REGional Workshop R9 – Activity Management Plan Content (LA7, LA8, & LA9) 1
Workshop Purpose To increase AO and NZTA confidence in AOs Purpose successfully developing an Activity Management Plan that incorporates the ONRC, business case approach and meets the investment assessment criteria.
Overview 1. Check in 2. Dragons Den presentations (ALT9) 3. Investment Assessment Criteria 4. General feedback session on progress, barriers, and issues Agenda 5. Regional Council updates on strategic problems and benefits (where available) 6. Workshop review session 7. REG Update 8. REGional Champions update 9. Regional specific issues/collaborative opportunities 10.Review & close
Processes� Communica ons� 5� Pillars� of� Success� Delivery� Systems� Data� Processes� Approval� Service� Communica ons� Delivery� Systems� Learning� Ac vity� Data� Approval� Service� LA1� -� Func onal� classifica on� LA2� -� Customer� Promises,� Customer� Levels� of� Service� &� Performance� Measures� (to� include� DIA� Performance� Measures)� LA3� -� RAMM� LA4� -� Long-term� condi on� and� deteriora on� modelling;� use� of� non-asset� variables� (i.e.� economic,� social,� and� environmental� value)� LA5� -� Interpreta on,� analysis,� and� understanding� how� to� use� data� LA6� -� Road� network� planning� LA7� -� Business� Case� Approach� Investment� Logic� Mapping� LA8� -� Transport� system� – � why� we� are� doing� this,� how� it� fits� together,� dynamic� nature,� and� ‘ sharing� the� story ’ � LA9� -� How� to� effec vely� use� the� ONRC,� CLoS,� and� BCA� LA10� -� Managing� and� leading� change� LA11� -� Communica ng� and� engaging� with� stakeholders� LA12� -� Effec ve� collabora on� and� building� buy-in� � LA13-� Financial� &� strategic� planning� systems� – � improving� internal� engagement� and� understanding� LA14� -� Overview� of� exis ng� knowledge� base� and� tools� LA15� -� Procurement� &� using� the� CLoS/PM� in� contracts�
Check In • Intro’s for any new members • Any constraints on the day? • Any comments or follow up from the previous workshop?
Is the traction control on?
Checking in on where you need to be … • 31 Aug 2017 – Draft Activity Management Plan is completed • Strategic case & programme case imbedded in AMPs • Not perfect but expressing the key principles of the BCA • Transport Agency Decision – Meeting between RCA and NZTA PI making – RCA initial bid into TIO • Indicative Programme allocations • 20 Oct 2017 April 2018 – Updated draft AMP • NLTP launched – Firm bids 30 June 2018 • 16 Dec 2017 – Final AMP – Final bids • December 2017 – Approved draft AMP - Strategic & Programme Business Case for consultation 8
End of Year Timelines 26/27 th June – 27/28 th June – 1 st Sept – BOP REG R9 2018-21 NLTP AMPs Submitted Workshop (TIO) Training to RLTP 7 th July – Final 13 th July – All 1 st Oct – Waikato Claims and Supp. Claims AMPs Submitted Supplementary Done to RLTP 14 th July – Ach. Review Requests in TIO Returns Complete School Holidays; 8-23 July
End of Year Timelines Key points • Carry-over of programmes needs to be justified • Automated Carry-over should be Minimal. • If it’s greater than $50k a review item needs to be in to cashflow or surplus. • The due date for all final claims and supplementary requests is Friday 7 July • The due date for all supplementary claims is Thursday 13 July • 14 th July – Achievement Returns • End of July – Latest data loaded into Performance Measure Reporting Tool
AMP Assessment 1 st Sept – BOP Initial Bids 31 st AMPs Submitted August to RLTP Dry-run AMP 1 st Oct – Waikato Assessment Start Mon 24 th July AMPs Submitted to RLTP
Action Learning Task 9 Joint Presentations
Action Learning Tasks and R9 • ALT9: • Complete partnership conversation between RCA and NZTA • Develop and deliver a joint presentation (Dragons Den) • Develop a handout or printout of presentation material • Complete NZTA BCA on-line learning modules
Dragons’ Den Presentation The purpose of this exercise is to 1. Provide an opportunity to engage in a ‘partnership’ conversation between RCAs and NZTA. 2. Encourage you to take a step back from the detail and check the overall picture of where and how you are going. 3. Develop the content of an executive summary for your BCA/AMP 4. Practice at how you would articulate the contents of your proposed transportation spend to your Executive Team, Councillors, RLTC, and NZTA 5. Share with and learn from your colleagues how you might be able to improve it.
