REGional Workshop R9 Activity Management Plan Content (LA7, LA8, - - PowerPoint PPT Presentation

REGional Workshop

R9 – Activity Management Plan Content (LA7, LA8, & LA9)

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Workshop Purpose

To increase AO and NZTA confidence in AOs successfully developing an Activity Management Plan that incorporates the ONRC, business case approach and meets the investment assessment criteria. Purpose

Overview

Agenda

• 1. Check in
• 2. Dragons Den presentations (ALT9)
• 3. Investment Assessment Criteria
• 4. General feedback session on progress, barriers, and issues
• 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

Learning Ac vity

LA1

• Func onal

classifica on LA2

• Customer

Promises, Customer Levels

• f

Service & Performance Measures (to include DIA Performance Measures) LA3

• RAMM

LA4

• Long-term

condi on and deteriora on modelling; use

• f

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
• f

exis ng knowledge base and tools LA15

• Procurement

& using the CLoS/PM in contracts

Systems Data

Communica ons Approval Processes Service Delivery

Systems Data Communica ons Approval Processes Service Delivery 5 Pillars

• f

Success

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?

• 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

– Meeting between RCA and NZTA PI – RCA initial bid into TIO

• 20 Oct 2017

– Updated draft AMP – Firm bids

• 16 Dec 2017

– Final AMP – Final bids

• December 2017

– Approved draft AMP - Strategic & Programme Business Case for consultation

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Checking in on where you need to be…

• Transport Agency Decision

making

• Indicative Programme allocations

April 2018

• NLTP launched

30 June 2018

End of Year Timelines

7th July – Final Claims and Supplementary Review Requests in TIO 13th July – All

• Supp. Claims

Done 14th July – Ach. Returns Complete

School Holidays; 8-23 July

26/27th June – REG R9 Workshop 27/28th June – 2018-21 NLTP (TIO) Training 1st Sept – BOP AMPs Submitted to RLTP 1st Oct – Waikato AMPs Submitted to RLTP

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

• 14th July – Achievement Returns
• End of July – Latest data loaded into Performance

Measure Reporting Tool

AMP Assessment

1st Sept – BOP AMPs Submitted to RLTP 1st Oct – Waikato AMPs Submitted to RLTP Dry-run AMP Assessment Start Mon 24th July Initial Bids 31st August

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.

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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)

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• 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?

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How the Dragons Den is going to assess the presentations

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. 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.

Start Here

1 2

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).

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M a i n t e n a n c e , O p e r a t i

• n

s , R e n e w a l s & M i n

• r

I m p r

• v

e m e n t s

Strategic Case Programme Case

Remember the guide is there to help you.

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 Development Process

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

Strategic Case

Continuous Review, testing, and updating

How are you telling your performance and investment story?

Strategic Case

• Define ‘why’ you do the activity
• Define current state (includes evidence)
• Problem & benefit statements
• Link to ONRC customer outcomes (identify

your priority areas)

Link to strategic case

• Connect the programme to the

problem/benefits and ONRC customer

• utcomes (i.e. reseals, street lighting)

Test levels of service

• Define the customer levels of service

considering the ONRC and RCA desired

• utcomes
• Identify planned changes to ONRC functional

classifications (i.e. intended form is different, future strategic direction)

Compile & test evidence

• Identify the current performance against

existing life cycle management practices and asset condition

• Utilise the ONRC performance measures and
• ther evidence as required to paint a

complete picture

• Complete data analysis
• Complete peer group comparisons
• Identify future demand

Gap assessment

• Assess the programmes desired state against

the current state (consider: strategic case, compiled evidence, level of service, and changes)

• Identify any deficiencies and gaps

Develop options

• Develop a long list of options to achieve

desired outcomes, considering:

• Level of investment and acceptable risk
• ONRC functional classification
• Note: this is an iterative process

Test options

• Consider:
• Fit to strategic case (problems/benefits)
• Connection to your priorities and ONRC

customer outcomes

• Asset condition, life cycle management

Preferred programme

• Identify co-funded and non co-funded

elements

• Identified programme to be included in

LTP/RLTP and consideration for co-funding

• Review against strategic case
• Identify economic, financial, commercial,

management aspects

Develop improvement plan

• Identify areas of improvement

1 to 4 5 6 7 8 9 10 11 12

Transport System Relationships

RCA Planning Processes

Activity Management Plans

Regional Transport Programme National Land Transport Programme

(NZTA Investment & Revenue Strategy)

Operational Delivery

(Operations & maintenance / Capital works)

Strategic Direction Government Policy Statement Community / User Input

Investment Decision Making

RLTP State Highway Plans Council Annual & Long Term Plans Network Planning LEGISLATION CUSTOMER PROMISE ONE NETWORK ROAD CLASSIFICATION

Road Functional Classification Network Operating Plan Strategic Direction Road Design & Form

USERS

Investment Assessment Criteria Update

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Maintenance Business Case Assessment

