Complete network level alternatives and options analysis, including identification of preferred options

Introduction

The determination of programme, or network 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 represents the programme business case for network management within the business case approach. The programme business case builds on the evidence and evaluation completed within 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.
& 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.
. The NZ Transport Agency expects that an Approved Organisation 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. will act as the networks programme business case.

This stage requires approved organisations to identify all possible 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 address the network outcomes sought – alternatives may be modal, non-transport (i.e. land use, policy), setting of service levels, road hierarchy variations, weighting of priorities (safety, HPMV A truck that carries a divisible load that exceeds a mass of 44,000kg and/or the maximum length dimensions allowed for standard vehicles (As set out in the Land Transport Rule: Vehicle Dimensions and Mass 2002). HPMVs operate under HPMV permits issued by a Road Controlling Authority (RCA The Minister, Department of State, Crown entity, state enterprise or territorial authority that controls the road. ) for access to specific roads that have been determined to be suitable to accommodate the additional mass and/or length. , 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. (including lifelines), etc.), timing, operational etc. Options will be all variations of the above.

Method

If no change has been required to previous stages, or only minor change has occurred to problem definition, outcomes and benefit measurement or 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.
then only a review of the preferred programme will be required.

If changes to 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. have been made full 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 work should be completed.

The NZ Transport Agency recommends using an 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 workshop to identify the long list, and develop possible programmes of work. The possible programmes of work should include a potential cost range to assist in affordability considerations.

Identification of 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. & options

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. options, from which a preferred programme is nominated, may include programmes with a different key priority (i.e. safety, freight, 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. etc.), targeting different costs (i.e. low cost option, high cost option), targeting service level based intervention (reducing service levels, status quo, increasing service levels, or combinations thereof based on road classification). Each programme option will have different trade-offs, risks, benefit profiles, costs etc. which can then be evaluated to determine the preferred programme.

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. 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. should be considered against the effectiveness (benefit realisation), affordability, risks, disbenefits and any other factors considered necessary to determine a preferred programme of work. Some programme options can be immediately discounted for practical reasons but any removal of programme options should be explained to prevent rework later. Consideration of the NZTA assessment framework should be a factor in the decision making.

It is important that this piece of work remains at a strategic or network level and does not delve into the details of delivery (which will occur at a latter stage). It must also consider all alternative and options, and not start with the status quo.

Development of the preferred programme

For an Activity Management Plan we would expect to see the following information in order to meet the expectations of the programme business case (identification of preferred options).

Modal priority 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 (where applicable)
Service offering 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, for example – safety, HPMV A truck that carries a divisible load that exceeds a mass of 44,000kg and/or the maximum length dimensions allowed for standard vehicles (As set out in the Land Transport Rule: Vehicle Dimensions and Mass 2002). HPMVs operate under HPMV permits issued by a Road Controlling Authority (RCA The Minister, Department of State, Crown entity, state enterprise or territorial authority that controls the road. ) for access to specific roads that have been determined to be suitable to accommodate the additional mass and/or length. , efficiency, tourism, cycling
Level of Service 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
Intervention hierarchy
Optimisation of existing network
Affordability considerations (financial implications of the programme 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)
Timing (renewals / improvements)
Trade offs
Benefit realisation (how effective the 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 are at realising outcomes and benefits)
"The offering" of the preferred programme (at a strategic level – detail will be developed in the maintenance and renewals programme)