Dragons’ Den Presentation The Scenario • You have 10 minutes to present • to a tightfisted exacting group of individuals (yes … that ’ s you sitting out there!) • who are prepared to support your investment proposals provided you can convince them it is needed and your customers will want what you are going to provide.
Dragons Den Worksheet Questions 1. Outline the proposed content headings of the draft AMP and indicate which headings the strategic and programme business cases fit under. Also indicate % completed to date for both the Strategic and Programme cases. 2. Bullet point your key strategic issues and the problem statements that have resulted. 3. Outline how you are grouping the activities in your Programme Business Case. 4. Summarise the key themes that are coming to the surface and helping you develop an optimised programme that can support your strategic case. Consider the ONRC, comparative performance and other evidence. 16
Dragons Den Worksheet Questions 5. Summarise how your AMP meets the investment assessment criteria and why you should receive the funding you are asking for. 6. Outline the consequences for your Community and your network if your requested programme is not approved. 7. What gaps have been identified and what actions are you planning? 8. NZTA view of how RCA is tracking in their development of the AMP and meeting IAC expectations. (Highlight strengths and weaknesses to develop) 17
How the Dragons Den is going to assess the presentations 1. Is it logical and easy to follow? 2. Does what is proposed make sense? 3. If you were the investor would you be happy to invest? 4. What would you do to improve the approach? 18
Point of Start Here 1 Entry 1 Discussion about what you already have or don ’ t have. Agree approach s on what you need to do to complete the BCA AMP. Early engagement t n meeting between RCA & NZTA. e Strategic m Strategic e v Case Defines the ‘ wh y’ , provides information on the RCAs operating o 2 Case r environment, strategic issues, and future aspirations. Identifies the case p for change or maintaining the status quo. Contains the strategic context m and assessment. Early engagement with key stakeholders. I r o Remember Strategic Takes into account the assumptions of the future, n i objectives, and underlying or umbrella strategic M Context documents. Helps position desired outcomes the guide is & against the wider local, regional, and national outcomes. s l Strategic Clearly defines the problems, benefits, and consequences. a there to w Ensures these are well understood and Assessment e identifies the outcomes that will be achieved n by addressing it. e help you. R Programme Programme , s n Provides the strategic response of the planned future state. Identifies a Business o 3 programme of works or activities that deliver on the strategic case. Case i t Asset management information identifying maintenance, operations, a Case r renewals and improvement/new works programmes. e p O Provides robust evidence that a decision to invest in a programme of , works represents best value for money. Identifies a long list of e c alternatives, options, potential costs and identifies a preferred n programme of activities to progress. a n e Depending on the complexity of the RCA, portfolios may be created t n containing multiple programmes or activities. An activity strategic case i a may be required depending on the information contained in the BCA M AMP. Helps develop useful groupings of activities to tell a more cohesive story (i.e. portfolios based on geography, modes, or asset classes).
BCA AMP Development Process 1 Define ‘why’ you 5 Link to strategic case Programme Strategic do the activity Case Case 6 Test levels of service 2 Define current state Compile & test evidence 7 (includes evidence) 8 Gap assessment 3 Problem & 9 Develop options benefit statements Test options 10 4 Links to ONRC 11 Preferred programme customer outcomes (identify your priority areas) 12 Develop improvement plan Continuous Review, testing, and updating
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