[PPT] - 2019-F3 REGional Workshop REG FOCUS 2021 Procurement strategy, PowerPoint Presentation

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2019-F3 REGional Workshop

Procurement strategy, service delivery, & programme business case journey to excellence (LA 7, 8, 15, 16, 17)

FOCUS 2021 REG

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Welcome & House Keeping

Health & Safety
Introductions
Any constraints on the day?

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REGional Workshop F3

RCAs understand the value of the

Procurement Strategy Self Assessment and Improvement Tool.

RCAs gain a wider perspective of

the procurement issues facing the sector and industry.

Support RCAs with their

understanding of the effectiveness

f their programme business cases.

To enhance the development of procurement strategies, service delivery and the development of our programme business cases.

Purpose

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Welcome & House keeping
Leadership Minute
An industry perspective on procurement
Procurement Strategy Self-assessment &

Improvement Tool

Procurement survey results and future support
REGional Champions Update

Lunch 12:30 pm

Innovation Space
REG update
Reflecting on your Programme Business Case
Review & Close

Agenda

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2018 REG Learning & Development Programme

REG

Benefit Delivery Systems Evidence Communicating Decision Making Service Delivery

People / Culture Quality Improvement

REG Pillars

f Success

Enabling Sector Excellence

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Learning Activity

LA1 – Utilsing the REG ONRC classification in ‘place’ and ‘space’ (i.e. Road/corridor form vs. function) LA2 – Utilising REG ONRC Performance Measures (customer and technical) LA3 – Improving data quality LA4 – Improve data reporting LA5 – Improving our evidence - Interpretation, analysis, and understanding how to use data. Long-term condition and deterioration modelling; use of non-asset variables (i.e. economic, social, and environmental value) LA6 – Transport & Road network planning LA7 – Improving the use of the Business Case Approach LA8 – Improving the ‘line of sight’ - connecting the ‘why’ to programme delivery LA10 - Managing and leading change LA11 – ‘Sharing the story’ - Communicating and engaging with stakeholders (Governance, Snr Mgrs, etc) LA12 – Improving alignment with sector approval processes (i.e. GPS, NLTP/IAF, RLTP, LTP, AMP). LA13- Financial, procurement & strategic planning systems – improving alignment internally for improved AMP outcomes. LA14 – Business excellence and managing performance LA15 – Enhancing procurement, service delivery & using the CLoS/PM in contracts LA16 – Improving collaborative outcomes in delivering AMP improvement actions & service delivery LA17 – Supporting innovation and shared knowledge development

Links with 2018 REG L&D Programme

Culture change is continued and celebrated

Sector capability is increased
Collaboration is enhanced
Sector buy-in is increased
Improved investment decision

making

Improved relationships between

co-investment partners (RCA/NZTA)

Continuous Improvement

RCAs actively progress their AMP

improvement plans

RCAs effectively meet

improvement milestones

Improvement actions are more

efficiently delivered

Innovation is increased
Delivery of the AMPS for 2021/24

NLTP shows improvement on 2018/21

Improved communication in sharing the story

Improved senior management and

governance understanding and engagement

Support to elected members
RCAs enhance their ability to

clearly communicate the investment story

Desired Outcomes

Systems E v i d e n c e Communicating Decision Making Service Delivery

Systems Evidence Communicating Decision Making Service Delivery

People / Culture Pillars of Success

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Enabling a step change in sector transport leadership and capability by December 2021.

Improve public confidence and demonstrate greater

value for money from transport investment, by

Providing support and resources to the sector.

