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Writing your NHS business case

Supplying to the NHS can sometimes feel like a complicated process.

A common barrier frequently cited to us is the business case. In simple terms, a business case puts forward a proposal requesting resource, whether that is money, people, or time, from an NHS organisation.

These resources are precious to the NHS and a clear and thorough business case can be make or break. It has importance as a source of consistency and understanding for all those involved. It also helps to set a benchmark and manage expectations.

Your business case will be subject to a thorough appraisal process and must answer all the questions and concerns a busy NHS organisation would have.

There are core components of an NHS business case including making a case for change; articulating value for money; commercial viability; affordability; and a capability to deliver.

To cover these core components in enough detail, you’ll need to dedicate time to research and information gathering before you start your business plan.

You may also want to consider these five tips:

1. Treat your NHS business case as unique

An NHS business case will go through different processes depending on the organisation’s governance requirements and the value of the contract. Always understand the status of the internal business case and the stages that will follow before you start the process.

Requirements for non-NHS business cases may be different, so make sure you treat this as a unique case. Your case for change must fit alongside other marketplace policies; pressures; and structures.

Make sure to concentrate on the detail before you start.

2. Know who your business case is for

Approval of your business case will involve multiple stakeholders, it’s essential that you know who this is to understand what information they are interested in. The way your innovation may be funded can be based on the type of organisation, so it’s important to know who you are making the business case for. For example, is it aimed at primary or secondary care? Are they a foundation trust or not?

3. Remember that value is relative

What you deem as ‘value’, may be very different to your NHS customer. Fully understanding your value proposition is a crucial step to getting this part of your business case right.

4. Ask yourself, will your calculations stand up to scrutiny?

Within your business case, you will need to include figures relating to value; finance; evidence; and required resources. Potential investors need to know these are accurate and if they aren’t this will have implications for your business case and the future project.

5. Your stakeholders will want to know ‘what if we choose to do nothing?’

Doing nothing could be an option for your audience. When setting out your case for change, you need to help them understand that doing nothing isn’t an option. This may include outcomes and risks associated with doing nothing, and an overview of what other approaches have been considered.

Further reading

If you’ve found this information useful, you may also be interested in the following resources from some of our heath innovation networks:

  • Preparing a successful business case: A practical guide for suppliers of innovative products and services – created by East Midlands Heath Innovation Network
  • State your case: 7 questions every innovator needs to ask themselves – created by Eastern Heath Innovation Network

Access health innovation network support

Complete our company registration form to access support from your local heath innovation network to produce your business case:

If you would like to access support from a wider range of organisations like NICE; MHRA; NIHR, as well as the heath innovation networks, we’d advise that you apply to the NHS Innovation Service . There is no need to complete the Heath Innovation Network engagement form if you apply for the NHS Innovation Service. The heath innovation networks will be made aware of your application.

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writing a business case nhs

The 5 Stages to building a great NHS business case: Our recommended framework for your next proposal

  • Published by Aidan Wagstaffe
  • October 14, 2021

writing a business case nhs

Writing a persuasive NHS business case: Let’s get down to business

What exactly makes a persuasive NHS business case for School Nursing services? 

With limited funding, School Nursing is one of many services seeking funding for service improvement and a well-written proposal is essential for buy-in from stakeholders to release the funding sought.

For School Nursing, front and centre is the republished Healthy Child Programme driving Commissioner requirements to deliver improved services, more efficiently and effectively ( Healthy child programme 0 to 19: health visitor and school nurse commissioning ). Within a wider context, Provider Senior management is also seeking solutions which will help it demonstrate initiatives to support bids for the newly announced Unified Tech Fund . 

Although the specifics of what makes a persuasive NHS business case will vary from Provider to Provider, there are still some commonalities between all successful NHS business cases. 

How a structured NHS business case helps School Nursing funding bids.

An effective NHS business case identifies why improvements are essential within the context of Child Health and the Healthy Child programme, the specific nature of the planned improvements; and, how your proposal will deliver improvements in service delivery and efficiencies. 

We have isolated a 5-step framework to help ensure you tick all the required boxes to write a persuasive NHS business case.

The 5-Step Framework for Constructing a Water-tight NHS Business Case

  • Include relevant background information
  • State your proposed solution
  • Explain how your solution is suitable
  • Describe the benefits
  • Confirm acceptability across departments

1. Provide contextual background information

You will need to contextualise the role of School Nursing (not everyone reading the document will know!). So, outline the issues the service faces, and the benefits of your proposed solution. And the more you can back up specifics with references to evidence and data, of course, the better. Provider management needs to fulfil the requirements of Commissioners, and they will want to see how your proposal helps these requirements.  For example, you should provide information on:

writing a business case nhs

The population you are serving – for example, how many children the Trust provides for, or how many schools are in the area. If there are any indicators of specific needs, you should list them. These include high numbers of migrant families or young offenders, or local drug or alcohol issues.  

Current provision resources – relevant information on the current resources such as staff numbers & skill mix, as well as equipment, software & any other resources. 

National requirements – these can be found in the revised Healthy Child Programme guidance 

The Trust’s aims – these can be found on your Trust’s website, or in their annual report.

Any local commissioning aims 

Any current gaps in service provision – this is your first opportunity to really make your case, by highlighting any issues with current service provision. This can include any targets that may have been missed, or any undue risks that may have arisen as a result of outdated or inefficient service provision. 

You can neatly summarise all of this, in an introductory statement, like this: 

“This service has a need for modernisation of XXX, due to failures in current provision (for example, X, Y and Z) , and in order to better meet the National guidance requirements of XXX, trust objective of XXX and commissioning intention XXX. The following business case will summarise our assessment of how this need can be met, and the financial and resourcing implications of doing so.“

2. State your proposed solution

Now is the time to pitch your solution identified in the first step. You will need to give a brief outline of what your proposed solution is, and summarise the costs and benefits. Be specific, and demonstrate that you’ve considered the Value for Money in both absolute terms, and relative to the cost of other solutions.

Purse-strings are always tight so making a strong financial case is essential. Again, contextualise the importance of School Nursing. But, against this, show examples of how your solutions can deliver more effectively and cost efficiently. 

writing a business case nhs

Remember, specific financial information (i.e. we can deliver service A with a saving of £Y over X period) is essential.

However, contextualising these points in the context of children’s health and success is central to building the full picture as to why your proposal needs to be considered as a priority. Funnily enough, proposals from School Nursing will be relatively small compared to many funding bids senior management need to decide on, which is another reason, therefore, to make the contextual case as strong as possible. Your bid may be for X thousands, whilst senior management will often be focusing on bids worth £hundreds of thousands and millions! Hence a story of bang for the buck (and not just the £ amount) is so important.

3. Explain how your solution does the job

Here, you will need to provide technical information on two fronts. Firstly, how your solution meets the service needs. And secondly, how it solves any pre-existing issues that previous provision may have faced. Refer to technical specifications from the proposed service provider, if you have access – you can find many of these ( including SchoolScreener’s! ) on the NHS digital marketplace . 

