A practitioner's guide to evaluating benefits in business cases, workshop 4, Stefan Sánchez & Alan Brown, London, 23 June 2016

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Information about A practitioner's guide to evaluating benefits in business cases,...

Published on July 4, 2016

Author: assocpm

Source: slideshare.net

1. A practitioner’s guide to evaluating benefits in business cases At last year’s Benefits Summit, there was significant interest from delegates in the assessment of qualitative benefits and how these should be factored into major spending decisions. In this workshop Alan and Stefan will demonstrate how the Five Case Model methodology provides useful tools to evaluate the benefits of different options for a spending proposal. This interactive session will demonstrate how these tools can be applied in practice with delegates participating in a real-time decision making process, using a case study example and sample spreadsheet cost model. The key ‘take aways’ will be understanding: - How to quantify and assess qualitative benefits (those that cannot be monetised), which can be critical to an investment and are often overlooked - The assessment of ‘trade offs’ between different options, taking into account costs, financial benefits and qualitative benefits - The benefits of working collaboratively with key stakeholders to arrive at an agreed consensus

2. Scenario A rapidly growing SME employs 200 people on a large site in an out of town business park. In the last 3 years, it has seen rapid growth from 5-200 employees. It expects to grow by another 50 employees in the next year. The company has identified staff health and wellbeing as a top priority – as a health product company, it is important that staff live the values to support the products. However, the rapid growth of the company has led to a somewhat ‘organic’ development of the accommodation and staff facilities. Whilst accommodation space is not a problem, there are no staff catering facilities other than 3 small, basic kitchen areas with a fridge, sink and tea/coffee making facilities. Keeping these areas clean and tidy is a common problem and there have in the past year been a couple of incidents of staff illness suspected to be food poisoning, possibly due to the poor hygiene standards in the kitchen/food preparation areas. The company recently undertook a staff survey and the top complaint was the lack of catering facilities. Staff mainly rely on bringing their own lunch/refreshments or buy a sandwich from the sandwich van that comes around at lunchtimes – a problem compounded by the ‘out of town’ location of the company site. Staff expressed a clear desire to be provided with catering facilities ideally offering a range of choices; and a central meeting hub/coffee shop where they can eat their lunch – many staff currently eat at their desks, so don’t get a decent break at lunch, not to mention the resulting unhygienic dispersal of crumbs and food morsels across their desks and computer keyboards! Furthermore, senior managers have been complaining that they have had nowhere to take VIP visitors, having to resort to the local pub. This does not convey a professional image for the company and does not align with the ‘healthy’ image the company wishes to portray. Developing a solution The company has decided to invest in its staff facilities and has shortlisted 4 potential options: 1. The status quo – not doing anything other than introducing a new cleaning and fridge monitoring regime 2. An improved central recreation/meeting space and coffee facilities with an automatic (but nice quality!) coffee machine and seating area 3. An onsite staffed coffee shop offering limited but good quality food choices, a decent seating area and space to hold ad hoc meetings (service outsourced to a local small business) 4. An onsite new kitchen and restaurant/coffee shop facility (service provided in house by employed staff) It now wishes to undertake some more detailed analysis of these options, examining the costs, benefits and risks to make a decision on which solution it should implement.

3. Costs and benefits The capital requirements of each option have been costed out by the project team and are as follows: Option Capital requirement (CAPEX) Annual operating costs (OPEX) Annual income 1. Status quo ‘As is’ (no cost) ‘As is’ (no cost) £0 2. Improved central space £100k for refurbishment work £0 £0 3. Onsite staffed coffee shop £150k for refurbishment work £10k for increased lighting/heating costs £35k rental of space to external provider 4. Onsite new kitchen, restaurant and coffee shop £250k for refurbishment work £100k for staffing, lighting, heating £25k for food/drinks £150k for food/drink sales As this is a relatively small investment, senior management have decided that: • Only direct Cash Releasing Benefits (CRBs) are to be considered in the cost benefit analysis1 , which are essentially the potential annual revenue related to each scenario • A realistic appraisal period for the investment is 10 years The project team also identified four very significant qualitative benefits associated with improved catering facilities. These are as follows: 1. Better employee morale and staff wellbeing, promoting a healthy lifestyle and leading to a more productive workforce 2. A positive reflection on the company’s status – attracting talent and reducing staff turnover 3. Supporting business success – hosting company visitors professionally and enhancing long-term professional relationships 4. Supporting the local business community The task We will be looking at a pre-completed Excel cost model to show how the costs and benefits should be modelled over the 10 year investment appraisal period. Your challenge is to consider the qualitative benefits and how these might be (a) weighted in importance (1-10) and how each option might deliver that particular benefit (again, score 1-10). We will do this collectively during the workshop. We will input the weightings and scores you determine into the cost model in the workshop and then show how the qualitative elements can be considered in the round with the quantitative cost benefit analysis and how to visualise and consider the ‘trade offs’ offered by each option to aid in making a decision on the preferred option. 1 i.e. Financial Non Cash Releasing Benefits (nCRBs) that are quantifiable (£) but do not result in direct financial benefit such as savings of staff time, can be assessed using the cost model; however, this is typically done for larger scale investments

4. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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