National Health Committee
2015/16–2018/19 Business Plan
October 2015
1
ISBN 978-0-947491-62-8
HP 6347
Published in October 2015 by the National Health Committee
PO Box 5013, Wellington, New Zealand.
October 2015
2
Contents
1.
Introduction
4
1.1
NHC Strategic Direction
4
1.2
Workstreams
4
2.
Four Year High Level Work Programme
7
October 2015
3
1.
Introduction
The 2015/16-2018/19 National Health Committee (NHC) Business Plan has been developed to
provide a high level overview of the areas of focus and deliverables the NHC is planning for the next
four years. The Business Plan builds on the 2014/15–2017/18 Business Plan and the updated
strategic direction described in the NHC’s 2015/16-2018/19 Strategic Plan (refer below). It
acknowledges the progress against the previous year’s business plan outputs, the lessons learned
through this process (including the increased length of time required to complete a proactive
assessment), and includes the kind of outputs we would expect to deliver during the four year period.
The Business Plan will be reviewed annually. The Business Plan will also be revised in due course to
ensure consistency and alignment with the New Zealand Health Strategy.
1.1
NHC Strategic Direction
The 2015/16 – 2018/19 National Health Committee Strategic Plan includes the following strategic
framework (Figure 1) which is used as the basis to inform the Business Plan, specifically the three
NHC strategies proposed. Note the previous business plan was structured on outcomes and outputs
which have been incorporated within the NHC’s updated strategic focus and goals structure. This
updated approach is intended to provide more clarity regarding the NHC’s strategic intentions.
The NHC’s strategic focus for the next four year plan is to ‘Lead and Influence Sector Change’.
Creating and sustaining system change by leading development of recommendations for technology
and interventions that are implementable to achieve sustainable health outcomes.
This strategic focus is supported by two key goals:
1. Finding the Balance - Assist the Sector improve clinical outcomes and meet immediate fiscal
challenges while providing the medium to long view on improving patient and population
outcomes and sector sustainability
2. Applying the Full Extent of the NHC Mandate - Strengthening the NHC mandate for
prioritising the most cost effective health technologies. Developing an approach which
generates buy-in from all stakeholders and is implementable, provides a logical and practical
sequence of actions and utilises both formal and informal levers to achieve the best outcome.
1.2
Workstreams
Each year we focus our assessment process into three to four workstreams (two or three
workstreams for proactive assessments and multiple workstream for reactive assessments). The
tiered assessment process takes longer than one financial year, and therefore each workstream is at
a different phase of the process. Therefore each year some workstreams will come to a conclusion
with recommendations presented to the Minister of Health for implementation, and new workstreams
will start with the Tier 1 strategic overview assessment.
Figure 2 describes the planned timing for the reactive and proactive workstreams over the next four
years. It describes how some of the reactive referrals have been incorporated in the proactive work
programme. During this four year period there will be a transition from the disease focussed
assessments (eg ischaemic heart disease) to a population focus (eg frail elderly). The subsequent
evolution to a systems focus will begin with the assessment of musculoskeletal and eye, the test case
for the model of care approach. This will potentially impact the current intended analyses for
October 2015
4
neoplasm / endocrine, digestive / mental health and hepatobiliary / kidney and urinary. The NHC will
review planned workstreams annually as part of the planning process.