You, again, will be well-served if you are specific, and accurate here. Ensure that you explain how a specific feature of the proposed solution will solve a previously identified issue. Doing this demonstrates consideration for the wider impact of your proposed change, and is a hallmark of a well-written NHS business case. 

4. Describe the Key Benefits to your solution

You will need to expand on the benefits that you outlined in step 2. This will require a more detailed analysis, however. An effective NHS business case will break down exactly what tasks will be improved, by how much. And, most importantly, it will calculate what that means in terms of cost for the Trust.

Does this decision allow for redistribution of staff? Does it mean a straightforward reduction to operating costs? The more specific you can be about the exact nature of the benefits, the better. Include timelines of expenditure, and return on investment projections.

Present any benefits clearly & succinctly, but be realistic. A successful NHS business case won’t “oversell”; you need to make sure any advertised benefits are deliverable.

5. Confirm Acceptability across Departments.

In any proposal, you must ensure that all key stakeholders have been informed about the proposed changes, and that they approve. Ensure you have a range of departmental heads & clinical staff on-board to strengthen your proposal. 

You will need to include staff of varying skill-levels here. Although departmental Leads may have more expertise, they are not necessarily the staff who will utilise the new or changed service. An effective NHS business case considers the impacts at all levels of service. By including a wider range of staff, you are demonstrating that you have considered the wider-reaching effects of your proposal.

The 5 Steps to Writing A Persuasive NHS Business Case: Summary

We hope that this framework has given you a better idea of what makes a persuasive NHS business case. For some more quick tips and tricks, be sure to:

  • Be concise & specific.
  • Refer to reliable sources of data.
  • Know your finances.
  • Check spelling & grammar.
  • Get someone to proof-read your proposal.

When it comes down to it, writing an effective NHS business case is simply a matter of time and attention. Follow this framework, and as long as you do your due diligence, and take pains to be as specific as possible, you will have given yourself the best opportunity to secure funding. 

Still Want Some More Support for Your NHS Business Case?

If you still want some further guidance, then there are some other resources on writing NHS business cases:

Guide to Developing the Project Business Case

How to write a robust case for service development

If you found this post helpful, then please read the next part in this series . We will discuss exactly how SchoolScreener can help trusts to calculate the benefits & return on investment of using the SchoolScreener range.

Alternatively, you can sign up today for one of our free webinars on “Building A Better Business Case ”. 

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A good business case can be the difference between a project successfully delivering on its proposals or failing miserably.

In the NHS, funding is particularly scarce, so it is important that a business case delivers both on a financial front as well as in its targets. That is why we have produced these eight steps to producing an effective NHS business case.

Step One: Creating a clear project brief

To create an effective business case, you need to gain an understanding of what it is that the client wants. This starts with a clear project brief. By having a clear brief you can gain a comprehensive and clinical understanding of the strategy required by linking the project requirements to the clinical strategy.

At this stage you should also establish and agree the key functional outputs that the client wants from the project, and then translate this into a comprehensive document that should include the Schedule of Accommodation (an itemised list of accommodation facilities and provisions required by the end user of a building project).

Once this brief has been completed, it is important to get the full client team and wider stakeholder group to “sign off” on it. This will give you peace of mind that both you and the client have a mutual agreement on what the job needs to be, and therefore enables you do deliver an accurate business case for their needs.

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Step Two: Establish a business case approval route

The next step in the process is to establish a clear route to getting your business case approved. To do this, you will need to build up an understanding of your audience and the chief decision maker.

First - consider your audience, are they likely to be influenced by the anticipated value of the project, the source of the funding or the route of procurement? The complexity of the project may also play a major factor in its approval, considering hospitals and medical centres see such high volumes of patients and staff pass through them each day.

Secondly, you need to think about those individuals who may also be involved in the decision making process? Identify whether there will be a wider NHS stakeholder involvement, such as Integrated Care System (ICS), NHS England (NHSE) or NHS Improvement (NHSI).

To ensure that your business case is approved, it is highly likely that it will need to follow the NHS 5 Case Model -  an agreed-upon standard model for any public sector organisation looking to make a big financial decision. Remember, the longer your approvals route is, the more onerous the business case requirements will be, particularly with projects of high-value, so try to keep it short and concise.

Step Three: Robust and Inclusive stakeholder engagement

The process of a business case is likely to be a lengthy and time constrictive one, so it is essential to ensure that full levels of commitment are continued for the entirety of the project as to avoid any potential delays. This means a continuity of attendance, thought and decision making from all individuals involved.

To achieve this, you will need to understand the teams that you are working with and identify the right cross-section of representatives from both sides, from operational managers to strategic managers.

The right type of people must bring  positivity and enthusiasm to the project that will in turn keep productivity up. To achieve this, the project vision should reflect the views of all involved and in turn have them invested from the start, by demonstrating how valuable their time away from the “day job” will ultimately be.

Step Four: Structure and Governance

The structure and governance of a project can often be the defining factor in ensuring the project runs smoothly and without any hiccups. If everyone involved has an awareness and an accepted understanding of which individuals fit into which teams and sub-groups, each person will know where their responsibilities lie and who to flag any issues or concerns to.

In most instances, these structures are required to be embedded fairly quickly and are often only in place for a few months, as most projects are not so large. If your structure is overly-complex, teams will have less time to form and in turn, have less time to perform.

The sub-groups of the project are effectively responsible for producing business case outputs (appendices). Setting up these sub-groups at the right time can support the “critical path” flow of information to feed the business case, whilst utilising the experience in each sub-group of the project will help to determine the Terms of Reference.

Step Five: Outlining reasonable timescales

Establishing a clear and realistic timescale of project milestones sets a precedent for the project by laying out what is expected of each team and its members. This timescale must be reasonable, achievable and mutually agreed by all parties to avoid any conflict in the process.

Having an unrealistic timescale could create a culture of missing milestones, particularly if multiple deadlines are missed early on in the project. It also places unwarranted pressure on those involved in the project, which in turn can cause friction and potentially stall the delivery of the work.

However, if you create a suitably detailed and structured programme to inform and link tasks to working groups shown within the structure chart, your project is more likely to progress with less issues. Utilising your steering group as a means of “keeping the gas” on will ensure that everyone involved pulls their weight.

Step Six: Building a compelling business case

Your business case must be compelling, if it is not it will fall at the first hurdle. This therefore requires a strong and detailed Strategic Case, detailing the key outputs. In turn, this will enable the Economic Case to select the best option against local and national drivers for change, and the Financial Case to demonstrate affordability by achieving objectives and delivering benefits.

It is also beneficial to develop a creative, ambitious and measurable benefits realisation plan. Your options appraisals process should also be robust and inclusive, to highlight the fact quality, cost and risk have been considered.

It is important to also make sure that the client dedicates sufficient and skilled resources to support the financial modelling process, to ensure that you get everything right. This includes providing accurate baseline data and taking the lead in formulating and committing to the delivery of financial benefits.

A further crucial element is to make sure that you involve “visionaries” from your NHS client teams, alongside operational and finance colleagues. This ensures that the projected benefits are sufficiently ambitious, whilst remaining wholly achievable.