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The REG Programme Objectives

Connecting people to build capability, enable innovation and develop customer-focused

systems

Helping the sector to understand the performance of their part in the wider transport

system – including performance measurement and turning good data into evidence

Making it easier to work together through systems standardisation and collaboration –

including supporting the DEfT roll out

Helping the sector to understand the importance
f its role in planning and delivering community
utcomes – BCA activity planning
Drive business excellence across the transport

sector

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FOCUS 2021 REG

L&D Links to REG Strategy

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L&D Links to REG Programme

FOCUS 2021 REG

F3

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Authentic Leadership

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ICE BREAKER “Building Relationships”

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People and Relationships

He aha te mea nui o te ao What is the most important thing in the world? He tangata, he tangata, he tangata It is the people, it is the people, it is the people

Maori proverb

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As Leaders We Create Ripple Effects

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Authentic Leadership

“Authentic leadership is an

approach to leadership that emphasizes building the leader's legitimacy through honest relationships with followers which value their input and are built on an ethical foundation. Generally, authentic leaders are positive people with truthful self- concepts who promote openness” Wikipedia, May 2015

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Authentic Leadership

Developed from Servant Leadership in Early 2000s

Bill George, “Authentic Leadership: Rediscovering

Secrets to Creating Lasting Value”

Traits of an Authentic Leader:

ØSelf-aware, have good self-esteem, and are genuine ØEmpathetic, lead with mind and heart, and reveal both through actions and emotions ØGive service before self, and the mission /

rganisation supercede self-interest

ØFocus on the long term

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Authenticity through Emotional Intelligence (EI/EQ)

Our ability to recognise and manage our feelings and emotions as well as in

thers, and manage our relationships

Daniel Goleman

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Self-Awareness

Fundamental – Building Block of EQ
The skill of perceiving and

understanding your own emotions

Recognising emotions as it happens
Understands Strengths and

weaknesses Enablers: Ø Mindfulness, Ø Reflection, Ø Feedback from others and Ø Commitment to leadership/personal Growth

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Self-Regulation (Self-Management)

Managing emotions effectively
Needed for self-mastery, creativity, motivation,

dealing with change, success Strategies:

Physical: exercise, sleep, breathing, diet
Mental: reframe, learning, problem solving
Relationships: talking it out: your trusted

connections

Modify: plans, work hours, expectations

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Motivation

Initiative
Optimism
Commitment
Achievement

THE WHY?

Our purposes beyond money and status
What brings us meaning and joy?

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Empathy (Social Awareness / Awareness of Others)

Empathy – Acknowledge others’ views, ask

questions to deepen understanding

Make others feel appreciated
Consult with them when it affects them
Active and passive listening
Understand others values, drivers and motivators
Active engagement plan (eg schedule regular time,

talk about them, not just projects)

Notice and responding when others need support

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Social Skills (Relationship Skills)

The skill of positively influencing others’ feelings, moods and emotions. Empowering Leader – Leading Inspiring Performance

Leveraging diversity
Influencing
Motivating
Team Building and
Courageous Conversations

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Multiple Intelligences

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Reflections on Authentic Leadership

It’s about Behaviour: Be a coach, share your knowledge, be open minded, receive feedback with grace and learning in mind, be present in all interactions (remove the wandering mind) It’s about Inclusion: Surround with diversity, lean into tension, explore other ideas/lenses with an open mindset, create amazing outcomes It’s about Connections: Across teams, across organisations, across sector It’s about Collaboration: Shared knowledge, shared risk, planning, building and maintaining together (CWA), weary of misuse of titles/power/ego (unevenness subtly influences relationships) REG Programme is about Authentic Leadership: Lifting thinking across a sector one person at a time. You are the glue to bring it together!

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What is your commitment to Authentic Leadership for the Sector?

Developing Authentic Leadership requires:

Self-Awareness
Deliberate Actions
Practice
1. Reflecting on this Leadership discussion, record 3 key

commitments you will make to enhance your authentic leadership in the Sector

2. Make them practical and achievable, with at least one

that can be tried out next week.

Examples: Reflection journal, Be mindful/in the moment conversations, Take greater personal interest, Be a calming influence, Express Gratitude ‘ say thank you’, Develop learning journey, Practice motivational & developmental feedback

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What will be your Authentic Sector Leadership Story?

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Civil Contractors NZ REG Video Interview

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CCNZ Video Plenary Session What did Peter suggest to get suppliers to respond to tenders and for getting good outcomes?