Figure 1: Strategic Framework
Whole of Government Outcomes
Improved patient &
population health
outcomes
Sector Outcomes
Sector Priorities
NHC Impact
Clinical Leadership
Improved patient &
population
outcomes
NHC Strategy
NHC Strategic Functions
Sector Level
Intervention Level
October 2015
Improved
population health &
wellbeing
Most effective mix
of clinical services
delivered
Improved sector
sustainability
Financial
sustainability
Whole of
government
systems thinking
Leading &
influencing sector
change
Innovate
Better Public
Services
Sector contribution
to economic growth
Integration
Health Targets
Bending the cost
curve
Finding the balance
Identify / Prioritise /
Advise /
Recommend
Improved economic
growth for NZ
Contribution to
economic growth
through innovation
Applying the full
extent of the NHC
mandate
Implement
Monitor / Evaluate
Model of care approach – integrated
prioritisation across the continuum of clinical
and business decision making
Prioritising the best mix of clinical services to
meet current & future need and maximise
health outcomes
5
Figure 2 Proposed Timing of Workstreams
Cardiac Cluster
Cardiovascular ->Ischaemic Heart Disease
Respiratory -> Chronic Obstructive Pulmonary Disease
Aortic Abdominal Aneurysm
Diagnostics -> Haematuria
Genetics
Frail elderly
Musculoskeletal / Eye
Age-related macular degeneration, low back pain & IORT
2014/15 Reactive Referrals
Neoplasm / Endocrine
Hepatobiliary / Kidney and
Urinary (TBC)
Digestive / Mental
Health (TBC)
Disease
2013
2014
Population
2015
Models of Care (System)
2016
2017
2018
Key
October 2015
2012/13 reactive referral
2013/14 reactive referral
Proactive workstream
Intended proactive
workstream
2014/15 reactive referral
6
2.
Four Year High Level Work Programme
Strategic Focus: Leading and influencing sector change
Creating and sustaining system change by leading development of recommendations that are implementable to achieve sustainable health
outcomes.
Outcome
Outputs
Deliverables
2015/2016
Provision of
leadership to
respond sector
challenges
October 2015
Support the Sector to
develop solutions to
sector challenges
2016/2017
Provide the Sector
with updates on
emergent trends in
health
Provide the Sector
with updates on
emergent trends in
health
Provide the Sector
opportunities to
discuss future trends
and solutions to
sector challenges
Provide the Sector
opportunities to
discuss future trends
and solutions to
sector challenges
Apply a pull model
for health technology
Gain the attention of
technology providers
and users by using
evidence to alter
reactive flow of
technology to a
proactive model
Proactive
assessment process
extended beyond the
assessment of level
and mix of current
services to include
new models of care
Focus proactive
assessment process
to identify large and
growing spends by
condition type beyond
the assessment of the
level and mix of
current services to
Measure
2017/2018
2018/19
Review the
usefulness of the
horizon scanning and
discussion
opportunities provided
to the Sector
Revise the provision
of sector updates on
emergent trends in
response to review
Sector aware of the
emergent trends for
prioritisation across
the model of care
Gain the attention of
technology providers
and users by using
evidence to alter
reactive flow of
technology to a
proactive model
Gain the attention of
technology providers
and users by using
evidence to alter
reactive flow of
technology to a
proactive model
Gain the attention of
technology providers
and users by using
evidence to alter
reactive flow of
technology to a
proactive model
Technology providers
and users aware of
the NHCs
recommendations
Continue to focus
proactive assessment
process on
assessment and
recommendation of
new or revised
models of care
Review focus on new
or revised models of
care to ensure it is
enabling the
achievement of
sustainable health
outcomes
Re-focus and
enhance proactive
assessment process
based on review
Assessments, using
models of care
methodology, will be
completed each year.
Information provided
to the Sector adds
value to their
processes to enable
system change and
responses to sector
challenges
7
Strategic Focus: Leading and influencing sector change
Creating and sustaining system change by leading development of recommendations that are implementable to achieve sustainable health
outcomes.
Outcome
Outputs
Deliverables
2015/2016
Measure
2016/2017
2017/2018
2018/19
Complete field
evaluations to
generate evidence for
promising technology
related to the
musculoskeletal or
eye, neoplasm or
endocrine (subject to
confirmation) work
programmes
Complete field
evaluations to
generate evidence for
promising technology
related to the
neoplasm or
endocrine and
hepatobiliary or
kidney and urinary
(subject to
confirmation) work
programmes
Complete field
evaluations to
generate evidence for
promising technology
related to
hepatobiliary or
kidney and urinary
and digestive or
mental health (subject
to confirmation) work
programmes
assessment and
recommendation of
new or revised
models of care
Field evaluations to
include testing new
interventions,
feasibility,
affordability, and new
and revised models
of care
Complete field
evaluations to
generate evidence for
promising technology
related to the
diagnostics,
musculoskeletal or
eye work
programmes.
