Ofwat’s Forward Programme 2021-22 – Draft For Consultation
Ofwat’s forward programme 2021-22 – draft for consultationJanuary 2021Ofwat’s forward programme 2021-22– draft for consultation1
Ofwat’s forward programme 2021-22 – draft for consultationContentsForeword3. How our work1. Introduction3aligns with UK andWelsh Governmentstrategic prioritiesAppendix:Reducingregulatoryburdens54. Expenditure13141822. Our strategic goalsto 2025 and beyondand alignmentto outcomes forcustomers and theenvironment85. Milestones15
Ofwat’s forward programme 2021-22 – draft for consultationForewordThere is no doubt that Covid-19 has made the pastyear challenging for businesses and individualsacross the country. The scale of the task and theneed for pace in tackling climate change have alsobecome increasingly evident.I have been pleased to see the industry step upduring the pandemic, continuing to provide theessential public services on which we all rely,supporting the most vulnerable and its supplychain, and coming forward to play a part in thecountry’s green recovery. I also welcome thepublication of the Water UK routemap to 2030 showing how the industry will achievenet zero operational greenhouse gas emissions by that date. Yet we all know thereremains a huge amount to do. The full impacts of the pandemic on customervulnerability and on affordability is yet to be felt. There is increasing urgency in callsto improve river and bathing water quality, and enhance biodiversity. The impact ofclimate change continues to be felt by both companies and customers, with severeflooding and high temperatures in the year just gone. All of this highlights challengesthat we all need to address if customers are to receive affordable, resilient, highquality and environmentally sustainable services into the future.The past year has reminded us that, even in the midst of crisis, it is possible to forgeahead with much needed investment. We have also seen some companies makesubstantial service improvements (such as on leakage). We are pleased to see watercompanies working together (for example to prepare for EU Exit and to encouragewater efficiency) and the continued commitment to the sector’s public purpose. Wehave benefited from working together with the industry, for example to design theinnovation fund, to explore how to reduce the environmental damage from seweroverflows and to assess the impact of Covid-19 on the sector. I look forward to furthercollaboration especially as we begin the early stages of designing the next pricereview.As we look forward to 2021-22, the key themes in our strategy, ‘Time to act, together’,have never been more relevant. We set out in our strategy the outcomes we want toachieve against our three strategic goals: Transforming company performance. Driving companies to meet longterm challenges. For water companies to demonstrate a wider public purpose.3
Ofwat’s forward programme 2021-22 – draft for consultationOur PR19 final determinations are a key building block for these goals, fundingcompany investments and setting outcome and performance commitments forcustomers and the environment.This document sets out the work we plan to do over the financial year 2021-22 todeliver our strategic priorities. We also show how our work aligns with the StrategicPolicy Statements set out by the Welsh and UK Governments.We will continue to act confidently, with purpose and integrity, joining forces withregulators, governments, companies and civil society to deliver our ambitions andto deliver our core purpose of improving life through water. We are committed tofulfilling our own responsibility to listen, adapt and continually improve so that we dothe best possible job of holding the sector to account.Rachel FletcherChief Executive4
Ofwat’s forward programme 2021-22 – draft for consultation1. IntroductionLooking aheadIn addition to setting out here our draft forward programme for 2021-22, we are alsoworking on a multi-year plan to the end of the current five-year regulatory periodin March 2025. This plan will set out Ofwat’s areas of focus and help stakeholdersunderstand the issues on which we expect to engage with them over the comingyears. It will also help us with our medium-term financial planning and efficiencyimprovements.This medium-term planning recognises the numerous building blocks that we needto have in place well in advance of the next price review if we are to be in the bestposition to meet future challenges and to achieve our collective longer term goalsfor the sector which reach beyond 2025. Other components will undoubtedly emergeas we begin to consult on the PR24 framework and over time. In particular, in theearlier years of this price review cycle, in addition to beginning to develop the PR24framework, we need to focus on the following: Next Water Industry National Environment Programme (WINEP in England;NEP in Wales): continuing the work of government, regulators and the sectorto evolve WINEP such that it becomes more outcomes focused, enables widerenvironmental outcomes to be incorporated (like net zero, biodiversity and floodresilience), accommodates a more systems and catchment oriented approach,and allows relevant parties to co-design, co-deliver and co-fund. Net zero: continuing to develop a richer understanding of company progressand performance on reducing greenhouse gas emissions. This will allow us tosupport, challenge and drive this sector-wide effort, aiding our ability and that ofother stakeholders to help ensure that net zero is delivered in the best and mostefficient way possible through PR24 and beyond to 2050. Strategic water resources schemes: keeping up the momentum on theshape and delivery of schemes that develop strategic solutions on waterresource management for the long term. This will require a continued focus oncollaboration, including to address any commercial and regulatory barriers tosuch schemes. Company performance: continuing to improve and keep up-to-date ourunderstanding of company performance, optimising the data at our disposal andthat companies share with their stakeholders, and ensuring we are making themost of the insights this information provides.5