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Procurement & Service Delivery

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Planning to Action

Need to maintain a clear line of sight from AMP to delivery to ensure we do the right thing, at the right time, at the right level on the network. Look at how the planning and principles you have developed in the AMP are/can be incorporated into your service delivery and procurement. AMP

(Strategy & planning)

Delivery

(on the ground)

Procurement

ONRC & BCA Principles ONRC & BCA Principles 36

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Procurement Strategies Why Having a sound strategic approach will significantly influence the AO’s ability to obtain better value and community outcomes. The risk of not maintaining value increases significantly with a poor procurement strategy

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We’ve done a lot to date on Procurement Strategies

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Where are you now?

Rules Compliance Proactive Innovation Value Culture Change Principles Procurement Service Delivery

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Procurement Strategies Self Assessment and Improvement Tool

Purpose To assist AOs in improving the outcomes and value from their procurement and service delivery by enabling them to;

set appropriate levels for their

procurement strategies

understand their current state and

develop an improvement plan to close any gaps

work collaboratively

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Procurement Strategies Self Assessment and Improvement Tool

Tool Part A (Developed)

Outcome Definition
Procurement Programme
Procurement Environment
Approach to selecting Delivery

Model

Implementation
Improvement Plan

Tool Part B(under development)

Delivery and

Procurement Plans

Do you have a procurement plan you’d like to share to help REG? Yes - Please send it to me.

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The Tool- Part A

Based on NZTA Procurement Manual Ch 4 plus REG Material
Uses sections 4.2 and 4.3 of the Manual as the concepts of a

strategic approach and how a Procurement Strategy can deliver this

Uses a graduated scoring scale similar to Treasury's AMP Maturity

Index

Topics covered
Policy context - strategic objectives and outcomes
Procurement programme
Procurement environment
Approach to selecting delivery model
Implementation
Is a continuous improvement tool

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When using the Self-assessment Tool

There are detailed instructions on first page of Tool
The most important thing is your strategic approach thinking.

This might not be in your “Procurement Strategy Document” but else where. That’s OK

The tool uses the 5 steps and questions set out in the NZTA

Procurement Manual Chapter 4

There are 5 scoring levels to choose from
The summary chart is a spider diagram showing where your

gaps are for your improvement plan

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Summary Chart – Completed tool

Overall Score Policy context Procurement programme Procurement environment Approach to delivering the work programme Implement the procurement strategy Desired Level Self Assessment

Advanced Intermediate Core Basic Aware

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Procurement Strategies Self Assessment and Improvement Tool

How to Use it

Assess the level of your current Procurement Strategy
Determine the appropriate level for your future

Procurement Strategy.

Identify the gaps in the current strategy and the

improvements necessary to reach the target score you have selected

Develop your improvement plan
Collaborate with neighbours and NZTA

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The Procurement Self-assessment Tool

Procurement Strategy Self Assessment Tool

Step No. Why Aware Basic Core Intermediate Advanced 0-20 21-40 41-60 61-80 81-100 Step 1 Policy context The approved organisation will have a sound understanding of its long-term procurement goals and objectives. The procurement strategy must detail how the approved organisation will monitor the outcome of the value for money initiatives and continually evolve the approach to ensure that best value for money can be continually realised. 1.1 Strategic objectives and outcomes 1.1.1 How do your procurement goals support your organisation’s objectives and desired

utcomes?

A procurement strategy , will align procurement objectives to the desired

utcomes and strategic objectives of the organisation.

The strategy lists the

rganisation's and objectives and

desired outcomes but does not demonstrate any clear link to procurement goals. Procurement goals are consistent with the organisation's objectives and desired outcomes. There is a clear line of sight between procurement goals and the

rganisation's strategic objectives

and desired outcomes. Procurement goals fully realise the organisation's objectives and desired outcomes and are have the goal of meeting the

rganisation's customer levels of

service (CLoS) achieving the

rganisation's KPIs.

