lit 10421 business case template - rmas · web viewbusiness case guidance for a fcerm change...

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 of

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.


XXX Project

RMAXXX Business Case

Version No:

Date:


BUSINESS CASE APPROVAL SHEET

1 Review & Technical ApprovalProject title

Authority project reference EA reference

Lead authority Date of submission

Consultant Document stage(SOC/OBC/FBC)

Previous document Previous doc ref

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 Projects £100k - £10m(Tick the appropriate box)

Large project review group Projects >£10m(LPRG)

Recommended for approval DateNPAS or LPRG Chair

Project total as approved £ Version number

Project total made up of : Capital Grant (£k)

Levy (£k)

Other Contributions (£k)

2 Project Financial approvalFinancial scheme of approval Project

totalName Signature Date

Director of Business Finance All >£100k

Director of Operations £1m -£10m

Executive Director of Operations >£10m

Chief Executive >£20m

3 Defra approvalDate sent to Defra (or N/A) Version number

(if different)

Date approved by Defra (or N/A)

Comments


For FSoD Coordinator use only:


Table of Contents

1. EXECUTIVE SUMMARY........................................................................................................................................71.1. INTRODUCTION...............................................................................................................................................71.2. STRATEGIC CASE...........................................................................................................................................71.3. ECONOMIC CASE............................................................................................................................................71.4. COMMERCIAL CASE........................................................................................................................................71.5. FINANCIAL CASE.............................................................................................................................................71.6. MANAGEMENT CASE.......................................................................................................................................81.7. RECOMMENDATION........................................................................................................................................92. THE STRATEGIC CASE......................................................................................................................................102.1. INTRODUCTION.............................................................................................................................................102.2. BUSINESS STRATEGIES................................................................................................................................102.3. ENVIRONMENTAL AND OTHER CONSIDERATIONS.........................................................................................102.4. INVESTMENT OBJECTIVES............................................................................................................................102.5. CURRENT ARRANGEMENTS..........................................................................................................................102.6. MAIN BENEFITS.............................................................................................................................................102.7. MAIN RISKS..................................................................................................................................................102.8. CONSTRAINTS..............................................................................................................................................102.9. DEPENDENCIES............................................................................................................................................103. THE ECONOMIC CASE......................................................................................................................................103.1. INTRODUCTION.............................................................................................................................................103.2. CRITICAL SUCCESS FACTORS......................................................................................................................103.3. LONG LIST OPTIONS.....................................................................................................................................103.4. SHORT LIST OPTIONS...................................................................................................................................113.5. ECONOMIC APPRAISAL.................................................................................................................................113.6. NON FINANCIAL BENEFITS APPRAISAL.........................................................................................................133.7. PREFERRED OPTION.....................................................................................................................................133.8. SENSITIVITY ANALYSIS.................................................................................................................................134. THE COMMERCIAL CASE...................................................................................................................................134.1. INTRODUCTION AND PROCUREMENT STRATEGY.........................................................................................134.2. KEY CONTRACTUAL TERMS & RISK ALLOCATION.........................................................................................144.3. PROCUREMENT ROUTE AND TIMESCALES....................................................................................................144.4. EFFICIENCIES AND COMMERCIAL ISSUES.....................................................................................................145. THE FINANCIAL CASE........................................................................................................................................145.1. FINANCIAL SUMMARY...................................................................................................................................145.2. FUNDING SOURCES......................................................................................................................................155.3. IMPACT ON REVENUE AND BALANCE SHEET................................................................................................155.4. OVERALL AFFORDABILITY.............................................................................................................................156. THE MANAGEMENT CASE..................................................................................................................................166.1. PROJECT MANAGEMENT...............................................................................................................................166.2. COMMUNICATIONS AND STAKEHOLDER ENGAGEMENT................................................................................166.3. CHANGE MANAGEMENT................................................................................................................................166.4. BENEFITS REALISATION................................................................................................................................166.5. RISK MANAGEMENT......................................................................................................................................176.6. CONTRACT MANAGEMENT............................................................................................................................176.7. ASSURANCE.................................................................................................................................................176.8. POST PROJECT EVALUATION........................................................................................................................176.9. CONTINGENCY PLANS..................................................................................................................................17


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 Whole-life cash Total project


appraisal (PV) cost cost (approval)

Costs up to OBC N/a – sunk costs Exc previous app

Costs after OBC

Staff costs

External fees

Construction & site costs

Environmental

Land & compensation

Other (specify)

Optimism Bias

Risk at 95%ile or similar

Risk at 50%ile or similar

Inflation(state rate assumed) 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 £kRaw partnership funding score Funding:Contributions (list)Other: (list)Local LevyNon GiA contributions Adjusted Partnership funding scoreGrant in AidProject 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)

Yr 020xx

Yr 120xx

Yr 220xx

Yr 320xx Yr 4+ Total

Construction & other costsOptimism bias & riskProject total costsLess: ContributionsCapital 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.)

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.)


2. The Strategic case2.1. 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 Case3.1. 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)

123etc


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 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


Contributions to outcome measures

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)

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 Option 4

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 (specify)

Subtotal

Future costs (construction and maintenance)


Option 1 Option 2 Option 3 Option 4

Optimism bias

Project total (present-value) costs

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.)

Option Present Value costs(£’000)

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.)

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)

Whole-life cash cost

Total project cost (approval)

Costs to OBC: N/a -sunk costs Exc previous app


Further staff costs


Consultants’ fees

Contractors’ fees


Subtotal

OBC to construction:


Further staff costs


Consultants’ fees

Contractors’ fees


Other costs (specify)


Costs Cost for economic

appraisal (PV)

Whole-life cash cost

Total project cost (approval)

Subtotal

Construction:

Construction costs

Inflation allowance for months

Environmental enhancement

Environmental mitigation


Further staff costs

Consultants’ fees

Site supervision


Land purchase & compensation

Other costs (specify – see note (1))

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 020xx

Yr 120xx

Yr 220xx


Grant in AidLocal LevyContributions (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 020xx

Yr 120xx

Yr 220xx


Staff costsExternal fees Construction costsEnvironmentalLand & compensationOther: (list)Optimism BiasRisk contingencyInflation (state rate)Project total costsLess: Costs not eligibleLess: ContributionsLess: Local Levy being claimedCapital grant claimGrant rate

6. The Management case6.1. 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.)

Activity Date (DD/MM/YYY)

Comment

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.)

Outcome Measure (OM) Yr 120xx

Yr 220xx

Yr 320xx

Yr 420xx

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 water-dependent 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.)


Appendix A: Partnership funding calculator


Appendix B List of reports produced


lit 10421 business case template - rmas · web viewbusiness case guidance for a fcerm change...

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