Ofwat’s forward programme 2021-22 – draft for consultationMore generally by the end of this price review period, we aim to have: Deepened our understanding of customers: working collaboratively with CCWater,MOSL and other stakeholders, Defra and the Welsh Government, to enable us torespond better to the needs of different customer groups and improving customerservice, particularly for those who are vulnerable; Held companies to account for improved performance: we expect to see amarked improvement particularly from the poorest performers in areas where theimpact of poor performance on customers or on the environment are felt the most; Widened opportunities for investors: through the development of new approachesto strategic development of infrastructure in the context of the RAPID and DPCschemes, including through the development of nature based solutions; Improved the effectiveness of markets in delivering good value for customersand promoting innovation to help achieve our wider sustainability goals: thisgoes hand in hand with recognising the different policy perspective of the WelshGovernment on the use of competition and markets in the sector in Wales; Supported the development of an improved innovation culture: furthermotivating positive change in company culture in terms of the sector’s approachto innovation and delivery of public value more generally. We expect to see thesector keeping pace with the opportunities presented by technological change toenhance delivery of outcomes for customers and the environment.In all our activities we will work with both the UK and Welsh governments to ensurewe play our part in delivering their respective strategic priorities and objectivesfor the sector, as well as doing all we can to provide the sector with clarity on thestrategic long-term targets they should be working towards. We also recognise withthe ongoing impact of the Covid-19 pandemic that we will likely need to flex ourdelivery priorities, including to meet the changing needs of customers.We set out below a headline perspective on progress in achieving the three centralgoals in our strategy.Transforming company performanceWe acknowledge the significant contribution water companies and their employeeshave made in responding to the Covid-19 pandemic over the last year. Somecompanies also made significant improvements in some of their performancemetrics at the end of the last AMP and some are indicating they are on track tooutperform on PR19 targets. Nevertheless, we have also seen examples of very poorperformance, particularly in terms of a number of environmental outcomes, and weremain concerned about the operational and financial resilience of some companies.There is still more to be done to maximise value for customers through the businessretail market. Our ambition to improve our understanding of water companies andthe drivers of performance will be a key area of focus next year, building on the workwe have done to date to improve the quality of our data and insight and ensuringcompanies are harnessing technological advances to improve.6
Ofwat’s forward programme 2021-22 – draft for consultationPreparing to meet long-term challengesThere has been some real progress this year, especially in identifying andprogressing the large investment projects required to provide reliable services forfuture generations. It is important that this momentum is maintained. Our forwardprogramme for next year highlights the key milestones in the development of a numberof strategic schemes, including the Havant Thicket reservoir, company DPC schemesand RAPID strategic schemes. However, these are set in the context of a much longerterm perspective and a need to ensure enhanced focus on wastewater systemsplanning and on the synergies between flood and water resource management. Werecognise the need to attract the right kind of investment for the long term, lookingbeyond traditional hard infrastructure solutions, and with an appropriate level of returnto maximise the opportunities to deliver for customers and the environment up to andbeyond the next price review period. Any supply side solutions, both on the water andwastewater side, need to be accompanied by a strong focus on the customer behaviourand demand side – from water efficiency and reduced consumption to considered andappropriate use of the drainage infrastructure.Greater public valueWhile there are many examples of the positive recognition and awareness of thesector’s wider public purpose, for example through companies’ responses toCovid-19, we are yet to see this translate into all aspects of company culture and dayto-day operational and financial decision-making. We will continue to use a range oftools to drive greater benefit for customers, communities and the environment. Wewill also continue our partnership working with CCW to develop our understandingof customers and expect to see company support for vulnerable customers translateinto concrete outcomes, for example through our work with Ofgem on the sharing ofpriority service register (PSR) data between the water and energy sectors. We alsoexpect to see enhanced environmental approaches and outcomes for example in ourwork on the WINEP in England and the NEP in Wales, including on how nature basedsolutions might become more embedded.We set out below how our work for next year reflects our core strategic goals anddelivers the customer and environmental outcomes we set out in our strategy, ‘Timeto act, together’ (Section 2); how our work aligns with the strategic priorities andobjectives set by the UK and Welsh Governments (Section 3); the estimate of theoverall expenditure which we expect to incur during the year in the exercise of ourfunctions (Section 4); and milestone deliverables in our forward programme (Section5). The Appendix sets out how we intend to meet our obligations with respect tobetter regulation.7
