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Workshop Purpose
To improve understanding of how to use the ONRC Customer Levels of Service/Performance Measures in the BCA AMP and support improved engagement and communications.
Purpose Purpose
REGional Workshop Workshop Purpose To improve understanding of how - - PowerPoint PPT Presentation
REGional Workshop Workshop Purpose To improve understanding of how - - PowerPoint PPT Presentation
REGional Workshop Workshop Purpose To improve understanding of how to use the ONRC Purpose Purpose Customer Levels of Service/Performance Measures in the BCA AMP and support improved engagement and communications. Overview 1. Overview of
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Overview
- 1. Overview of REG ONRC, CLoS/PM, and BCA AMP (key messages), timeline
& Learning and Development Programme (high level overview aimed at Senior Managers)
- 2. Communications and engagement (interactive session / ALT4)
- 3. REGional Champion update/comments
- 4. Regional specific issues and collaborative initiatives
- 5. RCAs report back on their POE discussions and development of Strategic
Cases
- 6. Update from NZTA on the Investment Assessment Framework
- 7. CLoS and Performance Measures – how to use in the BCA Activity
Management Plan (interactive session / ALT5)
- 8. Regional Council – Regional Strategic Case
- 9. Transition Plan (interactive session / ALT6)
Agenda
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Systems Data Communications Approval Processes Service Delivery 5 Pillars of Success
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Learning
Ac vity
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
Systems Data
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Systems Data Communica ons Approval Processes Service Delivery 5 Pillars of Success
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Check In
- Intro’s for any new members
- Any constraints on the day?
- Any comments or follow up from the previous
workshop?
- What do you want out of today?
- Would anyone like to talk or present anything
additional to the team today?
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Information for
Senior managers Elected members Anyone else that needs to know to make this a success
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Road Efficiency Group
November 2016
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A Partnership
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Driving value for money and improved performance in road maintenance, operations and renewals recognising that:
- this change needs a different approach
within most councils, and;
- new ways of working.
REG Vision
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REG Activity
Overall – implement recommendations of RMTF
– Best practice Asset Management – National Road Classification system – Improve Procurement
Current Focus
– Implementing One Network Road Classification (ONRC) – Implementing Business Case Approach (BCA) – Raising awareness of different procurement options
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Benefits of ONRC include:
- Improved performance overall
(understanding & outcomes)
- Customer focused
- Improved public perception of local
government through transparent, national, standardisation and improved financial performance.
- Money saved can be reprioritised
by council (not just reinvested in transport).
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Improved investment decision making with the Business Case Approach
Clarifies why you are doing work Defines your strategic problems and benefits Ensures robust evidence behind the strategic response Builds a robust case for investment
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Communication & engagement is the backbone of your success
“The single biggest mistake in communication is the illusion that it has taken place.”
George Bernard Shaw
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Internal
Primary Secondary Tertiary
External
Primary Secondary Tertiary
Good internal communication is a sign of good external communication
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Develop
_______
Engage
_______
Share
_______
Tell
Levels of communication – Charles Krone
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CC The Natural Step
Current audience understanding Desired audience understanding
Backcasting – a useful technique
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- One Network Road Classification (ONRC) and Business Case Approach
will help improve the perception of Local Government
- ONRC and Business Case Approach are designed to drive better transport
investment decisions
- ONRC takes a CUSTOMER OUTCOMES approach while still maintaining
sound ASSET MANAGEMENT - this will be reflected in AMP performance measures
- ONRC is a road classification system that Councils must engage with
- REG provides workshops, tools and case studies to support Councils
through this change
Key Messages
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- Over the long term ONRC will deliver national consistency
through the road classification process
- ONRC funding process requires the use of the Business Case
Approach
- ONRC may require more resource but will lead to more
informed decisions
- Managers and Elected members should monitor progress &
support staff to succeed
Key Messages
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Hi
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Where is your council at?
What do your elected members and executive management understand about REG and ONRC? What is the gap in understanding?
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How do we close the Gap?
What is needed to get managers and members up to speed? Do you have staff who haven’t yet engaged? If so, what can you do about it? and . . . How can we help? Management support and understanding is needed to succeed.
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ONRC and BCA is mandatory Council teams are building a list of gap closing actions Management support and understanding is needed to succeed.
Communications Action Plan
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Key audiences Key messages Vision Baseline Gap analysis What does your audience need to understand? What do they understand now? Actions to close the Gap
Exercise – identify your
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ONRC and BCA is mandatory How ready is your organisation? Build your list of actions Prioritise and timeline your actions
Develop Your Action Plan
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Refine your Communications Plan & Design your action plan
Interactive Task
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Review and share your comms plan with group Test it with the group Review and refine your audiences, key messages Identify where you are at now and where you want to be What's the gap? What tools/resources do you need?
