2020-W5 REGional Web Workshop - FOCUS 2021 Preparing for 2021/21 LTP/NLTP - Getting ready for the Dragons' Den Systems (4.1, 4.3, 5.3, 5.6) ...
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2020-W5 REGional Web Workshop
REG FOCUS 2021
Preparing for 2021/21 LTP/NLTP – Getting ready for the Dragons’ Den
Systems (4.1, 4.3, 5.3, 5.6), People/Culture (2.1, 2.2), Communicating (4.1,
5.3, 5.6), Evidence (3.4), Continuous Improvement (7.5, 8.4)
Welcome
Web Workshop Etiquette
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REGional Web Workshop 2020-W5
Purpose Agenda
To enable excellence in 1 Welcome
your AMPs for the 2 Checking in on progress with
2021/24 LTP & NLTP. • strategic responses and PBC
optioneering
• Supporting RCAs with their • communicating REG Performance
continued development of reports
AMPs with a focus on
preparing for the F2 3 COVID Implications – Waka Kotahi
‘Dragons’ Den’ session Research Findings
4 Preparing for the Dragons’ Den
5 Close & Thank you
3
AMP Improvement for 2021/24 NLTP & LTP Enabling Sector
Excellence
Decision Making
Service Delivery
Communicating
Benefit Delivery
Evidence
Systems
People / Culture
Quality Improvement
REG Pillars
of Success
Feeding back on AMP Dragons Den (round 2) –
Regional Face-to-face
Improvements • Your final LTP investment
The whole AMP: Dragons Den case.
(round 1) • Selling your AMP investment
Workshops
• selling your case to your peers, story – final feedback on
feedback and gaps identified your AMP and identification
• Puling the story together of gaps
• Testing the strength of your Benefit delivery / risks / critical
investment case & identifying assets
gaps Improvement Planning
Developing the executive Moving to service Delivery
summary
Aug/Sept Nov
2020-W5 2020-W6 2020-W7 2020-W8
Regional Web Workshops
• One Network •
National Webinars
Excellence
• Checking in & Framework Programme
supporting the • One Network Detailed • Sharing of
sector through Framework – Development national
COVID-19
testing the • Sharing of innovation (led
• Follow up on W4 national
framework by REGional
• Prepping for F2 innovation (led Champions and
Dragon’s Den by REGional
July RCA presenting)
Champions and
1hr session / July RCA presenting) Nov
Sept
Plain language summary
Business Case Approach Activity Management Planning
Point of
W4 processes in plain language
Start Here 1
Entry 1
Discussion about what you already have or don’t have. Agree approach
Problem Challenges in your community
Maintenance, Operations, Renewals & Minor Improvements
on what you need to do to complete the BCA AMP. Early engagement
meeting between RCA & NZTA.
Strategic
Case 2 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.
Statements that transport contributes to
Strategic
Takes into account the assumptions of the future,
objectives, and underlying or umbrella strategic
Context
The benefits expected from
documents. Helps position desired outcomes
Benefit
against the wider local, regional, and national outcomes.
Strategic
Clearly defines the problems, benefits, and consequences.
Ensures these are well understood and
Assessment identifies the outcomes that will be achieved
by addressing it.
Programme
Business 3
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,
Statements resolving these challenges
Case renewals and improvement/new works programmes.
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. Strategic Your high-level strategy/approach
response to resolve these challenges
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).
Agree approach and starting point in the business case approach
process for identified capital projects. Meeting between RCA & NZTA.
Point of Entry
New & Improvement
Programme
4 Capital projects not identified in the BCA AMP may require the
development of a strategic and programme case.
Your summary programme to
Projects
The point where individual activities are progressed. Provides the basis
for telling the investment story on the long list of options, risks, and
Business
trade offs on risk verses benefits. Allows decision makers an early
Indicative 5 opportunity to choose a preferred option to progress for further
investigation in the detailed case.
Business
Case
Detailed
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
outcomes identified in the strategic case, and is afforable.
Case resolve these challenges
6
Business
Case
Improvement
Learning &
Delivery of maintenance and operations.
Delivery
Delivery of capital projects/activities.
7 Review performance and delivery
The physical works - how your
against the strategic case.