Field evaluations
underway for IORT,
aortic stenosis and
bladder cancer
diagnostics (2-3 year
process)
Maintain partnership
with the HRC (ie HIP)
and CI
Research questions
arising from tiered
assessments, or
Sector (following HIP
call for proposals
driven by NHC
strategic work
programme and tiered
assessments) to be
answered in a
timeframe which
October 2015
Continue field
evaluations for IORT,
aortic stenosis and
bladder cancer
diagnostics
Review relationship
with HRC and CI to
ensure they still meet
NHC strategic
requirements
Research questions
arising from tiered
assessments, or
Sector (following HIP
call for proposals
driven by NHC
strategic work
programme and tiered
assessments) to be
Continue field
evaluations for IORT,
aortic stenosis and
bladder cancer
diagnostics
Refine expectations of
relationship with HRC
and CI based on
review
Research questions
arising from tiered
assessments, or
Sector (following HIP
call for proposals
driven by NHC
strategic work
programme and tiered
Maintain and enhance
relationship with HRC
and CI
Research questions
arising from tiered
assessments, or
Sector (following HIP
call for proposals
driven by NHC
strategic work
programme and tiered
assessments) to be
answered in a
timeframe which
allows evidence to be
incorporated into
recommendations
Field evaluations will
generate evidence for
promising technology
and system changes
related to the strategic
work programme
Answers to research
questions from tiered
assessments
incorporated into
recommendations
Research protocols
complied with and
align to strategic
intent
Research protocols to
8
Strategic Focus: Leading and influencing sector change
Creating and sustaining system change by leading development of recommendations that are implementable to achieve sustainable health
outcomes.
Outcome
Outputs
Deliverables
2015/2016
2016/2017
2017/2018
2018/19
allows evidence to be
incorporated into
recommendations
answered in a
timeframe which
allows evidence to be
incorporated into
recommendations
assessments) to be
answered in a
timeframe which
allows evidence to be
incorporated into
recommendations
be pragmatic, real
world, aligned to four
domains and iterative
Research protocols to
be pragmatic, real
world, aligned to four
domains
Contribute to
sustainable
health outcomes
October 2015
Measure
Research protocols to
be pragmatic, real
world, aligned to four
domains and iterative
Research protocols to
be pragmatic, real
world, aligned to four
domains and iterative
Utilise the Health
Innovation
Partnership $2 million
for field evaluation
work (HRC
$1.34 million),
Industry TBA
Utilise the Health
Innovation
Partnership
$1.75 million
contribution for field
evaluation work (HRC
$1.16 million),
Industry TBA
Utilise the Health
Innovation
Partnership
$1.75 million
contribution for field
evaluation work (HRC
$1.16 million),
Industry TBA
Utilise the Health
Innovation
Partnership
$1.75 million
contribution for field
evaluation work (HRC
$1.16 million),
Industry TBA
Health Innovation
Partnership funding
fully utilised
Undertake innovation
evaluations
Complete Innovation
evaluations to support
health’s contribution
to economic growth
Complete Innovation
evaluations to support
health’s contribution
to economic growth
Complete Innovation
evaluations to support
health’s contribution
to economic growth
Complete Innovation
evaluations to support
health’s contribution
to economic growth
Contribution to
economic growth
quantified and
reported for each
successfully
implemented
innovation
Consistent delivery
of clinically effective,
ethically sound,
socially acceptable
and implementable
technologies and
Analyse and assess
using the
accountability for
reasonableness
principles and
decision making
Analyse and assess
using the
accountability for
reasonableness
principles and
decision making
Review decision
making criteria to
confirm continues to
meet objectives and is
the most effective and
efficiency approach
Update approach
based on output of
reviews
NHC recognised for
transparent decision
making processes
Assessments
completed each year
9
Strategic Focus: Leading and influencing sector change
Creating and sustaining system change by leading development of recommendations that are implementable to achieve sustainable health
outcomes.
