And Justice for All: Designing Your Business Case for Integrating Justice Information
Print Chapter (html)This chapter outlines the essential components that should be included in any business case, with comments and references to sources where further information can be found. This design phase, like the previous analysis phase, is comprehensive. The presentation phase, which follows, selects from these comprehensive elements to construct presentations about your initiative that are well-suited to particular circumstances. A strong business case includes all of the following elements:
A problem statement clearly defines the problem, need, or opportunity. When developing a problem statement for your business case, the key is to state the problem in terms of public safety. You want to explain how the public is impacted by the inability of justice agencies to easily share information. Find several true stories in your area that illustrate the problem and its consequences for real people. Draw on the process maps from your analysis to show how and why the problem occurs.
A mission statement or vision of the future
Just as an architect has a mental picture of the building she wants to create long before she begins drawing, you must have a vision of how your project will impact the future. This vision of the future can be described by answering the question, "How will things be different here when this problem is solved?" Illustrate how community safety and security will be improved once the problem you currently face no longer exists. Again, make sure to discuss your vision in terms of public safety, not just technology.
Once you've described your vision of the future, you must define the project objectives that will help you realize that future. While "improved public safety" is an admirable goal, it's too general. You need to express your project goals in specific terms that people will understand. Using the results of your detailed analysis, identify the key aims of your proposed project. State your goals briefly and in plain language, and then elaborate as needed to fully explain them.
Preferred approach to the problem
The next step is to decide how you're going to solve your problem and achieve your vision. Write a brief statement that describes the approach you plan to take.
A complete statement of approach includes the:
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problem to be solved and the desired end state
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participants and their roles
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customers or beneficiaries and how they will be affected
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methods and strategies to be used
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innovations and other changes needed to solve the problem
Your statement should begin with a sentence or two that conveys the essential elements of your approach. It then addresses those elements in more detail. You need to describe how your project will be managed and the main principles that support the approach.
For example, your statements about the management of the project may focus on the key methods of coordination and decision making. This approach often includes the formation of a coordinating body that represents the many interests involved, helps shape the project, and guides it through the complex world of power, politics, and bureaucracy. Several states have successfully used coordinating bodies to shepherd their projects-North Carolina has a governance board, Washington employs a justice information committee, and Colorado uses an executive policy board. Some states also use a second layer of coordination to deal with the technical issues. Colorado has two such bodies-a technical work group that deals with technical issues and a tactical business work group that tests applications and determines that solutions "work" for users.
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When defining your approach, describe the key factors that underlie your choice. For example, you may need to address the following questions:
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will existing systems be retained or replaced?
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will different organizations use the same database or retain and coordinate separate ones?
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will the project start with a prototype or pilot test?
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will all participants fund their own efforts or will a central pool of funds be created?
Even though you've created the best possible way to solve your problem, there may be some audiences that just won't back your approach. It's important to protect your business case from lackluster support. Detail any acceptable alternative approaches that will achieve your future vision. It is also helpful to describe your decisions about some potential approaches that were considered and discarded.
The benefits of solving your problem are an integral part of your business case. People want to know how your project will help them in their business and their community. You should identify and discuss the benefits of change. In the 1999 workshop on
Building a Business Case for Integration of Criminal Justice Information
, participants identified some of the benefits of integrated justice information systems as: reduced costs due to less effort wasted on redundant tasks such as data entry, better decision making at each step of the judicial process due to more accurate and timely information, improved efficiency of case processing, and overall improvement in public safety. While many benefits can be realized collectively, it is also critical to identify benefits that are specific to each of your stakeholders.
If people are going to give you their support, they will want to know that you are delivering on your promises. Performance measures give your stakeholders a concrete way to assess how the project is doing relative to their expectations and identify where improvements are needed. Examples of performance measures include indicators of customer satisfaction, cost-efficiency, time savings, dollar savings, improved conviction rates, and quicker case dispositions. Integrated justice systems certainly have the potential to save money, but they are also expensive, especially in the initial phases. So, it is also important to capture the intangible benefits-such as increased public confidence-as thoroughly as possible. In order to retain support and funding beyond the initial approvals, you should give progress reports against the performance measures established in your business case.