Step Seven: Successfully Managing Multi- Disciplinary Teams

Controlling the flow of a business case requires the input and skills of numerous professional advisers, from the Project Manager to the Healthcare Planner and Accountant.

Understanding the process and establishing clear roles and responsibilities from the start allows you to effectively manage the multi-disciplinary teams involved in your project. By administering consultant appointments based on each member’s fully detailed scope of duties and resources, no one’s time will go to waste.

Your Project Manager must be suitably experienced and skilled in understanding the process and the obligations of each separate disciplines within the team. It is their role to ensure that team members are suitably motivated and challenged, whilst working as the middle man between each team, translating specialist jargon and processes into understandable activities and deliverables for the NHS client.

Step Eight: Making the right appointments

The first step in solving the problem of business case preparation is the appointment of the right consultant, at the right time. The right consultant can be your solution in ensuring that all gaps are plugged, and that your project is delivered successfully and efficiently.

Auburn Ainsley are able to provide flexibility in coordinating the client’s own “usual” professional advisers to work collectively on any business case. We can act as a single point of contact, appointing and managing our own team of specialists that are able to suit the NHS client.

We have extensive experience operating within the healthcare sector, including our involvement  at the award-winning Sheffield Children’s Hospital and Louth General Hospital.

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We are RICS, BAFE, and UKAS accredited, so take advantage of specialised expert knowledge by booking your FREE one-hour telephone consultation with Pennington Choices.   

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Soft Skills

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Business case/report writing

We have curated these resources to help you write better buisness cases and reports. They are organised by the time it will take to complete them so you can plan your time accordingly.

15 minutes or less

  • Report writing skills: definitions and examples This article from Indeed explores what report writing is, give you some tips to write one and show you a template report.
  • How to Write a Report: 7-Step Guide This video from Grammarly provides tips on how to write reports, including what to include and how to edit your work.
  • Building an Innovation Business Case This short audio clip focuses on how to build a successful business case when you want to suggest a change or innovation. Important Note: This track is from Bookboon, To access Bookboon, access the Digital Library page on WeShare and scroll down to the bottom. The link to Bookboon is on the left-hand side under the title 'Soft skills eLibrary'.

1 hour or less

  • Business Report Writing Skills This workbook will take you through the essential elements of a report and discuss how to ensure your report makes the impact you want. It is produced by e-learning company Litmos Heroes.
  • How to Write a Business Case In this video, you will learn what a business case is and the main components that comprise it, who the primary business case audience is, what the business case best practices are, and also walk through a business case template using a case study project.
  • Creating an NHS business case This video provides a case study example of creating an NHS business case.
  • How to write a compelling business case & get approval for your idea This podcast, although aimed at HR professionals, shares insights on how to craft a compelling business case that significantly enhances your chances of success. It explains what a business case is and the importance of: Simplifying Starting with the “why” Engaging stakeholders early on Progress, not perfection It also gives advice on what to do if your business case is rejected.

More than 1 hour

  • How to Create Great Reports in Word (Bookboon) A practical guide to features in Word that will help you write a slick published report. Important Note: This track is from Bookboon, To access Bookboon, access the Digital Library page on WeShare and scroll down to the bottom. The link to Bookboon is on the left-hand side under the title 'Soft skills eLibrary'.
  • Business writing made easy: What effective writers really do (Bookboon) Business writing made easy sums up what modern professional writers do in just six simple ideas. It will give you a writing and editing method you can use for all your business writing. Important Note: This track is from Bookboon, To access Bookboon, access the Digital Library page on WeShare and scroll down to the bottom. The link to Bookboon is on the left-hand side under the title 'Soft skills eLibrary'.
  • Why writing a better business case is important This video from APMG International is in the format of a Q&A with expert panellists. This episode is about why writing a better business case is important.
  • How to create a business case This podcast episode focuses on creating a business case specifically as part of a change process.
  • << Previous: Interview skills
  • Last Updated: Feb 15, 2024 10:43 AM
  • URL: https://bartshealth-nhs.libguides.com/softskills

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Business case approval process – Capital Investment, Property, Equipment and Digital Technology

The project appraisal unit (pau).

The NHS England Project Appraisal Unit is a small specialist central team within NHS England Strategic Finance comprising of experienced capital investment and estates professionals who will be available to provide support to officers of NHS England at local Director of Commissioning Operations (DCO) offices, Sustainability and Transformation Partnerships, Regional Team, Commissioning Support Units, Commissioning Support Unit Transition Team (CSUTT) and National Team levels, and to CCGs, as they:

  • develop ‘right first time’ Business Case submissions;
  • pilot these through a ‘once only’ assurance process to an approval decision.

The NHS England Project Appraisal Unit will accordingly focus its efforts, primarily on providing pin-point advice to project sponsors and their delivery partners as they develop commitment propositions and the associated Business Cases, so that finalised Business Cases at the point of submission will already have pre-empted all material assurance/approval critical issues.

Project Appraisal Unit (PAU) documents, templates and forms

  • An index to the guidance, forms and templates .

The purpose for this guidance and related documents

More detail can be found in the guidance document itself: NHS England Business Case Approvals Process Guidance .

This guidance takes as its foundation the NHS England Standing Financial Instructions (SFIs) and Scheme of Delegation, and provides a guide to navigate staff through the guiding principles, rules of delegation and underpinning processes upon which all officers of NHS England and Clinical Commissioning Groups (CCGs) should base their approach to the development, assurance and approvals process for propositions to commit NHS England or CCGs to:

  • the expenditure of capital, or investment in property, infrastructure or information and communications technology; or
  • the revenue expenditure or consequences for commissioners directly where a third party makes any such investment at their request or discretion;

For convenience these propositions are collectively referred to as ‘Business Cases’.

Important note on the difference between Capital and Corestream Business Cases

It should be noted that the term ‘Business Case’ as used in this paper is distinct from the ‘Corestream’ business cases required by NHS England Commercial for the purposes of securing procurement and spend approval for NHS England investments. In some cases, where approval is confirmed in accordance with the guidance in relation to a capital investment business case which proposes procurement of the relevant goods and/or services by NHS England, there will be a requirement for a ‘Corestream’ business case to seek subsequent procurement and spend approval.

Advice should be sought from the Project Appraisal Unit if there is any doubt as to whether any particular proposal is a capital commitment requiring formal approval as such under the relevant provisions of the NHS England Standing Financial Instructions and Scheme of Delegation.

Background to this Capital guidance

This most recent version of the guidance (2018) is published following an extensive period of revision informed by consultation with stakeholders, most importantly those who work most closely with the development, assurance and delivery of NHS capital investment projects and programmes. The changes in this refresh of the guidance respond to requests from our stakeholders to provide it in the easiest to access format possible.

The NHS England business case development, assurance and approval process has been developed to enable local commissioners, Sustainability and Transformation Partnerships and regional teams to develop and assure business cases, which are properly constructed and have strong local ownership, with greater confidence that investment propositions will be “right first time” and can sustain timely and efficient approval decision making.