Revisit your comms plan
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REG Update
- REG will begin increased engagement with Council
senior management and elected members.
- ONRC PMRT is being amended to align all measures
with changes in new document (finished in early 2017)
- Functionality added for ‘input measures’ where the
RCA user inputs their results for measures where the data sets they are using are not RAMM.
- Looking at a Dashboard development to provide
standard format for viewing the measures.
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- No more changes before 2018
- Simplified Documentation:
- General Guide
- Performance Measures
- Visual Guidelines – for inspection measures
- BCA AMP Guidance
- ONRC Map of NZ
ONRC - The Good News!
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- Purpose: to provide an opportunity to discuss regionally important
issues (risks and opportunities) with peers.
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ALT3 (part1): RCA Review of CLoS Outcome Measures and PMRT
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Recap of the approach signalled in the draft Maintenance investment criteria
- ur Draft Criteria Emphasised
ONRC Customer LOS approach & benchmarking Best practise activity management using business case principles Informed by good data, sound evidence / analysis and thorough option testing
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Putting it all together
ONRC classification
- Customer focussed
- utcomes
- Customer focussed
target level of service measures
Best Practise Activity Management
- Built on solid evidence
and options analysis
- Benchmarking LOS and
cost performance
- Smart procurement
2018-21 NLTP investment
- Differentiated to
support focus on achieving consistent target LOS & VFM
- Encourage best practise
planning and delivery
REG: Moving the focus from the roading assets to the outputs and outcomes they create ….. How effective is this investment - what does it mean for our customers?” and “What is the risk to customer outcomes if we do this work differently, or not at all?”
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Thank you for your feedback – what you told us Pleasingly many submissions:
- Expressed a view that the criteria supported the
direction of the RMTF and the REG work programme.
- Recognised that there is no going back and the sector
has to adopt a new way of planning and funding maintenance.
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14 main feedback themes
- 1. Anxiety about the implementation of the ONRC framework
and concepts
- 2. Lots of new elements in the draft framework that are yet to be
- resolved. Greater clarity on these elements would enable you
to test the workability of the framework and its impact on you.
- 3. As a result of the above there is an overarching concern about
AOs ability to achieve the aspirations of REG and the Transport Agency to have fit for purpose AMPs that reflect ONRC in time for the 2018-21 NLTP.
Examples cited:
- the performance measures are yet to be locked down;
- the AMP assessment framework and baseline funding are unclear,
- data needs have not been defined
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Feedback themes continued
- 4. Potential impact of the baseline funding approach. This ranged
from tell us the baseline amount before you do your AMP reviews to wanting a fully informed negotiation of the baseline and any funding above the baseline.
- Many AOs focused on the amounts of funding rather than what is
the optimal programme that represents overall “best value for money”.
- 5. Lack of clarity regards the ONRC customer Levels of service (both
in terms of definition and their settings) and how any differences to ‘agreed’ local levels of service will be accounted for
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- 6. Concern ONRC is being proposed to be used as a benchmarking
tool and will include the use of peer groups to validate the benchmarking.
- 7. Concern from some that ONRC and draft criteria will favour rural
AOs, to the opposite view that ONRC favours urban AOs but doesn’t easily accommodate the urban complexity.
- 8. Concern NZTA will impose an AMP methodology on AOs and
ultimately be directive in its NLTP decisions; and use of the Treasury investor confidence rating model that was being “bench-top” tested by NZTA on selected AMPs.
Feedback themes continued
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- 9. Concern over staff resources and capability both within the AOs
and within NZTA. The conversations between the AOs and NZTA
- n the various aspects of maintenance programmes and the
wider AMPs will need to be fairly sophisticated, and staff capability to have these conversations is critical to reaching successful outcomes (for all parties).
- 10. Concern about the capability of AOs to adapt their AMP to the
business case principles.
- 11. There is a perceived lack of opportunity by some AOs of the
chance to engage with NZTA on the new proposals to embed
- ONRC. There is also a perception that REG and NZTA may have
worked closely together but they have not adequately engaged with the sector over the same period
Feedback themes continued
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- 12. Concern over how to plan for future needs when using the
ONRC approach as opposed to using historic trend forecasts to justify future needs.
- 13. Concern over the tight timeframes for implementation and
preparation of maintenance programmes for the next NLTP, and the pressure this will add to the AOs work programmes. Related to this there were one or two requests for longer timeframes to allow the sector time to transition the implementation of the ONRC work.
- 14. Concern that any constrained funding for maintenance activity
classes in the next GPS could compromise the direction and improvements from the implementation of ONRC.
Feedback themes continued
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Update on IAF amendments for maintenance
- We will be changing from what as released in July to
reflect changes for the entire IAF to be signed off by the Board in February.
- Aim for release to sector by end of February.
