Strategic Context
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The strategic context The Strategic Context represents the alignment of the proposed investment with the business problem owner’s priorities, regional and national priorities, other programmes and strategies and other organisations’ priorities (if relevant).
It includes:
the assumptions or view of the future, including transport and population growth, economic and industry change statistics, etc.
* underlying/umbrella strategic documents, such as the Government Policy Statement on Land Transport or regional strategies, to position the outcomes sought within the strategic assessment against wider national and regional outcomes. A problem with perceived significance may be identified in the strategic assessment but, when placed within a wider strategic context, it is acknowledged that it is not of high significance and does not present value for money Selecting the right things to do, implementing them in the right way, at the right time and for the right price. for investment at this time.
* the proposing organisation’s objectives.
(one of two parts of the 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. ) is the Approved Organisation’s depiction of the current state, including the assumptions which underpin this.
The context takes into account the assumptions of the future, the organisation’s objectives and underlying or umbrella strategic documents (such as the GPS A Government Policy Statement on Land Transport Funding issued under section 86 of the LTMA or regional strategies) to position the outcomes sought against wider national, regional and district outcomes.
For an Activity Management Plan we would expect to see the following information in order to meet the requirements of the strategic context The Strategic Context represents the alignment of the proposed investment with the business problem owner’s priorities, regional and national priorities, other programmes and strategies and other organisations’ priorities (if relevant).
It includes:
the assumptions or view of the future, including transport and population growth, economic and industry change statistics, etc.
* underlying/umbrella strategic documents, such as the Government Policy Statement on Land Transport or regional strategies, to position the outcomes sought within the strategic assessment against wider national and regional outcomes. A problem with perceived significance may be identified in the strategic assessment but, when placed within a wider strategic context, it is acknowledged that it is not of high significance and does not present value for money Selecting the right things to do, implementing them in the right way, at the right time and for the right price. for investment at this time.
* the proposing organisation’s objectives.
– most of this information will already be in existing AMPs.
- Network context including linkages at boundaries and to state highway/local network, and land use
- Current Levels of Service Council environment and periphery strategy set affecting activity and asset management
- Network management
- objectives for maintaining and operating network (intervention hierarchy)
- road hierarchy / road classification
- current Level of Service targets
- programme development methodology / approach used
- mode/time differentiation from a NOF/NOP
- Existing Evidence Base (evidence gaps can be identified in the improvement plan)
- network condition, use and inventory (and other relevant data as required)
- level of Service / customer surveys
- demand and growth measures, trends and projections
- age of data, quality, gaps
- benefit/performance measurement, Key Performance Indicators
- Assumptions underlying the document and analysis (for example, travel projections, escalation)
- Efficiency of existing delivery. This may include current spend, whole of life costs, unit costs, procurement, investment strategy, or optimisation
- Procurement The purchase of works, goods or services. environment - fixed components, constraints and/or opportunities
- Risks
- 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. improvement plan for known deficiencies in AMP (if any)
- List of improvements (planned and in progress) for infrastructure (if any)
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