Outcome
Outputs
Deliverables
2015/2016
interventions
Contribute to the
financial
sustainability of
the Sector
Increased sector
participation in
prioritisation
criteria across four
domains
criteria across four
domains
Recommendations
have input from
stakeholders to
ensure they are
implementable and
unintended
consequences
minimised
Recommendations
have input from
stakeholders to
ensure they are
implementable and
unintended
consequences
minimised
Notional budget
releasing value to the
Sector through cost
avoidance,
efficiencies and
reprioritisation
Notional budget
socialised with sector
to validate
methodology and test
utility
Notional budget
approach finalised
and introduced
Prioritisation capacity
and capability in the
Sector is maximised
Establish the National
Prioritisation
Reference Group
(NPRG)
Review released
value mix of budget
and non-budget %
Support the NPRG to
assist the NHC to
grow national
capability and
capacity for:
 prioritisation
 assessment
 implementation
October 2015
2016/2017
Increase %
contribution of
efficiencies and
reprioritisation
Continue to support
the NPRG to assist
the NHC with
prioritisation,
assessment and
implementation
Measure
2017/2018
2018/19
available
are analysed using
four domain, eleven
decision making
criteria, and
implementation
framework and
models of care
methodology
Review approach to
stakeholder input
Notional budget first
year
Notional budget
second year
Increase %
contribution of
efficiencies and
reprioritisation
Increase %
contribution of
efficiencies and
reprioritisation
Review effectiveness
of the NPRG for the
members and NHC
including participation
levels, quality of
advice and overall
satisfaction.
Continue to support
the NPRG to assist
the NHC with
prioritisation,
assessment and
implementation
Notional balanced
budget development
achieved
Target and reporting
agreed and
implemented
National prioritisation
group established and
functioning as per
terms of reference
Quality of NPRG
advice
Refine terms of
reference and work
programme based on
review findings.
10
Strategic Focus: Leading and influencing sector change
Creating and sustaining system change by leading development of recommendations that are implementable to achieve sustainable health
outcomes.
Outcome
Outputs
Deliverables
2015/2016
Assist sector to
develop knowledge
and skills to
contribute to/
undertake national,
regional and local
prioritisation /
reprioritisation
Annually update a
four year Business
Plan
October 2015
Develop NHC staff
capabilities and
provide opportunities
for sector staff to work
in the NHC to build
sector capability
2016/2017
Respond to requests
for prioritisation
assistance
NHC staff
development plan
implemented
Continue to provide
opportunities for
sector staff to work in
the NHC to build
sector capability
Measure
2017/2018
Hold national
workshops for the
Sector on core
prioritisation
processes
2018/19
Support
implementation of
national plan
Opportunities for
sharing resources
between the Sector
and NHC undertaken
Increased
understanding of
prioritisation core
processes
Work with HWNZ on
national plan for skills
improvement
NHC capacity and
capability extended
Demonstrate best
practice – provide
evidence, utilise
international
partnerships, provide
prioritisation advice
and feedback to the
Sector, and evaluate
and review NHC
prioritisation process
Demonstrate best
practice – provide
evidence, utilise
international
partnerships, provide
prioritisation advice
and feedback to the
Sector, and evaluate
and review NHC
prioritisation process
Demonstrate best
practice – provide
evidence, utilise
international
partnerships, provide
prioritisation advice
and feedback to the
Sector, and evaluate
and review NHC
prioritisation process
Demonstrate best
practice – provide
evidence, utilise
international
partnerships, provide
prioritisation advice
and feedback to the
Sector, and evaluate
and review NHC
prioritisation process
DHB satisfaction
Consult on four-year
strategic and
operational plan
annually (December–
March)
Consult on four-year
strategic and
operational plan
annually (December–
March)
Consult on four-year
strategic and
operational plan
annually (December–
March)
Consult on four-year
strategic and
operational plan
annually (December–
March)
Considered feedback
received from sector
on plans each year
11
Strategic Focus: Finding the Balance
Assist the Sector improve clinical outcomes and meet immediate fiscal challenges while providing the medium to long view on improving
patient and population outcomes and sector sustainability.
