2 minute read
1.1 International Infrastructure Management Manual
Operation quadrant. The operational-level AM framework includes the annual AM plan, a guiding and ruling document, but also a framework for development and floor-level AM with dedicated entities—such as the public works department for development projects—or officers assigned responsibilities such as recording technical and financial actions or events regarding assets and attached liabilities, as well as operating and maintaining the fixed assets.
Many of these elements of a good AM framework do exist in various forms and quality in Kenyan counties (for example, see box 1.1). For instance, most counties have adopted a CIDP, which is a county strategy and/or master plan with a stated vision about development priorities in the county. Some counties have drafted an AM policy (for example, Bomet, Kiambu, and Nairobi) and some counties have drafted an AM strategy (Nairobi), but none of the counties have yet adopted or approved their AM policy or strategy. Many counties have formed some sort of AM annual work plan but without consistent interlinks to AM policy and/or strategy.
Finally, figure 1.2 strongly exemplifies two important aspects of AM: (1) the various building blocks and subsystems of the AM framework form a hierarchic order, and they are strongly and inherently intertwined, establishing that disconnected elements do not constitute an effective AM framework; and (2) good county AM has a much broader scope than just accounting (box 1.1), as some practitioners may assume in Kenya or some developing countries.
The organization framework of AM should be in harmony with the logical framework depicted in figure 1.2. However, the level of sophistication for an AM organization could be either quite simple or highly sophisticated and integrated depending on the local situation. To establish an AM system or AM functions from scratch, counties may start with a simple initial system in which departments work separately without a systematic, consistent, and complete set of interlinks that would constitute an integrated asset management system (figure 1.3 shows a gradual process). County governments can opt first for a simple system that may include the following actions: establishing an asset management department, directorate, or team that could support a gradually expanding AM organization
BOX 1.1
International Infrastructure Management Manual
The International Infrastructure Management Manual is among the most useful sources for senior asset management officers and senior practitioners. It focuses on infrastructure and is tailored to the corporate sector, but it is also adequate for local governments and is in harmony with the ISO 55000 guidelines. Thus, we can strongly recommend it for Kenyan officers. The most useful sections include developing a business case for asset management and key success factors; the strategic asset management plan and policy; risk management; operational strategies and planning; establishing and maintaining the asset management system; information management; asset management performance measurement and auditing; and assessing and managing infrastructure resilience.
Sources: IPWEA 2015; ISO 2014. Note: ISO = International Organization for Standardization.
