Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Chapter 28 NHS financial flows
- Chapter 29 The contract
- Chapter 30 The quality, innovation, productivity and prevention (QIPP) agenda
- Chapter 31 The budget
- Chapter 32 Writing a business plan
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Chapter 32 - Writing a business plan
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Chapter 28 NHS financial flows
- Chapter 29 The contract
- Chapter 30 The quality, innovation, productivity and prevention (QIPP) agenda
- Chapter 31 The budget
- Chapter 32 Writing a business plan
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
Summary
The business plan or business case is the template on which all investment decisions are made, whether the investment involves one-off capital or a stream of future funding to support salaries and consumables. The document is the justification for spending the taxpayer's money on a project and needs to weigh up the objectives/benefits against the estimated costs and risks.
The scale can vary from tens of thousands of pounds to billions when commissioning a new hospital. Very large cases tend to be divided into stages with a strategic outline case and then a full business case. Both of these have set structures and requirements.
- Type
- Chapter
- Information
- Management Essentials for Doctors , pp. 96 - 100Publisher: Cambridge University PressPrint publication year: 2011