Outcome
Sector’s areas of
concern are
addressed
through reactive
referral round
Outputs
Annual reactive
referral round for the
health sector
Deliverables
Measure
2015/2016
2016/2017
2017/2018
2018/19
Quality improvement
process identified by
Health Sector Forum
from 2014/2015
referral round applied
to 2015/2016 process
including realignment
of timing of process to
better support DHB
planning cycles
Annual referral round
completed
incorporating quality
improvements
Annual referral round
structured to focus on
longstanding systems
issues
Annual referral round
continues to focus on
systemic challenges
for the Sector
Complete
assessments from
reactive referrals.
Complete
assessments from
reactive referrals.
Complete
assessments from
reactive referrals.
Complete
assessments from
reactive referrals.
Genetics related
reactive referrals
incorporated in
genetics proactive
workstream
T2 assessments to be
completed for reactive
referral rounds prior to
T3 assessments
being undertaken.
T2 assessments to be
completed for reactive
referral rounds prior to
T3 assessments
being undertaken.
T2 assessments to be
completed for reactive
referral rounds prior to
T3 assessments
being undertaken.
Frail elderly reactive
referral, first T2
assessment in the
transition from
disease to population
groups, underway
Tier 3 assessment
papers to underpin
recommendations.
Tier 3 assessment
papers to underpin
recommendations.
Tier 3 assessment
papers to underpin
recommendations.
T2 assessments to be
completed for reactive
referral rounds prior to
T3 assessments
being undertaken.
Annual referrals
topics increasingly
reflect deep seated
systems issues
Quality improvement
incorporated in
process
DHB satisfaction with
process and outcome
Complete frail elderly
workstream (or
continue depending
on assessment
findings and agreed
project plan)
Tier 3 assessment
papers to underpin
October 2015
12
Strategic Focus: Finding the Balance
Assist the Sector improve clinical outcomes and meet immediate fiscal challenges while providing the medium to long view on improving
patient and population outcomes and sector sustainability.
Outcome
Outputs
Deliverables
2015/2016
2016/2017
Measure
2017/2018
2018/19
recommendations.
Proactive
assessment
process results in
implementable
recommendations
Proactively prioritise
using tiered business
case approach that
describes the model
of care
Implement tiered
business case
approach to drive
stakeholders to
engage and lead
consistent,
sustainable and
measurable
implementation for
their organisations
Continue tiered
business case
approach
Complete Tier 1
comparative analysis
of programme budget
spends for
musculoskeletal and
eye programme
budget spends
Complete Tier 1
comparative analysis
(current plan
Neoplasm and
Endocrine to be
reviewed during
2016/17 planning)
programme budget
spends
Complete Tier 1
comparative analysis
(current plan
Hepatobiliary and
Kidney and Urinary to
be reviewed during
2017/18 planning)
programme budget
spends
Recommendations for
particular disease
states for Tier 2 and 3
analysis in 2017/18
Recommendations for
particular disease
states for Tier 2 and 3
analysis in 2018/19
Recommendations for
particular disease
states for Tier 2 and 3
analysis in 2016/17
Genomics, genetics
and epigenetics
workstream
incorporating work to
date in diagnostics
(haematuria / bladder
cancer testing),
reactive referrals and
international
partnerships
October 2015
Continue tiered
business case
approach
Review tiered
business case
approach
Potential unintended
consequences
minimised
Assessment process
timeframes reduced
Tier 1, 2 and 3
assessments
undertaken as
planned
Complete Tier 1
comparative analysis
(current plan
Digestive and Mental
Health to be reviewed
during 2018/19
planning) programme
budget spends
Recommendations for
particular disease
states for Tier 2 and 3
analysis in 2019/20
Assessments
undertaken in a
timeframe to maintain
sector and market
relevance
Assessments to
identify technologies
which can provide
more clinically
effective and cost
effective care to
patients.