Ofwat’s forward programme 2021-22 – draft for consultation2. Our strategic goals to 2025 and beyond andalignment to outcomes for customers and theenvironmentTo transform water companies’ performanceTo drive water companies to meet long-termchallenges throughincreased collaboration and partnershipsFor water companies to provide greater publicvalue, delivering more forcustomers, s ociety andthe environmentOur strategy set out our goals and ambitions for the sector (above), all of which areinterrelated and mutually reinforcing. We also made the commitment that all ourwork would meet one or more of the customer needs that we identified, in essence: reliable, resilient, safe and good quality water and wastewater services;leaving the environment in a better condition for future generations;value for money for customers, keeping bills affordable; andcompanies acting in long-term interests of society and the environment.We set out what we expected from companies and what we committed to do asOfwat to achieve these outcomes, building on and refining the work we already do,providing continuity for investors and using the full range of tools at our disposal. Wealso recognised that Ofwat would also have to evolve and continually improve if wewere to meet the ambitions we set.8
Ofwat’s forward programme 2021-22 – draft for consultationWe set out below what we aim to achieve in 2021-22 against our four customer andenvironmental outcomes. Categorisation may be imperfect, again recognising theconsiderable overlap between them.Reliable, resilient, safe and good quality water and wastewaterservicesWe will continue to improve our understanding of all aspects of companyperformance, culture and financial resilience. We will use this insight to inform ourapproach to policy, the development and assessment of outcomes for customersand the environment, and to drive improved performance, especially in the worstperforming companies.We will encourage the industry to improve its approach to asset resilience,working together to develop a maturity assessment to assess companies’ assetmanagement capability, highlighting areas of best practice.We will work with stakeholders to better support and incentivise sustainabledrainage on new development sites. We will also support the application ofsustainable drainage standards – which are now mandatory in Wales for alldevelopments over 100m2.As part of our commitment to transparency and good regulation, we will continueto encourage open data in the industry, through more publication and access tolarge datasets, and to improve consistency and standards across companies, andto further promote innovation.9
Ofwat’s forward programme 2021-22 – draft for consultationLeaving the environment in a better condition for futuregenerationsWe will continue to work with other regulators to improve the Water IndustryEnvironment Programmes and to remove the barriers to nature based solutions intime for PR24.We will work with other regulators to support strong water company proposals thatcontribute to a green recovery.We will work with others to set a new ambition for the quality of water in theenvironment and, as part of the Storm Overflows Taskforce, to reduce thefrequency and volume of sewer overflow spills. We will continue our work on theThames Tideway Tunnel project which will substantiallyalleviate sewer overflows in London.Value for money for customers, keeping bills affordableTo better inform our policy making, we will work with CCW to improve ourunderstanding of customers and our insight through a joint programme forcustomer research and to drive improvements in customer service – with a focuson those in vulnerable situations. We will actively participate in the CCW review ofsupport to customers experiencing affordability issues.We will determine in year company rewards and penalties against PR19performance targets.We will assess the impact of Covid-19 on company performance in the round aspart of our reconciliation processes and consider the implications of this for policydevelopment.We will ensure that business customers are supported through the pandemic andbeyond and work with MOSL and wider industry to improve the value customersreceive from the business retail market.We will encourage an increased focus on water efficiency in the industry, includingthe business retail and new connections markets, and in building standards.10
