Public Sector Business Cases
are difficult to get right.
Getting it "right first time" can be a lot easier if you follow some simple steps...
When it comes to managing change and improvements, a professional business case can be the most powerful tool for commissioners and health care managers.
People from 30+ NHS organisations have told us that more help is needed to make a strong case, identify value for money and ‘sell’ ideas to varying stakeholders.
ABC8 is here to help you deliver quickly and easily with a combination of free and cost-effective support options.
A "no brainer" to engage with ABC8:
The “Points4Life” programme was the best Public Health business case there has ever been!” Professor Matthew Cripps NHS RightCare National Programme Director.
Extra capacity and expertise:
Take the Dragon's Den Review (a friendly version) to see if you do have a case worthy of development. A £250 review could save you months and save you tens of £000s.
ABC8 Signature System:
Principles at every step:
a) Start with your Mission and your Why
b) Manage the "Human Factors"
c) Small wins (lead to unstoppable momentum)
d) Communicate with stories
e) Always keep key stakeholders in mind (especially patients)
f) Don't undertake any work that does not add value
g) Think through and test hypotheses quickly and cheaply
h) Evaluate every decision as if the impact will effect your own personal finances
Please email Anthony.Lawton@ffmi.co.uk or call 07921786777 to arrange an informal conversation for some free advice or to see if we can assist you with additional support.
What does good look like?
Considering the importance and volume of business cases in the healthcare sector, there has been very little training or education on the topic. Ask your colleagues what a good business case looks like and in most situations you will struggle to get an answer.
You are more likely to hear confusion, concerns about governance and a lack of capacity etc. We receive lots of feedback echoing the following: “Too much focus on money and not enough consideration for social ramifications”, “Becomes a bureaucratic tick-box exercise”, “They are more political than factual”, “They are a huge amount of work but no one values them”...
Another problem is that "best practice" guides from the HM Treasury and NHS England are typically long and complicated documents that are almost impossible to implement if you are a busy operational manager or commissioner with a day job.
Bad business cases waste £Ms:
In the world of IT investments, there is a rule of thumb that only around 30% of investments are successful (due to a lack of robust methodology of evaluation, exaggerated benefits and poor stakeholder engagement...). What would your estimation be for failed cases within your organisation?
A core failure point in our experience is the development of cases (that often take months of time and cost tens of thousands of pounds) that should've been stopped within the first week - at the first strategic step / gateway.
A huge amount of our problems associated with workloads, stress, productivity and failure rates improve when we undertake a robust and strategic review of our projects, our capacity and what should or should not be tackled. If everything is important - nothing is. It is really important to get this process right first time.