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					         Strategic Outline Business Case



               Project: Everybody Online




Social Inclusion Business Case Developed in Partnership with:

                          Citizens Online
                                BT
                        Platinum Links Ltd
             Digital Inclusion Team (City of London)




                       Date:      June-10

                    Author:       Paul Conneely

              Organisation:       Digital Inclusion Advisor

           Contact Details:       Paul@servicetransformation.org
Strategic Outline Business Case (Full)




       Contents




       Summary Strategic Outline Case                        Section 1

       Project Definition                                    Section 2

       Stakeholder Identification                            Section 3

       Benefits and Burdens Analysis                         Section 4

       Effectiveness and Achievability Analysis              Section 5

       Options Comparisons Results                           Section 6

       Summary of Options Comparison                         Section 7

       Project Plan                                          Section 8

       Risk Analysis                                         Section 9

       Stakeholder Analysis                                  Section 10

       Project Costs                                         Section 11

       Quantification of Benefits                            Section 12

       Quantification of Burdens                             Section 13

       Total Project Financial Analysis, Net Present Value   Section 14

       Internal Financial Analysis,                          Section 15

       Long Term Macro Economic Benefits                     Section 16
Summary - Strategic Outline Business Case
This page presents a summary of all key parts of the business case. It summarises the key components of what the Treasury calls the
Strategic Outline Business Case for a project.


Strategic Case

           Councils are under increasing pressure to deliver significant efficiencies whilst at the same time protecting the
           most vulnerable. There is a need to be able to demonstrate to inspectors and the Audit Commission that effective
           support and services are being maintained for those who need help the most.

           However the most excluded and disadvantaged often lack the awareness and confidence to access the services
           and support they need; low self-worth, low confidence and skills, and weak social support networks, reduces their
           capacity to access informal support and local services, resulting in low participation and engagement. Service
           providers can also fail to reach them or provide effective help; low participation can result in a lack of
           understanding of people' needs and preferences, and consequently less effectively designed and delivered
           services.

           Cut backs and efficiencies risk exacerbating all these issues further still. Without effective help and support the
           most disadvantaged will continue to fall behind with the poorest outcomes around health, work and education.


           Everybody Online is a community development project that focuses on the most vulnerable and disadvantaged
           communities and uses community based technology to deliver more effective, efficient and engaging forms of
           support. It establishes a local community ICT champion to work within the community, with existing community
           development staff and local service providers to ensure support and access to technology in the community and
           to facilitate effective use by the community and by all service providers. It is a project run by the community in
           partnership with the council and local/ national civil society organisations. It particularly focuses on the community
           helping itself through volunteering and peer support.


Economic Case

           Everybody Online (EoL) provides a new approach to community development which uses ICT to enhance
           engagement and interaction between local service providers and the local community. It has been compared with
           alternative options including recruiting more community development workers, and embedding community ICT
           approaches into different departments across a local authority.

           The everybody online approach is more effective than these alternatives across a range of indicators, including -
           improved resident self-esteem and confidence, improved skills (including ICT and others), improved participation
           and engagement with services and increased participation in community (e.g. volunteering, attendance at
           community events).

           EoL has an excellent strategic fit by helping to deliver against a range of community targets, it is also a popular
           project among key stakeholders, such as frontline workers and service directors, as it helps them to deliver more
           efficiently and effectively against their areas of responsibility. By deploying a working group of frontline workers,
           below a steering group of service directors, and informed by regular surveys with residents and community
           groups the project delivers for a broad range of stakeholders. The other important distinction compared to the
           alternatives is that for EoL the community development worker essentially works for the community rather than
           the local authority and as a result the community owns and runs the project, and the project can attract much
           more inward investment of assets from other partners than would be attracted via a local authority worker.


           The primary source of cost for the project is the wages of the project officer. However there are some other
           associated costs such as the EoL license for the project officer to access a repository of tools and support
           materials and a support network, plus some project management costs within the council and some expenses. A
           3 year project will cost around £170k (mix of cash and non-cash). The 3 year NPV is estimated to be around
           £1.7k. This does not include estimated long run savings of £24k per annum due to moving people into
           employment. But it does include around £40k per year of financial benefits to residents for online shopping, and
           £3k in ICT wage premiums - some of which might be partially offset elsewhere in the economy (e.g. if city
           residents get their insurance cheaper online this might come at a cost to the insurance company)
Commercial Case

        A community ICT champion/ project officer needs to be recruited, and there are example job specifications to
        assist in this recruitment. In order for the community to own this project the project officer needs to either work for
        a community and voluntary sector organisation, or be seconded to one. So there are two potential approaches -
        second a suitable person from the council or a lead partner into a local community organisation willing to run the
        project, or contract a local community organisation to deliver the service. These are preferable solutions to a
        project officer being based within the council - which can blunt the effectiveness of the project and put at risk
        some of the key benefits - including long term sustainability.

        The procurement approach can be through competition among suitable local and national civic organisations, or
        even a grant to an existing partner. In order to build on the existing project knowledge base from running this
        project in over 20 other locations in the UK - a single tender license will need to be purchased from Citizens
        Online for the project officer to access this knowledge base and support tools. Alternatively bidders can be
        requested to work with Citizens Online to put together their proposals and this license built into the contract.


        A grant awarded against a Memorandum of Agreement, or a standard contract making quarterly payments to
        cover the project officer costs are a few possible financial mechanisms. The funding can be found by top slicing a
        small amount of each service directorates budgets to produce a joint pot of money for joined-up community
        development work to deliver cross-cutting objectives. Alternatively the funding could come out of existing
        community development budgets on the basis that this project helps to deliver existing community development
        work more efficiently and effectively.

Financial Case

        The cost profile for this project is Year1- £47k, Year2- £45k and Year3- £44k - in cash investment. There is an
        estimated £11k non-cash investment required to cover project management within the local authority. It is
        expected after Year3 the project will start to become more self-sufficient due to volunteering, and by being
        wrapped up in a longer term social enterprise structure.