Maintenance Business Case Assessment

11 thematic questions

Q1: Strategic Alignment

• Supports and aligns

to government priorities

• Takes account of

regional priorities

• Is informed by the

Long Term Strategic View

• Responds to

the One Network Road Classification customer levels

• f service and

performance measures framework

What consideration has been given to progressing Government priorities, regional priorities, the One Network Road Classification (ONRC) outcomes and measures? How do the strategic drivers align to the Long Term Strategic View? Briefly describe the information that demonstrates how the business case:

Q2: Strategic Direction

• Long term trends that

impact on the network’s customer levels of service

• Acceptable levels of

service gaps

• Risks to the reliability

and continuity of the network

• Other priorities

identified in the business case

What issues additional to the national (GPS) and regional priorities need to be addressed in managing the network? Briefly describe the information that identifies issues such as:

Q3: Problem identification- Current state

• What would be the

consequences of not addressing the problem(s) or

• pportunity and the urgency eg

0-3 yrs, 3 – 10 yrs. 10 yrs +

• A clear statement of the

current state problem or problems, or opportunities being addressed

For the issues identified above, does the business case documentation provide evidence to indicate the scale of the problem, or opportunity, and give some indication of the relative importance and urgency of the issues? Briefly describe the information that provides:

Q4: Objectives (benefits (outcomes)/ performance measures): identified & reasonable

• The future benefits

(outcomes) and how well they will address the problem/s identified

• The performance

measures for benefits, and whether they will provide adequate evidence that the benefits have been achieved.

• How well the

programme responds to the ONRC framework and customer levels of service (current and future state) What benefits and performance measures, at a network level related to the maintenance programme, have been identified and are they reasonable? Briefly describe information provided on:

Q5: Core programme

• What consideration was given to

addressing the problems/opportunities through maintenance and/or additional improvement activities (funded through the relevant Improvements Activity Classes) and/or enhanced delivery arrangements

• Cost and level of

service performance benchmarking compared to national, regional and local peers

• The programme

has been

• ptimised

effectively for scope, quantity, timing and deliverables

Is there evidence that the proposed programme has been optimised for both mix and timing, procurement etc to achieve VFM and address the problems and opportunities identified and deliver the expected benefits? (abridged) The business case and supporting information must demonstrate and you need to be satisfied that:

Q6: Enhanced programme

– The AO has the capability to deliver the proposed enhanced programme in the most cost effective way – The consequences of not investing in the enhanced programme – That the additional works and investment proposed are the best means to address the customer levels of service opportunities sought under the Investment Assessment Framework (IAF) High Results alignment rating for maintenance Where funding is sought above the Core Programme level, the investment partner will need to demonstrate the rationale and evidence of the value proposition for the enhanced funding request. The business case and supporting information must demonstrate and you must verify:

Q7: Alignment of programme expenditure

• Any gaps

are identified

• An alignment between the planning

documentation and the TIO funding application for the total core programme (including any service improvement(s))

How well are planning documents aligned to the core programme (and any associated funding applications) in TIO? Review documentation/references provided and provide assurance that there is:

Q8: Smart, fit for purpose procurement of services

• Any emerging risks or
• pportunities related to

procurement that need to be addressed or accommodated in future

• If there are any issues
• r risks identified in

the procurement strategy where further mitigation is required.

• Whether there is a

procurement assessment consistent with the Smart Procurement evaluation guide published by the Road Efficiency Group (REG) procurement group What, if any, emerging procurement-related issues and

• pportunities or outstanding issues have been identified?

Briefly identify:

Smart, fit for purpose procurement of services

NZTA’s IAF Smart Purchaser Requirements

• Procurement strategy and organisation capability to efficiently and

effectively procure and manage work programme

• Self Assessment using REG Smart Buyer Capability Assessment tool
• Identify opportunities to deliver efficiency gains through structural and

delivery model changes.

• Improve comparative delivery costs through collaboration
• Complete separate self assessment of anticipated future capability

resulting from implementing changes

• Self Assessment of delivery costs compared with peers

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Q10: Integration / planning

• Does the proposal ensure
• ptimal programme delivery

efficiency and co-ordination with suppliers and partner

• rganisations?
• How the programme takes account
• f other agencies programmes /

activities that may affect and/or be critical to achieving the desired

• utcomes

How well is the delivery of the proposed programme and related activities aligned and integrated? Briefly describe:

Q10: Performance management

• Identify, if any, concerns related to

delivery of the maintenance programme such as work quality, timeliness of responses, and ability to detect and respond to changes in conditions or circumstances.

