An Asset Management Plan (AMP) is a tactical plan for managing an organisation’s infrastructure and other assets to deliver an agreed standard of service. Typically, an Asset Management Plan will cover more than a single asset, taking a system approach – especially where a number of assets are co-dependent and are required to work together to deliver an agreed standard of service.
The International Infrastructure Management Manual defines an Asset Management Plan as; “a plan developed for the management of one or more infrastructure assets that combines multi-disciplinary management techniques (including technical & financial) over the life cycle of the asset in the most cost effective manner to provide a specific level of service.”
UK Water companies are following an AMP methodology to drive continuous improvement, and reduce their OPX (Operating Expenses). Since implementing the AMP methodology, with each amp period as a multi-year effort (AMP1, AMP2, AMP3, AMP4, AMP5 and the current period – AMP6), companies have seen clear strides in water quality improvement, and the latest focus is on Operational Expense (OP-X) reduction.
Dream Report is an important component in driving AMP initiatives
Clearly, information and metrics development is key to delivering improved efficiency and in achieving cost reductions. Designed for automation and industry, Dream Report interfaces with all existing automation and business systems and will aggregate their respective databases into one common dashboard (Web Portal), and performance reports.
Already used for compliance reporting, Dream Report is also the ideal solution for all information transfers at both the automation level and the enterprise levels of your organization.
For more information on AMP and AMP initiatives, see these articles:
AMP 6 Initiatives – Getting Shovel Ready – UK Article
“Earlier this summer, water regulator Ofwat published details of the methodology it intends to use to assess water companies’ business plans for the next asset management plan period, AMP6, which starts in 2015. The methodology relates to water supply and sewerage in England and Wales and makes it clear that the water industry’s emphasis is shifting from the “ticking regulatory boxes” approach of previous AMPs to focusing on value for money for customers.
For the first four AMP periods, water companies’ business plans were dominated by the need to meet tough European Union legislation covering issues like wastewater quality and wildlife habitats. This resulted in a focus on building new facilities, including treatment works, interceptor sewers and outfalls, that would contribute to cleaning up wastewater discharge.
Although there is still a handful of large capital projects to be completed – the Thames Tideway being the highest profile example – the current regulatory period, AMP5, has seen the start of a shift that is set to continue into AMP6 and beyond. They will see water companies trying to get the most out of their existing assets and finding ways to minimise total costs of operation.”
Severn Trent manager explains new AMP-cycle approach
“This issue of Process Engineering includes a special report on how asset management programmes (AMPs) are hampering the uptake of new technologies by UK water companies. The problem relates to the stop-start effect these five-year plans are having on investment. In this follow-up Q&A, Min Bansel, business planning manager, strategy & regulation team, Severn Trent, explains his company’s approach to this issue:”
Thames Water – Five Year Plan – 2010 to 2015
“The water industry works in five-year planning cycles, in which proposals are submitted to our regulator, Ofwat, to determine future bill limits for customers and the investment companies can make.
Since 2007, we have carried out extensive research with customers to fully understand the services they want and how much they value these services.
Customers have told us that they want us to maintain services at the high levels they have come to expect.
Other priorities include reducing the number of properties at risk of sewer flooding, cutting leakage, ensuring people have safe and reliable water supplies, taking into account forecast population growth and the impacts of climate change.
In planning for the future, our plan reflects the wants and needs of our customers, the value they place on the services we provide and delivers at the right price, time and place so that customers get services at the lowest cost.”