EECA July 03 EECA TDM BUSINESS PLAN This document is confidential and is intended solely for the use...

EECA

July 03

EECA TDM BUSINESS PLAN

This document is confidential and is intended solely for the use and information of the client to whom it is addressed.

2Z1364 EECA TDM Business Plan

EECA

Table Of Contents

EECA Draft Business Plan

‘Strategic’ Business Planning

Workshop

Page

2

5

11


EECA



Workshop


EECA

EECA has developed a draft TDM Business Plan which focuses on being a catalyst for the establishment of 3 travel behaviour change (TBC) programs in the main urban centres.

Travel Focus

To and from home

TDM Program Type

Travel Behaviour Change

• School

• Business

• Community

EECA Role Catalyst

Key EECA Activities

• Build Capability

• Unlock Funding TDM Integrated City Research

Project

Timeframe3 year

Exit Goal


EECA

The EECA business planning template has been used to develop more detailed business plans for each of the 3 TBC program areas.

Project Aims

EECA Activities

Likelihood of Success

Project Benefits

Project Costs

Critical Success Factors

Risk Analysis

Implementation

Roles and Responsibilities

Communication Plan

Detailed Budget

Areas Covered


EECA

The EECA TDM business plan(s) addresses most of the business planning issues associated with implementing individual programmes.

However, it is not clear whether or not the ‘strategic issues’ in regard to EECA’s role in TDM have been addressed.

Examples of Strategic Questions

Why focus on travel to/from home ? Is EECA unable to make any impact on business travel ?

Are TBC programmes the only type of TDM programmes EECA should be pursuing ?

How does EECA’s TDM plan fit with that of other agencies ?

Is the catalyst role the best one for EECA ? Why is this role only limited to 3 years ?

Will other organisations be ready to take over from EECA in 3 years ?

Many of the strategic issues may have been addressed. However, these are not explicit in the TDM Business Plan


EECA



Workshop


EECA

Strategic business planning involves a sequential process which moves from the big picture to detailed action plans.

EECA’s TDM business plan starts half way through the process.

Historical Context

Situational AssessmentMission

Identify StrategicIssues

Strategic Options

Feasibility Assessment

Implem-entation

EECA’s TDM business plan


EECA

Each of the strategic planning steps involves a number of aspects. The first 4 steps are outlined below.

Historical Context Mission Situational Assessment

Identify Strategic Issues

Trends – what are the key trends in the industry ?

Mission – what is our organisation’s purpose ?

SWOT Analysis Identify issues which will pull/push organisation away from ideal state

Events – what key past events will affect future planning ?

Ideal State – where do we want to be in X years ?

PESTE Analysis Issues tend to involve underlying tensions

Directions – what changes in direction are evident ?

Worst Case Future – what is the worst case scenario we want to avoid ?


EECA

The last three steps of the strategic planning process are outlined below.

Strategic Options Feasibility Assessment

Implementation

Identify strategic options which will Move organisation towards ideal state and Address strategic issues, by building on strengths, overcoming weaknesses, exploiting opportunities, and blocking threats.

Stakeholder Analysis – identify parties that could affect outcome, and classify them (potentially antagonistic, potential advocates, problematic, low-priority).

Stakeholder management – tactics to manage categories of stakeholders.

Evaluate strategic options. Resource Analysis – identify resources required to implement strategy. Classify according to importance to strategy implementation.

Resource management – determine plan to manage acquiring and delivery of resources.

Group preferred strategic options together, and develop Strategy.

Assessment conclusion – which aspects of the strategy are ‘feasible’ in the timeframe /

Action Plan – detailed implementation/action plans.


EECA

EECA’s TDM Business Plan can be improved by addressing the ‘strategic context’ for EECA’s role in TDM. This will involve a certain amount of ‘beginning again’. However, this process is necessary if the TDM business plan is to be truly ‘strategic’.

EECA’s TDM business plan starts ‘halfway through’ the strategic planning process.

This is not to say that a degree of ‘strategic thinking’ has not been done. It clearly has. For example, decisions have been made in regard to the type of travel to focus on, EECA’s role, the types of TDM programmes EECA should focus on etc.

However, this ‘strategic thinking’ is not explicit in the business plan document.

Going through the strategic planning process in an ordered way will bring the previous ‘strategic thinking’ to the surface, and will provide a structured format for the plan. It will also ensure that all of the main strategic issues have been addressed.


EECA



Workshop


EECA

The business planning workshop will aim to work through each of the strategic planning steps at a ‘high level’.

The workshop outcomes will be a series of key points for each of the strategic planning steps.

Further ‘fleshing out’ of these key points will be done following the workshop. Individual contributions will be assigned.

A follow-up workshop may be held to ‘nail down’ the details.

Further explanation regarding each of the strategic planning steps is provided on the following pages.


EECA

Historical ContextAspect Examples

Trends – what are the key trends in the industry ? ‘Mainstreaming’ of TBC programmes in Australia, increasing acceptance internationally (esp UK)Transport planning developing a ‘sustainability focus’

Events – what key past events will affect future planning ?

Need to consider both external events and internal events.

NZ signing Kyoto agreement – Govt emphasis on achieving CO2 emission reductionsNZ Land Transport Strategy – emphasis on sustainabilityChange in Transfund objective – no longer solely roading basedReview of EECA’s transport role – focus on TDM

Directions – what changes in direction are evident ?

