A critical element of negotiating for the resources that you, your staff and your service need to progress is the ability to make the strategic, operational and financial case for your project to given priority over others. It is not sufficient to simply demand ‘more’ resources because you are, or expect to become, ‘busier’. That is the case in much of health and social care internationally and, without evidence of serious understanding of the key issues, such general unsubstantiated statements are unlikely to be given any priority at all. In one extreme, a Business Case can be for long-term multi-million pound construction projects; at the other they can seek an allocation of £5,000 from minor capital or development funds within an organisation.
Developing a Business Case is a critical skill for modern managers, as it demonstrates to others your level of understanding of macro- and micro-economic issues. It is a vehicle for you to develop an argument that will persuade the key decision makers of the importance, relevance and potential impact of the option you are recommending, compared to others that you have considered. The key is to establish the best ‘value for money’, not just the cheapest option. That is why it is also the central component of the assessment for this module.
Note: A business case is generally developed when you are making a specific case for a new service or for substantial re-development of an existing one. (Lilley 2002). According to Vetter, a business case is a formal proposal that presents the case for change in investment, usually by a Trust, or a voluntary or privately funded provider (1997). It is for a step change, not for continuing planning, although implementing that change is likely to affect future running costs and budget needs.
The Role of the Business Case
A Business Case is fundamental to an investors' decision-making and to the organisation. In the first place, it helps them to take a decision... [continues]
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