Management Case

        The project plan requires a short set up phase requiring a procurement and recruitment exercise, followed by
        activities to establish project governance and an audit of stakeholder requirements - including frontline workers
        and residents. Another key activity in the project plan is the ward audit, to review all the key community ICT
        facilities in the target community. After the first quarter to project then focuses on delivering - access/ facilities,
        training/ support, engagement activities, partnership activities and marketing/ special community events. The
        project benefits from a two monthly frontline worker/ partner working group, and a quarterly steering group of
        service managers/ directors.

        One of the key risks is that the project officer quickly becomes very attractive to other organisation to employ - so
        retention needs to be managed carefully. Recruiting someone locally who relates well to the local community is a
        good mitigator. Another key risk is that the project becomes owned by one department within the local authority -
        which steers it down a very specific path e.g. focussing on youth, education etc. This is best managed by running
        the project from the centre of the council which manages cross-cutting projects and policies. This enables the
        community organisation running the project to focus on issues from the community perspective, and then work
        across the council in implementing solutions.

        The project officer needs to be particularly effective and working with many stakeholders within the council, civil
        society and private sector locally. Key stakeholders are best managed through the working group and steering
        board structure. The councils IT department can be an important source of support e.g. to recycle laptops into the
        community and are important to involve in the project. A senior responsible owner at service director or deputy
        chief executive level is also important for managing stakeholders.
Project Definition

Project Summary

 1   Project Name                                    Everybody Online

                                                     Vulnerable groups living in deprived estates within the square mile and on the City fringe,
 2   Target Group/ Community                         including older people, younger people, unemployed, homeless, and the Bangladeshi
                                                     community.

 3   Approximate Size of Target Group                5000

                                                     Achieving local targets and service delivery efficiencies (as per mapping outlined in City
 4   Policy/ Strategic Foundation                    Together Action Plan), and providing evidence of more effective support for vulnerable
                                                     groups to the Audit Commission and inspectorates.

                                                     Social exclusion and disadvantage, and the risk that vulnerable groups lack the awareness
                                                     and confidence to access services and support (and that some services fail to reach them or
 5   Key Problem the Project Solves                  provide effective help). Lack of a full appreciation by service providers of the risks to the
                                                     community of digital exclusion, and a failure to realise the full opportunities offered by ICT to
                                                     engage vunerable people and provide support.


                                                     These problems result in low self-worth, low confidence and skills, and weak social support
                                                     networks, which reduces the target groups' capacity to access informal support and local
                                                     services. This results in low participation and engagement with services' and community
                                                     support organisations, a lack of understanding of people' needs and preferences, and
 6   The Problem with the Status-Quo
                                                     consequently less effectively designed and delivered services. These culminate in poor
                                                     outcomes including health, worklessness, poor educational attainment. These produce
                                                     economic and social costs and risks. Addressing these costs and risks are the responsibility
                                                     of the council and the City Together (Local Strategic Partnership)



 7   Key Indicators of Success and Critical Success Factors:



                                 Indicator 1         Numbers of local targets supported

                                 Indicator 2         Improved self-esteem and confidence

                                                     Improved skills (including ICT and others) and progression (further education, training and
                                 Indicator 3         employment)

                                 Indicator 4         Improved participation and engagement with services


                                                     Increased participation in community (e.g. volunteering, attendence at community events)
                                 Indicator 5

                                                     Establish a local community ICT champion to work with the community and local service
                                                     providers to ensure access and skills to technology in the community and to facilitate
 8   Brief Overview of Project                       effective use by the community and service providers. This involves assessing assets and
                                                     gaps, enabling joined-up partnerships and new ways of working, and bringing in new
                                                     resources.

 9   Three Main Alternative Options:

                            Alternative Option 1     Do Nothing

                            Alternative Option 2     Embedding skills and knowledge of digital approaches across the Local Authority.

                            Alternative Option 3     Employ more community development workers for front-line and out-reach work

     This project generates a new "product" or "service" which …

                                                     Only proposition to use technology to engage and facilitate relationship between the
                                                     community and service providers. Only option that provides a multiplier effect by bringing in
10 is unlike alternatives because…                   additional resources. Only option to deliver against the needs of the community and service
                                                     providers. Better positioned to facilitate partnership working. Option that leans most heavily
                                                     towards the community ownng and running the project.


                                                     Focus on technology to enhance engagement, interaction and communication between
                                                     partners. Delivery by a community-based organisation allows a responsive and flexible
11 has the following special features…
                                                     approach. Unique governance arrangements, comprising partners from the public, private
                                                     and third sectors and senior management participation promotes cross-cutting delivery.




                                                                                                                                                   Section 2
Project Definition

Project Summary

                                                    Two independent evaluation reports demonstrate that participants are less socially excluded
     and the following evidence for its potential
12                                                  and this contributes to achievement of local targets and successful inspections. The project
     effectiveness...
                                                    has more than doubled digital engagement in these areas compared to national averages.




                                                                                                                                             Section 2
Stakeholder Identification

This page presents a table of key stakeholders that have been identified and who have a stake and/or a role to play in the
successful delivery of the project.

                                        Family, Friends           Frontline   Service Delivery    Wider Public
                                          and Carer               Worker       Organisation         Bodies
                            Excluded                                                                                   Economy
     Public                  Group                                                                                    and Society
     Service
     Value
     Chain
                                                                                                                   Green = Stakeholders identified
                                         Deprived                  Local        Local Strategic    Political       Red = No Stakeholders Identified
                                        Community                 Authority      Partnership


Ref            Stakeholder Category                                Stakeholder Type                       Specific Stakeholder Title or Name

 1        Excluded_Group                                  Other                                           Residents

 2        Deprived_Community                              Other                                           City Estates

 3        Frontline_Worker                                Community Development Worker                    Community Development Team

 4        Frontline_Worker                                Youth Worker                                    Youth Woker

 5        Frontline_Worker                                Housing Officer                                 Housing Officer

 6        Frontline_Worker                                Teacher/ Trainer                                Teacher/Trainers

 7        Frontline_Worker                                Police                                          Police

 8        Frontline_Worker                                Librarian                                       Librarian

 9        Frontline_Worker                                GP                                              GP

 10       Local_Authority                                 Other                                           City of London Corporation

 11       Service_Delivery_Organisation                   Third Sector Delivery Organisation              Charities

 12       Family_Friends_and_Carer                        Other                                           Friends/ Carers

 13       Local_Strategic_Partnership                     Other                                           The City Together

 14       Political_                                      Member                                          Elected Members

 15       Economy_and_Society                             Local Economy                                   Local Economy

 16       Wider_Public_Bodies                             Central Government                              Public Service Organisations

 17       Local_Authority                                 Adult Learning Team                             Adult Learning Team

 18       Local_Authority                                 IT Department                                   IT Department

 19

 20

 21

 22

 23

 24

 25




                                                                                                                                                      Section 3
Benefits and Burdens Analysis
This page presents a table of project benefits and burdens for each of the options identified. Each benefit is presented in Green and each burden in Red.
They have been mapped against the relevant stakeholder that is impacted and scored. This approach is a form of 'Multi-Criteria' analysis that is recommended in the HMT Green
Book.

