Further to the principles of the business case information available, the following sets out the programme business case with a relevance to Highways practitioners.
The programme business case (PBC) phase is where an in depth understanding of the problems, opportunities and constraints that are proposed in the strategic case are developed and presented through evidence based data, information collection and analysis.
It is within this stage where the transport outcomes to be achieved are developed further and refined from the strategic case into SMART (specific, measurable, achievable, relevant and timed) investment objectives. The transport outcomes should express the outcomes sought for the transport appraisal exercise under consideration and be demonstrably related to the specific problems/opportunities at hand, as expressed through the strategic case.
The programme business case identifies an optimal mix of alternatives and options through multi-criteria assessment of the widest practicable set of potential alternatives and options which could alleviate the identified or perceived problems, or address the potential opportunities.
The PBC does not look at detailed solutions at this stage but should consider a broad mix of activities that might be delivered by multiple parties over a period of time. This business case will receive official NZ Transport Agency support, including assessment of strategic fit. An anticipated effectiveness and efficiency assessment is also undertaken at programme level.
See the Programme business case overview [PDF, 73 KB] for more information.
Confirm the benefits of investment identified in the strategic case and identify KPIs.
Develop SMART investment objectives, including measures and baseline data, at a programme level using any problems, benefits, measures and KPIs previously identified as a basis. Update the benefit map to reflect any changes and to account for evidence base findings.
Assess the preferred programme(s) against the objectives.
Create a programme level (typically corridor level) monitoring plan based on investment objectives, KPIs and assessment of preferred programme(s). Align the expected results with monitoring timeframes, assign owners to measures and establish overlap with other related monitoring systems, eg activity management plans.
Any minor improvements projects that arise from programme business cases are to be monitored separately as part of minor improvement project reporting.
Further information available at the benefit realisation page.
Records of quality assurance and approvals should be undertaken in accordance with the project assurance and approvals process.
For each phase of the business case process there are technical requirements that may be relevant to your project that will need to be considered and included in addition to general guidance and templates. Aligned to the business case philosophy, suppliers are required to meet more technical requirements as an activity progresses through the business case phases.
Outlined below are the technical requirements for completing the programme business case, by subject matter.
Suppliers are required to comply with these requirements except where varied within the scope of a contract.
For further information or advice, contact the relevant team.
|Subject matter||Technical requirements||Information||Contact|
|Community and stakeholder engagement||Identify key stakeholders and decision makers and their likely interest in the issues and project||Community and stakeholder engagement||Environment team|
|Prepare public engagement plan outlining approach to Transport Agency engagement principles|
|Economics||Coarse assessment of options and alternatives in programmes similar to BCR or generic rates||Economic evaluation manual||Economic Evaluation team|
|Electric vehicle public charging infrastructure||
Consider requirements to allow electric vehicle (EV) drivers to charge their vehicles while using state highways and local roads
Other emerging technologies should also be considered at this stage
|Public charging infrastructure guidance||EV Programme team|
|Environment and social responsibility||Demonstrate how the proposed activity gives effect to the Transport Agency Environmental and Social Responsibility Policy||Policy [PDF, 32 KB]||Environment team|
|Consider the objectives of the state highway environmental plan when developing and assessing alternatives and options||State highway environmental plan|
|Pavements||Consider an approximate pavement type based on approximate traffic loading, environment and future maintenance requirements||Pavements team|
|Property||The land required by the initiative is identified and a detailed risk assessment and a draft property acquisition and/or disposal plan is prepared||
Property acquisition checklist
Property disposal checklist
Generic Gantt programme
|Risk||Formal risk management, associated processes, practices and reporting will form part of the risk management discussion within the management case||Project risk management||Risk team|
|Statutory approvals||Confirm alignment with integrated planning strategy||Strategy [PDF, 245 KB]||Environment team|
|Identify the relevant planning and statutory framework||Framework(external link)|
|Programme business case document||Template||Word [DOCX, 454 KB]||PDF [PDF, 4 MB]|
|PBC assessment of alternatives summary table||Template||Word [DOCX, 99 KB]||PDF [PDF, 153 KB]|
|IQA cover sheet for Project Owner to complete available from SDDOPPP.firstname.lastname@example.org|
|Guidance for developing programme business cases for state highway investment||PDF [PDF, 1.6 MB]|
|Programme business case best practice approach visual guide||PDF [PDF, 39 KB]|
|Business Case Approach strategic options toolkit||Website link(external link)|
|Framework for investment performance measurement||Website link(external link)|
|Benefit realisation framework||PDF [PDF, 112 KB]|
For further information contact email@example.com.