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| Image | Item | Title | Description | |
| Strategic case section | ||||
 | Start | This process diagram is to step you through a thorough assessment of the resilience issues on your network, and where appropriate, to help you build a business case for investment. The assessment may have been initiated by a Point of Entry assessment, through an ILM process problem statement or other event. | ||
 | 1 | Select corridor | First, you must define the corridor that you are assessing, and gather core network data. You can find a selection of the key data you need here. It is important to define the start and end points of the corridor you are assessing, as it may influence the alternative routes that are available. | |
 | 2 | Identify alternative routes | The significance of a resilience risk on the network is in part influenced by whether there are alternative routes that can be used should the corridor you are assessing becomes unavailable. If there are no reasonable* alternatives, a stronger case for further investment may exist. Our alternative routes tool is still in development, however, you can access the pilot tool here. Otherwise refer to the relevant NOC Emergency Procedures and Preparedness Plan for alternate routes and related information. | |
 | 3 | Consider criticality of the route | The criticality framework is to help you determine the importance of your corridor, looking wider than just traffic volumes, by considering access to lifelines utilities and essential services needs. | |
 | 4 | Hazard exposure scan | The national hazard exposure scan provides an assessment of key natural hazards (focussing on Low Frequency, High Impact events) that may impact the availability of the network, and includes an assessment of the extent and duration of the outage. | |
 | 5 | Resilience risk priority | With an understanding of the natural hazards, the importance of the route and the availability of alternative routes you will have sufficient information to determine whether there is a significant resilience problem and the justification to proceed to a programme business case to develop possible interventions. | |
| Programme business case section | ||||
 | 6 | Detailed data collection | The programme business case stage requires that a more thorough data collection and analysis is undertaken. | |
| 6a | Low probability high impact events | This guide builds on the national hazard exposure scan methodology, and steps you through a process to undertake a more thorough assessment of resilience risk at the regional/corridor level. This guide focuses on the natural hazards which generally occur infrequently, but have a significant impact when they occur. | ||
| 6b | High probability low impact events | To complement the above, an assessment of the high probability events must also be undertaken. Information can be sourced from TREIS, and also from regional operational staff who have a history with network. This may include NoC and other contractors. | ||
 | 7 | Assess the level of service gap | The next step is to make an assessment of the current level of service that your network provides. Using this framework, you can determine whether there is a gap that needs to be closed by some sort of intervention. | |
 | 8 | Develop and assess programme of options | If you determine there is a gap in the level of service your network provides, you need to develop and test a range of programmes of interventions to close the gap. The programme business case will guide you through the process of developing these programmes. | |
| 8a | Economic assessment | You need to assess the economic impact of your proposed programmes. This tool MERIT, which supplements the standard EEM-based benefit-cost analysis, assesses the economic impact of a potential (or actual) network outage. It does this by predicting the regional and national GDP impact of a closure and/or diversion. | ||
| 8b | Social assessment | Similarly you should consider the impact on society if your link becomes inaccessible. This tool provides a relative, non-dimensional assessment of a closure/diversion | ||
| 8c | Duty of care assessment | |||
 | 9 | Select preferred solution | You will now be able to select your preferred (or programme of) intervention(s), using MCA and the IAF to develop a nationally consistent profile. | |
 | 10 | Reassess the level of service | It is worth reassessing your preferred intervention against the level of service framework to ensure that your invention will close the gap in level of service. If there remain gaps, you need to consider returning to stage 8 to address remaining gaps. | |
 | 11 | Incorporate into next planning or delivery processes | You are now ready to apply for funding to progress your intervention(s). Depending on the cost and nature of intervention, this can be done as a minor improvement or through a business case, emergency response plan or maintenance programmes. | |