New and innovative procurement goals are explored to achieve the

rganisation's objectives and

desired outcomes . 1.1.2 What are your objectives in respect of

btaining better value for money spent?

Improving the outcomes achieved over the whole life of the goods, services,

r works.

Value objectives are focused on lowest initial cost. Strategy identifies other value propositions but is focused on lowest initial price. Principal focus of the strategy is initial price but value options are considered for key activities and high profile activities. The business case approach (BCA) is embedded in the procurement process and whole of life value is a core component of all objectives. New and innovative options for increasing value are explored. 1.1.3 What are your policies in respect of economic, environmental and social considerations as they relate to the purchase

f goods and services?

(This may include your organisation's policies on health and safety, living wage, zero carbon, etc.) The primary purpose of an approved organisation’s procurement strategy is to establish the best mix of approaches for the organisation to use to meet its value for money objectives. These may include Strategy is focused on the delivery

f the lowest direct cost.

Strategy identifies and describes desirable economic, environmental and social considerations but outcomes are focused on achieving the lowest direct cost. Strategy shows a line of sight between all the organisation's desired economic, environmental and social

utcomes and the organisation's

approach to purchasing goods and services. Strategy demonstrates how the

rganisation's the approach to

purchasing goods and services meets the desired strategic

utcomes and presents and

evaluates options to further improve the organisation's delivery of those outcomes. New and innovative options for meeting economic, environmental and social issues are explored. Additional, consequential benefits delivered by the strategy are identified and described. Step 2 Procurement programme Specification of the required outputs 2.1.1 What is your procurement programme for the next three years? Have you considered both operational and capital expenditure? An approved organisation must clearly understand its current and future procurement programme for a period of at least three years. This is about understanding what the approved organisation is going to purchase and why and how this aligns with the approved organisation’s strategic priorities. This includes the segmentation of the programme of work into groups that have similar attributes. A basic list of procurement activities and proposed timetable is provided covering the coming three years. A procurement programme for the coming three years is provided, listing procurement activities and describing the scope and scale of the activity and the work involved as well as the level of complexity. A procurement programme is provided, listing procurement activities and describing the scope and scale of the activity and the work involved as well as the level of

complexity. The programme covers

the procurement life cycle for all existing maintenance and renewals activities , covers capital expenditure within the coming three years and signals major projects expected to

ccur beyond the three year period.

The procurement programme shows a line of sight from the activities in the organisation's Activity Management Plans through the Long Term Plan and the Annual Plans to procurement programme required to deliver those plans. The programme groups activities by type and by attributes and seeks to balance the demand on internal and supplier resources

ver the duration of the

programme. The procurement programme covers all activities within the Organisation's current Long Term Plan ten year planning horizon, and identifies existing procurement and delivery methods, and where value could be increased by combining or separating activities, working in collaboration with suppliers or

ther purchasing agencies, or by

changing procurement or delivery methods. Step 3 Procurement environment An approved organisation’s analysis of the procurement environment and its current interaction with the market will provide valuable insights into the lessons learned to date. Consider what has worked well and what areas an approved organisation could influence to provide better value for money

utcomes.

3.1 Analysing the supplier market 3.1.1 Analysing the supplier market What is the capability and capacity of the market to supply your requirements and how has this changed over the last five years? and Are there any emerging trends that give rise to concern? What is your relationship with your suppliers? What are the lessons that have been learned? and How will your approach to procurement maintain or enhance efficient and competitive markets over the longer term? An approved organisation’s analysis of the procurement environment and its current interaction with the market will provide valuable insights into the lessons learned to date. Consider what has worked well and what areas an approved organisation could influence to provide better value for money

utcomes.

The strategy describes the

rganisation's current suppliers.

