The rationale for the service need must be identified by unmet need or demand which cannot be addressed through existing service delivery arrangements.
Another way of viewing the rationale for the service need is through a market failure or where there are clear Government distributional objectives that need to be met. Market failure refers to where the market has not and cannot of itself be expected to deliver an efficient result; the intervention that is contemplated will seek to redress this.
The rationale for the service need must contribute to:
◼ the services the agency provides and
◼ the strategic objectives and/or priorities of the Government.
The rationale for moving from the current state of Government action to a new state of action must contribute to:
◼ the State Plan
◼ a mandated priority including a service delivery related plan or policy, Intergovernmental agreement; legislative or contractual requirements) and/or
◼ agency business plans, Total Asset Management Plans, Results and Services Plans, Statements of Business or Corporate Intent, and in ICT-business cases with People First - the NSW Government ICT Strategic Plan and with the agency ICT strategic plan.
Agencies must clearly identify any cross-agency strategic objectives, priorities or initiatives as well as the implications for other agencies, as these factors will contribute to the case for the service need and for Government action.
These above points will help agencies demonstrate the tangible change that would be expected from the proposal (the results) both within the agency (change to business processes) and externally (change to beneficiaries). This information will inform the development of the scope of the service need in support of demonstrating and justifying the case for the service need.
Describe the scope and timing of the service succinctly and coherently so readers can easily understand the proposed service and expected service levels.
When prepared for a funded election commitment, the business case needs to demonstrate how the objectives and goals of the commitment will be achieved in a cost effective manner and the impact of the commitment on the operating costs of the agency.
Business cases should be written with the level of detail appropriate to the scale, complexity and risk of the proposal. Technical terminology/jargon should be kept to a minimum.
Consult your Treasury analyst, and other central agencies, about the business case development process and the evidence base at the beginning of the process.