Service Planning and New Health Intervention Assessment (SPNIA)

Guidance

The following is guidance information on how to format proposals for change and business cases.

Proposal for Change

Definition

A proposal for change is a brief document (8 to 12 pages) that provides sufficient information for informed decision-making about whether or not a possible service change or new health intervention should proceed to a full business case.

A proposal for change does not replace the requirement for a business case to be developed if it is decided that the proposal should be referred to a regional forum or to NSTR for detailed consideration.

Format

It is essential that a proposal for change is well prepared and includes the body of knowledge currently known by the proposer about the relevant issues. Proposals for change must include the following sections.

1. Statement of what is proposed and a brief options analysis.
2. The population affected, and whether regional or national.
3. The expected health or efficiency gain.
4. Summary of health technology assessment and other information known to be available.
5. Brief funding impact analysis.
6. Brief cost–benefit analysis.
7. A statement on the likely flow-on effects to other DHBs.
8. A small bibliography.

Further guidance

This document provides further guidance on the proposal for change process and format :

• A Guide to Developing a Proposal for Change (Word, 98 KB)

Business Case

Definition

A business case is a comprehensive document that provides all the necessary detailed information and analysis required for informed decision-making about a service planning initiative or a new health intervention, and for planning the successful implementation of a project.

A business case does not replace the requirement for a business case for capital investment as set out in the Ministry of Health Guidelines for Capital Investment (2003). However, where service change or new intervention implementation requires a capital business case, the health service business case should be incorporated in the capital business case so that the two documents are compatible.

Basic requirements of a business case

A business case must be developed in order to credibly plan the delivery of a service change or new health intervention. A business case is as much a DHB or Ministry planning tool, for DHB or Ministry needs, as it is a document for the regional forum, NSTR or DHB CEO Group or Ministry Executive Leadership Team (ELT). A business case should be a stand-alone document.

To ensure that the funding and affordability section is accurate, please ensure that the clinical effectiveness assumptions are reflected in both the financial modelling and cost-effectiveness analysis.

The table of contents for a business case below along with the overall prioritisation framework are useful tools in the development of a successful business case.

Business case standard table of contents

It is essential that a business case is thoroughly prepared and addresses all relevant issues. Business cases must include the following sections.

1. Framing the question and options analysis
2. Effectiveness and safety
3. Cost
4. Cost-effectiveness/value for money
5. Funding and affordability – including inter-district flows and opportunity cost
6. Equity
7. Whanau ora
8. Information flows
9. Constraints – including workforce
10. Community acceptability – including ethical issues
11. Implementation planning, risk management and post-implementation review
12. Completeness
13. Consultation

Further guidance

This document provides further guidance on the business case process for District Health Boards and the Ministry of Health. The guidance outlines step-by-step the business case process, and includes the business case project scope template and business case format.

• Business Case Development Guidance (Word, 333 KB)

Business case examples

View business case examples in the Work programme section.

---

Website feedback
We welcome your feedback on this page.
Page last updated: 31 October 2008