Regional Workshop
Workshop Purpose To reinforce RCA understanding of using the Business Purpose Purpose Case Approach in Activity Management Planning and the performance reporting tool.
Overview • Review of previous workshop • REG Update • REG Delivery & Learning and Development timeline/key dates Regional Council Presentation on regional transport • strategy Agenda • 30 year infrastructure plan fit into the development of the BCA AMP • RCA Strategic Case Outline (ALT1-Presentations) • Point of Entry & Self Assessment (ALT1-Presentations) • NZTA PoE Presentation on National PoE Feedback & Learning • ONRC Performance Reporting Tool
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 • Change in leadership group – Rui Leitao – New Chair – Gary McGraw (Far North) – Denis Lewis (Taupo) – Chris Gregory (Christchurch) • Worked with Sub-groups to better align work programmes with learning and development. • Better integration with NZTA work on investment framework.
PI Expectations for next LTP • We will be expecting maintenance programmes submitted to the 2018-21 NLTP to be based – on first principles having regard to the ONRC and CLoS – reflect best practice for activity management planning and smart procurement. • We will be expecting much more evidence and rigorous analysis to support submissions and not a simple reflection of current allocation plus escalation.
REG Timeline (Working)
REG L&D Timeline (Working)
Regionally Specific Issues • Purpose: to provide an opportunity to discuss regionally important issues (risks and opportunities) with peers. – Add a workshop agenda item for ‘Regionally Specific Issues’. – Limit to 30 mins in each workshop
Regional Council Presentations • Purpose: to provide an understanding of the regional transport strategy and RLTP. – Overview of transport context & potential plan – strategic case – Key improvements and any learning from last development work – Opportunities and risks? – Plan forward
Regional Council Workshop Session • Purpose: to explore links between TLA and RC strategic direction. – How does your infrastructure and AMP strategy link into the regional transport strategy / plan? – What would it take to improve alignment between the two strategies? – What is required to make the process align and support the successful development of local and regional strategies? – What opportunities & risks exist?
Regional Council Workshop Session • Complete a regional BCA AMP self-assessment
BCA AMP Self-assessment
RCA & HNO Strategic Case Session • Purpose: to reinforce and share learning of the Strategic Case and understand the ‘why’. – 30 year infrastructure strategy – RCA & HNO strategic case in the BCA AMP (ALT1)
Business Case Approach Activity Management Planning Point of Start Here 1 Entry 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 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. Strategic Takes into account the assumptions of the future, 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 Assessment identifies the outcomes that will be achieved Management Plan by addressing it. Programme Provides the strategic response of the planned future state. Identifies a 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 Point of Entry process for identified capital projects. Meeting between RCA & NZTA. New & New & Improvement 4 Capital projects not identified in the BCA AMP may require the development of a strategic and programme case. Projects The point where individual activities are progressed. Provides the basis Improvement 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. 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 outcomes identified in the strategic case, and is afforable. Detailed 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
30 Year Infrastructure Strategy • Purpose: to explore how the 30 year infrastructure strategy fits into the development of the BCA AMP.
Infrastructure strategy: Clause 101B LG Act 1) A local authority must, as part of its long-term plan, prepare and adopt an infrastructure strategy for a period of at least 30 consecutive financial years. 2) The purpose of the infrastructure strategy is to— (a) identify significant infrastructure issues for the local authority over the period covered by the strategy; and (b) identify the principal options for managing those issues and the implications of those options.
Infrastructure strategy: Clause 101B LG Act 1) A local authority must, as part of its long-term plan, prepare and adopt an infrastructure strategy for a period of at least 30 consecutive financial years. 2) The purpose of the infrastructure strategy is to— (a) identify significant infrastructure issues for the local authority over the period covered by the strategy; and (b) identify the principal options for managing those issues and the implications of those options.
Infrastructure strategy: Clause 101B Contd 3) The infrastructure strategy must outline how the local authority intends to manage its infrastructure assets, taking into account the need to— i. renew or replace existing assets; and ii. respond to growth or decline in the demand for services reliant on those assets; and iii. allow for planned increases or decreases in levels of service provided through those assets; and iv. maintain or improve public health and environmental outcomes or mitigate adverse effects on them; and v. provide for the resilience of infrastructure assets by identifying and managing risks relating to natural hazards and by making appropriate financial provision for those risks.
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