• How findings from previous

Transport Agency audits have been, or will addressed, and your confidence in the programme owner to deliver on the planned approach. What is the confidence that the programme can be delivered and risks managed? Briefly describe:

Q11: Confidence in delivery/risk management

• The capability and

the capacity of the

• rganisation to deliver

and manage the future programme and related activities, particularly in terms of adequacy of resourcing and skillsets available

• The extent to which risks

have been adequately identified for the type/ complexity of the network (and/or related activities) and whether there is a sound risk mitigation strategy in place

• The proven track record of sound

delivery with previous investments in the continuous programme and related activities (particularly in terms of timing and alignment/management of the funding allocation)

What is the confidence that the programme can be delivered and risks managed? Briefly describe:

Regional Council Updates

REGional Workshop Review

• 1. What is working well?
• 2. What needs to be improved?
• 3. What content would be of value to

include in future workshops?

REG Update

NZTA (NLTP) capability update REG 9 workshop

NLTP capability build update 1/4

Recapping the capability and guidance design

• We didn’t know what we know now two years ago
• Complete the introductory learning to understand the BCA

principles, the different phases of the BCA process, and where these fit within the overall NLTP

• Learning has been designed to be self-paced
• Self-select both the topics and different pieces of learning based on

your needs, and level of engagement with the different parts of the NLTP

• The bulk of learning being released between May and September
• People are engaging in the process and revisiting the site.

NLTP capability build update 1/4

Recapping the capability and guidance design

• We didn’t know what we know now two years ago
• Start at the introductory learning to understand the BCA principles, the different phases of the BCA

process, and where these fit within the overall NLTP

• Learning has been designed to be self-paced
• self-select both the topics and different pieces of learning based on your needs, and level of engagement

with the different parts of the NLTP

• The bulk of learning being released between May and September 2017
• People are engaging in the process and revisiting the site.

NLTP capability build update 2/4 Deep Dive learning materials

• LTSV material available since February
• Point of Entry modules were available from April
• IDM/IAF have been available since mid-June
• Deep dive materials are separated into introductory learning for

people who simply ‘want to know’ and then shift into practitioner level learning for people who are actively involved in that part of the NLTP/BCA

• The key focus for learners is

to establish how critical thinking can lead to more effective outcomes

• Guidance provides plenty of

additional support to people wanting to understand processes and procedures

• Scenarios provide
• pportunities for learners to

see how the principles are applied

NLTP capability build update 3/4 What are we working on?

• Strategic case (SC) development available late June/early July
• Programme business case design has been approved, and will be

available 4 weeks after the launch of SC (First opportunity for AMP specific training)

• Combined Indicative/Detailed business case learning design is

awaiting approval and build will start from early July. We’ll keep you posted on progress

• TIO modules will be

available from July to support the updates currently underway

• It is worth keeping up to

date with the training relevant to you. Avoid needing to complete it in a hurry

NLTP capability build update 4/4 What’s next?

• There are some pieces of work yet to be scoped that will provide a

more intuitive and deeper learning experience. In particular, NLTP 101 will provide learners with greater insights on how all of the different NLTP components fit together and impact each other

• More content-specific information on ONRC may have the same

design treatment applied to it as the other NLTP products, and Clarity and Transparency should provide information on the thinking required across the transport sector

• Decisions need to be made

within NZTA on what shape these pieces of work

• take. We’ll definitely keep

you in the loop

• Not registered yet?

nltp@nzta.govt.nz

• Licenses are still available!

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Data Quality Project

• Phase 1 focus - data which is held in RAMM which informs RCA

ONRC performance measures

• Aim is to enhance our confidence in ONRC performance reporting
• Also to provide evidence to support improvement programme
• Release of RCA data quality report will be around end of July 2017
• Assesses each RCAs data for completeness, accuracy &

timeliness

• For each measure RCA is graded against “good” and relative to all
• ther RCAs (collectively) as shown

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Data Quality Project

RAMM Road Centerline Project Update

• The NZ Transport Agency has negotiated a license that permits the use of CoreLogic’s road centreline

data within Road Controlling Authorities’ Asset Management Systems. The NZ Transport Agency is currently working on a project with RAMM Software Limited (RSL) and CoreLogic and that will deliver this new capability into RAMM systems.

• The benefits that this new capability is expected to deliver for RCAs are:
• 1. Greater access to up-to-date and detailed road centrelines information
• 2. Easy to use RAMM functionality to maintain centreline information
• 3. A reduction in the need for roading asset managers to manually digitise centreline changes.
• This new capability will come at no additional cost to RCAs and is optional for RCAs to use.
• Testing and user training will be delivered by RSL through their standard business processes.
• Should you have any questions around this project, please contact Heiko Philippi through the REG

email address roadefficiencygroup@nzta.govt.nz.

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REGional Champions Update

Regional Critical Issues & Collaboration

Purpose: to provide an opportunity to discuss regionally important issues and collaborative opportunities with peers.

Moving forward to Our next workshop

Summary and Close

• Complete the feedback Survey!
• Review

– List of objectives for the day – Tabled items (if any)

• Feedback on the workshop? How can we improve it?

– You will be invited to complete a survey monkey questionnaire

• Next Steps

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Erik Barnes

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

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