Business case on a page

1. TIP: Use only this front page for simple projects OR for new project ideas. Use the rest of the pages for higher-value, more complex projects, or once initial idea gains support. The inputs for this page can come from the following pages. <Name of business case> Business case on a page Project snapshot Opportunity or problem this idea will address & rationale • Describe briefly the problem/opportunity • Describe the issue/need that this business case is designed to solve or resolve. • This should be done because … • The impact of postponing the project for 12 months is … • This project is a compliance/risk reduction/cost saving/revenue generation/ strategy delivery project. Key objectives • Describe the future state • Must be completed by a certain date because … • three • four • five Priority Attractiveness: high/medium/low because … Achievability: easy/medium/difficult because … Key assumptions • List the assumptions underlying project success • These assumptions should link to key objectives, though not necessarily one-to-one. • three • four • five Investment class & reason Mandatory/self-funding/ very attractive /attractive /attractive non-financial because … Key performance indicators to measure progress towards objectives Lagging indicators (benefits) • Growth of $x achieved • Savings of $y realised by June 201X • Student feedback increases from x to y by Sep 201X • four • five Leading indicators • Project plan approved • two • three • four • five Top 3–5 key stakeholders Position Sponsor & Director etc Two Three Four Five Name One Two Three Four Five Summary: This project is abcd …. Net present value $x.xxxM Non-financial benefits are … Total cost $x.xxxM Initial cost estimate: <50k/$50-250k/$250k-1M/>$1M Funding source New revenue x% UNE Operating x% UNE Capital x% External grant x% External grant source is … TImeframestarts .. ends UNE <insert name>business case <insert date>

2. Table of contents • Proposals which must have an initial case-on-a-page. • Then once the initial idea gains support, a full business case is required for: • CAPEX cost over $100k • OPEX cost over $400k (whole-of-life) or • High risk or • Material strategic impact. •  how are these measured I. Executive Summary 2. Detail Case-on-a-page…................................................................ 1 Project background…….......…………………………………….... 3 Attractiveness assessment………..…….………………….……... 4 Achievability assessment…(includes risk) ........................... 5 Scope & constraints…………….……………………………....... 7 Key stakeholders & impact ..…..……………………………..… 8 Alternative investment analysis.………………….………..….. 9 Objectives, outcomes, and KPIs …...……………….…………. 10 Benefits & costs worksheet……….…………………….………. 11 Risk assessment …………………....…………...…….………… 12 Five-year financial outlook……….………………..……….…… 13 Project schedule & milestones ………………………………… 14 Checklist (estimates, legal etc)………………………………… 15 UNE <insert name>business case <insert date>

3. TIP: Provide critical context around the project description to help the reviewer understand why the project is being proposed and the problem or opportunity it aims to address. Project background Opportunity or problem this will address Description • Is this a business opportunity which will deliver new capabilities that drive the realisationof business benefits; sometimes involving initiatives that expand our current lines of business? • Is this a revenue creation OR a cost reduction case? • Is this an innovation case: ie will it provide transformative sources of competitive advantage? • Implement a this to do that • B • C Background Current state – issue or need this business case will resolve • A • B • C • Describe the issue or need this business case will resolve • B • C UNE <insert name>business case <insert date>

4. TIP: If any of these attributes is not applicable – just write that in the box with the reason why. Choose an overall level (bottom right) by deleting the two which do no apply. Attractiveness assessment Student benefit Low/medium/high because … Market advantage Low/medium/high because … Strategic alignment Operational efficiency/prerequisite to stated goals/achieves or partially achieves strategic goals because … Business productivity Low/medium/high because … Criticality to UNE Low/medium/high because … Financial benefit (profit or savings) Low/medium/high because … Impact on staff Low/medium/high because … No diversification/some diversification/new revenue stream because … Revenue diversification Low/medium/high because … Impact on community Student/user pull (ie demand) Low/medium/high because … Attractiveness Overall low med high UNE <insert name>business case <insert date>

