The aim of this step is to identify and agree on a preferred option (or discrete set of options) that best address the issues and opportunities and achieve the vision and objectives.
The options (developed in Step 5), and the rationale for their development.
- Outcome definition report (a template is provided with this guide)
- Implementation plan (which may form part of a larger document, such as a place-based plan).
- Present the options to stakeholders including:
- the rationale behind each option, and the scenario where relevant
- the scale of impact, cost, complexity, and risks associated with each option
- the extent to which each option addresses the issues and opportunities and achieves the vision and objectives (with reference to the evaluation criteria)
- the extent to which each option performs against each scenario, identifying which options are more resilient against future potential variables.
- Lead a discussion aiming to identify and agree on a preferred option, or discrete set of options, including why the project team and stakeholders prefer this over other options.
- For projects at early stages or with a broad scope, it may be more appropriate to identify a range of options, or broad themes among solutions, so further options can be developed in parallel and assessed in more detail (such as during preparation of an environmental impact statement).
- Prepare an implementation plan. Where applicable, detail a range of actions that will embed the Movement and Place findings within projects, programs, and operations.
- If applicable, identify priorities, responsibilities, interrelationships, time frames, and monitoring requirements.
- Communicate the preferred option to the appropriate decision-makers and stakeholders. Include any relevant supporting material (e.g. vision, objectives, evaluation criteria, analysis, scenarios and assumptions, indicators adopted). Targets for future performance, other options considered, risks, sensitivities and trade-offs should be reported on, and an implementation strategy set out.
Evaluation is covered in a separate guide: Evaluators’ Guide to Movement and Place.
Reporting and monitoring
The outcomes of Movement and Place plans and projects need to be documented to inform change over time. Documentation can help agencies to monitor the outcomes and make well-informed decisions about further improvements.
Documenting the Movement and Place process
Document the outcomes of each step of the Movement and Place process, in particular:
- the vision, objectives, and evaluation criteria from Step 1
- maps and analysis from Steps 2 and 3
- a map of issues and opportunities in the study area, from Step 4
- scenarios, assumptions, and options considered, from Step 5
- the preferred option, risks, sensitivities, and trade-offs from Step 6
- the implementation strategy or actions (including owners), from Step 6.
A template has been developed for reporting these outcomes to decision-makers, and practitioners are encouraged to use this.
Documentation of assumptions, trade-offs, and sensitivities is particularly relevant where the Movement and Place process is split between projects or owners (such as when the outcome of a needs assessment is handed over to a strategic business case team). It’s important these underlying factors are well-understood by decision-makers throughout the project life cycle, so they can inform more detailed investigation, changes over time, or changes in approach. Documenting these factors can help to prevent ‘project drift’ or erosion of benefits.
An implementation plan may include:
- strategic actions related to programs, strategies, and plans
- project objectives, options, and geographic boundaries
- a review of business case funding and assurance
- regulatory change and policy guidance
- customer service standards and performance measures
- operational budgets and asset management plans.
Projects are also encouraged to document problems and lessons learnt in relation to the process.
Monitoring and continuous improvement
The outcomes of Movement and Place plans and projects need to be monitored by agencies and reviewed using the performance indicators identified during the plan or project formation. During delivery phases, reviews should be annual. During operational phases, reviews might be less frequent, e.g. five-yearly. For smaller scale projects, consider more frequent monitoring, especially where the project is a tactical intervention.
Reviews should aim to identify:
- the progress of benefits being realised
- further place improvements
- opportunities to increase active transport
- unexpected impacts (both greater and less than anticipated).
Teams should use their best efforts to implement the outcomes including, where relevant, the spatial arrangement proposed through the Movement and Place approach.