Business Case guidance for a FCERM
change project for Local Authorities,
Internal Drainage Boards and other risk
management authorities
This business case template and the headings contained within are drawn from HM Treasury Green book and
Five Case Model. It should be used for justifying projects where the total project cost is more than £2 million.
The Five Case Model envisages a three staged approach in developing a business case in a logical and
structured manner to the point of final investment approval. Under the Five Case methodology the Strategic
Outline Case (SOC) is prepared at the commencement of detailed work on a project and provides the strategic
case for change, identifies a short list of options from the initial long list and provides indicative costs and
benefits sufficient to demonstrate that a viable project is possible. The Outline Business Case (OBC) details the
appraisal work on the short listed options and the selection of the preferred option to be taken through a
procurement stage. It also provides an update on costs and benefits and a delivery plan. The Full Business
Case (FBC) contains the finalised prices from the procurement exercise, final terms of any legal agreements
(e.g. contributions, compensation etc ) and a completed delivery plan. The FBC immediately precedes the
signing of contracts.
In most cases you only need to submit your business case at Outline Business Case (OBC) stage accompanied
by the relevant forms as noted below. If your project value is in excess of £50m you will need to complete and
submit business cases at all three stages. In these cases please discuss your project and planned submissions
with the Large Projects Review Group (LPRG).
For a flood risk scheme, send your OBC with a completed FCERM 2.
For a coastal scheme, send your OBC with a completed CPA1 and include a copy with a completed CPA2.
For a study or strategy, please use form FCERM 7. We will not need an OBC.
The Grant memorandum sets out the procedures to be followed when applying for grant and you should follow
this to make sure that the total costs for approval are only those eligible for a grant. Once the scheme is
approved you are eligible for a grant for the costs you have incurred in preparing your business case so these
should be included in your application, but you should exclude the cost of studies if you have previously claimed
grant under a separate FCERM7. All development and study costs should be shown within the whole life costs.
The Outline Business Case (OBC) describes the appraisal that has been carried out on a flood and coastal
erosion risk management (FCERM) project, and provides the supporting business case to your application for
Flood Defence Grant in Aid (FDGiA). It should contain all relevant information and facts to satisfy a reader with no
knowledge of the project that the correct investment decision, in technical, environmental and economic terms, is
being recommended. If a separate SOC has not been presented then it is important to include details of the work
carried out at the SOC stage, i.e. in establishing the strategic basis for the project and in selecting the short listed
options. This needs to be in sufficient detail for the earlier steps to be understood as part of the review of the
Outline Business Case submission.
Your business case should explain why you think your project deserves investment and give evidence to support
the decisions that led to the final conclusions and recommendation. You should cover the background to the
facts in appropriate appendices, but the reader should not have to refer to the appendices (other than to see
drawings or detailed figures) to be satisfied that your business case is sound and reliable.
We have provided this template to help you compile your business case and to provide some consistency in the
layout and style of business cases sent to us for grant approval. This template is a good foundation for most
projects to follow, but within the headings you can vary the content and amount you write so as to present your
case efficiently and effectively.
The length of the business case will depend on how complex your project is and the scale of the investment you
need. A concise summary business case is more efficient to prepare and easier to review and approve. It should
usually be possible to describe a project in around 25 pages excluding the header sheets and the appendices,
unless the project is particularly complex.
RMA business case template – 5 case
Page 1 of 19
Content
To help you, most sections of this template contain guidance notes that offer suggestions and prompts for
possible content and the use of tables. Please delete all of this text when completing the business case.
The business case, and any supporting documents, should not include the consultant’s logo or extra pages from
the consultant’s procedures, such as the quality assurance (QA) sign-off sheet (the business case approval sheet
included here is the QA record). Avoid using page headers and footers that contain the consultant’s name.
Tables
You should include tables wherever you feel they are appropriate and help to summarise and present information
concisely or effectively. We have provided some tables in the template that relate to specific details you must
provide. There is guidance in the template on how to use these tables and in some cases when it possible to
make modest changes to them, for example to adjust them for the number of options being considered.
