Develop preferred programme

Introduction

Using the previously developed AMP An activity management plan prepared in accordance with clause 2 of schedule 10 of the Local Government Act 2002, or a similar plan.
Activity management planning considers the assets in the context of the services they are supporting, and clarifies the purpose for holding the asset. The goal of good asset management is to support the delivery of a level of service (whatever the service may be) in the most cost effective manner, taking long term sustainability into account.
Activity Management Plans Plans describe the tactics to give effect to a strategy. They are specific in content, action oriented and outputs focussed, resulting in a tangible set of activities to be delivered within a clear timeframe. should be based on the National Asset Management Steering (NAMS) Group's International infrastructure management manual. , which identified the preferred programme option, approved organisations can now develop the preferred programme of interventions. Within the business case approach this represents the development of the indicative business case.

Overview

Any large projects or complex pieces of work identified at this stage should have a ‘point of entry’ or ‘strategic case Is the proposal aligned with the organisation’s strategic context and plans?  The strategic case determines whether or not an investment is needed. It demonstrates the case for change and the strategic assessment of evidence, i.e. how the proposal will further the aims and objectives of the organisation.  ’ documented so that they can be promoted to the NLTP A National Land Transport Programme Interrelated and complementary combination of activities that, when delivered in a coordinated manner, produce synergies – can span more than one work category and more than one activity class, e.g. a programme could include a road improvement and public transport improvement activities. adopted by the NZTA under section 19 of the LTMA, as from time to time amended or varied for further development through the standard Planning to Project An activity that has a defined start, end and scope. Also see capital project. Delivery Process (business case approach).

Programme Interrelated and complementary combination of activities that, when delivered in a coordinated manner, produce synergies – can span more than one work category and more than one activity class, e.g. a programme could include a road improvement and public transport improvement activities. level alternatives A strategic option that may encompass a mix of modes and/or high level routes and/or land use options. Alternatives would be considered during strategy development, with the preferred alternative being selected and taken through into package and project development. and options can be further investigated, identifying options and groups of activities. For larger organisations, this stage may involve the allocation of programme components to different work areas (i.e. walking and cycling / large projects / asset managers / policy development etc.).

At all stages activities should be tested against the targeted benefits and outcomes.

Interventions in the preferred programme should be tested against the eligibility of the proposed funding source; this may require that some activities are funded from alternative funding sources, or contributions are sought. For example regional contribution to flood mitigation measures, developers contributions, non NLTP A National Land Transport Programme Interrelated and complementary combination of activities that, when delivered in a coordinated manner, produce synergies – can span more than one work category and more than one activity class, e.g. a programme could include a road improvement and public transport improvement activities. adopted by the NZTA under section 19 of the LTMA, as from time to time amended or varied sources such as community trusts, parks budgets, planning teams (for land use, policy changes etc.) etc.

Draft Land Transport Plans Plans describe the tactics to give effect to a strategy. They are specific in content, action oriented and outputs focussed, resulting in a tangible set of activities to be delivered within a clear timeframe. could be determined at this stage (based on initial cost estimates, draft activities, objectives etc.).

Previous Step

Seek NZTA Support

Next Step

Develop Implementation Plans