Introduction

As access to funding becomes increasingly competitive, with ever closer scrutiny to ensure wise investment and value for money, writing an internal business case is now an essential skill across all areas of library practice. But I believe it is also an area where libraries can leverage their unique position. At the nexus of professional services and the faculty, library business cases can be well placed to garner wide support, deliver on multiple agendas and strategies and derive maximum benefit.

However, faced with a blank sheet of virtual paper, writing a business case can feel a daunting task. This chapter aims to demystify the process and provide an outline of the key steps and considerations needed to make a great idea happen or to address a known need. This guidance can apply to any area of library work, including building projects, new or replacement technology, increased staff resource, a change in the delivery of a service or a new way of working. And it is of course likely that, with many estates-related projects, all of the above will be included.

The need for a business case

There are many reasons why an argument for a change or new course of action might be proposed, but before a business case is started I find it helpful to consider some key questions, such as the following.

• • Is there an identifiable benefit for the organisation?

• • Is there a good reason or clear drivers for the change being proposed?

• • What options have been considered?

• • Are the costs and the benefits clear?

• • Who are the key stakeholders and what is their interest in the proposal?

• • Have assumptions been tested and the required evidence gathered?