Proposals for service change and reconfiguration

As regards, the extent to which these drive requirements for capital investment, and the approach to be taken to associated business case development, assurance and approval, please refer to Planning, Assuring and Delivering Service Change for Patients (NHS England, March 2018) .

Examples of commissioner commitments

These include support to an investment of NHS Property Services Ltd customer capital, a PPP, e.g. LIFT, or PFI scheme, or a public funded development whether or not driven by wider service change and/or reconfiguration

The following are examples of the types of Business Case commitment that this guidance covers. This is not an exhaustive list, and is provided for illustrative purposes only:

  • new and replacement healthcare facilities, e.g. health centres, urgent treatment centres, urgent & emergency care centres, diagnostic and treatment facilities, hospitals, and refurbishment of existing healthcare facilities;
  • new and replacement clinical equipment (where capitalisable), e.g. imaging equipment, for example radiology and ultrasound;
  • new and replacement administrative facilities, e.g. offices and headquarters;
  • new and replacement non-clinical equipment, e.g. office furniture and equipment (where capitalisable), telephony;
  • new and replacement clinical information systems and managed services arrangements, e.g. Electronic Patient Record, Picture Archiving and Communications systems, Radiology Information Systems, Community and Child Health systems, Electronic Prescribing systems, systems which are part of the Digital Transformation Programme portfolio;
  • new and replacement non-clinical information systems and managed services arrangements, e.g. Finance systems, Performance Management reporting systems, Office Administration systems.

At an early stage of project development, sponsors and project management teams should ascertain with clarity whether or not a proposed commitment in respect of NHS England revenue might be counted as ‘capital’ for approval purposes, for example where revenue is being deployed for service development, but includes procurement of a managed information system that has to be considered for approval as a capital investment transaction under the rules set out by the DHSC, and which may well also be subject to Cabinet Office spending controls.

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Preparing a business case for service commissioning in primary care

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Business planning allows NHS organisations to make sure that the services they are commissioning or providing are well planned, meet the needs of the population and are financially viable. “Business cases” are pivotal to allow good business planning. Previously, the skill of writing a compelling business case was considered a task for NHS managers. With the changing landscape of the NHS, clinicians working in clinical commissioning groups (CCGs) and provider organisations, are now increasingly required to write business cases. This ensures that the services are clinically led and provides opportunities for effective communication with senior decision-makers.   A good business case provides justification for the proposed business change or plan, and includes an outline of what resources need to be allocated to implement it. It acts as a lever to move forward the proposed plan. It also allows the decision-makers to evaluate the proposal objectively in the context of local and national policies.   The following example is of a business case that we, the Diabetes Transformation Project Team, wrote to justify the proposed implementation of enhanced diabetes service provision in the community setting. This was the preferred option locally to improve care processes and outcomes for our population with type 2 diabetes.   Preparation 1. Identify the problem It was important to determine if the business case would fit into the overall context, strategy and vision of the organisations involved, to ensure the participation and support of the proposed change. Improving care and outcomes in diabetes was a priority for our CCG, as ours is one of the areas in the country with the highest prevalence of type 2 diabetes. The local clinical directorate and clinicians had brought the scope for improvement in this area to the attention of the CCG.    We referred to national policies, such as the NHS Outcomes Framework, which prioritises prevention and treatment of diabetes nationally, and the priorities set out by the Leicester City CCG, which included improving the quality of diabetes services in the city. We also consulted national policies, such as Moving Care Closer to Home and the Our Health, Our Care, Our Say White Paper, which would support our proposed business case.   2. Understand the problem The next step was to understand the problem and the gap in the service provision using SWOT analysis (strengths, weaknesses, opportunities and threats). We reviewed the National Diabetes Audit data for our local area to identify areas where we were underachieving. To get a better picture of current performance, the data was supplemented with information from local intelligence, such as: outpatient department (OPD) utilisation at local hospitals; admissions with hypoglycaemia and other complications related to diabetes; and, most importantly, feedback from service users. This information was analysed against national benchmarks to demonstrate that there was scope for improvement in the service provision for diabetes in the city. We also included the current cost of service provision locally and compared it to other areas with similar demographics to make a case for cost–benefit improvements as well.    The following problems were identified in terms of process and outcomes:   Processes

  • Fragmented service provision, with no defined pathway for primary and secondary care responsibilities, causing variation in referrals to OPD and poor service-user feedback.
  • Low confidence among primary care healthcare professionals in the management of diabetes, owing to a lack of support and resources for upskilling.
  • Low achievement of care processes and three treatment targets locally.
  • High hospital admission with hypoglycaemia and diabetes-related complications.

 Understanding the problems enabled us to set the following clear aims and objectives, and paved the way for us to consider options to achieve these.

  • To improve the provision of eight care processes and to achieve three treatment targets (with a 3% improvement in each in the first year).
  • To reduce by 5% inappropriate referral to secondary care (through enhanced service provision in primary care and by using locally agreed referral criteria, when appropriate). 
  • To define a unified pathway for the service across organisational boundaries to set up clear accountability for providers.

3. Appraise potential options The purpose of this step was to identify a wide range of possible options to achieve the set objectives and to answer “how do we get there?”

Brainstorming sessions were held with clinicians and a designated managerial lead for diabetes. A public representative from Diabetes UK was included to obtain service-user feedback. The clinical lead in diabetes, a general practitioner and a consultant were tasked to review the literature, while the managerial lead agreed to gather information on diabetes service provision in other areas with similar demographics.    This step required an options appraisal, where options of “doing nothing” and “doing minimal” were also considered. For example, an option of just expanding the OPD to cope with the demand was appraised against the option of reducing the demand for OPD by improving the service provision in the community. A good option appraisal of proposed change would be more credible with the stakeholders and decision makers, as it would show that a careful thinking process had been conducted before conclusions were reached.   Based on the available evidence, the option of commissioning enhanced diabetes service provision in the community while integrating with the secondary care setting was considered as a feasible solution to the problem. In liaison with the CCG’s finance department, a draft cost–benefit analysis was conducted at this stage to determine the financial viability of the proposed model.   Before going on to write the business case, we took the draft plan outlined above to our GP reference group and finance department to get further comments and suggestions. We discussed the proposed change with key stakeholders to obtain their views and prior approval in principle.   Writing the business case Executive summary This section is very important as it gives a snapshot and overview of your business case, rather like an abstract in a research paper. We included the following in our executive summary.    Background Current service provision in diabetes in the city was described briefly to inform the audience, including the decision makers.    Problem statement We defined the problem and justification for the need for a change. We included the summary of analysis of current data, such as low achievement in eight care processes and the three treatment targets, OPD waiting times and acute admissions related to complications of diabetes, to define the problem. We included the results of a service-user feedback survey and the views of the public representative to reinforce our problem statement.    Outline of proposed solution We described the proposed solution of commissioning an enhanced diabetes service provision in the community, which would be integrated with the secondary care settings. Key evidence was cited to justify the choice and a brief cost–benefit analysis included to provide reassurance that the proposed model would be financially viable. To support the solution, we also indicated how this proposed model complied with the current objectives and priorities, of the organisation and national policies.   Options appraisal and details of the proposal Here, we elaborated further on options that we had considered and the reason for the preferred option. To reinforce our choice, we cited further evidence, and shared our knowledge of similar service provisions in other areas and their outcomes.    Then, we described the details of the proposed model by breaking it down into strategy and implementation/delivery. Under strategy, we defined the setting up of a steering group, identified stakeholders to form it, and provided a brief outline of this group.    The implementation plan was broken down into components, such as:

  • Seeking expression of interest from GP practices to provide enhanced service.
  • Training to upskill healthcare professionals.
  • Monitoring and support of the programme.