The strategy is driven by the need to achieve lowest price at the present time. The strategy identifies the range and type of suppliers available within the organisation's region including those currently working for the organisation. The strategy recognises the need to maintain or develop health competition in both the short- term and the long-term and identifies how the organisation's current approach will achieve this, but the principal focus remains on price. The analysis of the activities in the procurement programme and the supplier market is used to match the level of expertise and competition available with the activities; and the appropriate grouping and size of procurement activities for each sector of the market. The analysis also includes an assessment of recent and emerging trends and uses a risk management assessment to determine the likelihood and consequences of those trends and the opportunities and threats that they present. The strategy provides a risk based procurement process to allow the

rganisation to assess and manage

the procurement process and to address opportunities and threats that arise as a result of changes on an ongoing basis. 3.1.2 Are professional services currently undertaken in-house or outsourced, and why? Is the balance of in-house or outsourced professional services delivering value for money? Does your current arrangement support the sustainability

f the supplier market?

Market conditions will change over time. The procurement strategy should address likely short-term and long-term trends and changes in the market. This will ensure that the approved organisation is prepared to respond appropriately and, to the extent possible, influence the market to respond to its changing requirements. The organisation's current method for purchasing professional services is stated The organisation's current method for purchasing professional services is stated the reasons for the option chosen for each activity The organisation's policies for purchasing professional services are stated for each activity and are supported by the organisation's S17A reviews An analysis of the organisation's

ptions for purchasing

professional services has been carried out including options for clustering activities and an assessment of the opportunities and risks for each option, and is aligned with the organisation's market assessment The analysis includes consideration of advanced, new

r innovative options for the

delivery of professional services: including options for partnering with the market and with other procurement agencies 3.1.3 How does the physical environment in your region affect the nature and extent of the supplier market? An approved organisation will need to understand how the market for goods and services is structured in its area and the type of activities it is planning to

undertake. For some activities, one supplier may be able to provide all the

skills and services required. For others, or in some geographical areas, it may be necessary to bring together a number of smaller suppliers in order to deliver the required outputs. The strategy is focused of the

rganisation's region.

The strategy details the supplier market in terms of the

rganisation's geographical

location and includes an analysis

f travel related barriers to entry.

The strategy identifies the travel related barriers to entry for suppliers by activity type and by market sector, and what procurement processes will assist to mitigate those barriers. The strategy identifies the current supplier market and provides an assessment of the strengths and issues related to the current

situation. The need to encourage

new or remote suppliers to enter the market are assessed and if necessary strategies have been developed to remove barriers to entry. The strategy also includes options for the organisation to promote the region and encourage entry into the market, or for a collaborative approach with

ther approved organisations to

develop combined strategies to make the local market more attractive to new entrants. NZTA Comments Scoring Criteria Element Section My Score Section of Procurement Strategy containing evidence Reason for Score awarded My Target (my

rganisation's

appropriate level) Gaps / Improvements Required (to be incorporated into Improvement Plan) Comments on Reasons and Appropriateness of the Target

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Worksheet F3a Practice Using Procurement Strategy Tool

Break into smaller groups and complete a section of the Tool
Be prepared to share how it went in a Plenary Session
We will enter some of the ratings into the electronic version on

the screen to show how the spider diagram works

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Collaborate with neighbours and NZTA

Share the results of your Self Assessment

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Back to CCNZ Video - Questions

What did Peter suggest to get suppliers to respond to

tenders and for getting good outcomes?

How do these fit with taking a strategic approach to

procurement?

When should you consider them?

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Linking our strategy to Peters key outcomes

Procurement strategy and processes
A clear understanding of the pipeline of work
RFT – what’s to be achieved, linked to outcomes
Risk transfer is well defined
Collaboration
Engage and understand the market

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ALT F4 (for next workshop)

Complete your Procurement Strategy Self

Assessment using the REG Tool and bring it to F4

Be prepared to share it at F4
The electronic version will be sent out to you.

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REG Procurement Survey

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Procurement Survey - Background

REG wants to understand RCAs procurement delivery practices to;

Align the REG workshop content to opportunities around

contract and procurement strategy expiry dates, eg ONRC into NEW contracts

Consider having the collected information in the public

arena for

neighbouring RCAs to see possible opportunities to

collaborate

contractors to see any upcoming tender opportunities.