Can be considered in terms of : -Markets: Board/Govt & people being served-Programs: services offered & clientele for services-Resources: means available to carry out services-Management practices: way in which admin structured

Moving away from focusing on sustainable modes programmes to TBC programmes

Moving away from dealing with individual organisations needs on an ad-hoc basis to a structured plan approach


EECA

MissionAspect Examples

Mission – what is our organisation’s purpose ?

What is the stated mission of our organisation ?

How has this been applied to this part of the business ?

EECA’s mission: promote energy efficiency and conservation in NZ (all industries)EECA in transport: promote energy efficient practices in NZ transport industry (?)

Ideal State – where do we want to be in X years ?

What is the ‘best case’ situation which we would want to see occur in the future ? This becomes a target to move towards.

In 3 years: EECA has facilitated piloting of key TDM programmes, key Councils have set up TDM programmes and are committed to taking these forward, Govt has committed long-term funding to TDM, and EECA is able to scale down TDM involvement.Or, ….

Worst Case Future – what is the worst case scenario we want to avoid ?

What is the ‘worst case’ situation which we would want to avoid having occur in the future ? This represents a ‘floor’ to move away from.

Pilot TDM programmes have failed, there is no commitment from local or central Govt to TDM, roading is back at top of agenda …


EECA

Situational Assessment (1) - SWOT

Aspect Examples

Strengths

What are the strengths of the organisation ?

Expertise in energy efficiencyStrong relationships with key CouncilsProven record in facilitating programmes

Weaknesses

What are the weaknesses of the organisation ?

Under-resourced in TDM areaRelatively low degree of TDM expertise

Opportunities

What are the opportunities facing the organisation ?

Need for a Govt organisation to take the lead in ‘transport and Kyoto’ in practical fieldFunding available for TDM but needs to be ‘unleashed’

Threats

What are the threats facing the organisation ?

Competing demands for funding eg huge roading funding needsInherent difficulty in ‘proving’ TBC programme resultsOpposition from some segments of transport community


EECA

Situational Assessment (2) - PESTEAspect Examples

Political

What political forces may affect organisation ?

Political power of Green party has largely contributed to the ‘greening’ of transport policy. Will this continue ?

Economic

Are economic trends likely to help/hinder achieving ‘ideal state’ ?

A strong economy increases personal incomes thereby increasing car ownership. On the other hand, it also can make more funding available for transport alternatives.

Social

Will social forces (eg demographic changes) help or hinder ?

NZ is getting older. How will this affect travel needs ?

Technological

Will technological changes assist / work against organisation’s goals ?

Teleworking, teleshoping are possible now. Will these be taken up more in the next few years ?

Environment

Will environmental issues/concerns help or hinder ?

Is the concern for transport’s impact on the environment increasing ?


EECA

Identify Strategic IssuesAspect Examples

Internal issues which will pull/push organisation away from ideal state

(within organisation)

Board’s desire to achieve short-term results (?)Difficulty in securing additional staff for TDM (?)

External issues

(external to organisation)

Transfund’s project evaluation approachOpposition from some organisations (eg AA) to spending (more than 5% of) roading funds on non-roading projectsLack of trained TDM personnel in NZ

Issue expansion

What are the key features of this issue ?

Why is it important to the organisation ?

Issue: Transfund’s project evaluation approachHistorically cost-benefit approachQuantifying non travel time saving benefits has proved difficult in the pastTransfund not sure how to evaluate TDM projectsThis issue is critical to unlocking Tfd funds for TDM

Issue Causality and Precedence

The relationships between issues, ie the way in which issues precede one another, and any causal relationships

Opposition from ‘roading’ bodies to non-roading spending may impact on Transfund’s willingness to modify project evaluation approach


EECA

Identify Strategic Options

Aspect Examples

Identify strategic options which for each issue which will Move organisation towards ideal state by :

Issue - Transfund’s project evaluation approach

building on strengths Build on experience with facilitating/evaluating TDM programmes in NZSell this experience to Transfund

overcoming weaknesses ‘Buy in’ TDM evaluation expertise

exploiting opportunities Develop TDM evaluation approach for TransfundDevelop, in conjunction with Transfund, a plan for making optimum use of the Tfd TDM funds available

blocking threats Develop case for spending road user generated funds on TDM, and seek to ‘persuade’ Transfund


EECA

Group and Evaluate Strategic Options

Aspect Examples

Group strategic options into Strategic Themes

Strategic options can be grouped by common themes. The ‘snowballing’ technique can be used.

Identify relationships between strategies/ strategic themes

Precedence and causality

Develop evaluation criteria

Determine the criteria by which strategies will be evaluated

Impact on ‘ideal state’TimelinessControlAcceptance

Evaluate strategies

Apply evaluation criteria and rank strategies.


EECA

Stakeholder Analysis

Low-priority stakeholders

Advocate stakeholders

Problematic stakeholders

Antagonistic stakeholders

Support

Oppose

Stake-holder’s position on issue

Least Most

Stakeholder’s Importance


EECA

Resource Analysis

Auxillary support Core support

Irrelevant Essential scarcity

Always

Never

Potential availability of resource

Least Most

Criticality of resource


EECA

ImplementationAspect Examples

Stakeholder management – tactics to manage categories of stakeholders.

Resource management – determine plan to manage acquiring and delivery of resources.

Action Plan – detailed implementation/action plans.

EECA July 03 EECA TDM BUSINESS PLAN This document is confidential and is intended solely for the use...

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