                                                                                                                                      Scores for Benefits/Burdens Relative to other Options
                                                                                                                                                   Score of benefit (low 1 to 5 high); 0 = none
                                       Short Description of Benefit or                       Benefit or                                           Score of burden (low -1 to -5 high); 0 = none
Ref               Stakeholder                                                                             Weight                                                         Embedding skills and
                                                  Burden                                     Burden?                                                                                              Employ more community
                                                                                                                                                                         knowledge of digital
                                                                                                                   Everybody Online        Do Nothing                                             development workers for
                                                                                                                                                                         approaches across the
                                                                                                                                                                                                  front-line and out-reach work
                                                                                                                                                                         Local Authority.
  1   Residents                      Improved Wellbeing                                   Benefit           H                  4                        0                              1                       2

  2   Residents                      Improved ICT Access                                  Benefit           M                  5                        0                               3                      1

  3   City Estates                   Increased Volunteering in Community                  Benefit           H                  4                        0                               1                      3
                                     Increased community participation in activities
  4   City Estates                                                                        Benefit           H                  4                        0                               2                      4
                                     and services
  5   Residents                      Finanical Bnenefits of Internet Access               Benefit           L                  4                        0                               2                      1

  6   City of London Corporation     Additional Resources Accrued                         Benefit           M                  4                        0                               0                      1

  7   Residents                      Improved ICT Skills and Confidence                   Benefit           M                  5                        0                               2                      1
                                     Contribution towards positive inspection
  8   City of London Corporation                                                          Benefit           M                  3                        0                               1                      4
                                     outcomes
  9   City of London Corporation     Contribution towards community targets               Benefit           H                  4                        0                               2                      2

 10   City of London Corporation     New opportunities created for residents              Benefit           M                  4                        0                               2                      4

 11   Community Development Team     Residents progressing to other activities            Benefit           M                  3                        0                               1                      3

 12   Community Development Team     Increased employability of Residents                 Benefit           M                  3                        0                               1                      4

 13   GP                             Reduced nugatory appointments                        Benefit           M                  2                        0                               0                      1

 14   Public Service Organisations   Increased take-up of services like NHS Choices Benefit                 L                  4                        0                               3                      2
                                     Increased interaction between different parts of
 15   Community Development Team                                                          Benefit           M                  3                        0                               1                      4
                                     the community
 16   The City Together              Active partnerships to support residents             Benefit           M                  3                        0                               0                      1

 17   Adult Learning Team            Increased residents with new qualifications          Benefit           M                  3                        0                               1                      1

 18   Community Development Team     New community events delivered                       Benefit           M                  4                        0                               0                      3
                                     Increase in residents accessing remote library
 19   Librarian                                                                           Benefit           M                  2                        0                               1                      0
                                     services
 20   Police                         Increased intergenerational contact                  Benefit           M                  4                        0                               2                      2

 21   Housing Officer                Participation in active aging activities             Benefit           M                  5                        0                               1                      3
                                     Frontline worker satisfaction that project is
 22   City of London Corporation                                                          Benefit           H                  4                        0                               2                      3
                                     supporting them
                                     Councillor satisfaction that project is delivering
 23   Elected Members                                                                     Benefit           L                  2                        0                               1                      4
                                     for ward
 24   City of London Corporation     Clear evidence of support for most vulnerable        Benefit           M                  4                        0                               1                      5




                                                                                                                                                                                                                                  Section 4
Benefits and Burdens Analysis
This page presents a table of project benefits and burdens for each of the options identified. Each benefit is presented in Green and each burden in Red.
They have been mapped against the relevant stakeholder that is impacted and scored. This approach is a form of 'Multi-Criteria' analysis that is recommended in the HMT Green
Book.

                                                                                                                              Scores for Benefits/Burdens Relative to other Options
                                                                                                                                           Score of benefit (low 1 to 5 high); 0 = none
                                     Short Description of Benefit or                 Benefit or                                           Score of burden (low -1 to -5 high); 0 = none
Ref           Stakeholder                                                                         Weight                                                         Embedding skills and
                                                Burden                               Burden?                                                                                              Employ more community
                                                                                                                                                                 knowledge of digital
                                                                                                           Everybody Online        Do Nothing                                             development workers for
                                                                                                                                                                 approaches across the
                                                                                                                                                                                          front-line and out-reach work
                                                                                                                                                                 Local Authority.
                                   Time to support installation of broadband/
 25   IT Department                                                               Burden            M                 -3                        0                             -1                       0
                                   recycled computers on estates
 25   Housing Officer              Help to market services                        Burden            L                 -2                        0                               0                      -2
                                   New opportunities to engage youth with IT, new
 27   Youth Woker                                                                 Benefit           M                  4                        0                               2                      1
                                   media and games
                                   New community equipment and facilities to
 28   Teacher/Trainers                                                            Benefit           M                  4                        0                               2                      1
                                   enhance traning
 29   City of London Corporation   Business Change burden                         Burden            L                 -1                        0                              -4                      0

 30                                                                                                                    0                        0                               0                      0


                                         Total Benefit                                                                305                       0                             109                     197
                                         Benefit Percentage                                                          74.4                       0.0                           26.6                    48.0


                                         Total Burden                                                                 -12                       0                              -7                      -2
                                         Burden Percentage                                                           48.0                       0.0                           28.0                    8.0




                                                                                                                                                                                                                          Section 4
Effectiveness Analysis
This table compares the relative effectiveness of each of the options. Effectiveness is measured by 3-5 key indicators. The scores have been weighted to produce an
Effectiveness % Score. This approach is a form of 'Multi-Criteria' analysis that is recommended in the HMT Green Book.

