2.1  The Business Need

The themes included in this section should be the same as in the SBC.  However, this section needs to be significantly longer and more detailed.  It is expected that far more work should have been completed to analyse the business need in terms of a detailed assessment of existing service performance and a significantly strengthened challenge to need for change.  If a long term partnership is envisaged, this section should focus continually on whether the business need is likely to remain the same or change over time.

This identifies the "current state" and the implications of retaining it given the strategic context described.  This section is strengthened through the use of relevant performance statistics.

•  Is there a clear Vision of what the Council is trying to achieve?  The project may have its own vision or it my link directly into a corporate one.

•  How does the vision link into corporate strategies and which of these links into the project (e.g. is there a corporate ICT strategy which has linkages to the technology needed to improve services)

•  Do the relevant strategies have a clear direction for the organisation as a whole?

•  Is the strategy for the procurement supported by stakeholders and have they been consulted?

•  Is the requirement for business change regularly reviewed by top management to keep it in line with the strategy and the business environment?

•  Describe the business/policy/objectives and how they contribute to business strategy.

•  What are the key business drivers e.g. is it demand, the need to improve, cost?

•  What is the timetable for the improvement in performance?  Can it be needed urgently, can it be managed in the short to medium term or is the need likely to occur in the future?

•  If technology is required what are the outputs required from it to achieve efficiency?

•  Human resource issues should be focused on as CATS services are often highly intensive in terms of workforce.

•  What efficiencies are required to meet corporate assessments?

•  Does the programme/project reflect the current business environment and is it in line with the business change required by the strategy?

•  Who benefits from the project internally or externally?

•  Who loses out because of the project internally or externally? (e.g. are redundancies likely?)

One of the key issues to consider in this section is "will the current business need change over time?"  For example, is a poorly performing service or demand for a service going to improve or change in the near future?  E.g. if a service improves its performance against KPIs during procurement will this invalidate the procurement proves? Authorities need to consider whether change is needed for fundamental reasons relating to technology and business structure or whether improved in house management techniques could improve current performance.