Practical implications of this review by stakeholder group
| Stakeholder | Implication |
|---|---|
| AVM providers | Deliver point estimates with calibrated prediction intervals, document validation and drift monitoring, and disclose performance claims transparently |
| Lenders and portfolio holders | Treat AVM outputs as inputs to a governed decision process rather than as final valuations, monitor performance by segment and jurisdiction, and act on override patterns |
| Appraisers | Position professional judgement as the override and contextual layer of a hybrid architecture, not as a competitor to the AVM |
| Regulators and supervisors | Treat AVM governance as part of model risk management and require quantified uncertainty and non-discrimination as conditions of admissibility, not as aspirational goals |
| Researchers | Prioritise integrative work on data, uncertainty, fairness and governance rather than pursuing further incremental gains in predictive accuracy |
| Stakeholder | Implication |
|---|---|
| AVM providers | Deliver point estimates with calibrated prediction intervals, document validation and drift monitoring, and disclose performance claims transparently |
| Lenders and portfolio holders | Treat AVM outputs as inputs to a governed decision process rather than as final valuations, monitor performance by segment and jurisdiction, and act on override patterns |
| Appraisers | Position professional judgement as the override and contextual layer of a hybrid architecture, not as a competitor to the AVM |
| Regulators and supervisors | Treat AVM governance as part of model risk management and require quantified uncertainty and non-discrimination as conditions of admissibility, not as aspirational goals |
| Researchers | Prioritise integrative work on data, uncertainty, fairness and governance rather than pursuing further incremental gains in predictive accuracy |
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