Appendices
Some standard appendices are shown at the end of the template but you should use whatever additional
appendices you feel are necessary to support the business case. You will need to update the contents list to
reflect the actual appendices contained in your business case.
Auto-updating the contents page
The contents page will update to reflect information that has been changed in the main text and tables. To update
it, right click on the relevant area of the contents page to highlight it and select ‘Update Field’ to access the
update option.
To allow these updating features to be created, the template contains specific text types and ‘fields’. These are
headings 1, 2, 3 and 4 − fields in the table labels and in the appendix labels. When editing the document, take
care to keep these.
Numbering paragraphs
You should retain the existing numbering of all paragraphs in sequence as subsets of the section number.
Customise page footer
To customise the page footer to the individual project go to Insert>Header and Footer and select Footer from the
toolbar. Enter the specific scheme title, reference number, version number and date.
Help and support
Before preparing your business case we advise you to contact your local Environment Agency Area Flood and
Coastal Risk Manager and/or Partnership & Strategic Overview teams who can provide valuable support and
advice. Once you have completed your business case they will review and check the document as part of the
submission process as shown on the approval sheet.
The template starts below. This and the preceding guidance page should
be deleted from the final Outline Business Case.
RMA business case template – 5 case
Page 2 of 19
XXX Project
RMA
XXX Business Case
Version No:
Date:
RMA business case template – 5 case
Page 3 of 19
BUSINESS CASE APPROVAL SHEET
1
Review & Technical Approval
Project title
Authority project reference
EA reference
Lead authority
Date of submission
Consultant
Document stage
(SOC/OBC/FBC)
Previous doc ref
Previous document
Job title
Name
Signature
Date
‘I confirm that this project meets our quality assurance requirements, environmental obligations and Defra
investment appraisal conditions and that all internal approvals, including member approval, have been completed
and recommend we apply to the Environment Agency for capital grant and local levy in the sum of £
Authority Project Executive
‘I have reviewed this document and confirm that it meets the current business case guidelines for local authority
and Internal Drainage Board applications.’
Business case reviewer
‘I confirm that the project is ready for assurance and that I have consulted with the Director of Business Finance’
Area Flood & Coastal Risk
Manager
NPAS Assurance
(Tick the appropriate box)
Projects £100k - £10m
Large project review group
(LPRG)
Recommended for approval
Projects >£10m
Date
NPAS or LPRG Chair
Version number
Project total as approved £
Project total made up of :
Capital Grant (£k)
Levy (£k)
Other Contributions (£k)
2
Project Financial approval
Financial scheme of approval
Project
total
Director of Business Finance
All >£100k
Director of Operations
£1m -£10m
Executive Director of Operations
>£10m
Chief Executive
>£20m
3
Name
Signature
Defra approval
Date sent to Defra (or N/A)
Version number
(if different)
Date approved by Defra (or N/A)
Comments
RMA business case template – 5 case
Page 4 of 19
Date
For FSoD Coordinator use only:
RMA business case template – 5 case
Page 5 of 19
Table of Contents
1.
1.1.
1.2.
1.3.
1.4.
1.5.
1.6.
1.7.
2.
2.1.
2.2.
2.3.
2.4.
2.5.
2.6.
2.7.
2.8.
2.9.
3.
3.1.
3.2.
3.3.
3.4.
3.5.
3.6.
3.7.
3.8.
4.
4.1.
4.2.
4.3.
4.4.
5.
5.1.
5.2.
5.3.
5.4.
6.
6.1.
6.2.
6.3.
6.4.
6.5.
6.6.
6.7.
6.8.
6.9.
