To know how to invest, we need to understand the underlying failure mode or asset performance failure that has given rise to the service failure. Application to DCWW - proof of concept Separating performance and service measures To justify their investments to Ofwat, companies have to demonstrate that service is at risk should the investment not be available.
Instead, companies need to understand how asset performance, e. Once the high-level budgets and performance targets for the groups of dcww business plan have been determined, a sewer prioritisation exercise is necessary to establish a programme for targeting the investment at the catchment level.
Opportunities for efficiencies Capital maintenance is only one of the investment activities associated with sewerage. The overlap of schemes is an important consideration as Ofwat would have taken this into account when setting efficiency targets. The blue box - Strategic Planning Model GAasset - represents the model used to develop the strategic business plan.
As knowledge dcww business plan improved, it is essential to re-run the strategic model with updated information to check that the overall company targets can still be satisfied.
Investment delivery - prioritising sewers Level of application Following the Final Determination from Ofwat for PR04, investment budgets to varying degrees of detail have dcww business plan identified for each asset group. This does not, of course, mean that companies should concentrate only on areas where service has been observed historically to have significant failures.
Companies can choose to invest in their assets either reactively as the assets fail or proactively to prevent future asset failure.
It is proactive rather than reactive in the way that dcww business plan looks to pre-empt future performance problems that are linked to service. The predictive models can be used to give two types of measures: This was derived by combining historic service incidents for each sewer using weightings based on the Ofwat OPA scoring method to give an overall service score.
A common currency for calculating the extent of consequences across all asset types is helpful, and should ideally be monetised. For example, if the expected number of flooding incidents in a catchment in any one year is predicted to be 2, the equivalent probability of failure is 2 in or 0.
Having prioritised the catchments within their strategic level groups to identify the high-priority catchments, the next step would be to determine indicative levels of intervention for each catchment by drilling down to sewer level and examining the predicted likelihood for asset performance problems.
For example, the direct and indirect costs associated with internal and external flooding of properties is a consequential cost and can be combined with likelihood of flooding service failure to give risk of failure. The IPaD matrix is a highly visual and simple means for structuring the data required for modelling asset service and performance by clearly establishing causal links.
Unfortunately, the future cannot be predicted with certainty and we must therefore assess the likelihood of failures and their associated consequences.
To determine these values requires the development of key performance indicator KPI models which are used to predict the change in performance over time of the grouped catchments under the following scenarios: To calculate risk of failure, the severity or consequence of the service failure must be ascertained.
The former gives an indication of the extent of the problem; the latter identifies areas that could benefit from additional efficiencies through enhancement schemes or combining maintenance and quality.
The prioritisation exercise also depends on KPI models. The process for the modelling approach is shown in Figure 5. Illustrative results Figure 7 shows illustrative results based on the regression relationships generated in this proof-of-concept study.
Eventually, the approach should include data relating to the typical costs of dealing with the likely asset performance problems and the associated benefits.
A concise method - Investment, Planning and Delivery IPaD matrix - for structuring the use of data and their linkages with asset service and performance is also presented. In addition, to fully complete the risk assessment, the inclusion of a measure of severity of consequence is needed.
This culminates in the overarching need to manage the assets in a sustainable way that ensures social and economic stability within the corporate and legal framework. However, this only shows where, historically, service problems have been observed.
This matrix has been used to structure the risk-based modelling approach for prioritising maintenance of DCWW sewers. By ranking the highest values as top priority, companies can concentrate on achieving as much cost-effectiveness early on in their investment programmes.
This work concentrates on the initial prioritisation of sewer catchments for capital maintenance consideration by targeting those catchments where risk reduction is maximised most cost-effectively.
A robust analysis would be based on sewer performance predictive or deterioration models linked to service and performance of the assets. To allow the approach to have further-reaching benefits, a more in-depth, robust regression-style analysis is needed, to deal with: This analysis, combined with the high-level budgets and performance targets, can then be used to define a first-cut investment programme.
When prioritising catchments for investment, maintenance managers must make sure the approach is consistent with the company business plan; thus it must be service-driven.
Finally, additional parameters were generated to aid the maintenance planning process, including the length of sewers that exhibited high likelihood of collapses and blockages together with the coincidence with other investment schemes, i. The driver for investment is therefore asset service e.
This feedback of information should continue throughout the delivery stage through purposeful and focused monitoring of the investments and their beneficial impacts to ensure that the planning models are reflective of latest knowledge.
This gives the high-level budgets for groups of catchments, together with the expected performance targets and associated levels of maintenance activity.Hartridge UID was a named Price Review (PR09) scheme for construction in Asset Management Plan 5 (AMP5).
As such the promoted PR09 solution called for the abandonment of the Business Plan whilst confirming the reduction of the impact to the local environment.
We encourage DCWW to take a proactive and targeted approach to engaging PSBs and other stakeholders across Wales, based on their understanding of priorities within their draft programmes. We plan to work with you to identify priorities emerging from the current PSB programme through a joint workshop in October, The DC Web Women Steering Committee (DCWW-SC) is a governing board made up of committee volunteers who manage the regular operations of the organization.
DCWW-SC members discuss organizational business, plan activities and events, as well as propose and vote on organization policy. Changes for Large Business Customers Our Plan: Mermaid Quay Sewer Upgrade Priority Services Current Vacancies Check your water quality & hardness Maerdy-Pontypridd Water Pipe Upgrade Nominate an individual or team for a Diolch award Welsh Water Community Fund.
It supports DCWW’s asset management plan and the latest best estimate processes for both operational and capital expenditure. Within operational expenditure planning, various plan input processes have been provided, including workforce planning, fleet costs and cost drivers (such as inflation).
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