                                                                                                                      Project Options
                                                                                           Score Effectiveness of project against indicator (low 1 to 5 high); 0 = none

                                                                                                                                     Embedding skills and Employ more community
                                                                                                                                      knowledge of digital development workers for
                     Indicator                           Weight         Everybody Online                 Do Nothing
                                                                                                                                    approaches across the front-line and out-reach
                                                                                                                                        Local Authority.             work
Numbers of local targets supported                          5                    4                             0                                 4                         2
Improved self-esteem and confidence                         2                    5                             0                                 2                         3
Improved skills (including ICT and others) and progre       3                    4                             0                                 1                         2
Improved participation and engagement with service          4                    4                             0                                 2                         4
Increased participation in community (e.g. volunteeri       3                    4                             0                                 2                         4
Weighted Score                                                                  70                             0                                41                        50
Effectiveness %                                                                 82                             0                                48                        59


Achievability Analysis
This table compares the relative achievability of each of the options against the proposed project. Achievability is measured by 10 common criteria that are essential to
the successful implementation of projects. These criteria have been weighted to produce an overall Achievability Score.


                                                                                                                      Project Options

                                                                                                                                     Embedding skills and Employ more community
                                                                                                                                      knowledge of digital development workers for
                     Criterion                           Weight         Everybody Online                 Do Nothing
                                                                                                                                    approaches across the front-line and out-reach
                                                                                                                                        Local Authority.             work
Burning platform                                            5                                                                   2
Committed leadership                                        5                                                                   4
Strategic & policy fit                                      4                    4                             0                                 2                         1
People to deliver project                                   3                    3                             5                                 3                         1
Money available                                             4                    3                             5                                 4                         1
Feasible process change                                     3                    3                             5                                 2                         5
Enough time                                                 3                    2                             5                                 1                         3
Fit with current ICT                                        2                    4                             5                                 3                         5
Products & services available                               3                    5                             5                                 3                         5
Receptive stakeholders                                      4                    5                             1                                 4                         2
Weighted Score                                                                 125                            114                              103                        98
Achievability %                                                                69.4                          63.3                              57.2                       54.4




                                                                                                                                                                                     Section 5
Options Comparison Summary

 This page provide a summary of your options analysis. The chart plots the relative 'compellingness' of each of the options. Impact is plotted
 on the vertical axis. Options that have negative or low positive impact are those for which burdens generally outweigh benefits and score low
 on relative effectiveness against key indicators. Options which score highly are those in which benefits and effectiveness outweigh burdens.
 The horizontal access presents the Achievability score. Options which score highly are those which have the lowest barriers to project
 success, or key enablers in place.


Summary of Analysis
Project Option                                                      Benefit         Burden          Effectiveness        Achievability       Compellingness
Everybody Online                                                      74             -48                  82                  69                  30
Do Nothing                                                            0               0                    0                  63                   0
Embedding skills and knowledge of digital approaches across the L     27             -28                  48                  57                   9
Employ more community development workers for front-line and ou       48              -8                  59                  54                  45




                                                                                                                                                              Section 6
          Project Analysis Dashboard 1

                                                     Everybody Online
                                                                                      Compellingness has been calculated as the average Impact (Average
                                                              Do Nothing              of Benefit and Effectiveness) from which the burden score is
                                                                                      subtracted. Compellingness is a score between +100 and -100.
and knowledge of digital approaches across the Local Authority.

mmunity development workers for front-line and out-reach work


                                          Compellingness                                                           Effectiveness vs Achievability

                                                                                                         100
                     100

                                                                                                                                              Everybody
                                                                                                          80                                   Online
                            50

                                                                   Everybody Online
                                                                                                          60

                             0
                                 0   20        40        60          80         100                       40




                                                                                         Effectiveness




           Compellingness
                        -50
                                                                                                          20



                                                                                                           0
                 -100
                                                                                                               0       20      40       60      80        100
                                               Achievability
                                                                                                                              Achievability




                                                                                                                                                                Section 6
          Project Analysis Dashboard 2

                                             Everybody Online

                                                   Do Nothing

and knowledge of digital approaches across the Local Authority.

mmunity development workers for front-line and out-reach work


                                   Benefit vs Burden                                            Benefit vs Achievability
                                                                  100                 100




                                                                   80                  80
                                                Everybody                                                              Everybody
                                                 Online                                                                 Online


                                                                   60                  60




                                                                            Benefit




            Benefit
                                                                   40                  40




                                                                   20                  20




                                                                    0                   0
                      -100   -80      -60 Burden -40        -20         0                   0   20     40        60
                                                                                                       Achievability       80      100




                                                                                                                                         Section 6
Opportunities for improvement

Opportunities for Improvement
a) Weaknesses in Red - areas where the preferred option scores poorly relative to other options and you should
consider strengthening the project.
b) Strengths in Green - areas where the preferred option scores highly relative to other options.
c) Opportunities in Yellow - areas where none of the options score particularly well, or areas of high importance
where there might be high payoff in strengthening the preferred option.