Ofwat’s forward programme 2021-22 – draft for consultationCompanies acting in long-term interests of society and theenvironmentWe will continue our work preparing for PR24 and commence more formal design,setting out a high-level framework and long term targets where possible, andensuring that the initial design work for the PR24 price review reflects the differentperspectives and policy priorities of each of the UK and Welsh governments.We will work with Welsh stakeholders to develop a joint vision for the waterindustry in Wales through engagement with customers, companies, government,regulators and environmental stakeholders.Through RAPID and other projects, we will ensure plans are beingmade to meet our water needs of the future and the regulatory andcommercial arrangements are in place to support investment inand operation of strategic solutions, and we will continue our workwith other regulators on drainage and wastewater managementsplans.We will ensure that DPCs and the development of other keyinfrastructure such as Thames Tideway and Havant Thicket meetcustomers’ long-term interests.We will run the first two rounds of an innovation competition to help thesector build a collaborative innovation culture to equip it to prepare for futurechallenges. The five core themes for our first competition are climate change,environmental quality, resilience, public value and open data.We will continue to drive water companies to deliver on their essential publicpurpose, working with companies as they develop their approaches andreinforcing the culture we expect to see.We will work with the Environment Agency on our commitment in the EA’s NationalFlood and Coastal Erosion Risk Management (FCERM) Strategy for England todevelop a joint approach for how water companies should consider flood andcoastal resilience in the context of their statutory roles and duties.11
Ofwat’s forward programme 2021-22 – draft for consultationOfwat’s continual improvementWe will continue our work to make it easier to get things done in Ofwat throughcontinual business improvement.We will continue to implement our people strategy so that we are ahighly performing organisation and a great place to work where ourpeople feel valued and empowered. This will include improving ourapproach to equality, diversity and inclusion.We will continue to implement our IT and data strategies toimprove our efficiency and to automate tasks where possible tomake work more rewarding for our people and improve our insight.We will continue to improve our evaluation and impact assessment andwill use this to improve our effectiveness in bringing about change in theindustry for the benefit of customers.12
Ofwat’s forward programme 2021-22 – draft for consultation3. How our work aligns with UK and WelshGovernment strategic prioritiesUnder the Water Industry Act 1991, the UK and Welsh Governments may issue statementssetting out strategic priorities and objectives for us. We are required to act in accordancewith these statements when discharging relevant functions relating to companies wholly ormainly in England and Wales respectively. Strategic policy statements from the UK and WelshGovernments to Ofwat were finalised and came into effect during 2017-18.We are required in the forward programme to signal how our activity for the forthcomingyear aligns with the objectives and priorities in the Strategic Policy Statements. The diagrambelow shows broadl
country’s green recovery. I also welcome the publication of the Water UK routemap to 2030 showing how the industry will achieve net zero operational greenhouse gas emissions by that date. Yet we all know there remains a huge amount to do. The full impacts of the pandemic on customer vulnerability and on affordability is yet to be felt. There is increasing urgency in calls to improve river .
Forward Basic MB-02 Forward Basic MG-04 Forward Basic PD-05 Forward Break BL-04 Forward Change (Natural to Rev) VW-03 Forward Change (Rev. to Natural) VW-04 Forward Chassé CH-Int Forward Lock Step QS-14 Forward Progressive Basic MB-11 Forward Spot Turn MG-18 Forward Tipple Chassé QS-37 For
2 Contents Page The Song Tree Introduction 3-7 Programme 1 Fly, golden eagle 8 Programme 2 Magic hummingbird 9 Programme 3 It’s hard to believe 10 Programme 4 Another ear of corn 11 Programme 5 The door to a secret world 12 Programme 6 Song of the kivas 13 Programme 7 Mighty Muy’ingwa 14 Programme 8 Heavenly rain 15 Programme 9 Rehearsal 16 Programme 10 Performance 17
2 Contents Page Music Workshop Introduction 3 Programme 1 Loki the Joker 7 Programme 2 Odin, Mighty World-Creator 8 Programme 3 Goblins a Go-Go! 9 Programme 4 Sing us a Saga 10 Programme 5 Thor on a journey 11 Programme 6 Apples of Iduna 12 Programme 7 Birds of the North 13 Programme 8 Rehearsal and Performance (1) 14 Programme 9 Rehearsal and Performance (2) 15 .
August 2, 2021 15 August 2, 2021 16 August 2, 2021 17 August 3, 2021 18 August 4, 2021 19 August 5, 2021 20 August 6, 2021 21 August 9, 2021 22 August 9, 2021 23 August 9, 2021 24 August 10, 2021 25 August 11, 2021 26 August 12, 2021 27 August 13, 2021 28 August 16, 2021 29 August 16, 2021 30 August 16, 2021 31
3. B.Sc. (General) Programme Following UGC guidelines, University has launched Bachelor’s Degree programme in Science under the Choice Based Credit System. The detail of the programme is given below: Programme Objectives The broad objective of the B.Sc. programme is to provide higher education required for a
Leuk Daek Area Development Programme Design FY13-FY15 Page 6 1 Programme summary 1.1 Programme profile National Office Name World Vision Cambodia Programme Name Leuk Daek Area Development Program Programme Goal Children are healthy, completed quality basic education and live in peace. Programme Outcomes Outcome #1 Outcome #2 Outcome #3
Independent Personal Pronouns Personal Pronouns in Hebrew Person, Gender, Number Singular Person, Gender, Number Plural 3ms (he, it) א ִוה 3mp (they) Sֵה ,הַָּ֫ ֵה 3fs (she, it) א O ה 3fp (they) Uֵה , הַָּ֫ ֵה 2ms (you) הָּ תַא2mp (you all) Sֶּ תַא 2fs (you) ְ תַא 2fp (you
what to consider before nominating a potential director onto a board and should not be considered as a checklist in deciding whether to accept a potential candidate or not. From a potential director’s perspective, the paper aims to guide the individual on what to consider about a company prior to accepting an appointment. Terminology used in the paper Whilst the terms “company” and .