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Response

Thanks to those who

completed it

We are keen to update our

database to be more effective, who should we engage with in your Council?

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REGional Champion Update

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Innovation Space

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Activity Management Planning - PBC

Exploring what is good?

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Reflecting back to

ur

roadmap to developing an AMP utilising business case principles

Activity Management Plan New & Improvement Capital Projects

Business Case Approach Activity Management Planning

Programme Business Case

Provides the strategic response of the planned future state. Identifies a programme of works or activities that deliver on the strategic case. Asset management information identifying maintenance, operations, renewals and improvement/new works programmes.

Strategic Case

Defines the ‘why’, provides information on the RCAs operating 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.

Point of Entry

Discussion about what you already have or don’t have. Agree approach

n what you need to do to complete the BCA AMP. Early engagement

meeting between RCA & NZTA.

Indicative Business Case

The point where individual activities are progressed. Provides the basis for telling the investment story on the long list of options, risks, and trade offs on risk verses benefits. Allows decision makers an early

pportunity to choose a preferred option to progress for further

investigation in the detailed case.

Detailed Business 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

utcomes identified in the strategic case, and is afforable.

Takes into account the assumptions of the future,

bjectives, and underlying or umbrella strategic
documents. Helps position desired outcomes

against the wider local, regional, and national outcomes.

Strategic Context

Clearly defines the problems, benefits, and consequences. Ensures these are well understood and identifies the outcomes that will be achieved by addressing it.

Strategic Assessment

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. 1 Start Here

1 2

Agree approach and starting point in the business case approach process for identified capital projects. Meeting between RCA & NZTA. Capital projects not identified in the BCA AMP may require the development of a strategic and programme case. 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).

New & Improvement Projects

3 4 5

Maintenance, Operations, Renewals & Minor Improvements

6

Delivery Learning & Improvement

Point of Entry

Delivery of maintenance and operations. Delivery of capital projects/activities. Review performance and delivery against the strategic case.

7

Implementation & Post Implementation

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Programme Case Define ‘why’ you do the activity Link to strategic case Test levels of service Compile & test evidence Gap assessment Develop options Test options Preferred programme

Develop improvement plan

Define current state

(includes evidence)

Problem & benefit statements Links to ONRC customer outcomes

(identify your priority areas)

BCA AMP – What good looks like

1 2 3 4 5 6 7 8 9 10 11 12

Strategic Case

Continuous Review, testing, and updating

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How do you define what a good AMP is?

How do you define what excellence looks like?

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What was said across the country…

What is excellence in activity management planning

Outlines everything you do & decisions made
Clear ‘line of sight’ from strategy to delivery
Clear ‘why’
Short, simple, logical, easy to read and understand
Can be used in service delivery and understood by contractors
Informs the procurement strategy
Single source of information
Is credible, i.e. has sound evidence base supporting recommendation and programme
Systems and processes lead to delivering great services to our current and future communities/users.
Fit for purpose for RCA and community
The ‘activity’ is at the forefront not the ‘asset’
Looks ahead – i.e. todays excellence is tomorrows norm
Guidance to achieve value for money over whole of life
Framework to deliver the right thing, at the right time, to the right value
Supports meeting the promises made to the community/users
Owned by the RCA

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What was said across the country…

Why strive for excellence?

Demonstrate our vision from top to bottom and bottom to top
Provide assurance that the community can see the value of what

we are doing

It is our responsibility as stewards of our communities’ assets
Leads us to robust decision-making achieving value for money

for now and the future

Continual improvement and learning
Consistency in industry telling the investment story in a uniform

manner

Being able to assess where you are and where you want to get to
Builds confidence in organizational capability
Builds credibility

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Don’t boil the ocean This is about continuous improvement Build on what you have done already Engage with your regional investment staff

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Point of entry considering a risk based approach

New NZTA Guidance How the business case process sits within a risk and complexity framework Focus on fit for purpose

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New NZTA Guidance

In future we expect that fit for purpose AMPs, RPTPs, and Regional Land Transport Plans (RLTPs) will address more of the business case requirements, and therefore provide more of the evidence and information required to support a greater range of capital activities.