 In addition, a brief outline of project timelines was included in this section. Further details of financial modelling, including the cost–benefit analysis, were described here in detail.   Impact analysis This section explores any potential impact on existing services and service users brought about by implementing the proposed change. This step is important, as it considers the different perspectives of existing and future stakeholders. This, in turn, can improve the chance of stakeholders accepting the proposed change by reassuring them that the potential impact on them has been acknowledged and discussed in the context of the greater good.    In our plan, we included consideration of the impact on staffing and recruitment; the capacity of GP practices; the potential impact on the financial viability of outpatient settings in secondary care; and changes in referral pathways, waiting times, and so on. For example, the impact on the workload of practices was discussed in both circumstances, along with the potential solution of employing staff with a skill mix to reduce the effect. Similarly, the impact on service users’ choice of care setting was considered, along with the option of allowing such a choice, when justifiable.    We also included the impact of not implementing the proposed change, which would result in further widening of the gaps in inequality of access to service, along with the potential for being unable to meet the cost of treating complications of diabetes in future.   Risk analysis and mitigation This section describes what could go wrong with the proposed change, how likely these risks are and what could be done to mitigate them.    This step provides the proposed change with credibility by making it more realistic and applicable. We described the risks of not persuading enough GP practices to provide the service, not having enough staff to train and upskill, the potential of creating a two-tier service if only very few GP practices were willing to provide the enhanced service for their patients, and financial risks. Risk-scoring criteria were defined and applied to each risk, along with mitigation plans.   Conclusion and recommendations This includes a summary of the business case and indicates the recommendations to be made to the executive team.   Presenting the business case This is, perhaps, the most important and daunting task that needs to be done after writing the business case. We took our business case to our integrated governance committee (IGC), which governs the commissioning and oversight of clinical services in our CCG. We approached the key decision makers prior to the meeting to get their comments and queries on the business case, so that this could be reflected on when formally presenting the case.   We also conducted another brainstorming session to explore potential concerns that management and clinicians could have regarding the case. This enabled us to address these concerns in our presentation before they were raised at the meeting. For example, we were alerted to a concern regarding the selection procedure for practices being able to provide the enhanced services for their practice population. We addressed it by providing transparent criteria for the accreditation process as an appendix to the business case.    Reflection Our business case was well received and implementation of the proposed change was accepted by the CCG board.    The strength of our approach was that we were able to define clear aims and objectives, which were achievable and relevant to the local needs and priorities. The proposed change was based on available evidence and included a careful thought process around its application in real-world setting. We learned that understanding the users is paramount to make sure the proposed services will meet their needs, rather than just clinical goals.    In conclusion, preparing and writing a business case is a challenging, yet rewarding, task. To be successful, it needs time to prepare well, to collect accurate information and to gain support from colleagues.

writing a business case nhs

Baptista DR, Wiens A, Pontarolo R et al (2016) The chronic care model for type 2 diabetes: a systematic review. Diabetol Metab Syndr 8 : 7

Beaulieu N, Cutler DM, Ho K et al (2006) The business case for diabetes disease management for managed care organizations. Forum for Health Economics & Policy 9 : 1

Bongaerts BW, Müssig K, Wens J et al (2017) Effectiveness of chronic care models for the management of type 2 diabetes mellitus in Europe: a systematic review and meta-analysis. BMJ Open 7 : e013076

Carter H (2017) How to write a robust business case for service development. Nursing Times 113 : 25–8

Chin MH, Drum ML, Guillen M et al (2007) Improving and sustaining diabetes care in community health centers with the health disparities collaboratives. Med Care 45 : 1135–43

Galloway MJ (2004) Best Practice No 177: Best practice guideline: writing a business case for service development in pathology. J Clin Pathol 57 : 337–43

Kar P (2012) The Super Six model: Integrating diabetes care across Portsmouth and south-east Hampshire. Diabetes & Primary Care 14 : 277–83; here

Kilbourne AM, Neumann MS, Pincus HA et al (2007) Implementing evidence-based interventions in health care: application of the replicating effective programs framework. Implement Sci 2 : 42

NHS Improvement (2018) High-level business case template and guidance . NHS Improvement, London. Available at: http://bit.ly/2U354Zz (accessed 26.03.19)

Piatt GA, Orchard TJ, Emerson S et al (2006) Translating the chronic care model into the community. Diabetes Care 29 : 811–17

Renders CM, Valk GD, Griffin SJ et al (2001) Interventions to improve the management of diabetes in primary care, outpatient, and community settings. Diabetes Care 24 : 1821–33

Russell AW, Baxter KA, Askew DA et al (2013) Model of care for the management of complex Type 2 diabetes managed in the community by primary care physicians with specialist support: an open controlled trial. Diabet Med 30 : 1112–21

Stellefson M, Dipnarine K, Stopka C (2013) The chronic care model and diabetes management in US primary care settings: a systematic review. Prev Chronic Dis 10 : E26

The Royal College of Radiologists (2012) Writing a good business case . RCR, London. Available at: http://bit.ly/2UWqGTF (accessed 26.03.19)

Thepwongsa I, Kirby C, Schattner P et al (2014) Type 2 diabetes continuing medical education for general practitioners: what works? A systematic review. Diabet Med 31 : 1488–97

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NHS England: Business Case Submission Template

Claire Cox

  • PUBLISHED 19 July, 2019
  • TYPE Tools and templates
  • CONTENT TYPE Pre-existing
  • COPYRIGHT STATUS Public domain
  • PAYWALLED No
  • ORIGINAL AUTHOR NHS England
  • SUGGESTED AUDIENCE Patient safety leads
  • Safety management
  • Transformation
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This is an example template from NHS England for anyone, in any healthcare sector, to use if writing a business case.

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Gain an overview of business cases, their importance and how they are used

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This course introduces business cases and how they are used in NHS organisations. It provides those preparing a business case with an overview of their use and how one can be structured. The course considers the importance of managing change and option appraisal as well as the key elements needed for success.

  • What is a business case?
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  • Business cases that work – procurement options
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This two hour session provides practical guidance on writing business cases based on Her Majesty's Treasury Guidance. Delegates will work through and understand the stages required to develop a business case that is persuasive and linked to the organisation's strategic direction and critical success factors.