   Opportunities
                   Strengths/
                   Weaknesses
   5                0           Numbers of local targets supported
   0                4           Improved self-esteem and confidence
   3                6           Improved skills (including ICT and others) and progressi
   4                0           Improved participation and engagement with services
   3                0           Increased participation in community (e.g. volunteering,
  10                -5          Sense of Urgency
   5                0           Committed leadership
   4                8           Strategic & policy fit
   0                -6          People to deliver project
   0                -8          Money available
   0                -6          Feasible process change
   0                -9          Enough time
   0                -2          Fit with current ICT
   0                0           Products & services available
   0                4           Receptive stakeholders




                                                                                                                    Section 6
       Summary Narrative
       Summary of Options analysis
       Everybody Online (EoL) provides a new approach to community development which uses ICT to enhance engagement and interaction between local service providers and the local community. It has been
       compared with alternative options including recruiting more community development work, and embedding community ICT approaches into different departments across a local authority. The everybody
       online approach is more effective than these alternatives acros a range of indicators, including - Improved resident self-esteem and confidence, improved skills (including ICT and others), improved
       participation and engagement with services and increased participation in community (e.g. volunteering, attendence at community events). This is not to say that EoL is a replacement to existing community
       development, but it is clearly an effective and efficient complement.
       EoL has an excellent strategic fit by helping to deliver against a range of community targets, it is also a popular project among key stakeholders, such as frontline workers, as it helps them to deliver more
       efficiently and effectively against their areas of responsibility. Embedding ICT into existing frontline work and departmental perspectives can help to deliver more effectiely against targets in the
       long run but is more difficult to implement as it requires a change of culture, furthermore the benefits to residents feedthrough much slower, less directly that the other two options.


       Initial View on Relative Value for Money of Options
       All the options require investment although the option to embed ICT into frontline work requires less in the short term, as the costs are more focussed on one-off training and the implementation of new
       processes to ensure the training is implemented. Additional community development workers is the most expensive, although the costs assoicated with EoL are essentially similar to that of adding one
       communty development worker, but one that supports all other community development work, whilst also engaging in community development work themselves - therefore adding value to existing community
       work. The other important dicsintion is that for EoL the community development worker essentially works for the community rather than the local authority and as a result the community owns and runs the
       project, and the project can attract much more inward investment of assets from other partners than would be attracted via a local authority worker.

                                      Everybody Online
                                                                                                                                                                   Competition                                                             Gap Analysis
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o      sw                            Key Requirements                                     Weight                                  o               f                                        o                   f                                                              pp
                                                                                                              Ev                 D           Em o                   de                    D               Em o                    de                  St                     O
 5       0   Numbers of local targets supported                                         5                4                    0                 4                 2                     20                  0                 10                       0                    5
 0       4   Improved self-esteem and confidence                                        2                5                    0                 2                 3                     10                 6                   4                       4                    0
 3       6   Improved skills (including ICT and others) and progression (further educa  3                4                    0                 1                 2                     12                 9                   6                       6                     3
 4       0   Improved participation and engagement with services                        4                4                    0                 2                 4                     16                 8                   0                       0                    4
 3       0                                                                              3
             Increased participation in community (e.g. volunteering, attendence at commu                4                    0                 2                 4                     12                 6                   0                       0                    3
10      -5   Sense of Urgency                                                           5                2                    3                 2                 2                     -5                  0                  0                      -5                    10
 5       0   Committed leadership                                                       5                4                    1                 4                 4                     15                  0                  0                       0                    5
 4       8   Strategic & policy fit                                                     4                4                    0                 2                 1                     16                 8                  12                       8                     4
 0      -6   People to deliver project                                                  3                3                    5                 3                 1                     -6                  0                  6                      -6                     0
 0      -8   Money available                                                            4                3                    5                 4                 1                     -8                 -4                  8                      -8                     0
 0      -6   Feasible process change                                                    3                3                    5                 2                 5                     -6                  3                 -6                      -6                     0
 0      -9   Enough time                                                                3                2                    5                 1                 3                     -9                  3                 -3                      -9                     0
 0      -2   Fit with current ICT                                                       2                4                    5                 3                 5                     -2                 2                  -2                      -2                    0
 0       0   Products & services available                                              3                5                    5                 3                 5                      0                  6                  0                       0                    0
 0       4   Receptive stakeholders                                                        4             5                    1                 4                 2                     16                 4                  12                       4                    0
     Key                                                                                        Total    56                   35               39                44                     81                 51                  47
     Your projects ability to meet the requirements                                         Weight      195                  114               144               148
     5 - Fully satisfies or exceeds                                                        % Score      74%                 43%               54%               56%
     3 - Average performance                                                               53
     0 - Very poor performance or n/a




                                                                                                                                                                                                                                                                                                 Section 7
Project Plan
                                                          2010/2011             2011/2012             2012/2013                  0                       0
                                                     Q1    Q2   Q3    Q4   Q1    Q2   Q3    Q4   Q1    Q2   Q3    Q4   Q1   Q2       Q3   Q4   Q1   Q2       Q3   Q4
   Project Start
   Project Management
                                Team Meetings              1          1          1          1          1          1
                       Project Board Meetings        1          1          1          1          1          1
   Contract & Recruitment
                            Recruit eChampion        1     1
                                  EoL Contract       1
   Start-up
          Resident Research/ Needs Analysis                1                     1                     1
                                     Ward Audit            1                                           1
                                 Ward Mapping              1
          LA Targets & Performance Mapping                 1
                           Activity Prioritisation         1
   Community ICT provision
          Asset acquisition (e.g. recylced PCs)            1    1     1    1     1    1     1    1     1    1     1
                                     Installation          1    1     1    1     1    1     1    1     1    1     1
   Training Sessions
                               Taster Sessions             1    1     1    1     1    1     1    1     1    1     1
                Lomger Term Training Courses               1    1     1    1     1    1     1    1     1    1     1
   Engagement Activities
                            Community Events               1    1     1    1     1    1     1    1     1    1     1
           Parternship Activities (Social + ICT)           1    1     1    1     1    1     1    1     1    1     1
   Marketing
                           Community Launch                1
                    Fliers, Posters and Letters            1    1     1    1     1    1     1    1     1    1     1
   Maintenance and Support
        Maintenance of Community ICT assets                1    1     1    1     1    1     1    1     1    1     1
   Evaluation
                       Success Criteria Agreed             1
                   Measurement and Reporting                          1                     1                     1




                                                                                                                                                                       Section 8
Project Risk and Dependency Analysis
This page identifies and scores project risks. It also identifies dependencies to be identified - or critical external influences
on the project.
                                                                                                                                    High

                                                                                                                                           High




                                                                                                          1

                                                                                                          2




      Probability
   Low

                    Low                                               Impact

                                                                                                                                           Risk
  No.               Risk Category                    Risk Title                                                         Risk Owner                       Risk Impact
                                                                                                                                           Probability
    1               Operating                       Project officers poached by other organisation         City of London Corporat                3           4
    2               Financial                       Paying department biases priorities and skews outcomes City of London Corporat                2           4
    3
    4
    5
    6
    7
    8
    9
   10
   11
   12


                                                                                                                                                                       Section 9
                                                                                                                                          Risk
   No.      Risk Category                          Risk Title                                                       Risk Owner                          Risk Impact
                                                                                                                                          Probability
   13       Operating                              Project officers poached by other organisation                   City of London Corporat     3            4
   14
   15


Dependencies

 Dependencies are external influences on the project - things that have to be in place in order to make the project a
 success - for example the delivery of another related project or programme, the passing of a piece of legislation etc.