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What sections in your AMP contains the Strategic Case?

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What sections in your AMP contains the Programme Case?

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Planning to Action – The Programme Case

AMP

(Strategy & planning)

Delivery

(on the ground)

Procurement

ONRC & BCA Principles ONRC & BCA Principles

It is the bridge that links the strategic case to what is

eventually procured, that is;

it provides a logical transition from the organisation’s

strategic direction through to its operational implementation.

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Problems Solved

AMP

Line of Sight – How it fits together

Purpose of Local Government meet current and future needs

f communities for good-quality

local infrastructure . . . in a way that is most cost-effective for households and businesses

GPS Programme Business Case

30 Year Infrastructure Strategy

LTP Service Delivery

Benefits realised

Community Outcomes

Strategic Case

Problems Defined Benefits Identified

RLTP Procurement

Strategic direction Strategic Planning Operational planning Implement- ation Outcome

Com. Outcomes

Safety Access VfM Environ- ment

Line of sight from Direction to Outcomes thru AMP

NZTA IAF

ONRC

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Exploring Good

The Programme Case

What makes a good programme

case? A few examples

Wairoa
Palmerston North
Whangarei
Marlborough
Mackenzie

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Exploring Good – looking at 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

programme case?

What could you offer from your Programme Case to

help improve the one your looking at?

SLIDE 70

REG Update

Doing the Right Thing Right – Realising Excellence

DEFT

SLIDE 71

THE ROAD EFFICIENCY GROUP

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Realising Excellence:

Building people capability
Improved information &

evidence

Equitable service levels
Efficient delivery
Transparent decision making

and informed investment decisions

Sound governance
Building confidence and

credibility

SLIDE 72

Trialing REG Excellence Programme

Benefit Delivery Systems Evidence Communicating Decision Making Service Delivery

People / Culture Quality Improvement

REG Pillars

f Success

Enabling Sector Excellence

Network Performance: ONRC Classification & Performance Measures; including Urban Fit Data & Asset Management Quality Reporting Consideration of the wider transport system and the customer

The Outcome

Quality Evidence
Fit for Purpose

Planning

Quality Decision

Making

Agreed Network

Performance

Whole of Life Value
Benefit Realisation
Value Based Service

Delivery

Quality Improvement

Activity Management Competencies Smart Buyer Self- assessment

Office of the Auditor General

LGA/LTMA assessment LGNZ CouncilMARK

Public Confidence

in Investment

Community

Outcomes

Treasury

Investor Confidence Rating Government confidence in Investment

NZTA Audit & Risk

Network

Performance

Confidence in

Delivery

Compliance

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THE ROAD EFFICIENCY GROUP

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Launching the REG AM Competency Framework

SLIDE 74

REG is Leading the Evolution

f the Current

Road Classification Framework

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THE ROAD EFFICIENCY GROUP

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Hot cutback bitumen or emulsion seals?

NZTA established a working group to consider moving from

hot cutback bitumen to emulsion for all chipsealing as there appears to be health and safety benefits in doing so

REG provided a local authority representative for the working

group

A consultation process with all local authorities

will begin within the next month. Your chance to be heard.

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THE ROAD EFFICIENCY GROUP

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Your feedback is valued

Sense testing Gaps Risks Opportunity for the future

SLIDE 77

THANK YOU!!

FOCUS 2021 REG

SLIDE 78

THE ROAD EFFICIENCY GROUP

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Chris Olsen

16 Solway Place Papakowhai Porirua 5024 P: 04 2339697 M: 0274 477098 chris@coconsulting.co.nz

David Fraser

10 Bayview Drive Waiuku 2123 P: +64 9 2357245 M: 027 4739493 david@amsaam.co.nz

Erik Barnes

PO Box 2764, Wakatipu, Queenstown 9349 M: 021 997 863 erik@auxilium.co.nz