Undertake a problem, opportunity and consequence assessment for the network

Introduction

When the current local environment is described (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.
), it is important to undertake a critical review of the network. This review represents the strategic assesment of the 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. (network management).

An inherent assumption of an 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. is that some level of management is required to maintain a functional network – however the scale and scope of that effort should not be assumed. The strategic assessment The Strategic Assessment uses robust tools and methodology to determine quickly and at low cost:

• what the problem is and whether it has a consequence that needs to be addressed;
• what outcomes will be gained from any potential investment;
• what potential benefits will arise from investing, and;
• whether there is stakeholder agreement to proceed or not to proceed.
These are most often answered using a Problem and Consequences workshop and a Outcomes and Benefits workshop.
allows identification of emerging issues, prioritisation of competing outcomes, and development of performance and reporting measures as a foundation for programme development.

Overview

Approved organisations can use an Investment Logic Map (ILM) (or other problem identification tool) to adequately scope the problems, opportunities and consequences present within the network. When these are clearly articulated and agreed, they will form the foundation of the programme development. This stage ensures that the direction of the overall programme is evidence based and justified. Attach the ILM or other problem identification tool.

Within the context of ongoing network management, this strategic assessment The Strategic Assessment uses robust tools and methodology to determine quickly and at low cost:

• what the problem is and whether it has a consequence that needs to be addressed;
• what outcomes will be gained from any potential investment;
• what potential benefits will arise from investing, and;
• whether there is stakeholder agreement to proceed or not to proceed.
These are most often answered using a Problem and Consequences workshop and a Outcomes and Benefits workshop.
may not identify ‘problems’ like those defined as part of a capital improvement programme. However this stage is important to take a critical review of the network and asset management framework, understanding the strategic impacts, the drivers of ongoing investment and what benefits are being targeted. This allows a benchmark against which to test different 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 to achieve the desired outcomes and evaluate trade-offs across the network.

For example problems may be identified as:

forecast land use will alter the type or volume of traffic currently used in determining pressure points or prioritising activity,
clarity within the defined network levels of service make it difficult to understand what level of service should be provided, or,
inconsistent information to customers is creating expectation or dissatisfaction issues.

Problem identification may take a layered approach depending on the complexity of the network. For example NZTA (state highways) may use an ILM to identify at a national level the core problems (for example safety, freight efficiency, congestion congestion is where the volume to capacity ratio exceeds 80% for 5 days per week over at least a 1 hour time period that affects at least 1.5 km of a route. For information on the volume to capacity ratio, see Appendix A3 of the NZTA's Economic Evaluation Manual , resilience The ability of the network to withstand, or recover quickly after a disruption. The availability and restoration of each facility when there is a weather or emergency event, whether there is an alternative route available and the road user information provided. This can be measured through the number of journeys impacted by unplanned events, or acceptable risk where there is no viable alternative access should it be closed by an unplanned event. ), and then undertake a second ILM for each of these 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. to better understand the problem.

For a less complex network, a single ILM should be sufficient to understand the core problems (for example resilience The ability of the network to withstand, or recover quickly after a disruption. The availability and restoration of each facility when there is a weather or emergency event, whether there is an alternative route available and the road user information provided. This can be measured through the number of journeys impacted by unplanned events, or acceptable risk where there is no viable alternative access should it be closed by an unplanned event. , renewals, whole of life costs and the drivers of these).

Any review may update the assumptions and evidence, but still determine that the problems and consequences, and therefore preferred programme option is still optimal.

Strategic assessment

The strategic assessment The Strategic Assessment uses robust tools and methodology to determine quickly and at low cost:

• what the problem is and whether it has a consequence that needs to be addressed;
• what outcomes will be gained from any potential investment;
• what potential benefits will arise from investing, and;
• whether there is stakeholder agreement to proceed or not to proceed.
These are most often answered using a Problem and Consequences workshop and a Outcomes and Benefits workshop.
(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. ) represents the case for change if variation is needed, and the priority outcomes targeted.

The assessment ensures that the problems, opportunities and consequences are well understood, clearly identified and articulated, including identification of the benefits and outcomes which can be achieved by addressing it. In a stable network, this will simply be maintaining the network to the agreed levels of service, as depicted by existing performance measures.

For an Activity Management Plan we would expect to see the following information in order to meet the requirements of the strategic assessment The Strategic Assessment uses robust tools and methodology to determine quickly and at low cost:

• what the problem is and whether it has a consequence that needs to be addressed;
• what outcomes will be gained from any potential investment;
• what potential benefits will arise from investing, and;
• whether there is stakeholder agreement to proceed or not to proceed.
These are most often answered using a Problem and Consequences workshop and a Outcomes and Benefits workshop.
.

Government / NZ Transport Agency direction, including relevant legislative context
Council environment and periphery strategy set affecting activity and asset management
Identification of the key problems or opportunities
Evidence used to trigger or explain the problem, opportunity or consequence
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)
Articulated strategic priorities based on the culmination of above, within 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.