            The project is subject to the following dependencies which will be carefully monitored
   No.
            and managed through out its lifespan:
    1       There are no specific programme dependencies for this project.

    2

    3

    4

    5

    6

    7




                                                                                                                                                                      Section 9
Stakeholder Analysis
This page presents a list of the stakeholders identified and highlights their potential attitudes towards the project. Those for whom no benefits or burdens have been
identified are categorised as potentially 'disinterested' in the project. Those for whom benefits have been identified but no burdens - these are potential champions and
'enthusiasts' for the project - although it is worth re-checking they aren't burdened in some way by the project, they are highlighted in green in the table below. Those
stakeholders for whom only burdens have been identified are potential ' resistors' to the project and are highlighted in red. Finally, those stakeholders for whom both
benefits and burdens have been identified are potentially 'confused' as to whether the benefit they get from the project outweighs the burden and effort they put into it,
and they are also highlighted in red.




                                                     it
                                                    fit
                                                                 en
                                                                 e




                                                  ne
                                                  ne
                                                             ud
                                                             u rd
Project Stakeholders                                                  Potential Attitude Toward Project?




                                               Be
                                                            B
                                                            B
Residents                                         4            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
City Estates                                      2            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Community Development Team                        4            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Youth Woker                                       1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Housing Officer                                   1            1      Confused? Stakeholder benefits but at a cost - Does the benefit outweigh the burden?                       2
Teacher/Trainers                                  1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Police                                            1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Librarian                                         1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
GP                                                1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
City of London Corporation                        6            1      Confused? Stakeholder benefits but at a cost - Does the benefit outweigh the burden?                       2
Charities                                         0            0      Disinterested? Stakeholder neither benefits nor is burdened by project?                                    1
Friends/ Carers                                   0            0      Disinterested? Stakeholder neither benefits nor is burdened by project?                                    1
The City Together                                 1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Elected Members                                   1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Local Economy                                     0            0      Disinterested? Stakeholder neither benefits nor is burdened by project?                                    1
Public Service Organisations                      1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
Adult Learning Team                               1            0      Enthusiast? Stakeholder benefits but is not burdened by project?                                           3
IT Department                                     0            1      Resistor? Stakeholder is burdened by project but doesn't benefit?                                          2
                                                 -1           -1
                                                 -1           -1
                                                 -1           -1
                                                 -1           -1




                                                                                                                                                                         Section 10
Project Costs
                                                                                                                         Cash/
                                                                                         Stakeholder that   Set-Up or          Cost Assumptions/ Sources
  No. Cost Category     Cost Type                 Specific Cost Title                                                     Non-                                                  2010/2011 2011/2012 2012/2013   0   0   0   0   0   0   0
                                                                                         covers cost        Ongoing?           Additional Information
                                                                                                                         Cash?
                                                  ICT Community Development
   1   Operations       Staff                                                            City of London     Ongoing     Cash        Including employment costs                    £35k      £35k      £35k
                                                  Worker (eChampion)
                                                                                                                                    Small printing budget for leaflets and
   2   Marketing        External Communications   Marketing to Residents                 City of London     Ongoing     Cash                                                      £1k        £1k       £1k
                                                                                                                                    posters.
                                                  Events to attract residents to sign-                                              Small events budget to help get people to
   3   Marketing        Other                                                            City of London     Ongoing     Cash                                                      £1k        £1k       £1k
                                                  up to activities (food, prizes)                                                   sign up to activities.
                                                  Project manager within Local
   4   Administration   Project Management                                               City of London     Ongoing     Non-Cash Part time 1 day a week                           £5k        £5k       £5k
                                                  Authority to manage project
                                                  PCs, cameras, projectors, software                                                Small budget to buy some equipment to
   5   Materials        Hardware                                                         City of London     Setup       Cash                                                      £4k        £2k       £1k
                                                  etc                                                                               supplement recycled equipment
                                                  Accommodation Costs for e-
   6   Other_Expenses   Accommodation                                                    City of London     Ongoing     Non-Cash Only if internal charging scheme in place        £5k        £5k       £5k
                                                  Champion in Community
                                                  License/ Contract support costs for                                               Costs for EoL support tools, support
   7   Other_Expenses   Other                                                            City of London     Ongoing     Cash                                                      £5k        £5k       £5k
                                                  Citizens Online                                                                   network for echampion etc.
                                                                                                                                    Cost for survey instruments e.g. survey
   8   Research         Market Research           Resident surveys                       City of London     Ongoing     Cash                                                      £1k        £1k       £1k
                                                                                                                                    monkey, to survey beneficiaries
                                                  Maintenance of community ICT                                                      Second line maintenance of recycled
   9   Maintenance      Maintenance                                                      City of London     Ongoing     Non-Cash                                                  £1k        £1k       £1k
                                                  assets                                                                            assets in the community




                                                                                                                                                     TOTAL                      2010/2011 2011/2012 2012/2013   0   0   0   0   0   0   0

                                                                                                                                    Total Project Set Up Costs                    £4k        £2k       £1k

                                                                                                                                    Total Ongoing Costs                           £54k      £54k      £54k




                                                                                                                                                     CASH                       2010/2011 2011/2012 2012/2013   0   0   0   0   0   0   0

                                                                                                                                    Total Project Set Up Costs                    £4k        £2k       £1k

                                                                                                                                    Total Ongoing Costs                           £43k      £43k      £43k



                                                                                                                                                 NON-CASH                       2010/2011 2011/2012 2012/2013   0   0   0   0   0   0   0

                                                                                                                                    Total Project Set Up Costs                    £0k        £0k       £0k

                                                                                                                                    Total Ongoing Costs                           £11k      £11k      £11k




                                                                                                                                                                                                                                            Section 11
Business Case Benefits
This page provides a summary of Benefits identified through the business case process. Where possible these have been quantified.