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How To Develop A Business Case Nhs

by Rachel Kay | Sep 14, 2022 | Business Development

writing a business case nhs

Starting a new business can be an exciting, but daunting, proposition. There are many things to consider when starting a business, including the development of a business case. A business case is a document that outlines the justification for a proposed business venture, such as a new product or service. It should include an analysis of the potential benefits and risks of the venture and a financial analysis to determine if the venture is viable. The development of a business case is an important step in the decision-making process for starting a new business. It allows you to examine the potential risks and rewards of the venture and to make an informed decision about whether or not to proceed. There is no one-size-fits-all approach to developing a business case; the process will vary depending on the type of business and the specific circumstances. However, there are some general steps that can be followed to ensure that your business case is well-developed and provides the information you need to make an informed decision. 1. Define the problem or opportunity that the business venture will address. 2. Conduct a thorough analysis of the potential market for the product or service. 3. Develop a financial analysis to determine the viability of the venture. 4. Prepare a detailed business plan that outlines the proposed business venture. 5. Present the business case to decision-makers, such as investors or lenders. Follow these steps to ensure that your business case is well-developed and provides the information you need to make an informed decision about starting a new business.

A good NHS business case will estimate how much work will be improved and how much. It will then calculate how much it will cost to fund the trust. You can use a lot of specifics, such as the benefits specific to you, which is a good thing. Set aside time frames for expenditures and investment projections. A well-conducted business case for the NHS considers all aspects of service. Make certain that your proposal is well-thought out, with the assistance of a variety of departmental heads and clinical personnel. If you’re still stumped on how to write an NHS business case, there are other resources available.

To make an economically viable change, development, or investment, a plan for implementation is developed and calculated alongside cost and benefit estimates.

Make it a habit to include an executive summary, a description of the project’s finances, and an explanation of its structure in your business case. Each member of the project team should have a hand in the case. A business case should consist of only relevant information and be concise.

What Are The 3 Stages When Developing A Business Case?

The first stage when developing a business case is to understand the problem that the business is trying to solve. The second stage is to develop potential solutions to the problem. The third stage is to select the best solution and develop a plan to implement it.

In addition to being a time-consuming and complex process, the creation of a business case is also an extremely time-consuming endeavor. In addition to the Welsh Government and the UK Office of Government Commerce, the Five Case Model is an approach for developing business cases. A business case is a written argument that persuades a decision maker that an action is necessary. The Business Case is part of the Project Starting Process . With the assistance of a well-crafted business case, it is possible for businesses to select the most beneficial option for each problem. The goal of a business case is to provide evidence-based, transparent decision-making. It is intended to persuade decision makers and stakeholders to fund and approve the project. A business plan should be as short as 50 pages and contain the following sections: an executive summary, an industry description, and a discussion of how you might fit into the industry.

What Is A Business Case In Healthcare?

writing a business case nhs

A business case in healthcare is a document that outlines the justification for a proposed healthcare initiative or project. The business case should identify the problem or opportunity that the initiative is designed to address, as well as the expected outcomes and costs. It should also assess the risks and benefits associated with the proposed project.

A business case for improving hospitals through evidence-based design is published in the book Business Case for Building Better Hospitals Through Evidence-Based Design by the Center for Health Design and Georgia Institute of Technology. Hospital leaders can use the paper to collaborate on a major building project. The study proposes a return-on-investment framework to assess the business case for each feature in addition to the return-on-investment framework. A process known as evidence-based design involves taking decisions about the built environment in order to achieve the best possible result in research. A number of preventable conditions can be prevented if the physical environment in which people work and receive medical care is improved. The physical environment has a measurable and measurable impact on patient and caregiver health, according to research. Construction costs must be reduced by balancing ongoing operating savings and revenue growth.

Green building technology and strategies can reduce healthcare costs by improving the environment. Some of these will only require minor capital expenditures and should be considered as part of a larger project. It is critical to document actual cost savings in financial forecasts to persuade trustees that evidence-based design investments are cost-effective. Reimbursement of hospitals and physicians has recently received a fundamental shift in the market. You will have more convenient access to comparable outcomes measures in the future. Poorly performing hospitals could lose significant market share as a result. The Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) was created to provide comparable data on patient perspectives of healthcare providers and systems.

In some states, some hospitals have made the decision not to charge payers and patients for errors that occur as a result of their treatment. The survey contains 27 items in total, with 18 of them dealing with critical aspects of the hospital experience. It is possible to implement design recommendations in any facility at any time without significant modification. More financial and physical changes are required in other strategies, which must be incorporated into a major renovation or construction project. The following is a return-on-investment framework that describes the issues that must be considered when evaluating the validity of specific evidence-based design innovations. This framework’s goal of reducing hospital-acquired infections serves as a good example of how specific performance information can help identify and prioritize problem areas and improvements. This framework will work equally well for other types of evidence-based design innovations as it does for other types of design innovations.

It is critical that an organization’s culture of support for these changes be established in order for them to succeed. In the first step, assess potential savings associated with reducing hospital acquired infections (HAIs). The annual cost avoided will be calculated if the HAI goal is met. Step 3 assumes that your annual expenses and cost avoidance will be the same for the next year. From a financial perspective, project the hospital’s final financial savings over its entire life cycle. Leaders must understand the connection between creating well-designed healing environments and improving healthcare safety and quality for patients, families, and employees. More businesses will benefit from emerging pay-for-performance methodologies that reward hospitals for providing high-quality services while refusing to pay hospitals for harm caused by their services (e.g., infections and falls).

The hospital boards and management must establish a new standard of environmental excellence in order to achieve it. The board’s decision to build a new hospital or to embark on a major renovation is by far the most significant financial decision they will make. The culture and processes of the entire organization can be transformed in this manner. Blair L. Sadler, a Senior Fellow at the Institute for Healthcare Improvement and a professor at the UCSD School of Medicine and Management, has worked on health care issues for more than 30 years. From 1980 to 2006, he was the President and CEO of the Rady Children’s Hospital in San Diego. Rady became the first pediatric hospital in the United States to receive the Ernest A. Thompson Award during his tenure as president. Eileen B. Malone, RN, MSN is the Senior Partner of Mercury Healthcare Consulting. Craig M. Zimring holds a Ph.D. in Environmental Psychology and is Professor of Architecture at the University of Delaware. DuBose holds a master’s degree in Public Policy and is a Certified Leadership in Environmental Design (LEED).

In general, problem frameworks are divided into four categories: problem identification, problem solving, decision making, and action planning. The process of identifying problems or issues is known as problem identification. You may need to look for input from others or draft a proposal. Problem solving refers to the process of determining which problem or issues require resolution. It could take the form of a plan of action, completion of the plan, and monitoring of the results. When it comes to making a decision, it is the process of determining what should be done next. Various options may be considered, and decisions may be made on which to pursue. A decision-making action plan lays out the steps necessary to carry out the decision. This could include setting deadlines, calculating costs, and forecasting results.

Nhs Business Case Example

writing a business case nhs

An example of an NHS business case would be where an individual has a need for a new hip replacement and their GP has referred them to a specialist. The specialist will then assess the individual and if they feel that the individual is suitable for a hip replacement, they will put forward a business case to the NHS for funding.

