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Business Case Template

Business Case Template. Anne Fenech Occupational Therapist. Background. Describe the setting, background and context of the Business Case, in order to set the scene It should state the purpose of the Business Case, e.g.

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Business Case Template

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  1. Business Case Template Anne Fenech Occupational Therapist

  2. Background • Describe the setting, background and context of the Business Case, in order to set the scene • It should state the purpose of the Business Case, e.g. • To obtain approval to either commence a project or proceed to the next stage; • To compare alternative solutions, etc… • It should explain the objectives, needs or problems to be addressed by the proposed service. The objectives should be SMART (specific, measurable, achievable, realistic and timely). Outline any relevant related initiatives – is the project part of a larger programme? Are there dependencies on the delivery of other projects to realise the benefits?

  3. Current situation • Describe the current situation (service provided, number of interventions made, cases handled). • Drivers/ objectives/ evidence that change is needed (policy/ research / theory) • List the strengths weaknesses, opportunities and threats of or to the current service. The policy context/ drivers for the proposal should be discussed. Also Porters 5 forces or the impacts on suppliers and their impact on the proposal, the barriers to offering the proposed service, the competitors and choices available to commissioners ………… local services also offer (something similar, same thing) and finally the leverage, power, threats from commissioners, referrers and service users. See Johnson, G., Scholes, K., (2007) Exploring Corporate Strategy: Text and Cases Financial Times/ Prentice Hall; 8 edition

  4. Horizon scanning • Examine likely future developments giving examples or links to current thinking and planning. Explore how others do it (describe what’s already done elsewhere and how that could be altered to fit into your proposal. Explore novel and unexpected issues, as well as persistent problems or trends.

  5. Options (in a table format) • Brainstorm all the options and describe them. Don’t forget that doing nothing or leaving things unchanged is ALWAYS an option. See Cox and Rawlinson chapter 9 in Cox, Y., & Rawlinson, M., (2008) In, Coles, L. and Porter, E. (eds.) Public Health Skills: A Practical Guide for Nurses and Public Health Practitioners. Oxford: Blackwell Publishing. • Options appraisal/ against SMART objectives/ how they meet the drivers • Once the options have been identified, you appraise each option taking into account the financial and non-financial aspects/ benefits of each alternative.

  6. critique of each option • Weigh up the total expected cost against the total expected benefit of each option (remember that these may not appear on the surface to be financial – therefore you will have to put a price against what you expect the benefits of the impacts of an intervention will be vs the public's willingness pay to avoid them). This is done in order to choose the best or most cost effective option. All benefits and all costs are expressed in money terms, so that all flows of benefits and flows of project costs over time (which tend to occur at different points in time) are expressed on a common basis in terms of their “value.”

  7. Recommendations • Based on your options appraisal and cost benefits analysis which of the options you recommend is taken forward and why.

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