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© The Treasury 1 Capital Asset Management Better Business Cases 2011 ½-day Training Sessions (business case examples depending on agency’s requirements)

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Presentation on theme: "© The Treasury 1 Capital Asset Management Better Business Cases 2011 ½-day Training Sessions (business case examples depending on agency’s requirements)"— Presentation transcript:

1 © The Treasury 1 Capital Asset Management Better Business Cases 2011 ½-day Training Sessions (business case examples depending on agency’s requirements)

2 © The Treasury 2 Today’s agenda Welcome and ground rules Background to CAM & BBC Overview of the Better Business Cases process Lessons from the UK Break - senior managers leave The 5 Case Model The process in a bit more detail Experts by business case deliverable Practitioners with real-life business case examples (depending on agency’s requirements) Where to from here and how to get support Pitfalls: Economic Appraisal – Common Errors (additional lessons from the UK) Wrap up

3 © The Treasury 3 Background to CAM & BBC BBC methodology was introduced 1 August 2010 (based on Cabinet Office Circular CO (10) 2)) as part of the Capital Asset Management (CAM) Framework Initial CAM focus in 2008 was on long term capital planning and asset performance reporting, resulting in agencies providing annual Capital Intentions Reports In 2010 the cross-agency team adapted UK and Victorian guidance, 5 Case Model and Investment Logic Mapping (ILM) respectively, and Better Business Cases went live in August 2010 We completed a review with stakeholder groups in February 2011, updated the BBC guidance and released version 2 in July 2011.

4 © The Treasury 4 Overview: Why better business cases? The government wants to improve the quality of business cases to inform their decisions on capital proposals. The BBC process assists this through: Clear rules and expectations Clear processes Scalable standards Clear guidance, training and ongoing support Key stakeholders include: Decision makers/Ministers Agency management Agency business case developers Monitoring agencies, and Private sector vendors

5 © The Treasury 5 Overview: When does it apply All capital proposals from Departments, Crown Agents and other Crown Entities, which meet one or more of the following criteria: Access to new Crown funding Public Private Partnerships (excluding other Crown Entities) $25 million whole-of-life cost (Departments only) “High risk” per Gateway Risk Profile Assessment (Departments and Crown Agents only) Asset disposals with significant policy decisions

6 © The Treasury 6 Overview: What is expected If a proposal requires Cabinet approval: Engage them early in the decision-making process Follow the two-stage process - Stage 1: Based on the Indicative Business Case - Stage 2: Based on Detailed Business Case Expectation that the process will be used even where approval is not required

7 © The Treasury 7 Overview: Scalability The development process is scalable to ensure that the level of effort is fit for purpose and matches the scale, risk profile and type of decision required.

8 © The Treasury 8 Overview: How The business case development process is designed to produce deliverables to inform the decision making for capital proposals and provide an organising structure for each deliverable. The process is grounded in and linked to: The 5 Case Model (UK) Investment Logic Mapping (Victoria, Australia) The Generic Policy Development Process (Ministry of Economic Development (MED)) Good practice project & programme methodologies MED procurement guidance Public Private Partnerships (PPP) guidance, and The Budget Process

9 © The Treasury 9 Overview: Who needs to be involved The Better Business Cases process is most successful when: Agencies engage with central and monitoring agencies in the early stages of each business case deliverable to ensure the business case will be fit for purpose. Agreement will be sought on: –Type of business case –Timing and nature of decision required –Scale and risk of the proposal –Scope of analysis required for each case –Level of effort and cost for development and assurance –Scope of the engagement during the development of the business case

10 © The Treasury 10 Lessons from the UK Better Business Cases for Capital Proposals

11 © The Treasury 11 Lessons from the UK by Joe Flanagan, author of the 5 Case Model Relevant background – BBC Programme The introduction of a structured methodology to develop and present business cases (5 Case Model) has resulted in: Improved VfM (Value for Money) Reduced cost (40%) Improved efficiency and throughput Improved outcomes Better evidenced VfM Realistic and achievable “do minimums”

12 © The Treasury 12 Lessons from the UK continued Key cultural changes Common standard and language Planning v approval Business v project assurance Business needs v benefits Services v assets Economics v financials Earlier consideration of Commercials The alternative!

13 © The Treasury 13 Break Better Business Cases for Capital Proposals

14 © The Treasury 14 Addresses 5 key questions The 5 Case Model 1.Is there a compelling case for change? 2.Does the selected option optimise public value? 3.Is the potential Deal achievable and attractive to the market place? 4.Is the spending proposal affordable? 5.How will the proposal be delivered successfully?