Implementation
&
Post Implementation
Delivery
programme gets done on site
5
Check in – progress since W4
Update on
1. Insights from your RCA report
2. Changes to your strategic responses?
3. Progress with your PBC optioneering
4. Is the completion of your draft AMP in sight (what is your
organisations target date)?
6
Helping you understand the impact
Steady state Improved
(managing events with usual coping skills) steady state
Resumed
steady state
Decreased
Hazardous event, Precipitating steady state
rising tension event
difficulty in coping
State of active crisis
(tension, disorganisation, immobilisation)
The concept of crisis; Source: Adapted from Hill (1965) & Thompson (2011a) 7
Canterbury - current and long term employment projections NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue to monitor and update as things change.
Canterbury - potential impact on employment and growth
• Canterbury is forecast to fare slightly worse than other regions due its reliance on international tourism, migrant
workers and net migration as the driver of recent population growth
• Under the Slower Recovery Scenario forecast Canterbury’s fall in employment to 2021 is -7.7% (national average is -
6.7%.)
• Christchurch is forecast be impacted hard due to it role as a gateway for international tourists. An expected
reduction in immigration will slow growth and negatively impact the construction sector in and around Christchurch
• Mackenzie District (-20.1%) and Kaikoura District (-9.2%) are hit much harder than the national average reflecting their
high reliance on the tourism sector.
• Employment levels are forecast to return to around BAU levels by 2025 in most districts – Christchurch City,
Selwyn and Mackenzie Districts are not forecast to return to BAU employment levels by 2031
• The impacts of the downturn will be buffered to a degree by the scale of the primary sector in the region.
NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue
to monitor and update as things change.
Canterbury - potential impacts and implications for the land
transport system (during the next decade)
Impacts
• Drop in demand on inter-regional corridors linking key tourist destinations. May be offset in part by an increase in
domestic tourism, particularly in areas popular with NZ tourists e.g. Tekapo and Akaroa
• Easing of growth in passenger transport demand in and around Christchurch in short-medium term
Implications
• Effective integration of land-use and transport remains a priority to support mode-shift and climate change mitigation
through:
• sequencing of development
• ensuring growth areas are serviced with active mode and PT infrastructure and services (while avoiding sprawl)
• linking housing to employment and essential services
• Supporting multi-modal access to Christchurch’s central city as the primary activity centre remains a priority
• Maintaining safe and reliable road and rail freight connections to ports (Lyttelton and Timaru) and associated
connections to the inland port in Rolleston, remain important to supporting the recovery
• There will be an on-going need for transport services to support the recovery by improving access to employment and
essential services, particularly for vulnerable communities
• There will be on-going pressure on transport revenue. We need to think differently.COVID 19 – implications for land transport in
Waikato
How might the current pandemic
impact on demand for transport?
https://www.nzta.govt.nz/planning-and-investment/planning/arataki/Waikato - current and long term employment projections NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue to monitor and update as things change.
Waikato - potential impact on employment and growth
• Hamilton is expected to perform reasonably well due to a relatively low reliance on international
tourism, links to surrounding agriculture, and Hamilton city’s role as a hub for education, healthcare and
other government services
• Waikato District and Waipa will have slower growth with flow on effects on the construction sector
• Under the Slower Recovery Scenario forecast fall in employment to 2021 is -5.6% (national average is -
6.7%.)
• Thames Coromandel District (-9.7%) and Taupo District (-8.5%) are forecast to experience higher levels of
employment loss, reflecting their reliance on tourism
• Employment levels are forecast to return to pre-COVID levels by 2025 in most districts - Hamilton
City is forecast to return to BAU employment levels by 2031
• Population growth will slow in the short to medium term due to region’s reliance on net migration
• Recent infrastructure investment and its strategic location within the ‘Golden Triangle’ provide Hamilton
with a solid base for long-term growth
NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue
to monitor and update as things change.Waikato - potential impacts and implications for the land transport
system (during the next decade)
Impacts
• Softening of transport demand in the northern Waikato in short-medium term
• Growth in Hamilton metro area will continue - albeit more slowly than previously projected
Implications
• Demand for multi-modal distribution function will continue, centred on Hamilton
• Potential for increase in travel demand to domestic tourism destinations e.g. Coromandel, Raglan and Taupō.