5. TIP: If any of these attributes is not applicable – just write that in the box with the reason why. Choose an overall level (bottom right) by deleting the two which do no apply. Achievability assessment UNE readiness (existing capability and capacity) Low/medium/high because … Clarity of benefits Unclear /general/well defined or of strategic importance because … Change impact on UNE stakeholders High/medium/low because … Number and complexity of deliverables Many interdependent complex deliverables/some complex deliverables/few simple deliverables Level of risk High/medium/low because … Complexity of relationships within UNE Spans all UNE/impacts some business units/one-two units affected. Complex/medium/simple because … High/medium/low because … Duration and effort Complexity of relationships with partners Uniqueness of case/project? Significant/moderate/non or minimal because … New and complex/ similar but complex/similar to others because … Impact of noncompliance with applicable laws and regulations Achievability Overall low med high UNE <insert name>business case <insert date>

6. 2. Business case detail UNE <insert name>business case <insert date>

7. TIP: The items in these tables are examples only. For constraints, set expectations by describing the legal, budget and environmental factors which influence project success and priority. Scope and constraints UNE <insert name>business case <insert date>

8. TIP: Identify key stakeholders inside and outside UNE using the rating scale low/medium high impact (on project). All areas of UNE affected must be listed, even if they have no role in the project. Key stakeholders & impact UNE <insert name>business case <insert date>

9. TIP: Brieflydescribe the viable alternatives to the project, and why they were eliminated in favour of the preferred option. Alternative investment analysis Justification for preferred option selection The status quo is insufficient for … because … UNE <insert name>business case <insert date>

10. TIP: Determine key project objectives and tie them to deliverable outcomes with quantifiable KPIs. Objectives – outcomes - KPIs UNE <insert name>business case <insert date>

11. TIP: Determine the key hard and soft benefits of the project. For financial benefits seek help from finance or your school’s finance expert. For costs also include the costs after implementation. Benefits and cost worksheet Total cost (capex + opex) for the life of the asset produced is $xk. UNE <insert name>business case <insert date>

12. TIP: Refer to UNE’s risk policy and framework to complete this worksheethttp://www.une.edu.au/__data/assets/pdf_file/0004/37336/riskmanagementframeandprocedures.pdf Risk assessment UNE <insert name>business case <insert date>

13. TIP: Estimate revenue and cost over five years. For built infrastructure, the analysis should cover the economic life of the asset. For NPV calculations see finance for advice. Five year financial outlook UNE <insert name>business case <insert date>

14. Project schedule & milestones UNE <insert name>business case <insert date>

15. The following pages are for your reference as you develop your business case. When you’ve finished, delete this and following pages. UNE <insert name>business case <insert date>

16. Investment decision class Do not meet funding criteria(business case may be funded) Meet funding criteria (for current or future years) Fund Conditional funding Hold/ investigate Reconsider Attractive non-financial Mandatory Attractive Unattractive Self funding Very attractive Inconclusive Financial • Year 1 income > 0 • Year 1 net profit > 0 • 5 year NPV > 0 Non-financial • Strategic alignment • Positive impact on students • Ease of implementation Financial • Year 1-3 net profit > 0 • 5 year NPV > 0 Non-financial • Strategic alignment • Positive impact on students • Ease of implementation Financial • NPV > 0 Non-financial • Strategic alignment • Positive impact on students • Ease of implementation (conditional upon cash flow availability) Non-financial • Revenue growth or cost reduction impact • Strategic alignment • Positive impact on students • Ease of implementation (conditional upon benefits realisationie, performance metrics set) Financial • NPV < 0 Non-financial • Not strategically aligned • No measurable impact on students • Difficult to implement Decreasing attractiveness and priority Contractual, legal, regulatory compliance Significant, immediate and quantifiable loss of business if not executed Investment previously approved which requires additional funding UNE <insert name>business case <insert date>

17. Initiative priority Attractiveness (financial and non-financial) • strategic alignment • criticality to UNE • impact on students • impact on staff • impact on community • financial benefits (profit or savings) • market advantage • risk mitigation Achievability (ease to implement) • UNE readiness eg, existing capabilities and capacity • level of risk • complexity of relationships with partners High Attractiveness Low easy difficult Achievability UNE <insert name>business case <insert date>