance 3.3.1 Overview Acquisition decisions should The Copperleaf Value

be taken within an integrated Framework was designed
planning framework that with this exact objective in
takes account of service mind. Any mix of corporate
delivery needs, corporate objectives, service delivery
objectives, financial and needs, constraints and
budgetary constraints and the allocation objectives can be
Government’s overall captured and enforced for all
resource allocation decision-making. This includes
objectives. long-term planning, mid-term
portfolio optimisation, and
short-term funding and
execution decisions.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 11

 AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

26. 3.4.2 Monitoring Accountable Officers must C55 includes a Condition

and establish processes to Assessment capability that is
preventive identify, monitor and record used to capture the condition
action the condition of their of the organisation’s assets,
organisation’s assets. allowing the system to
monitor the condition over
time and highlight potential
asset service failure risks.

27. 3.4.2 Monitoring Accountable Officers must The Predictive Analytics

and establish processes to module of C55 systematically
preventive proactively identify potential tracks the evolution and
action asset performance failures predicts future levels of
and identify options for service risk for every asset.
preventive action. Based on this analysis, it
proposes options for future
asset interventions.

32a. 3.4.3 Maintenance The maintenance program The Performance

of assets must be regularly reviewed Management module of C55
by the Accountable Officer to allows an agency to
determine whether the determine the effectiveness
maintenance effort is being of its intervention plans, by
allocated to the appropriate analysing the budget,
assets and is providing the resource, timing and outcome
desired outcomes. variances for each project or
program.

33. 3.4.3 Information Accurate recording, C55 is an enterprise AIPM

management identification, valuation and system that allows an agency
reporting procedures must be to enforce and guarantee
established. strong information
management governance at
all levels and steps of the
process.

34. 3.4.3 Information Accountable Officers are Depending on the overall IT

management required to establish an asset infrastructure and the
information management complexity of an agency, the
system (AIMS), which asset register might be part of
includes asset registers. C55, or of another enterprise
AIMS component (e.g. an
EAM or GIS system). In the
latter case, C55 accesses asset
information from the third-
party asset register through
system integration.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 12

 AMAF AMAF AMAF Area AMAF Requirement or C55 Support for the
Requirement Chapter Guidance Requirement or Guidance

35. 3.4.3 Information Information in the AIMS must Access to asset, investment,
management be readily accessible to and portfolio information in
individuals who are C55 can be managed based
accountable for the control on responsibilities and roles,
and management of a using single sign-on (SSO)
nominated asset or group of protocols.
assets.

Guidance 3.4.5 Other Decisions to dispose of an The Predictive Analytics

requirements asset require thorough module of C55 allows
examination and economic agencies to predict the
appraisal. Like acquisition economic end-of-life years
decisions, they should be ahead of the actual optimal
taken within an integrated disposal time, allowing
planning framework that organisations to plan asset
takes account of service disposals and replacements in
delivery needs, corporate an orderly fashion and in
objectives, financial and accordance with budgetary
budgetary constraints and the and service constraints. As
Government’s overall with acquisition decisions, the
resource allocation Value Framework allows the
objectives. agency to consider any mix of
Planning for disposal should corporate objectives, service
start well before the delivery needs, constraints,
economic life of the asset has and allocation objectives for
ended or the need for the its disposal decisions.
service is finished and should
incorporate consideration of
unplanned disposals or
destruction of assets.

41. 3.5 Disposal Accountable Officers must Disposal decisions are treated
comply with relevant in the same way as any other
approval processes and, key asset decision in C55:
where possible, select a options or alternatives (e.g.
disposal method including replacement or
retirement, replacement, redeployment) can be
renewal or redeployment, captured and valued—
that maximises the financial allowing the agency to make
benefits associated with the informed decisions that
disposal. maximise the overall value to
the agency. Workflows within
C55 ensure that disposal
decisions follow the
appropriate approval cycles.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 13

3.2 A Proven Methodology Aligned with ISO 55001
Copperleaf has been helping clients successfully implement industry-leading investment planning methods for
two decades. The Copperleaf AIPM methodology is closely aligned with ISO 55001, and empowers
organisations to achieve the highest value for every dollar spent on critical assets and infrastructure.
Copperleaf maintains a Value Framework Library, an extensive and constantly evolving collection of best
practice value models that have been proven and accepted by industry organisations and regulatory bodies.
This constantly evolving body of knowledge helps new clients streamline the implementation of a value-based
decision-making approach and ensures their value framework will continue to be aligned with industry best
practices in the future.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 14

4 About C55
Copperleaf C55 is a unique decision analytics solution that helps asset-intensive organisations decide where
and when to invest in their businesses to optimise performance and manage risk. C55 can empower your
organisation to achieve optimal asset performance and business outcomes including:
Higher value decisions
• Create an investment strategy that delivers greater value to your organisation more effectively
• Align investment decisions to your strategic objectives, including risk and service level targets
Staff efficiency improvements
• Improve the efficiency and effectiveness of your planning processes
• Reduce the time and effort needed for justifications and approvals
Integrated strategic & budgetary plans
• Proactively manage risk in your aging infrastructure
• Compare investment scenarios for both short- and long-term planning to optimise the use of scarce
resources
Superior business performance
• Track progress and update assumptions to continuously improve
C55 can be used collaboratively across your entire enterprise as the system of record for asset investment
planning. It integrates seamlessly into your IT environment, to connect disjointed systems and data, and bring
rigor, discipline, and transparency to the decision-making process.

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 15

Transforming how
the world sees value

AIPM & Victoria’s AMAF – June 2020 Proprietary & Confidential 0

Contact Copperleaf
Copperleaf provides decision analytics to organisations facing the challenges of managing critical infrastructure. Our
enterprise software solutions leverage operational, financial and asset data to empower our clients to make investment
decisions that deliver the highest business value. Copperleaf is a patron of The Institute of Asset Management (IAM) and
actively participates in shaping the future of asset management standards, including ISO 55000. Headquartered in
Vancouver, our solutions are distributed and supported by regional staff and partners worldwide. We are committed to
building a better world, one decision at a time.

Copperleaf Technologies Tel: +1 604 639 9700

2920 Virtual Way, Suite 140 Fax: +1 604 639 9699
Vancouver, BC V5M 0C4 www.copperleaf.com
Canada