• Effective integration of land-use and transport remains a priority to support mode-shift and climate change
mitigation through:
• sequencing of development
• ensuring growth areas are serviced with active mode and PT infrastructure / RPT and services (while
avoiding sprawl)
• linking housing to employment and essential services
• There will be an on-going need for transport services to support the recovery by improving access to
employment and essential services, particularly for vulnerable communities
• There will be on-going pressure on transport revenue. We therefore need to think differently.COVID 19 – implications for land transport in
Manawatu-Whanganui
How might the current pandemic
impact on demand for transport?
https://www.nzta.govt.nz/planning-and-investment/planning/arataki/Manawatu-Whanganui - immediate and long term employment forecasts NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue to monitor and update as things change.
Manawatu-Whanganui - potential impact on employment and growth
• Manawatu-Whanganui’ economy is forecast to fare better than most regions due to the
scale of the government services, health care and social services, and primary production
sectors. The region is also NZ’s least reliant on international tourism.
• Under the Slower Recovery Scenario Manawatu-Whanganui’s forecast fall in employment
to 2021 is -5.3%, significantly lower than the national average of -6.7%.
• Ruapehu District (-7.9%) is the hardest hit district reflecting its higher reliance on the tourism
sector.
• Employment levels are forecast to return to BAU levels in Whanganui & Rangitikei by 2025
& everywhere (except Horowhenua and Manawatu Districts) by 2031
• Population growth expected to slow, at least in the short to medium term, given the region’s
reliance on net migration. The region’s economic performance comparative to other regions
may lead to an increase in inward internal migration.
NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue
to monitor and update as things change.Manawatu-Whanganui - potential impacts and implications for the
land transport system (during the next decade)
Impacts
• Some softening of passenger transport demand in the short term, particularly around main
urban centres
• Given the relative resilience of the Manawatu-Whanganui economy, no significant changes are
expected in the nature, scale and location of transport demand over the medium to long term.
The 10 year outlook remains largely unchanged.
Implications
• On-going demand for the multi-modal distribution function, centred on Palmerston North.
• Maintaining safe and reliable connections to the UNI, Wellington and Napier Port remain critical
to supporting recovery across the LNI.
• There will be an on-going need for transport services to support the recovery by improving
access to employment and essential services, particularly for vulnerable communities
• There will be on-going pressure on transport revenue. We therefore need to think
differently.Bay of Plenty - current and long term employment projections NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue to monitor and update as things change.
Bay of Plenty - potential impact on employment and growth
Under the Slower Recovery Scenario:
• The region’s forecast fall in employment to 2021 (relative to BAU) is -7.0%, higher than the
national average of -6.7%
• Tauranga City (-7.9%) and Rotorua Lakes District (-7.5%) are forecast to experience the
greatest impacts
• Tauranga City is not forecast to return to BAU employment levels in the coming decade, while
the eastern districts are forecast to be ahead of BAU by 2031
• Eastern Bay of Plenty was lagging pre-COVID, but the area is forecast to recover relatively well
from the post-COVID downturn.
Māori and Pasifika, and youth, are likely to experience the greatest impacts, particularly those in
Tauranga and Rotorua. An increase in youth not in employment, education or training (NEETs) is
expected.
Population growth expected to slow, at least in the short to medium-term.
NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue
to monitor and update as things change.Bay of Plenty - Potential impacts on the land transport system (over the coming decade)
• Expected that there will be an easing of growth in transport demand over the short term,
due to slower population growth in Tauranga and Western Bay of Plenty, and reduced
employment and discretionary trips.
• No significant changes are expected in the nature and location of transport demand over
the medium to long term, but the pace of growth is expected to be slower than pre-COVID
forecasts.
• Work to ensure the effective integration of land-use and transport remains a priority, to
support mode-shift and reductions in greenhouse gas emissions. This includes sequencing of
development, ensuring growth areas are serviced with active mode and PT infrastructure and
services, and linking housing to employment and essential services.
• Providing safe and reliable connections to Port of Tauranga remain critical to supporting
national recovery efforts.
• There will be an on-going need for transport services to support COVID recovery by
improving access to employment and essential services for vulnerable communities.
• There will be on-going pressure on transport revenue. We need to think differently.Northland – current and long term employment projections NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue to monitor and update as things change.