EXECUTIVE SUMMARY.......................................................................................................................................... 7
INTRODUCTION ................................................................................................................................................ 7
STRATEGIC CASE ............................................................................................................................................. 7
ECONOMIC CASE ............................................................................................................................................. 7
COMMERCIAL CASE ......................................................................................................................................... 7
FINANCIAL CASE .............................................................................................................................................. 7
MANAGEMENT CASE ........................................................................................................................................ 8
RECOMMENDATION.......................................................................................................................................... 9
THE STRATEGIC CASE ........................................................................................................................................ 10
INTRODUCTION .............................................................................................................................................. 10
BUSINESS STRATEGIES ................................................................................................................................. 10
ENVIRONMENTAL AND OTHER CONSIDERATIONS .......................................................................................... 10
INVESTMENT OBJECTIVES .............................................................................................................................. 10
CURRENT ARRANGEMENTS ........................................................................................................................... 10
MAIN BENEFITS .............................................................................................................................................. 10
MAIN RISKS .................................................................................................................................................... 10
CONSTRAINTS................................................................................................................................................ 10
DEPENDENCIES ............................................................................................................................................. 10
THE ECONOMIC CASE ........................................................................................................................................ 10
INTRODUCTION .............................................................................................................................................. 10
CRITICAL SUCCESS FACTORS........................................................................................................................ 10
LONG LIST OPTIONS ....................................................................................................................................... 10
SHORT LIST OPTIONS..................................................................................................................................... 11
ECONOMIC APPRAISAL .................................................................................................................................. 11
NON FINANCIAL BENEFITS APPRAISAL ........................................................................................................... 13
PREFERRED OPTION ...................................................................................................................................... 13
SENSITIVITY ANALYSIS ................................................................................................................................... 13
THE COMMERCIAL CASE .................................................................................................................................... 13
INTRODUCTION AND PROCUREMENT STRATEGY .......................................................................................... 13
KEY CONTRACTUAL TERMS & RISK ALLOCATION........................................................................................... 14
PROCUREMENT ROUTE AND TIMESCALES ..................................................................................................... 14
EFFICIENCIES AND COMMERCIAL ISSUES ...................................................................................................... 14
THE FINANCIAL CASE ......................................................................................................................................... 14
FINANCIAL SUMMARY ..................................................................................................................................... 14
FUNDING SOURCES ....................................................................................................................................... 15
IMPACT ON REVENUE AND BALANCE SHEET .................................................................................................. 15
OVERALL AFFORDABILITY .............................................................................................................................. 15
THE MANAGEMENT CASE ................................................................................................................................... 16
PROJECT MANAGEMENT ................................................................................................................................ 16
COMMUNICATIONS AND STAKEHOLDER ENGAGEMENT ................................................................................. 16
CHANGE MANAGEMENT ................................................................................................................................. 16
BENEFITS REALISATION ................................................................................................................................. 16
RISK MANAGEMENT ....................................................................................................................................... 17
CONTRACT MANAGEMENT ............................................................................................................................. 17
ASSURANCE ................................................................................................................................................... 17
POST PROJECT EVALUATION ......................................................................................................................... 17
CONTINGENCY PLANS .................................................................................................................................... 17
RMA business case template – 5 case
Page 6 of 19
1.
Executive Summary
(The Executive Summary should not repeat detail contained in the main body of the business case but consist of a
concise summary of the key matters. Guidance is provided below to help you complete the document – please
delete as you complete each section.)
1.1.
Introduction
(State briefly what the project is and the approval being sought through the business case.)
1.2.
Strategic case
Strategic context
(Summarise strategic drivers for investment, with reference to supporting strategies, plans and local initiatives.)
The case for change
(Describe the current situation and the problem to be solved, benefits to be delivered and opportunity for improvement.)
Objectives
(Summarise the main objectives of the project.)
1.3.
Economic case
Options considered
(Summarise the initial long list of options identified, indicate those rejected and those short listed for detailed appraisal.)
Key findings
(Summarise the economic appraisal findings on the short listed options. Comment on any particular technical,
environmental and social issues for the options.)
Preferred way forward
(Summarise the selection of the preferred option with reference to key economic and other criteria.)
1.4.
Commercial case
Procurement strategy
(Summarise the planned approach to procurement.)
Key contractual terms and risk allocation
(Highlight the main areas and issues to be agreed in the planned contractual and how risks are to be allocated between
parties.)
Efficiencies and Commercial arrangements
(Identify any wider commercial issues or opportunities and the efficiencies to be delivered.)
1.5.
Financial case
Summary of financial appraisal
(Summarise the costs for the project in present value and cash terms and the total project cost for approval.)