– N.B. Some elements are likely to be further consulted on before being confirmed.
- Our intention is to take a holistic investors view of:
–
sound planning (strategic, activity and asset) – smart buyer behaviour – good management practises and systems
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Refining our approach to Baseline Funding
- All public roads will be eligible for a BASELINE level of funding
- We will work closely with AO’s to understand the needs of their network, where they sit on the ONRC
levels of service and their planned approach to maintaining their network:
- In this way the Agency’s decisions on the allocation of available funds approved through the NLTP we
believe this to be for each RCA.
- Having regard to:
– Achieving appropriate LOS within the ONRC framework and having regard to sound asset management practises; – benchmark level of service performance and cost (by peer groups) – Negotiations through the RLTP / LTP /AMP process and – achieving the best allocation of maintenance funds across NZ relative to achieve an appropriate level of service and ensure value for money. – Our approach to managing funding above the Agency’s view of baseline need (established as above) is still being formed but is likely to require a strongly evidenced based justification through the AMP and BCA approach.
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Putting it all together
ONRC classification
- Customer focussed
- utcomes
- Customer focussed
target level of service measures
Best Practise Activity Management
- Built on solid evidence
and options analysis
- Benchmarking LOS and
cost performance
- Smart procurement
2018-21 NLTP investment
- Differentiated to
support focus on achieving consistent target LOS & VFM
- Encourage best practise
planning and delivery
REG: Moving the focus from the roading assets to the outputs and outcomes they create ….. How effective is this investment - what does it mean for our customers?” and “What is the risk to customer outcomes if we do this work differently, or not at all?”
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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
State Highway Plans Council Annual & Long Term Plans Network Planning LEGISLATION CUSTOMER PROMISE ONE NETWORK ROAD CLASSIFICATION
Functional Classification Network Operating Plan Road Function Road Design & Form
USERS
Business Case Approach
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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
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
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.
- bjectives, and underlying or umbrella strategic
- documents. Helps position desired 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
New & Improvement Projects
3 4 5Maintenance, Operations, Renewals & Minor Improvements
6Delivery 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 SLIDE 52
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Ask “why do we do this activity?” 1 Understand current state 2 Strategic problems and benefits 3 Strategic Case
What outcomes does the activity deliver and why is it important to the Community? Outline what services are currently delivered, and how they are delivered. What evidence do you have? Clearly articulate the problems on the network and the benefits of addressing them or the consequences of ignoring them.
Programme Development Process
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Define Levels of Service 4
Assess the portfolios current state against the desired state (the ‘why’ & strategic problems & benefits), and identify any deficiencies. This includes evaluating asset performance and covers stages 2, 3 and 4.
Undertake gap analysis 5 Develop options 6 Compile evidence & test options 7 Recommend programme 8 Make decisions 9
Assess the portfolios current state against the desired state, and identify any deficiencies. So this entails assessing stages 2, 3 and 4. Develop options to achieve the desired outcomes (this will be an iterative process). Note that options are to be coordinated across portfolios at this time. Including asset, economic, financial, commercial and management elements. Recommend preferred option and present this for LTP and RLTP consideration.
Programme Case
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Define Levels of Service 4 Undertake gap analysis 5 Develop options 6 Compile evidence & test options 7 Recommend programme 8 Make decisions 9 Ask “why do we do this activity?” 1 Understand current state 2 Strategic problems and benefits 3
Programme Development Process
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How Performance Measures Fit
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Think of the:
- Customer
- Asset condition
- Functional classification
- Form of the road
- What would help you tell your story?
- What evidence do you need?
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Evidence from ONRC Performance Measures & other measures Strategic Case Programme Case
Problems & benefits Strategic response & programme
Helps to understand ‘why’ Helps to define what needs to be done & how is should be accomplished
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60
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INVESTMENT LOGIC MAP
ProgramManaging Waimakariri District Council’s Transport Network
Maintaining defined levels of service and addressing growth pressures
Waimakariri District Council – Transport Activity Management
PROBLEM STRATEGIC RESPONSE SOLUTION
ASSETS CHANGESBENEFIT
Users reliably get to where they want to go- n time.
- f
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Investor: Ken Stevenson Version No: 1.0BENEFIT OUTCOME CLASS KPI Benefit map MEASURE
Managing Waimakariri District Council’s Transport Network
Maintaining defined levels of service and addressing growth pressures
Waimakariri District Council – Transport Activity Management
OBJECTIVE
f RESPONSIBILITY FOR DELIVERING THE BENEFITS Name Position Date Travel time reliability – motor vehicles Travel time variability is decreased. Network performance and capability 50% Safety 50% Users reliably get to where they want to go- n time.
- f
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ONRC Customer Outcomes Safety: We seek to reduce the likelihood of crashes
- ccurring and the consequences if they do.
