R18 REGional Workshop REG FOCUS 2021 Activity management excellence, what is it, and our journey of improvement (LA2, 7, 8, 14,16, 17)
Welcome & House Keeping • Health & Safety • Introductions • Any constraints on the day?
REGional Workshop R18 Purpose • Improve RCA understanding of what makes up a good AMP in preparation for 2021 LTP. To ensure RCAs are • Support RCAs to meet 2021 equipped to deliver AMP/LTP and NZTA co-funding optimal customer expectations through their agreed improvement plan. outcomes by improving • Support RCAs with their the AMPs and understanding of the effectiveness understanding our of their strategic cases, journey to excellence. associated strategies and realisation of their defined benefits. THE ROAD EFFICIENCY GROUP 3
• Welcome & House keeping • Leadership Minute • AMP Development • What needs to be done (a review) • Good practice example • Striving for excellence • AMP Improvement (ALT15) Agenda • REG update • REGional Champions Update Lunch 12:30 pm • Innovation Space • Reflecting on your Strategic Case • Intro to the Procurement Strategy Self-assessment & Improvement Tool • Review & Close THE ROAD EFFICIENCY GROUP 4
2018 REG Enabling Sector Excellence Learning & Development Decision Making Service Delivery Communicating Benefit Delivery Programme Evidence Systems REG People / Culture Quality Improvement REG Pillars of Success THE ROAD EFFICIENCY GROUP 5
Links with 2018 REG L&D Programme Communicating Decision Making Service Delivery e Systems c n e d Desired Outcomes i Learning Activity v E Pillars of Success LA1 – Utilsing the REG ONRC classification in ‘place’ and ‘space’ (i.e. Culture change is Road/corridor form vs. function) continued and Decision Making Service Delivery Communicating LA2 – Utilising REG ONRC Performance Measures (customer and Evidence Systems celebrated technical) • Sector capability is increased LA3 – Improving data quality • Collaboration is enhanced • Sector buy-in is increased People / Culture LA4 – Improve data reporting • Improved investment decision making • Improved relationships between LA5 – Improving our evidence - Interpretation, analysis, and co-investment partners understanding how to use data. Long-term condition and deterioration (RCA/NZTA) modelling; use of non-asset variables (i.e. economic, social, and environmental value) Continuous LA6 – Transport & Road network planning Improvement LA7 – Improving the use of the Business Case Approach RCAs actively progress their AMP • improvement plans LA8 – Improving the ‘line of sight’ - connecting the ‘why’ to programme RCAs effectively meet • delivery improvement milestones Improvement actions are more • LA10 - Managing and leading change efficiently delivered Innovation is increased • LA11 – ‘Sharing the story’ - Communicating and engaging with Delivery of the AMPS for 2021/24 • stakeholders (Governance, Snr Mgrs, etc) NLTP shows improvement on 2018/21 LA12 – Improving alignment with sector approval processes (i.e. GPS, NLTP/IAF, RLTP, LTP, AMP). LA13- Financial, procurement & strategic planning systems – Improved improving alignment internally for improved AMP outcomes. communication in LA14 – Business excellence and managing performance sharing the story LA15 – Enhancing procurement, service delivery & using the CLoS/PM • Improved senior management and governance understanding and in contracts engagement • Support to elected members LA16 – Improving collaborative outcomes in delivering AMP • RCAs enhance their ability to improvement actions & service delivery clearly communicate the investment story LA17 – Supporting innovation and shared knowledge development THE ROAD EFFICIENCY GROUP 6
L&D Links to REG Strategy REG FOCUS 2021 THE ROAD EFFICIENCY GROUP 7
Leading Without Authority
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Stepping away from a functional focus Take time to find out who makes things happen in your organisation. • Whom do people go to for advice and support? • And who tends to throw up roadblocks to new ideas and changes? THE ROAD EFFICIENCY GROUP 10
Activity Management Planning Exploring what is good? - Review of the BCA
Business Case Approach Activity Management Planning Looking back at Point of roadmap to Start Here Entry 1 1 Discussion about what you already have or don’t have. Agree approach Maintenance, Operations, Renewals & Minor Improvements on what you need to do to complete the BCA AMP. Early engagement meeting between RCA & NZTA. Strategic developing an Case Defines the ‘why’, provides information on the RCAs operating 2 environment, strategic issues, and future aspirations. Identifies the case for change or maintaining the status quo. Contains the strategic context and assessment. Early engagement with key stakeholders. AMP Takes into account the assumptions of the future, Strategic objectives, and underlying or umbrella strategic Context documents. Helps position desired outcomes Activity against the wider local, regional, and national outcomes. Strategic Clearly defines the problems, benefits, and consequences. Ensures these are well understood and Management Assessment identifies the outcomes that will be achieved by addressing it. Programme Provides the strategic response of the planned future state. Identifies a Plan Business 3 programme of works or activities that deliver on the strategic case. Asset management information identifying maintenance, operations, Case renewals and improvement/new works programmes. Provides robust evidence that a decision to invest in a programme of works represents best value for money. Identifies a long list of alternatives, options, potential costs and identifies a preferred programme of activities to progress. Depending on the complexity of the RCA, portfolios may be created containing multiple programmes or activities. An activity strategic case may be required depending on the information contained in the BCA AMP. Helps develop useful groupings of activities to tell a more cohesive story (i.e. portfolios based on geography, modes, or asset classes). Agree approach and starting point in the business case approach New & process for identified capital projects. Meeting between RCA & NZTA. Point of Entry New & Improvement 4 Capital projects not identified in the BCA AMP may require the development of a strategic and programme case. Improvement The point where individual activities are progressed. Provides the basis Projects for telling the investment story on the long list of options, risks, and Indicative trade offs on risk verses benefits. Allows decision makers an early opportunity to choose a preferred option to progress for further 5 Business investigation in the detailed case. Capital Projects Case Detailed analysis of costs, risks, and benefits on the preferred option. Provides decision makers with evidence that the preferred option is the best feasable solution, addresses the problems and delivers the Detailed outcomes identified in the strategic case, and is afforable. 6 Business Case Improvement Learning & Delivery of maintenance and operations. Delivery Delivery of capital projects/activities. 7 Review performance and delivery against the strategic case. Implementation & Post Implementation
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REG Activity/Asset Management Competency Framework Alignment to ISO 55001 THE ROAD EFFICIENCY GROUP 16
Enabling Sector Excellence Decision Making Service Delivery Communicating Benefit Delivery REG Pillars Evidence Systems Driving a Culture Change People / Culture Quality Improvement REG Pillars of Success THE ROAD EFFICIENCY GROUP 17
How do you define what a good AMP is? How do you define what excellence looks like? THE ROAD EFFICIENCY GROUP 18
Exploring Good The Strategic Case • What makes a good strategic case? A few examples • Ruapehu • Manawatu • DOC • Clutha • Central Otago • Napier THE ROAD EFFICIENCY GROUP 19
Exploring Good – using your strategic case & the examples provided… • What can you identify as being good practice? • What could be improved? • What could you use from the document in your own strategic case? • What could you offer from your Strategic Case to help improve the one your looking at? THE ROAD EFFICIENCY GROUP 20
Learning Zone - AMP Exemplar (work in progress) • If developed in line with the principles of the Business Case Approach, an AMP can fulfil the role of a strategic case or even a programme business case for many of a council’s transport activities. I’m Dave, an experienced business case developer at the New Zealand Transport Agency. You might recognise me from the Business Case Approach learning modules on Learning Zone. As you use the AMP example tool, I’ll pop up occasionally to provide context or highlight an example. THE ROAD EFFICIENCY GROUP 21
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