Economic
appraisal (PV)
Costs up to OBC
Whole-life cash
cost
N/a – sunk costs
Exc previous app
Costs after OBC
RMA business case template – 5 case
Total project
cost (approval)
Page 7 of 19
Economic
appraisal (PV)
Whole-life cash
cost
Total project
cost (approval)
Staff costs
External fees
Construction & site costs
Environmental
Land & compensation
Other
Optimism Bias
Risk at 95%ile or similar
Risk at 50%ile or similar
Inflation
N/a
N/a
Future costs
(construction + maintenance)
(PV)
(Cash)
N/a
Future optimism bias
Project total costs
Funding sources
(Show the partnership funding score and how the project is to be funded. Comment on any conditions or constraints
placed on funding and the planned arrangements for sharing any cost overruns.)
Description
%
Total £k
Raw partnership funding score
Funding:
Contributions (list)
Other: (list)
Local Levy
Non GiA contributions
Adjusted Partnership funding score
Grant in Aid
Project total costs (approval)
Overall affordability
(Summarise the overall costs of the project over the lifespan of the investment and comment on any issues on
affordability.)
Annualised spend profile
(£k)
Construction & other costs
Optimism bias & risk
Project total costs
Less: Contributions
Yr 0
20xx
Yr 1
20xx
Yr 2
20xx
Yr 3
20xx
Yr 4+
Total
Capital Grant
1.6.
Management case
Project management
(Summarise the project management arrangements for the scheme, including project governance, roles and
responsibilities and key milestones. Summarise the planned communications and stakeholder engagement.)
RMA business case template – 5 case
Page 8 of 19
Benefits realisation
(Summarise the benefits targeted, how they will monitored and reported and when they will be realised.)
Risk management
(Summarise the key risks of the project and how these are being managed and mitigated.)
Assurance, approval & post project evaluation
(Summarise the assurance and approval arrangements, details of any post project reviews or post project benefits
management and reporting arrangements.)
1.7.
Recommendation
(Formal recommendation of the proposed outcome and the approval sought for the scheme.)
RMA business case template – 5 case
Page 9 of 19
2.
The Strategic case
2.1.
Introduction
(Summarise the problem, the need for an intervention (including the consequences of doing nothing), any previous works
and the basis of the strategic approach.)
2.2.
Business strategies
(Reference how the project aligns with the business strategy for the organisation and any related national strategies. Include
consideration of national policy documents, relevant local plans such as River Basin Management Plans and Catchment
Flood Management Plans and any other relevant initiatives.)
2.3.
Environmental and other considerations
(Summarise any relevant environmental issues, regulatory requirements or legal or other obligations affecting the project.)
2.4.
Investment objectives
(State the investment objectives for the project, which should be SMART (Specific, measurable, achievable, realistic and
time bound).)
2.5.
Current arrangements
(Describe the existing situation, organisational approach, activities and the associated current investment or revenue costs.)
2.6.
Main benefits
(Identify the high level strategic and operational benefits that will accrue as a result of the investment.)
2.7.
Main risks
(Outline the strategic business risks associated with the delivery of the project. Reference should be made to the risk
potential assessment and lessons learnt from previous projects.)
2.8.
Constraints
(Any constraints on the approach planned to deliver the project objectives, whether internal or externally driven. For
example, whether the project must be delivered by a particular time; whether a particular technical solution affects the one
or more of the options; or whether the availability of funding in relation to all or some of the options is affected or restricted.)
2.9.
Dependencies
(Identify where the project objectives or delivery is reliant on other projects, business as usual activities, things to be in place
or relies on decisions being taken outside the organisation (e.g. planning or support of partner organisations).
3.
The Economic Case
3.1.
Introduction
(Summarise the approach being taken and methodology being followed to arrive at the best value for money option which is
deliverable, and meets objectives.)
3.2.
Critical success factors
(List the attributes essential to the successful delivery of the scheme against which the available options can be assessed.)
No
Critical Success Factor
Measurement Criteria
Importance
(1-5)
1
2
3
etc
3.3.