Accessibility: a) Land access: We seek for our network to provide appropriate levels of access b) Road network: We seek for our network to provide appropriate navigability and connectivity for all road users. Amenity: We seek to provide a comfortable and pleasant travel experience. Mobility a) Resilience: We seek to minimise the number of journeys affected by unplanned events and to reduce the impacts if closures do occur b) Travel time reliability: We seek to deliver travel times that are predictable for the classification of road. High priority Important Business as usual
Waimakariri customer demands Travel Quality Aesthetics Accessibility: Road network connectivity Accessibility: Land access Mobility: Travel time reliability Mobility: Resilience Safety
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ONRC Customer Outcomes Safety: We seek to reduce the likelihood of crashes- ccurring and the consequences if they do.
The objectives showed that currently
- The key customer outcomes that are priorities for the
district are safety and reliability as evidenced by the following objectives:
- People and freight can move reliably during peak
periods
- Pedestrians and cyclists feel safe to use the
transport network
- Intersection safety is improved
- Mode choice increases
- The accessibility outcomes (land access and road
network connectivity) are important, as evidenced by the following objective:
- The transport network is maintained in a manner
that meets changes to user demands
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R e me mb e r wh y a r e we d
- i
n g t h i s ?
Costs have been increasing disproportionately and we can’t explain why
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71 to 27 measures !
- Removed Good Practice Measures
- Removed under-development & aspirational measures
- More about how to use the data
- Removed roughness targets
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50% are better than average!
Collective Risk Rating by RCA for Low Volume Access Routes
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- It is about building a business case
- Both from your perspective and the Agency’s
- It is about telling the story – they don’t give the
answer
- It can be a guide to issues you should be thinking
about
Guidance on using measures
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ALT5: LoS Issues and Gap analysis
Learning task intent To assist with the process of developing the strategic case for
- perations and maintenance through
– helping Asset Managers become familiar with the ONRC Performance Measures and Road Maintenance Visual Guide – teasing out issues and gaps between the existing state of the network and ONRC requirements – getting and giving feedback with colleagues on different approaches to address the problems identified
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ALT5 Background
The following slides cover
- The original Gap concept and
“Assess, Evaluate and Challenge”
- Changes that have occurred in
developing the performance measures
- Network issues versus component
issues
- Dashboard – a future development
- How we would like to conduct this
feedback exercise
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The original Gap concept
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Current Context Future Vision GAP
What we have now Defining our problems What the ONRC suggests Identify key actions
Assess, Evaluate and Challenge – Typical steps
- 1. Compare results nationally and against peers. Do you need to investigate your network further?
- 2. Look at source data to establish where on your network the greatest impact is occurring.
- 3. Is the problem confined to urban or rural roads?
- 4. Is the result affected by outlying data?
- 5. Could inaccurate data be impacting on the issues identified?
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Evolution of the performance measures
- Measures subgroup recognised some measures
didn't automatically assist decision making.
- Adjusting targets to address this and poor historic
verification, limits confidence and relevance to ONRC.
- Measures will continue to be reviewed as more
analysis is carried out.
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Dashboard – a future development
- A combined initiative of the ONRC Measures and Data
Subgroups along with NZTA
- Aim is to produce a dashboard using existing data to
provide a holistic snapshot of an RCA's network
- Will cover key elements of the network and some
comparisons to peers and neighbours
- Intended to facilitate discussion between Governance,
Asset Managers, Operations Managers, Finance Managers and NZTA
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Network versus Component
- We encourage Asset Managers to think Network first and
then component.
- Noncomplying components contribute to the big picture
but shouldn't lead it, because;
– you cannot optimise a programme and/or a budget using a single target point – there are long-term variations in the programme that need to be taken into consideration – Councils have expenditure in cost centres other than road management and delivery that also need to be considered
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Giving your feedback
- Share with the group how you got on with the
performance measures that were assigned to you;
– Did they help you form a better understanding of your network? – Did they help you identify problems you need to address? – Will it help you articulate your strategic case?
- Share the measures that were of concern.
- Any knowledge gaps you have as we head into 2017.
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Transition Plan Review – ALT6
- How are you tracking?
- What needs to be updated?
- What was missing and needs to
be added?
- Consider your gaps? Strategic
problems to CLoS/PM, data, etc.
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Action Learning Tasks and R7
- ALT7: Communications and engagement planning
(Finalised Plans & Invite other key staff to attend workshop)
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Summary and Close
- 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
SLIDE 84
Erik Barnes
PO Box 2764, Wakatipu, Queenstown 9349 M: 021 997 863
erik@auxilium.co.nz
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
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
David Fraser
10 Bayview Drive Waiuku 2123 P: +64 9 2357245 M: 027 4739493
david@amsaam.co.nz
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