                                          Short Description of                       Benefit or    Finance/ Non-      Quantification       Non-Financial Quantification (e.g.
   Ref         Organisation                                                                                                                                                                               2010/2011 2011/2012 2012/2013   0   0   0   0   0   0   0
                                           Benefit or Burden                         Burden?         Financial         Approach                    time, quality etc)
                                                                                                                                       68% participants feel they are better able to pursue hobbies &
     1      Residents                Improved Wellbeing                           Benefit         Non-Financial     Quantify           interests

     2      Residents                Improved ICT Access                          Benefit         Non-Financial     Quantify           10% increase in residents in community with internet access

            City of London                                                                                                             At least 12 active volunteers
     3                               Increased Volunteering in Community          Benefit         Both              Quantify                                                                               £3.1k      £3.1k     £3.1k
            Communities                                                                                                                >500hrs of volunteering per year
            City of London           Increased community participation in                                                              58% participants more likely to access community activities/
     4                                                                            Benefit         Non-Financial     Quantify
            Communities              activities and services                                                                           events

     5      Residents                Finanical Bnenefits of Internet Access       Benefit         Financial         Quantify                                                                               £39.6k    £39.6k    £39.6k

     6      City of London           Additional Resources Accrued                 Benefit         Financial         Quantify                                                                               £10.0k    £10.0k    £10.0k

     7      Residents                Improved ICT Skills and Confidence           Benefit         Non-Financial     Quantify           85% of participants feeling more confident in their skills

                                     Contribution towards positive inspection                                                          Project contributes positively towards at least 1 inspection per
     8      City of London                                                        Benefit         Non-Financial     Quantify
                                     outcomes                                                                                          year

     9      City of London           Contribution towards community targets       Benefit         Non-Financial     Quantify           A positive (quant or qual) contribution to 30% of LA targets

                                                                                                                                       % accessing information & keeping up to date on community
    10      Residents                New opportunities created for residents      Benefit         Non-Financial     Quantify           (>60%)
                                                                                                                                       >50% participants want to progress to other education &
    11      City of London           Residents progressing to other activities    Benefit         Non-Financial     Quantify           training
                                                                                                                                       80% of unemployed participants feel more confident in job
    12      Residents                Increased employability of Residents         Benefit         Non-Financial     Quantify           search

    13      Tower Hamlets PCT        Reduced nugatory appointments                Benefit         Financial         Quantify                                                                               £1.9k      £1.9k     £1.9k
                                     Increased take-up of services like NHS
    14      Tower Hamlets PCT                                                     Benefit         Non-Financial     Quantify           >50% more likely to use NHS Choices as a result of activity
                                     Choices
            City of London           Increased interaction between different
    15                                                                            Benefit         Non-Financial     Quantify           No. of BME residents taking part in mainstream event (>35)
            Communities              parts of the community

    16      City of London           Active partnerships to support residents     Benefit         Non-Financial     Quantify           >20 organisational partnerships establised

    17      Residents                Increased residents with new qualifications Benefit          Both              Quantify           No of residents with new qualifications per year (>10)              £2.7k      £2.7k     £2.7k
            City of London                                                                                                             At leas 5 new events annually e.g. Get Online Day, Silver
    18                               New community events delivered               Benefit         Non-Financial     Quantify
            Communities                                                                                                                Surfers etc
                                     Increase in residents accessing remote
    19      City of London                                                        Benefit         Non-Financial     Quantify           >25 new people accessing remote library services per year
                                     library services
            Crime and Disorder                                                                                                         x number of young people meeting y number of older people in
    20                               Increased intergenerational contact          Benefit         Non-Financial     Quantify
            Reduction Partnership                                                                                                      activities

    21      Housing Trust            Participation in active aging activities     Benefit         Non-Financial     Quantify           Total attendance of activities for older people over year (>350)

                                     Frontline worker satisfaction that project is                                                     % of frontline workers giving positive feedback for project
    22      City of London                                                         Benefit        Non-Financial     Quantify
                                     supporting them                                                                                   (100%)
                                     Councillor satisfaction that project is
    23      City of London                                                        Benefit         Non-Financial     Quantify           % councillors satisfied and participating in project (100%)
                                     delivering for ward
                                     Clear evidence of support for most                                                                No. vulnerable groups helped (e.g. 9 homeless, 36
    24      City of London                                                        Benefit         Non-Financial     Quantify
                                     vulnerable                                                                                        Bangladeshi etc)
            City of London           New opportunities to engage youth with IT,                                                        No of Youth and Play sessions enhanced with ICT activities
    27                                                                          Benefit           Non-Financial     Quantify
            Communities              new media and games                                                                               (>40pa)
                                     New community equipment and facilities to                                                         No. www-connected PCs pa installed in communal locations
    28      City of London                                                     Benefit            Non-Financial     Quantify
                                     enhance traning                                                                                   (>20)




                                                                                                                                                                                                                                                                      Section 12
Business Case Burdens
This page provides a summary of burdens identified through the business case process. Where possible these have been quantified.



                                         Short Description of                    Benefit or    Finance/ Non-         Quantification       Non-Financial Quantification (e.g.
   Ref         Organisation                                                                                                                                                    2010/2011 2011/2012 2012/2013   0   0   0   0   0   0   0
                                          Benefit or Burden                      Burden?         Financial            Approach                    time, quality etc)
                                     Time to support installation of broadband/
    25      City of London                                                      Burden        Financial            Quantify                                                     £0.5k      £0.5k     £0.5k
                                     recycled computers on estates

    25      Housing Trust            Help to market services                  Burden          Non-Financial        Quantify           Half a day a month

    29      City of London           Business Change burden                   Burden          Financial            Quantify




                                                                                                                                                                                                                                           Section 13
Economic Case: Total Costs and Benefits
This page provides a summary of all of the costs and benefits that have been assessed. Costs are separated into setup
vs. ongoing and cash vs. non-cash. Cashable and not cashable benefits are also distinguished. Discounted cash flow
analysis is also presented. The results of an analysis of additional wider economic benefits are also presented which
highlight potential benefits to the wider economy.