Long list options
(Describe the long list of options originally considered in relation to delivery of the project objectives. This could include
different technological solutions, different timings or different ways of delivering the solution (e.g. in house, in conjunction
RMA business case template – 5 case
Page 10 of 19
with third parties or partnership arrangements). Comment if funding sources differ for the different options. Identify the
options from the long list carried forward for further appraisal and evaluation and why the other options have been rejected)
Option
Description
Benefits delivered
/Issues involved
Reason for short list or
rejection
1
2
3
4
5
etc
3.4.
Short list options
Overview
(Set out full descriptions of options for further appraisal which should include, a ‘do nothing’ or ‘status quo’, a ‘do minimum’
and at least 2 alternative options.)
Technical assessment
(Provide a brief technical description of each option, how any technical risks are to be addressed and any technical
opportunities or innovations offered.)
Environmental assessment
(Detail the environmental impact or benefit of each of the options to enable these to be ranked for option selection. This
could include routine environmental assessments but also any effects on the local community or other stakeholders.
Summarise the above in a table similar to.)
Key positive effects
Key negative effects
Mitigation or enhancement
opportunity
Option X
Option Y
3.5.
Economic appraisal
Benefits
(Summarise the benefits identifying and valuing quantifiable measures and monetary benefits and explain the source of
information and assumptions underlying their valuation.)
Contributions to outcome measures
Outcome 1 − Ratio of whole-life benefits to costs
Present value benefits (£k)
Present value costs (£k)
Benefit: cost ratio
Outcome 2 − Households at reduced risk
2a – Households moved to a lower risk category (number – nr)
2b – Households moved from very significant or significant risk to
moderate or low risk (nr)
RMA business case template – 5 case
Page 11 of 19
Contributions to outcome measures
2c – Proportion of households in 2b that are in the 20% most deprived
areas (nr)
Outcome 3 – Households with reduced risk of erosion
3a – Households with reduced risk of erosion (nr)
3b – Proportion of those in 3 protected from loss within 20 years (nr)
3c – Proportion of households in 3b that are in the 20% most deprived
areas (nr)
Outcome 4 – Water framework directive
4a – Hectares of water-dependent habitat created or improved (ha)
4b – Hectares of intertidal habitat created (ha)
4c – Kilometres of river protected (km)
Costs
(Summarise the costs explaining the source of figures used and any potential uncertainties. Costs should include an
optimism bias which should be updated in subsequent stages following a more detailed risk analysis of costs and benefits
under each option. The basis of the risk calculation should be noted, for example Monte Carlo or alternative approaches
taken, and the outcome.)
Present Values
(The detailed economic (present) values of costs and benefits for each option should be set out in tabular form appropriate
to the appraisal carried out along with a commentary on any issues and key assumptions (including discount rates applied
to future costs).)
Option 1
Option 2
Option 3
Existing staff costs
Further staff costs
Consultants’ fees
Contractors’ fees
Cost consultants’ fees
Site investigation and survey
Construction
Environmental mitigation
Environmental enhancement
Site supervision
Land & compensation
Optimism bias
Risk contingency (50%ile)
Other
Subtotal
Future costs (construction and
maintenance)
Optimism bias
Project total (present-value)
costs
RMA business case template – 5 case
Page 12 of 19
Option 4
Option ranking & Economic appraisal conclusion
(Provide a clear analysis as to how the options are ranked across the economic appraisal criteria noted above. Comment on
the achievement of critical success factors and investment objectives and the basis of arriving at the conclusion.)
Present
Value
costs
(£’000)
Option
Present
Value
damages
(£’000)
Present
Value
benefits
(£’000)
Average
benefit: cost
ratio (BCR)
Incremental
benefit: cost
ratio (IBCR)
Option for
incremental
calculation
1
2
3
4
3.6.
Non financial benefits appraisal
Methodology
(Set out the approach to appraising qualitative benefits associated with each of the short-listed options and summarise how
these will be weighted for importance and will be assessed to derive a weighted benefit score for each option.)
Qualitative benefits
(Identify the key qualitative benefits relevant to each option. This can include time, quality, end user requirements or
satisfaction, ease of delivery and others that may be relevant to the option and/or the method of delivery.)
Qualitative benefits scoring
(Set out the benefit scores (e.g. on a range of 0-9) for each option and how the scores were derived and were objective, fair
and reasonable.)