Writing A Business Case

When writing a business case, it is important to include all of the information that will be relevant to the decision-makers. This includes a description of the problem or opportunity, the proposed solution, the benefits of the proposed solution, the costs of the proposed solution, and the risks associated with the proposed solution.

The purpose of a business case is to persuade key decision-makers of the merits of a specific business strategy . The author must first guide the reader through the problem, identify all of the possible solutions, and then present the best solution. Many organizations have a template that lays out the necessary structure and format of their business cases. You should think about all options for addressing the problem, including what should be done without doing anything. As a general rule, these should be realistic and backed up by solid data. In addition to making proposals for project governance, such as a group to oversee the project, you should provide project management plans. A thorough financial analysis, including opportunity costs, may be required of your organization.

Discounting is a method of determining the value of future payments based on the present value of current payments. It considers the value of having something now rather than later. Ensure that you have provided a clear explanation as to why the proposal is the best way to solve the problem. Check and proof read your work. It is best to keep the length of each paragraph to no more than four to five lines, with lines between paragraphs. You must be precise in your decision-making and in explaining why that date is so important. It is also a good idea to keep a record of the company’s progress when monitoring and assessing its performance.

The Importance Of Business Cases In Decision Making

Every company’s decision-making process must include business cases. They can assist businesses in identifying and assessing opportunities, as well as in making informed resource allocation decisions. A well-drafted and organized business case can be the difference between success and failure. A business case is typically structured as follows: a problem definition, idea description, financial impact, and implementation considerations. The problem definition must explain how a project is required, and the idea description must explain how a solution can be developed. The financial impact of the project should include information on the estimated costs, as well as the implementation considerations, which should describe the risks and challenges involved in the project’s implementation. A business case is typically structured in the same way that it should be, but the content can be tailored to meet the needs of the organization. The most important component of a successful business case is ensuring that the information is accurate and relevant to the decision.

Healthcare Business Case Examples

There are many different types of healthcare business case examples. Some common examples include reducing hospital readmissions, improving patient satisfaction scores, and reducing the cost of care. Business cases can be tailored to the specific needs of any healthcare organization .

Business cases are created at the outset of a project in order to explain why, what, how, and who should decide whether or not to continue the project. The following are the steps involved in preparing a business case. There is a problem or an opportunity in a company. A cost of investment appraisal is included in the cost of doing business. You have an impact on your operations. The primary goal of business cases is to communicate. Each section should be written in a language that the intended audience is familiar with.

A project’s approval is usually sought from the sponsor and other interested parties. The executive summary, project definition, project organization, and business case review are included in a business case template. It is usually those who approve funding that must fill out the finance section of an effective business case. The purpose of this section is to provide a brief overview of the business case and project. Explain why the change or project was necessary in a brief way. A cost-effective option appraisal is frequently required due to the prevalence of multiple solutions in most problems. The outline plan provides a summary of the main goals and objectives as well as a description of the project’s overall scope.

This section can be used to answer the following questions: What is the requirement for an MBA? How does it work? What exactly does someone do? When will things happen? Risk assessment can be used to determine the types of risks and opportunities that are involved in a project, as well as how they are managed. The project approach describes how a project will be delivered. The project organization section describes how a project is assigned.

The two types of purchasing strategy are purchasing strategy and project governance. Formal procurement processes may free up time and money while also lowering project risk. Business cases are used to justify a project or project activity. An evaluation and assessment system should be used to continuously assess and evaluate project progress. Business cases should contain a concise but compelling message. It could be a few pages for a small project, but it could take up to a full page for a large one.

How To Write A Robust Business Case For Service Development

When writing a business case for service development, it is important to include a clear and concise executive summary that outlines the need for the new service and the benefits it will bring. This should be followed by a detailed analysis of the costs and benefits of the proposed service, including any risks and uncertainties. The business case should be supported by financial analysis and data from market research. It is also important to include a clear implementation plan that sets out how the new service will be delivered and how it will be monitored and evaluated.

At a time of cuts and savings, how can nurses convince decision makers to invest in their services? A business case should be straightforward, concise, and comprehensive. Nurses, despite their resistance, are frequently hesitant to write business cases; however, with the proper knowledge and support, a business case can be successfully transformed into a strategic improvement plan . It can be difficult to get a business case right, especially if the authors don’t understand the consequences of their decision on local, regional, and national priorities. The goal of a business case should be to reflect the priorities, values, and goals of the organization. The author(s) should try to understand how to best manage the development of a service and how to fund it. STPs will be the only way to access additional NHS funding beginning in April 2017.

According to an assessment by the King’s Fund, STPs have been widely criticized, angry, and anxious in the face of the proposals. They appear to be attempting to re-engineer or overcomplicate a system that is already overburdened. Nurses will be expected to streamline their work in order to save money. They are, however, not taught the fundamentals of financial management. In the long run, nurses’ ability to develop a sense of financial stability can influence policy changes. To create a business case, it is critical to understand the financial implications and impact. The British Association of Dermatologists has created a checklist that assists clinicians in making better business case decisions .

When writing a business case, you may want to highlight the value that specialist nurses provide. Concerns have been raised that the role of specialist nurses will be overlooked or misunderstood in the future. Nurses, according to the RCN, need to work with other healthcare providers and collaborate across disciplines in order to improve working relationships. It is usually the responsibility of leaders or Commissioners to write a business case for nurses. However, if they receive the necessary support, they can develop the confidence to formally articulate their ideas for a service.

Is Your Business Case For A New Software Application Strong Enough?

A business case for a new software application should demonstrate how the application will benefit the business, how it will be cost effective, and how it will be risk free. The application’s business case should take into account any competition it may face. If the business case demonstrates that the application is critical to the company’s long-term success, you might be able to persuade the company to fund the project more easily. If the business case concludes that the application is too risky or not cost effective, the company may choose to pursue other options. A business case for a new software application can be found here.

Nursing Business Case Examples

The nursing business case is a tool that can be used to promote and justify specific nursing actions, projects, or programs. The nursing business case is based on the concept that nurses should be able to demonstrate the value of their work to organizational decision-makers. In order to be effective, the nursing business case must be clear, concise, and well-supported. There are many different ways to develop a nursing business case. One common approach is to use nursing care quality indicators to show how a proposed project or program will improve patient outcomes. Another approach is to use cost-benefit analysis to show how a proposed project or program will save money while also improving patient outcomes. Nursing business cases can be used to promote and justify a wide variety of nursing actions, projects, and programs. Some examples include initiatives to improve patient safety, reduce medical errors, implement new technology, improve communication between nurses and physicians, and many others.

Project documentation that describes a business problem and how to solve it should include business cases. A business case, in essence, seeks to persuade decision-makers that a specific strategy will result in the best possible outcome for the organization. It is critical to understand how to present business cases in order to create and manage them on a daily basis within organizations. Business cases demonstrate that decisions are based on facts and research rather than opinions. It is also advantageous for businesses to have these services in place to justify their spending and protect project leads in the event of a problem. When dealing with the varying and sometimes conflicting interests of various stakeholders, a business case must be crafted. A business case is a critical document in a company, which can assist in strategic decision-making.