Northland – potential impact on employment and growth
Northland’s economy had been lagging behind the national average pre-COVID, but the region
is forecast to recover relatively well from the pandemic
Under the Slower Recovery Scenario:
• the region’s forecast fall in employment to 2021 (relative to BAU) is -5.6%, below the national
average of -6.7%
• employment in the region is forecast to return to BAU levels in the latter half of this decade
Māori and Pasifika, and youth, are likely to experience the greatest impacts, particularly those
in smaller regional centres. An increase in youth not in employment, education or training
(NEETs) is expected
Recent population growth driven by net migration. With lower levels of international migration and
less ‘spill over’ from Auckland, Northland’s growth is expected to slow significantly in the short
to medium-term
NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue
to monitor and update as things change.Northland – Potential impacts on land transport system (over the coming decade) • Expect an easing of growth in passenger transport demand over the short-term, due to slower population growth and reduced employment and discretionary trips • No significant changes are expected in the nature, scale and location of transport demand over the medium to long-term. The 10-year outlook remains largely unchanged • Maintaining safe and reliable connections to Auckland and to domestic tourism centres (including the Twin Coast Discovery Highway) remain important to supporting recovery • There will be an on-going need for transport services to support COVID recovery by improving access to employment and essential services for vulnerable communities • There will be on-going pressure on transport revenue. We need to think differently.
Auckland – current and long term employment projections NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue to monitor and update as things change.
Auckland – potential impact on employment and growth
Forecasts indicate that Auckland will experience slower population growth and a sluggish
economy in the short to medium term.
Under the Slower Recovery Scenario:
• Auckland’s forecast fall in employment to 2021 (relative to BAU) is -6.8%, slightly above
the national average of -6.7%
• due to the size of the workforce the total number of forecast job losses (64,095) equates to
36% of the national total
• employment in Auckland is forecast to return to pre-COVID levels by around 2023, but is
not expected to reach BAU levels by 2031.
Māori and Pasifika, and youth, are likely to experience the greatest impacts. An increase in
youth not in employment, education or training (NEETs) is expected.
NOTE: significant levels of uncertainty remain regarding the scale and duration of COVID-19 impacts, particularly in the medium-long term. We will continue
to monitor and update as things change.Auckland – Potential impacts on land transport system (over the coming decade)
• Expected that there will be an easing of growth in passenger transport demand over the
short term due to slower population growth, and reduced employment and discretionary trips.
• No significant changes are expected in the nature, scale and location of transport demand over
the medium to long term. The 10 year outlook remains largely unchanged.
• Changes to the nature of work for professional services may see a reduction in peak trips
to city centre, due to more people working remotely
• There will be an-going need to focus on network optimisation, mode shift and climate
change mitigation (emissions reductions)
• Effectively integrating land-use and transport remains critical to sequence development,
ensure growth areas are serviced with active mode and PT infrastructure and services, and
linking housing to employment and essential services.
• There will be an on-going need for transport services to support COVID recovery by
improving access to employment and essential services for vulnerable communities.
• There will be on-going pressure on transport revenue. We need to think differently.Dragons’ Den Preparation
ALT-2020-W5-F2
The purpose of this exercise is to
1. Step back from the detail and check you can articulate
the direction of where you are heading and why it is the
right thing to do.
2. Develop the content for the executive summary of your
Activity Management Plan.
3. Practice articulating the content (or elements) of the
proposed transportation spend to anyone who needs or
wants to know – Executive Team, Councillors, RTC,
Waka Kotahi, public, etc
4. Share with and learn from your colleague’s ways the
message can be improved.
28What’s involved at F2
1. One or two attendees from each RCA to present to those at the
workshop your overarching investment story in your AMP.
2. Pretend the audience is one of the following:
• a council or committee meeting,
• your executive management team,
• your infrastructure manager,
• a community interest group,
• a public meeting about the long-term plan
• a media reporter.
3. Time is limited to less than 10 minutes.
4. Prepare a presentation (with or without handouts). There is an
outline provided to help.
29Governance responsibilities
When pitching to Senior Leaders & Governance it
is important to understand their role (data is not
the story, however it helps tell the story)
1. Set the direction & testing alignment with LTP
2. Own & lead engagement with community
3. Understand risks
4. Ensure the provision of resources
5. Monitor achievement of strategic direction
30Presenting to Decision Makers
Some tips:
• Decision makers have a lot to consider and not much time
• provide crisp clear advice & founded recommendations
• think about your body language – as it can impact their response
• limit number of key points
• “If you don’t have time to explain a box and whisker diagram don’t
use one”
• Remember the BCA principles
Goldilocks can help!