Analysis of key results
(Set out the results of the non financial benefits appraisal showing the non financial benefits delivered by each option in a
table. Comment on the key differences between the options and the ranking of options on non-financial criteria.)
3.7.
Preferred option
(Summarise results of the investment appraisal for each option in a table showing the overall score or ranking for both
economic and non financial benefits appraisals. Confirm the conclusion and the reasons for selecting the preferred option.)
Option
Damage
(PVd)
Damage
avoided
Benefits
(PVb)
Key qualitative benefits
1
2
3
4
3.8.
Sensitivity analysis
(Set out how the options have been tested for changes in assumptions. Include the switching values (the point at which a
different option may be selected), scenario planning and effects of varying key assumptions on the overall ranking and
option choice.)
4.
The Commercial case
4.1.
Introduction and Procurement Strategy
(Set out what is to be procured and the procurement strategy to be followed to deliver the specific arrangements e.g. use of
frameworks and any OJEU requirements.)
RMA business case template – 5 case
Page 13 of 19
4.2.
Key contractual terms & risk allocation
(Provide a summary of the key areas to be agreed in the contracts with external parties (e.g. contract lengths, unusual
aspects or others matters to be managed). Explain the basis of apportioning risk between parties, whether related to
design, construction or residual risks.)
4.3.
Procurement route and timescales
(Detail the approach to be taken and method of procuring the necessary services, and any implementation milestones. Also
include details of the tender assessment process and timescales.)
4.4.
Efficiencies and commercial issues
(Summarise the strategy, framework and plan for driving value for money, setting out what has been done to date and the
opportunities going forward. Include details of efficiencies targeted in the appendix (e.g. the project efficiency register CERT). Comment on any other commercial issues or opportunities.)
5.
The Financial case
5.1.
Financial summary
(Provide detail of the projected costs for the project on economic (present value) and cash bases and showing the total
project cost for approval. Explain how the costs have been derived and how the optimism bias has been calculated.
Business case development costs should be included in the approval amount but exclude any previous grant claimed>)
Costs
Cost for
economic
appraisal (PV)
Costs to OBC:
N/a -sunk costs
Whole-life
cash cost
Existing staff costs
Further staff costs
Site investigation and survey
Consultants’ fees
Contractors’ fees
Cost consultants’ fees
Subtotal
OBC to construction:
Existing staff costs
Further staff costs
Site investigation and survey
Consultants’ fees
Contractors’ fees
Cost consultants’ fees
Other costs
Subtotal
Construction:
Construction costs
Inflation allowance for
months
Environmental enhancement
Environmental mitigation
Existing staff costs
RMA business case template – 5 case
Page 14 of 19
Total project
cost (approval)
Exc previous app
Costs
Cost for
economic
appraisal (PV)
Whole-life
cash cost
Total project
cost (approval)
Further staff costs
Consultants’ fees
Site supervision
Cost consultants’ fees
Land purchase & compensation
Other costs
Subtotal
Risk contingency:
Optimism Bias
Risk - Monte Carlo 95% or similar
Risk - Monte Carlo 50% or similar
Future costs:
Maintenance
Future construction
Optimism Bias (on future costs)
Project total costs
5.2.
Funding sources
(Set out the sources of funds available to the project, demonstrating broad consideration given to funding the work. Include,
details of the partnership funding position, any third party contributions or other bids and any state aid issues. Note any
conditions placed on the extent or timing of funding and also how future costs will be funded. The partnership funding
calculator and letters of support or agreement to funding should be included in the appendices.)
Annualised funding needs (£k)
Yr 0
20xx
Yr 1
20xx
Yr 2
20xx
Yr 3
20xx
Yr 4+
Total
Grant in Aid
Local Levy
Contributions (list)
Other: (list)
Project total costs
5.3.
Impact on revenue and balance sheet
(Identify the impact on budgets (both revenue and capital) as a result of the project covering the initial and future capital
spend and the impact on future revenue budgets in subsequent years. State whether the project will result in the creation of
an asset, and if so when, and the balance sheet treatment.)
5.4.
Overall affordability
(Show the overall affordability of the project showing the costs and contributions needed over the lifespan of the investment.