Assessments to
identify technologies
which require field
evaluation before
clinical and cost
effectiveness can be
ascertained.
Assessments aligned
13
Strategic Focus: Finding the Balance
Assist the Sector improve clinical outcomes and meet immediate fiscal challenges while providing the medium to long view on improving
patient and population outcomes and sector sustainability.
Outcome
Outputs
Deliverables
2015/2016
2016/2017
Measure
2017/2018
2018/19
underway with agreed
project plan
Complete Tier 2
musculoskeletal or
eye assessment
with implementation
framework and quality
framework
Complete Tier 2
Neoplasm or
Endocrine
assessment
Completer Tier 2
Hepatobiliary or
Kidney and Urinary
assessment
Complete Tier 2
Digestive or Mental
Health assessment
Complete Tier 3
Neoplasm or
Endocrine
assessments
Completer Tier 3
Hepatobiliary or
Kidney and Urinary
assessments
Continue genomics,
genetics and
epigenetics
workstream based on
project plan
Complete Tier 3 IHD
and COPD
assessments
October 2015
Complete Tier 3
musculoskeletal or
eye assessments
14
Strategic Focus: Applying the full extent of the NHC mandate
Strengthening the NHC mandate for prioritising the most cost effective health technologies
Outcome
Sector
engagement
contributes to
improved
implementation of
recommendations
Outputs
Strategic and
collaborative
relationships
developed and
enhanced across
central agencies,
health and disability
service providers,
industry, funders and
evidence developers
and other key
stakeholders
Deliverables
Measure
2015/2016
2016/2017
2017/2018
2018/19
Maintain and enhance
sector relationships
through regular
communication and
interface with the
NHC
Maintain and enhance
sector relationships
through regular
communication and
interface with the
NHC
Maintain and enhance
sector relationships
through regular
communication and
interface with the
NHC
Maintain and enhance
sector relationships
through regular
communication and
interface with the
NHC
Strategic
communications plan
developed focused on
sector awareness and
maintaining the
integrity of the NHC
brand
Strategic
communications plan
implemented
Review strategic
communications plan
to ensure it’s
achieving the desired
result with the Sector
Improve the strategic
communications plan
to better meet the
NHC’s requirement
for sector awareness
and maintaining the
integrity of the NHC
brand
Quarterly
communication with
key stakeholders
including:
 MoH and NHB
 DHBs, NZHIH and
PHOs
 PHARMAC and
hA/HBL
 Treasury and
MBIE
 HRC and CI
 Universities
 colleges
 industry and
public
Implementation of key
activities from
strategic
communications plan
NHC brand visible
and integrity
maintained
Collaborative
relationship
agreements
formalised with:


DHBs
PHARMAC and
hA/HBL
Relationships
developed and
October 2015
Collaborative
relationship
agreements
formalised with other
agencies
Maintain & monitor
agreements
Review agreements
to ensure still useful
to all parties
Maintain & monitor
agreements
Relationships
developed and
Relationships
developed and
Re-negotiate
agreements where
required to ensure
mutually desired
outcomes are
achieved
Benefits identified in
collaborative
agreements achieved
Other parties satisfied
with progress
achieved
Relationships
developed and
15
Strategic Focus: Applying the full extent of the NHC mandate
Strengthening the NHC mandate for prioritising the most cost effective health technologies
Outcome
Outputs
Deliverables
2015/2016
2017/2018
2018/19
maintained:
maintained:
maintained:
maintained:







Use of formal and
informal levers
contributes to
improved
implementation of
recommendations
2016/2017
Measure
Academic
consortia
Industry
International
Consumers
Sector commitment
to introducing
consistently or not
introducing emerging
technologies based
on the NHC
recommendations
Gain sector
commitment to
introducing
consistently or not
introducing emerging
technologies
Recommendations
are successfully
implemented
Implementation
framework
established



Academic
consortia
Industry
International
Consumers
Seek continued
commitment from
Sector



Academic
consortia
Industry
International
Consumers
Seek continued
commitment from
Sector



Academic
consortia
