Regional Workshop
Workshop Purpose To increase RCA understanding of what it will take to Purpose Purpose develop a business case approach activity management plan (BCA AMP) and how using ONRC data can help inform decision making.
Overview • Review of previous workshop • REG Update • BCA AMP – Guide & Flow Diagram – Point of Entry (POE) – Self-assessment table Agenda • Examples for Metros and Rural • Example of POE meeting • Performance Reporting Tool - sharing examples of how the reporting tool works and can be used Transition Plan – improvement plan check in •
s e s y n s Systems r o s e e v Data c a o i l e c r D i P n u l e a m c v i o v m r r o p e C p S Learning Ac vity A 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? • What do you want out of today? • Would anyone like to talk or present anything additional to the team today?
Review • Any comments or follow up from the previous workshop?
REG Update • Ambitious programme through to 2018 with work going into alignment with LG timeframes. – Includes delivery of learning and development programme by EquiP and alignment with NZTA programmes. • New communications advisor – Megan Huber • Registration of interest from the sector for REG roles – reliant on volunteers.
REG Timeline (Draft)
Other • Austroads metadaata workshop – Christchurch 2 March
Transport System Relationships Community / User Government Policy Strategic Direction Input Statement State Highway Plans Council Annual & Long Business Case Approach Term Plans Network Planning Network Operating Plan Road CUSTOMER LEGISLATION Road USERS Design Function PROMISE & Form Functional Classification ONE NETWORK ROAD CLASSIFICATION RCA Planning Processes Activity Management Plans Regional Transport Programme Investment Decision Making National Land Transport Programme (NZTA Investment & Revenue Strategy) Operational Delivery (Operations & maintenance / Capital works)
Activity Management Plan New & Improvement Capital Projects
To anticipate as To anticipate as To analyse and To analyse and To give chosen To give chosen To review the To review the Think Think Plan Plan Do Do Review Review much as possible much as possible decide which decide which investments the investments the performance of performance of what will be what will be investments to investments to greatest possibility greatest possibility investments investments required to required to undertake undertake of realising the of realising the against against transition to the transition to the considering the considering the benefits promised benefits promised expectations expectations outcome and outcome and optimal overall optimal overall while maintaining while maintaining satisfy the intent satisfy the intent value from the value from the controls to avoid controls to avoid while maintaining while maintaining limited resources limited resources loss of value loss of value services services and the current and the current risk appetite risk appetite
CCC Documents
CCC Business Case Framework
CCC Business Case Framework
CCC Business Case Framework
Decision Flowchart
Decision Flowchart
Decision Flowchart Asset Improvement Management Programme(s) Plan and or Project(s)
CCC Programme
Strategic Case for Activity Management Plan
The ONRC Model ONRC Road Classification Network Operation Plans (where relevant) Strategic Requirements Vary According to Hierarchy Business Case Customer LoS Targets Performance Strategic Measures Programme Context/Issues AMP • Travel Time Business • Resilience Individual Key Case Problem Set of • Safety for each PM expectations for Activities • Access by Road each Programme delivered Amenity • Class *Customer LoS optimised to • VFM & their leading to timeframe eg; reduce *Technical LoS Investment by 10% Plan ($s) eg; reduce accidents 31
Strategic Case to update the AMP • The strategic case consists of two parts: • Strategic Context – the alignment of the proposed investment with the network and regional /national priorities and other programmes and strategies – What is the status quo – Where are we? Where do we have to go? – What are the impacts on my network? – Future assumptions, supporting and underlying strategic documents providing overall direction – Position outcomes sought against wider national, regional and district outcomes • Strategic Assessment – Represents the case for change – Why is investment needed? – – Ensures that external drivers, problems, opportunities and consequences are well understood – Identify the benefits and outcomes
Strategic Context - Describe the context behind the strategic case (slide 1) What is the “STATUS QUO” – existing • Current State state of affairs of the transportation • ONRC Implementation network • Network context – Location and linkages to SH’s and cities Land use context and economic performance of the region • • Asset type (description, quantum, condition) • Asset use – VKT • Current levels of service(LOS), known LOS gaps • Asset performance – link to performance measures Supporting strategic documents • ONRC Framework giving overall direction Local Government Act • • New Zealand Transport Plan • Government Position Statement (GPS)2015/16 – 2024/25 • Regional Land Transport Plan controlled by Regional Council • Council District Plan Council Long Term Plan • • Other Council Activity Management Plans on which Transportation impacts on and/or from e.g. 3 Waters • Council Annual Plans • Council Policies and Standards
Strategic Context - Describe the context behind the strategic case (slide 2) Supporting data and analysis • Data quality - Confidence rating categories Forecast demand drivers • Network Customer impact and current network condition; Peer group performance comparison (efficiency of delivery {current spend, whole of life cost, unit cost, procurement, investment strategy}) Network management • • Objectives for maintaining and operating the network • Road hierarchy/classification • Current LOS targets • Risk – critical risks identified Demand forecast drivers and Transport related implications • Peer group performance https://www.nzta.govt.nz/resources/road -network-trends/
Strategic Context - Describe the context behind the strategic case (slide 3) Regulatory framework (LGA and supporting The Council is required to give effect to the purpose of local Government and RCA strategies) government as prescribed by section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure , local public services and performance of regulatory functions in a way that is most cost effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances
Strategic Assessment Case for change - slide 1 Case for change – why is • Transportation is a basic service essential to viability and economic investment needed? performance and growth • Implementation of ONRC achieving ONRC outcome measures • Impacts on network Customers • Continued investment needed to meet obligations of LGA • Implement the strategic direction of the GPS and NZ Transport Plan and local RCA strategies
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