31Assistance from Goldilocks
Work with your manager to understand what works best
in your organisation
• Goldilocks summarised succinctly
• Too hot – too cold – just right
• Too hard – too soft – just right
• Decision Makers appreciate
succinct summaries
• Too much – too little – just right
• VAK – Visual, Audial, Kinesthetic styles – use them all!
32Use the Outline if you wish
Developing a speech, report,
or presentation outline
1. Fill out the sheet by following
the numerical order of the
steps in the orange boxes
2. Once the above is completed
the outline of your speech,
report, or presentation will be
in the blue box
33Outlining a Presentation or Report
Step 1 Subject / Report / Presentation Topic
Step 3 Identify your audience – and their audience
Develop specific
Step 4 their perceptions objective and key messages for audience based on
Step 8 Opening remarks / Introduction This is the outline of the contents
in your speech, report,
Step 9 Creative opening (only if warranted) or presentation
Step 5 Contents – name the 3 key points (issues) you are covering
Step 6 Body – Outline the issues, Why, What, Benefits/Consequences/Risks
Step 7 Repeat the details of the key points (issues) briefly in summarised form
Step 2 Conclusion (where you intend to end up)
THE ROAD EFFICIENCY GROUP 34W6 Web Workshop
ONF will enable improved investment decision-making to achieve
more equitable outcomes.
• ONFs purpose is:
• To provide a common language to describe the different functions of roads
and streets in terms to the movement of people and goods and as places
in their own right.
• To enable a forward view of how we want our roads and streets to perform
so we can have richer conversations about competing demands, strategic
objectives and investment.
ROAD EFFICIENCY GROUPDavid Darwin, Manager, Operational Policy and Standards, and REG stalwart, has helped drive the ONF since the project’s inception around twelve months ago. “There is limitless potential for where movement and place will take us. I encourage everyone to get familiar with the high-level design elements in the Movement and Place classification. These make a significant improvement to ONRC categories. “The revolution of the ONF introduces an entirely new spectrum for our conversations. Instead of traffic counts and volume, we will be able to talk about the function of streets for both movement and place, now and in the future, for all users. And, perhaps most importantly, increase the value we get from our investment in services and infrastructure.” PRIORITY 1 – Moderate your network (due immediately) Due last week All RCA Sector classifies networks under ONF 31 March 21 All RCA ONF Project nationally moderates national classification 30 April 21 REG Early adoption of ONF is an option 30 April 21 - Ongoing All RCA Respective data and evidence is collected to support ONF Ongoing All RCA based decision making for 24 – 27 NLTP ROAD EFFICIENCY GROUP
We don’t have all the answers
right now, but we would like
you to think about;
• Is placemaking in your urban
areas important for your
council?
• Are you optimising your
network or making mode
centric priority decisions?
• What data do you need to
collect to support future
investment bids?
• Who can assist you from
your organisation?
ROAD EFFICIENCY GROUPKey messages from today
1. Your RCA reports can enrich your investment story
2. Monitor COVID19 impacts and adjust your strategic
response as necessary
3. Keep your AMP principles based and aligned to LG
requirements
4. Use principles from the ONF if they apply
– let your planners know about W6
5. Share progress and check direction with RIAs early
6. Start outlining your Dragons Den presentation
– this may also help test the flow of your AMP
3839
Learn about translating technical
information
Seek out online tools and resources to help you:
• blog.hubspot.com/marketing/executive-summary-
examples
• peakproposals.com/blog/best-practices-for-writing-
an-executive-summary
• thebestschools.org/magazine/technical-writing-tips/
THE ROAD EFFICIENCY GROUP 40Erik Barnes David Fraser Chris Olsen
16 Solway Place
PO Box 2764, 10 Bayview Drive Papakowhai
Wakatipu, Waiuku 2123 Porirua 5024
Queenstown 9349
P: +64 9 2357245 P: 04 2339697
M: 021 997 863 M: 027 4739493 M: 0274 477098
erik@auxilium.co.nz david@amsaam.co.nz chris@coconsulting.co.nz
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