Industry
International
Consumers
Seek continued
commitment from
Sector
Technologies
introduced, expanded
or excluded based on
NHC
recommendations
Technologies held
while being assessed
by NHC
Sector engaged in
implementation
approach
Monitoring and
evaluation framework
established for
implementation of
recommendations
Review progress to
date and ways to
improve
implementation
framework
Implementation
framework
incorporates
improvements
Recommendations
delivered each year
describing the most
appropriate model of
care for the
population group
Recommendations
implemented as per
NHC advice
Implementation
considered during
every phase of the
NHC workflow
process
Implementation
performance metrics
October 2015
16
Strategic Focus: Applying the full extent of the NHC mandate
Strengthening the NHC mandate for prioritising the most cost effective health technologies
Outcome
Outputs
Deliverables
2015/2016
2016/2017
Measure
2017/2018
2018/19
monitored and used
for continuous
improvement
Cross agency
opportunities
implemented
Opportunities to add
value to other central
government agencies
explored
Opportunities to add
value to other
agencies identified
and trialled as
appropriate
Trials evaluated and
embedded across the
Sector where
successful
Further opportunities
to add value to other
agencies explored
and implemented as
appropriate
Benefits identified by
opportunities
achieved
Options to increase
leverage
implemented
Explore options to
increase the NHC’s
leverage to generate
efficiency, value for
money and
accountability across
the system
Implement levers
identified
Monitor and evaluate
levers implemented
Refine use of levers
as appropriate
Increased efficiency,
value for money and
accountability across
the Sector achieved
Change
management best
practice implemented
Develop change
management plan
based on best
practice
Implement and
monitor change
management plan to
effect system wide
change
Review and refine
change management
plan to ensure it
continues to enable
system wide change
Continue to
implement updated
change management
plan
System wide change
is embedded and
sustained
Monitor and evaluate
2014/15
recommendations and
implementation are
monitored in an
efficient manner to
assess effectiveness /
continued relevance.
Diagnostics /
Genomic
recommendations and
implementation are
monitored in an
efficient manner to
assess effectiveness /
continued relevance.
Musculoskeletal or
Eye
recommendations and
implementation are
monitored in an
efficient manner to
assess effectiveness /
continued relevance.
Neoplasm or
Endocrine
recommendations and
implementation are
monitored in an
efficient manner to
assess effectiveness /
continued relevance.
Regular monitoring of
recommendations
implemented by the
Sector undertaken
Recommendations for
process improvement
made to inform
2017/18 projects.
Recommendations for
process improvement
made to inform
2018/19 projects.
Recommendations for
process improvement
made to inform
2019/20 projects.
Recommendations,
IHD and cardiac
cluster and other
reactive referrals
outputs to inform
October 2015
Report outlining
process
improvements and
future opportunities
based on review of
implementation of
recommendations
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Strategic Focus: Applying the full extent of the NHC mandate
Strengthening the NHC mandate for prioritising the most cost effective health technologies
Outcome
Outputs
Deliverables
2015/2016
2016/2017
Measure
2017/2018
2018/19
provided to the Sector
process improvement
for 2016/17 projects.
Quality Framework
October 2015
Quality framework
established based on:

Agreed quality
goals and
philosophy

current and best
practice to
reinforce quality
assurance and
improvement
throughout the
NHC workflow

performance
measurement
framework

engagement with
stakeholders
throughout the
process
Implement quality
framework to
reinforce quality
throughout the NHC
workflow
Review and refine
quality framework
based on sector
feedback and best
practice
Continue to refine
quality framework as
required
Quality evident in all
aspects of the NHC
workflow and strategic
functions
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