Making the Business Case for Traffic Incident Management
Appendix A. Business Case Report Template
Appendix A contains a template for producing a business case by following the four-phase process presented in this document. This business case report template is adapted from a business case template developed by the Treasury Board of Canada Secretariat. (Treasury Board of Canada Secretariat, "Business Case Template," Catalogue No. BT53-15/2-2009E-PDF, 2009.) To get started, complete the entire template. Each section contains brief instructions, which can be removed once your document is finalized. Consult the main body of this document, Making the Business Case for Traffic Incident Management, for more information about a particular section of the business case or information about a business case in general.
Business Case Cover Page
Provide a cover page with the name of the project and the organization information.
Table of Contents
Provide a table of contents.
Executive Summary
Provide an executive summary (high level) that captures only the essential elements of the business case being presented. Include the most pertinent facts in a clear, concise, and strategic overview.
Vision
Organizational Overview
To build a strong rationale for a proposed investment, the current environment needs to be described. The organizational overview of the sponsoring department, agency, or entity should include:
- Organizational structure (high level).
- Mission.
- Strategic vision, goals, and service objectives.
- Current activities and services, including the audience and key stakeholders.
Problem or Need
This subsection contains a clear articulation of the business need in the form of a well-structured statement that addresses the problem or opportunity. This statement should be no more than one or two sentences.
Drivers for Change
Identify what has triggered the investment proposal. Both internal and external drivers for change should be identified and clearly linked to the business need.
Proposed Solution and Options
Describe the proposed solution and all options considered (if applicable). Include the status quo option (also known as the base case) as it will act as the baseline for the upcoming analysis. Describe each preliminary option (high level). Identify what is to be included within the scope of the investment and explicitly state what is excluded from the investment.
Likely Business Outcomes
Describe the expected result or benefit that the organization is striving to achieve at the end of an intervention or change.
Strategic Fit
Demonstrate how the proposed investment fits within the organization's broader strategic context and contributes toward its goals and objectives. This subsection maps the investment proposal to the organizational framework.
Evaluation and Selection
Evaluation Basis and Criteria for Analysis
Define a common framework and the evaluation criteria for which to evaluate the options.
Benefits
Estimate the benefits of each option by defining geographic and temporal scope, identifying available data, defining a schedule, and preparing an evaluation plan.
Costs
Provide a complete description of the estimated costs for each option. Estimated costs should include capital investment and operations costs.
Comparative Analysis and Preferred Option
Based on the costs established for each option, describe how those costs are weighed against the benefits. Assess how well each option meets the evaluation criteria. Identify the risks and conduct a risk assessment for each option. Prepare an option outcome analysis and present a summary of the findings for each business outcome. It may be preferable to organize the findings in a table format. Select the preferred option. Describe how the option supports the organization's current business architecture and planned program results and strategic outcomes (if applicable). Present the recommendation in a straightforward manner, clearly stating why the organization will benefit by focusing its investment on one particular option.
Formalization
Planning
Incorporate TIM into the planning process by developing a focused TIM strategic plan or adding TIM as an emphasis area or key strategy in planning documents. Document the approach (or approaches), establish a timeline, and how these activities will support the investment.
Partner Relationships
Establish and maintain relationships by engaging partners and making TIM a community/ regional/state effort. Document how these relationships are or will be established and maintained over the life of the investment and the importance of these relationships to the success of the project.
Community Engagement
Involve the community by engaging the traveling public and other community stakeholders. Document which community groups will be engaged and how, and establish a timeline of activities and events. Note how these activities will be important to the success of the investment.
TIM Processes and Capabilities
Provide the approach for identifying what changes in processes and organization are needed to move TIM operations and management in the direction of improved effectiveness and efficiency. Include a timeline for the activities and a justification for how these activities will help to support the proposed investment.
Funding
Identify potential funding sources, considering traditional, new, and innovative ways to gain funding to support the investment.
Implementation and Management
Implementation and Management Plan
Outline how the project will be implemented and managed to demonstrate that the proposed investment has been appropriately thought through and that the estimates presented are within an acceptable degree of accuracy.
Risk Management Plan
Provide a summary of the risks associated with the investment, how they were assessed, and how they will be monitored and managed, including risk mitigation strategies.
Performance Management Plan
Develop a performance management plan to demonstrate transparency and accountability for the project and show how the success of the proposed investment will be measured.