You should be familiar with how to write a business case in a professional manner. Here’s a short list of things you should include in your business case, followed by a detailed description. An executive summary should include information about the business problem, options, and a preferred option. You should also include an outline of your project specifics. Depending on the nature of your case, you may be required to conduct research, present a lengthy list of options, and then select an appropriate solution based on those criteria. A business case’s benefits section should provide clear information about the benefits of your chosen option. The risks section outlines the likelihood that some of these risks will occur.

The project implementation plan lays out a clear vision for how the project will be carried out. Financial analysis is required to demonstrate that the project is cost-effective for the business. Your business case should be delivered in the right mode to ensure that it receives the attention it requires. You must first ensure that all of these elements are present in your business case in order to present it. To engage stakeholders, you must first tell an emotional story based on facts and figures. You must be present during the discussion and present your business case. You won’t have to rely on your slides in your presentation if you make it interactive. Work with a template that is well-versed in best practices. Smartsheet can be used to create a variety of business cases.

Successful Nhs Capital Business Case

There is no one-size-fits-all answer to this question, as the definition of success for a NHS capital business case will vary depending on the organisation’s specific aims and objectives. However, some key factors that are likely to contribute to a successful case include a clear and concise justification for the investment, a robust financial case, and strong engagement with key stakeholders.

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COMMENTS

  1. NHS England » General business case process guidance

    This refresh of the NHS England business case development, assurance and approval process guidance has been developed to enable commissioners, Sustainability and Transformation Partnerships and regional teams to develop and assure business cases, which are properly constructed and have strong local ownership to aid timely and efficient approval ...

  2. Writing your NHS business case

    Writing your NHS business case Supplying to the NHS can sometimes feel like a complicated process. A common barrier frequently cited to us is the business case. In simple terms, a business case puts forward a proposal requesting resource, whether that is money, people, or time, from an NHS organisation.

  3. The 5 Stages to building a great NHS business case: Our recommended

    The 5 Stages to building a great NHS business case: Our recommended framework for your next proposal Published by Aidan Wagstaffe - October 14, 2021 Writing a persuasive NHS business case: Let's get down to business What exactly makes a persuasive NHS business case for School Nursing services?

  4. Seven tips on writing a great business case for the NHS.

    Seven tips on writing a great business case for the NHS. Liam Cahill I facilitate digital-organisation change. Healthtech advisor & mentor. National advisor. Social enterprise advocate,...

  5. How to write a robust business case for service development

    How to write a robust business case for service development | Nursing Times. Abstract At a time of cuts and savings in the healthcare system, how can nurses convince decision makers to put money into improving or expanding.

  6. Eight steps to an effective NHS business case

    Step One: Creating a clear project brief To create an effective business case, you need to gain an understanding of what it is that the client wants. This starts with a clear project brief.

  7. Business case / report writing

    Business case / report writing - Soft Skills - Knowledge and Library Services at Barts Health NHS Trust Business case/report writing We have curated these resources to help you write better buisness cases and reports. They are organised by the time it will take to complete them so you can plan your time accordingly. 15 minutes or less Read Watch

  8. PDF Business Case

    Behind any major strategic project in the NHS lies a business case, that requires the review and approval of local health systems (i.e., local Clinical Commissioning Groups, local Provider Trusts) and sometimes NHS England/Improvement. The NHS follows Government business case guidance, as set out in:

  9. PDF ONF Homepage

    Do you want to learn how to write a business case that is clear, concise and compelling? Check out this BPV Bitesize guide from One NHS Finance, which provides practical tips and examples for creating a successful business case. Download the pdf file and start your journey today.

  10. PDF Business cases Overview

    This workshop will provide a step-by-step approach to writing business cases. We use the key steps identified by Her Majesty's Treasury guidance for business cases as the basis for the day. We work through the stages required to develop a business case using examples and group work as we proceed.

  11. Creating an NHS business case

    Join Andy and Gandhi for a live demonstration of creating an NHS business case with an example walk through. It's nearly the end of the financial year, so in...

  12. PDF MS Trust Guide to writing a strong business case

    Most NHS organisations will have a standard template which must be used for writing business cases, and these are usually considered by a committee, Trust Board or senior managers according to the agreed internal business case review cycle.

  13. Writing your NHS business case

    Writing your NHS business case - The AHSN Network Supplying to the NHS can sometimes feel like a complicated process. A common barrier frequently cited to us is the business case. In simple terms, a business case puts forward a proposal requesting resource, whether that is money, people, or time, from an NHS organisation.

  14. PDF Frequently asked questions and guidance for writing business cases

    the NHS Trust Development Authority are providing 'frequently asked questions' on consultancy spending controls/approvals and further guidance to assist trusts and ... writing a business case. It is essential that the answers to these questions clearly come across from your case.

  15. NHS Elect

    NHS Elect is a national membership organisation staffed by NHS colleagues with extensive ... This online 2-hour session provides practical guidance on writing business cases based on Her Majesty's Treasury Guidance. Delegates will work through and understand the stages required to develop a business case that is persuasive and poignantly ...

  16. Business case approval process

    The NHS England business case development, assurance and approval process has been developed to enable local commissioners, Sustainability and Transformation Partnerships and regional teams to develop and assure business cases, which are properly constructed and have strong local ownership, with greater confidence that investment propositions wi...

  17. Preparing a business case for service commissioning in primary care

    "Business cases" are pivotal to allow good business planning. Previously, the skill of writing a compelling business case was considered a task for NHS managers. With the changing landscape of the NHS, clinicians working in clinical commissioning groups (CCGs) and provider organisations, are now increasingly required to write business cases.

  18. NHS England: Business Case Submission Template

    This is an example template from NHS England for anyone, in any healthcare sector, to use if writing a business case. Attachments 1703883979_business-case-submission-template(1).docx. 1 reactions so far. Claire Cox Followers 0. 0 Comments. Recommended Comments.

  19. NHS Elect

    This online 2-hour session provides practical guidance on writing business cases based on Her Majesty's Treasury Guidance. Delegates will work through and understand the stages required to develop a business case that is persuasive and poignantly linked to the organisation's strategic direction and critical success factors.

  20. NHS business cases (England)

    Overview. This course introduces business cases and how they are used in NHS organisations. It provides those preparing a business case with an overview of their use and how one can be structured. The course considers the importance of managing change and option appraisal as well as the key elements needed for success.

  21. NHS Elect

    This two hour session provides practical guidance on writing business cases based on Her Majesty's Treasury Guidance. Delegates will work through and understand the stages required to develop a business case that is persuasive and linked to the organisation's strategic direction and critical success factors.

  22. How To Develop A Business Case Nhs

    1. Define the problem or opportunity that the business venture will address. 2. Conduct a thorough analysis of the potential market for the product or service. 3. Develop a financial analysis to determine the viability of the venture. 4. Prepare a detailed business plan that outlines the proposed business venture. 5.