15 © The Treasury 15 Management The 5 key elements of best practice business cases The 5 Case Model FinancialCommercial Economic Strategic Applicable - strategic fit & business needs Appropriate – optimises public value Attractive – to supply side and feasible Affordable – within budget Achievable – can be successfully delivered

16 © The Treasury 16 The process (How) in a bit more detail

17 © The Treasury 17 Expert: Strategic Assessment Better Business Cases for Capital Proposals Toolkit: Strategic Assessment

18 © The Treasury 18 Strategic Assessment What is it for? When is it needed? What are the actions? Refer to the BBC Toolkit: Strategic Assessment booklet available on: egicassessment Strategic assessment Action 1 Indicative business case Actions 2-8 Detailed business case Actions 9-24 Implementation plan Actions 25-35

19 © The Treasury 19 Expert: Programme Business Case Better Business Cases for Capital Proposals Toolkit: Programme Business Case

20 © The Treasury 20 Programme Business Case What is it for? When is it needed? What are the actions? Refer to the BBC Toolkit: Programme Business Case booklet available on: mmebusinesscase Strategic assessment Action 1 Indicative business case Actions 2-8 Detailed business case Actions 9-24 Implementation plan Actions 25-35

21 © The Treasury 21 Expert: Indicative Business Case Better Business Cases for Capital Proposals Toolkit: Indicative Business Case

22 © The Treasury 22 Indicative Business Case What is it for? When is it needed? What are the actions? Refer to the BBC Toolkit: Indicative Business Case booklet available on: ativebusinesscase Strategic assessment Action 1 Indicative business case Actions 2-8 Detailed business case Actions 9-24 Implementation plan Actions 25-35

23 © The Treasury 23 Detailed Business Case Better Business Cases for Capital Proposals Toolkit: Detailed Business Case

24 © The Treasury 24 Detailed Business Case What is it for? When is it needed? What are the actions? Refer to the BBC Toolkit: Detailed Business Case booklet available on: edbusinesscase Strategic assessment Action 1 Indicative business case Actions 2-8 Detailed business case Actions 9-24 Implementation plan Actions 25-35

25 © The Treasury 25 Prepare an Implementation Plan Better Business Cases for Capital Proposals Toolkit: Implementation Plan

26 © The Treasury 26 Implementation plan What is it for? When is it needed? What are the actions? Refer to the BBC Toolkit: Implementation Plan booklet available on: ementationplan Strategic assessment Action 1 Indicative business case Actions 2-8 Detailed business case Actions 9-24 Implementation plan Actions 25-35

27 © The Treasury 27 Where to from here & where to get support Better Business Cases

28 © The Treasury 28 Where to go for more support The National Infrastructure Unit (NIU) will: 1.Monitor and periodically update the Better Business Cases guidance on the NIU website and the Public Sector Intranet (PSI) 2.Review, develop and deliver support to agencies 3.Provide facilitation between agencies and their For any queries or for further information please contact:

29 © The Treasury 29 Relevant guidance Relevant guidance can be sourced via the infrastructure web site Cabinet Office Circular Programme Management Project Management Public Private Partnership (PPP) Guidelines Procurement Process Policy Development Process Investment Logic Mapping (ILM) Independent Quality Assurance (IQA) Gateway Assurance For queries on ILM, IQA and Major Projects Monitoring contact: For queries on Gateway contact:

30 © The Treasury 30 Economic Appraisal – Common Errors By Joe Flanagan, UK author of the 5 Case Model

31 © The Treasury 31 Common pitfalls to look out for Not doing an appraisal or creating a proper business case at the outset as an integral part developing the proposal Not considering sufficient options in long list Bad short listing, of options Failure to consider a do nothing option where this is possible Failure to consider a do minimum option (mandatory) Failing to include all costs and benefits to society, - just a public sector perspective is wrong, it is incomplete.

32 © The Treasury 32 Common pitfalls to look out for - continued Double counting costs or benefits (e.g. including costs both in the base case and as a cost saving) Excluding the cost of using existing assets Including transfer costs* which should be excluded (* see notes) Lack of realism or over-optimism about costs, benefits and timings Failure to carry out sensitivity analysis. Evaluation proposals absent, no provision for useful feedback

33 © The Treasury 33 Common pitfalls to look out for - continued Wrong life span of appraisal – whole life is needed A minimum of 10 years for services (0 to 9) Failure to include clear reference to sources and assumptions Wrongly including employment which is displaced and not new Failure to consider distributional implications Spurious justification of a non-standard discount rate

34 © The Treasury 34 Wrap up Any final questions or comments? For any queries or for further information please contact:


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