Risks and how they will be addressed
As you discovered in the last chapter, risks are an inherent part of the implementation of any project. And showing your audience that you know the risks, and how to lessen them, is an important part of your business case. State the risks you are likely to encounter on this project, based on your risk analysis, and identify methods for mitigating each one. Explain how the approach you have chosen reduces the risk or at least takes it into account. Anticipate the kinds of questions people will ask about risks and have answers ready based on your analysis.
A basic plan of work, timeline, and key milestones
Like a blueprint that guides construction, a well-conceived plan of work is a critical component of your business case. The plan of work must take into account the existing infrastructure, funds, staff, time constraints, and other changes required to make your vision of the future a reality. The statement about your plan of work should also include a section on efforts to coordinate resources with other information initiatives in the area. Information included in plans of work for many states and counties can be accessed through http://www.search.org/integration/.
Timelines are an easy way to show how long it will take to complete each step of the project. Fill your timeline with important project milestones, which serve as attainable short-term goals, and evaluation points that keep the project heading in the right direction and on schedule. These milestones also help keep people's interest in your project, since it is likely to span several years.
Examples of milestones used in justice information integration projects include: establishing a point of connectivity between agencies, creating a read-only information sharing system and testing it, putting together data standards, testing a new technology in pilot studies, and performing interagency transactions. Think about how you will demonstrate the achievement of each milestone as it occurs and let people see all that you have accomplished with their support.
Project management and human resource implications
All the planning and support in the world won't make your project succeed unless you have a key person running the show and the right people working on the effort. A project director is necessary to take responsibility for the project, manage the activities, and direct the staff. Your project director must be capable of implementing the project effectively, and be acceptable to all parties involved in the effort. The qualifications and responsibilities of the project director must be carefully described in the business case.
Pay special attention to the "people" components associated with your initiative. Explain how you will deal with the general shortage of IT professionals and the fierce competition for skilled people posed by the private sector. Describe how existing staff in every specialty will be prepared for changes by orientation, training, peer consulting, or other methods. Identify functions that are likely to be outsourced or handled by consultants and explain how they will be managed.
Cost estimates and sources of funding
Anyone evaluating your project proposal will have lots of questions about it, but the two questions you may hear most often are: "How much will this cost?" and "Where will the money come from?" An evaluation of costs and benefits is essential information to provide in your business case. Cost statistics can be obtained from historical data such as budgets or spending records, feasibility studies, an outside consultant, or other agencies that have attempted similar projects.
A cost-benefit analysis can be as simple as comparing costs and projected benefits. Or, you can use more detailed financial models. Whatever you choose, the results have to be convincing enough to persuade those evaluating the case to approve funding or lend their support to the initiative. Your cost estimates should cover all elements of the project: human resources, technology, consulting, training, physical plant changes, and so on. The analysis must also assess the impact of ongoing costs, such as training and maintenance, and related activities.
Securing funding for your project is likely to be a complex and creative process. While there are several state and federal sources of funds for justice information integration efforts, (including significant funds from the Office of Justice Programs http://www.ojp.usdoj.gov/fundopps.htm and its bureaus) you are unlikely to find one single source of funding for your project. A multiple source funding model will allow you to accomplish your goals. Making your case to several "funders" and assembling a mix of resources is probably your best road to success and may also help ensure the long-term viability of the project.
Opposing arguments and responses
In addition to all the questions you'll hear, you're likely to face some opposition to your project when you present your business case. Your earlier analysis that identified points of contention and alternative ways of looking at the issues will help you prepare to defend your decisions. Expect those issues and alternatives to be raised by one audience or another. Anticipate their reactions and be prepared to respond to them in as positive a way as possible. Have solid data to back up your position and show how the advice of recognized experts or the experience of other jurisdictions supports your project. You should also listen carefully to the concerns and be willing to hear new ideas that might improve your plan.
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