Comment on any likely issues and on the planned arrangements for sharing any cost overruns.)
Annualised spend profile (£k)
Yr 0
20xx
Yr 1
20xx
Yr 2
20xx
Yr 3
20xx
Staff costs
External fees
Construction costs
RMA business case template – 5 case
Page 15 of 19
Yr 4+
Total
Annualised spend profile (£k)
Yr 0
20xx
Yr 1
20xx
Yr 2
20xx
Yr 3
20xx
Yr 4+
Total
Environmental
Land & compensation
Other: (list)
Optimism Bias
Risk contingency
Inflation (state rate)
Project total costs
Less: Costs not eligible
Less: Contributions
Less: Local Levy being
claimed
Capital grant claim
Grant rate
6.
The Management case
6.1.
Project management
(Set out the basis to be followed in managing the project, for example PRINCE 2 methodology or other.)
Project structure and governance
(Set out the governance arrangements and how different individuals or groups will interface and report.)
Project roles and responsibilities
(Confirm the key roles and responsibilities for the individuals (by name) involved in the project work and delivery.)
Project plan
(Summarise the key stages and timings from the project plan and append more detail in support as necessary, e.g. it may
be helpful to include an activity plan (such as a Gantt chart) in the appendices to show the critical path.)
Date
Activity
Comment
(DD/MM/YYY)
Planning permission received
Other (detail as necessary)
Work to be started on site
Work substantially completed by
6.2.
Communications and Stakeholder engagement
(Summarise the approach to communicating plans and progress of the project. Identify areas where engagement with
external parties, stakeholders, statutory consultees and others is needed and explain how this has been carried out.)
6.3.
Change management
(Provide details of the strategy, framework and plan for implementing the change within the business including business
acceptance and any contingency management arrangements.)
6.4.
Benefits realisation
(Summarise the plan for managing delivery of benefits, who is responsible, how they will be monitored and reported and
when they will be delivered. Also comment on the arrangements for tracking efficiency savings compared with target.)
RMA business case template – 5 case
Page 16 of 19
Outcome Measure (OM)
Yr 1
20xx
Yr 2
20xx
Yr 3
20xx
Yr 4
20xx
Yr 5+
20xx
Total
OM2a Households moved to a
lower risk category (number- nr)
OM2b Households moved from
very significant or significant risk
to moderate or low (nr)
OM2c Proportion of households
in 2b that are in the 20% most
deprived areas (nr)
OM3a Households with reduced
risk of erosion (nr)
OM3b Proportion of those in 3
protected from loss within 20
years (nr)
OM3c Proportion of households
in 3b that are in the 20% most
deprived areas (nr)
OM4a Hectares of waterdependent habitat created or
improved (ha)
OM4b Hectares of intertidal
habitat created (ha)
OM4c Kilometres of river
protected (km)
6.5.
Risk management
(Summarise the strategy, framework and plan for the management of risk, setting out who is responsible and the required
counter measures. A copy of your Risk Potential Assessment and/or risk register should be included in the appendices.)
Key Risks
H/M/L
Owner
Mitigation
1
2
3
6.6.
Contract management
(Summarise the strategy, framework and plan for contract management setting out who is responsible over the life of the
contract.)
6.7.
Assurance
(Set out the arrangements for reviewing the project. These can be internal (for example project board meetings, peer
reviews and local approvals) or independent assurance boards (e.g. NPAS, LPRG) and, for larger projects, other bodies as
applicable including Defra or OGC reviews etc. Ensure project milestones accommodate the timing of these steps as well
as the approval process.)
6.8.
Post project evaluation
(Identify the arrangements for post project appraisal, including post implementation review (PIR) and project evaluation
review (PER) in accordance with best practice and any longer term monitoring needs beyond the project life.)
6.9.
Contingency plans
(Set out the arrangements in place to guarantee continued delivery of required outputs in the event that this project or part
of it fails.)
RMA business case template – 5 case
Page 17 of 19
Appendix A: Partnership funding calculator
RMA business case template – 5 case
Page 18 of 19
Appendix B List of reports produced
RMA business case template – 5 case
Page 19 of 19