Table 2 The 14 recommendations from HMEP... | Emerald Publishing

Table 2

The 14 recommendations from HMEP guidance document with implications for asset information management

	Recommendation	Implications for asset information management
1	Develop an asset management framework	An asset management framework should be created specifically for the needs of the organisation, but this must explicitly include considerations of the requirements for data gathering, storage, reporting and management. Data must be treated as an asset.
2	Actively pursue two-way communication of relevant information to relevant stakeholders	Communication of information is not just the dissemination of plans, but should be a ‘two-way street’, where information can be shared in both directions. Note that relevant information may be held by other asset owners (such as Network Rail or Highways England). A reciprocal arrangement of information sharing could be reached.
3	Develop and publish an asset management policy and strategy	Development – and publication – of an asset information management policy and strategy should go hand in hand with the asset management counterparts. The information management policy and strategy should be aligned to – and satisfy the needs of – the asset management policy and strategy. This is essential for defining the AIM in accordance with PAS 1192-3:2014.
4	Develop a performance management framework	Developing performance indicators to measure the data quality of the asset information management system may help target efforts towards its improvement. For example, if an inspection report for a random bridge is audited, what percentage of critical information is missing/out of date/untrustworthy? Measuring the quality of data in terms of the risks posed by poor-quality data to decision-making provides a good approach to performance measurement of data management systems. This will also help address a critical question: how good is ‘good enough’ in terms of data quality.
5	Maintain an asset register and regularly review the quality, currency, appropriateness and completeness of all asset management data	The inclusion of this recommendation indicates the importance that HMEP places on the availability and quality of asset information. Just as components have a life expectancy, so do data. Inspection reports are an obvious example, as these are required at set intervals, but other types of information may change over time, such as ownership and usage – this should be considered in the overall framework. Systematic update of asset data is critical to ensure the usability of the data and hence its value.
6	Adopt life cycle planning	Although the sentiment for recommendation 6 in the guidance relates to decision-making and maintenance strategies, these must be based on good-quality information, which is therefore a prerequisite part of the overall strategy.
7	Develop and regularly update a programme of prioritised works for a rolling 3- to 5-year period	Again, ‘works’ in this context refer to physical improvements to assets – but investments in the information system must also be factored in. This is particularly critical in a world where innovations in data management and analytics is happening at an accelerated pace.
8	Senior decision makers should commit to the implementation of asset management	The overall strategy should be considered as one entity, not as a collection of disparate approaches. As such, it is essential that the information management aspects are appropriately included. Then, once a commitment to the plan as a whole is made, commitment to information-related articles is implicit.
9	Make the case for asset management by clearly explaining the wider benefits at stake	The requirement of calculating replacement costs for CIPFA each year provides a clear argument for why a good-quality and complete set of information is necessary – but there are many other examples to include as necessary.
10	Provide appropriate training to ensure competency in asset management	Poor-quality data often result from human errors and/or incompetence. Effective training and motivation of employees is essential to ensure the quality of data.
11	Embed assets’ risk management with the strategy, identifying strategic, tactical and operational risks and mitigation measures	Poor-quality information not only represents operational and tactical risks in terms of inefficiencies, but may also be considered a strategic risk if public safety is put at risk, or other significant liabilities could arise. This emphasises the need to understand and quantify the risks posed due to poor information quality.
12	Asset management systems should be appropriate and accessible	Identifying appropriate and practical levels of data quality is essential.
13	Regularly review and improve the asset management framework’s performance	Regularly review information systems, and ensure that the data and information held in them are trustworthy.
14	The asset management framework should be benchmarked against that of other authorities	The interviews in the present study have shown that, even in the relatively limited set of LAs included, there are fairly similar systems and challenges across the country. There is already a good network in place, so there are good opportunities for peer to peer learning.

	Recommendation	Implications for asset information management
1	Develop an asset management framework	An asset management framework should be created specifically for the needs of the organisation, but this must explicitly include considerations of the requirements for data gathering, storage, reporting and management. Data must be treated as an asset.
2	Actively pursue two-way communication of relevant information to relevant stakeholders	Communication of information is not just the dissemination of plans, but should be a ‘two-way street’, where information can be shared in both directions. Note that relevant information may be held by other asset owners (such as Network Rail or Highways England). A reciprocal arrangement of information sharing could be reached.
3	Develop and publish an asset management policy and strategy	Development – and publication – of an asset information management policy and strategy should go hand in hand with the asset management counterparts. The information management policy and strategy should be aligned to – and satisfy the needs of – the asset management policy and strategy. This is essential for defining the AIM in accordance with PAS 1192-3:2014.
4	Develop a performance management framework	Developing performance indicators to measure the data quality of the asset information management system may help target efforts towards its improvement. For example, if an inspection report for a random bridge is audited, what percentage of critical information is missing/out of date/untrustworthy? Measuring the quality of data in terms of the risks posed by poor-quality data to decision-making provides a good approach to performance measurement of data management systems. This will also help address a critical question: how good is ‘good enough’ in terms of data quality.
5	Maintain an asset register and regularly review the quality, currency, appropriateness and completeness of all asset management data	The inclusion of this recommendation indicates the importance that HMEP places on the availability and quality of asset information. Just as components have a life expectancy, so do data. Inspection reports are an obvious example, as these are required at set intervals, but other types of information may change over time, such as ownership and usage – this should be considered in the overall framework. Systematic update of asset data is critical to ensure the usability of the data and hence its value.
6	Adopt life cycle planning	Although the sentiment for recommendation 6 in the guidance relates to decision-making and maintenance strategies, these must be based on good-quality information, which is therefore a prerequisite part of the overall strategy.
7	Develop and regularly update a programme of prioritised works for a rolling 3- to 5-year period	Again, ‘works’ in this context refer to physical improvements to assets – but investments in the information system must also be factored in. This is particularly critical in a world where innovations in data management and analytics is happening at an accelerated pace.
8	Senior decision makers should commit to the implementation of asset management	The overall strategy should be considered as one entity, not as a collection of disparate approaches. As such, it is essential that the information management aspects are appropriately included. Then, once a commitment to the plan as a whole is made, commitment to information-related articles is implicit.
9	Make the case for asset management by clearly explaining the wider benefits at stake	The requirement of calculating replacement costs for CIPFA each year provides a clear argument for why a good-quality and complete set of information is necessary – but there are many other examples to include as necessary.
10	Provide appropriate training to ensure competency in asset management	Poor-quality data often result from human errors and/or incompetence. Effective training and motivation of employees is essential to ensure the quality of data.
11	Embed assets’ risk management with the strategy, identifying strategic, tactical and operational risks and mitigation measures	Poor-quality information not only represents operational and tactical risks in terms of inefficiencies, but may also be considered a strategic risk if public safety is put at risk, or other significant liabilities could arise. This emphasises the need to understand and quantify the risks posed due to poor information quality.
12	Asset management systems should be appropriate and accessible	Identifying appropriate and practical levels of data quality is essential.
13	Regularly review and improve the asset management framework’s performance	Regularly review information systems, and ensure that the data and information held in them are trustworthy.
14	The asset management framework should be benchmarked against that of other authorities	The interviews in the present study have shown that, even in the relatively limited set of LAs included, there are fairly similar systems and challenges across the country. There is already a good network in place, so there are good opportunities for peer to peer learning.