Summary

Economic Business Case:                               3       years

           Total Set Up Cost                                     £7.0k         (£7.0k)                            Total Financial Benefit   £171.9k   (£127.0k)

           Total Running Cost                                   £162.0k     (£129.0k)

           Total Project Cost (incl burdens)                    £170.5k     (£136.0k)
                                                              (Cash element in Brackets)

           Net Present Cost                                    -£164.9k                                           Net Present Benefit       £166.1k

           Net Present Value (NPV)                               £1.2k


Additional Wider Economic Cost and Benefit Information:

           The approximate social cost of the problem that this project addresses per year is:                                £0.0k


           The potential wider economic benefit of this project is:                                                           £24.0k




                                                                                                                                                                  Section 14
Cost and Benefit Profiles

                                   2010/2011   2011/2012   2012/2013      0         0         0         0         0         0         0

        Costs                       -£59k       -£57k       -£56k       £0k       £0k       £0k       £0k       £0k       £0k       £0k
        Benefits                     £57k        £57k       £57k        £0k       £0k       £0k       £0k       £0k       £0k       £0k
        Net Benefit                  -£1k         £1k        £2k        £0k       £0k       £0k       £0k       £0k       £0k       £0k
        Present Value (PV)          -£1.2k       £0.8k      £1.7k
        Cumulative PV               -£1.2k      -£0.4k      £1.2k


Cost Summary

                                   2010/2011   2011/2012   2012/2013      0         0         0         0         0         0         0

        Setup (Cash)                  £4k        £2k         £1k
        Setup (Non-Cash)              £0k        £0k         £0k
        Ongoing (Cash)               £43k       £43k        £43k
        Ongoing (Non-Cash)           £11k       £11k        £11k
        Other Burdens (Cash)          £0k        £0k         £0k
        Other Burdens (Non-Cash)      £1k        £1k         £1k
        Total (Cash)                 £47k       £45k        £44k         £0k       £0k       £0k       £0k       £0k       £0k       £0k
        Total (Non-Cash)             £12k       £12k        £12k         £0k       £0k       £0k       £0k       £0k       £0k       £0k
        Overall Cost                £58.5k     £56.5k      £55.5k       £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k
        Cumulative Cost             £58.5k     £115.0k     £170.5k     £170.5k   £170.5k   £170.5k   £170.5k   £170.5k   £170.5k   £170.5k


Benefit Summary

                                   2010/2011   2011/2012   2012/2013      0         0         0         0         0         0         0

        Benefit (Cash)               £42k       £42k        £42k
        Benefit (Non-Cash)           £15k       £15k        £15k
        Overall Benefit             £57.3k     £57.3k      £57.3k       £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k
        Cumulative Benefit          £57.3k     £114.6k     £171.9k     £171.9k   £171.9k   £171.9k   £171.9k   £171.9k   £171.9k   £171.9k




                                                                                                                                             Section 14
Financial Case For:                                             City of London
This page provides a summary of all of the financial costs and benefits that have been identified as relevant to the
primary investor. The focus is on affordability of the project, and therefore cashable costs, benefits and burdens. The net
cash requirement per year is provided. This analysis does not account for the costs of debt or financing and in the event
that the cost profile is judged to be borderline affordable it is worth doing a more detailed analysis to account for these
variations. In addition costs are separated into setup vs. ongoing and later on cash vs. non-cash details are prevents as
useful supporting information.

Summary

Financial Case:                                         3       years

           Total Set Up Cost (cash)                                 £7.0k                                              Total Financial Benefit           £0.0k

           Total Running Cost (cash)                              £129.0k

           Total Project Cost (incl burdens)                      £136.0k


           The estimated current budget per year for current
                                                                                                      £0.0k
           operations to deal with the underlying issue:


Net Cash Requirment per Year

                                                    2010/2011    2011/2012     2012/2013         0             0               0       0          0        0         0

           Costs (Cash)                               -£47k         -£45k        -£44k          £0k           £0k             £0k     £0k        £0k      £0k       £0k
           Benefits (Cash)                             £0k           £0k          £0k
           Net Cash Requirement                       -£47k         -£45k        -£44k       #VALUE!      #VALUE!       #VALUE!     #VALUE!   #VALUE!   #VALUE!   #VALUE!




                                                                                                                                                                          Section 15
Cost Summary

                                  2010/2011   2011/2012   2012/2013     0         0         0         0         0         0         0

       Setup (Cash)                 £4k         £2k         £1k
       Setup (Non-Cash)             £0k         £0k         £0k
       Ongoing (Cash)               £43k       £43k        £43k
       Ongoing (Non-Cash)           £11k       £11k        £11k
       Other Burdens (Cash)         £0k         £0k         £0k
       Other Burdens (Non-Cash)     £1k         £1k         £1k
       Total (Cash)                 £47k       £45k        £44k         £0k       £0k       £0k       £0k       £0k       £0k       £0k
       Total (Non-Cash)             £12k       £12k        £12k         £0k       £0k       £0k       £0k       £0k       £0k       £0k
       Overall Cost                £58.5k     £56.5k      £55.5k       £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k
       Cumulative Cost             £58.5k     £115.0k     £170.5k     £170.5k   £170.5k   £170.5k   £170.5k   £170.5k   £170.5k   £170.5k



Benefit Summary

                                  2010/2011   2011/2012   2012/2013     0         0         0         0         0         0         0

       Benefit (Cash)               £0k         £0k         £0k
       Benefit (Non-Cash)           £10k        £10k        £10k
       Overall Benefit             £10.0k      £10.0k      £10.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k     £0.0k
       Cumulative Benefit          £10.0k      £20.0k      £30.0k     £30.0k    £30.0k    £30.0k    £30.0k    £30.0k    £30.0k    £30.0k




                                                                                                                                        Section 15

				
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Description: Strategic Outline Business Case document sample