Transformation Strategic Case prompt

Transformation Strategic Case prompt

Strategic case

[This section explains why the project is needed. It must present a robust and compelling case for change that focuses on significant transformation, preferably across service areas.]

1. Project description

[Provide a high-level overview of what you are proposing to do. Be specific about the type of digital intervention, referencing the problem it solves, or the creation of a new corporate capability. Describe the cross-service scope of the project and list every service that will actively contribute to and/or use the project outputs.

Here are some example ideas:

• A corporate consultation and engagement platform: can begin as a map-based Local plan consultation site, but eventually grows into a reusable engagement platform adopted by Transport, Parks & Green Spaces and Public Health for surveys, interactive mapping and data downloads
• A citizen reporting and feedback app: may initially serve as a digital tool for commenting on planning applications. But plans are clearly highlighted for expansion into an app where residents can report noise (Environmental Health) or unsafe scaffolding (Building Control) and requests are routed to the correct service.
• A digital twin / 3D city model: An authoritative digital twin used to explain the council masterplan, Highways uses for traffic modelling, Housing uses to test density options, and Emergency Planning uses for incident simulations.]

2. Project objectives

[List the SMART objectives for the project. These should demonstrate a wide transformative impact. 

Here are some examples to get you going:

• For process efficiency: To reduce average consultation or service request setup time across at least three council services by X% (e.g. from 10 to 4 days), releasing an estimated Y officer days annually by Month/Year.
• For better communication and understanding: To increase resident understanding of council proposals or local development impacts across multiple service areas, measured by a pre- and post-engagement survey showing an X% rise in comprehension by Month/Year.
• To increase the number of unique residents engaging with council consultations or service feedback by Y% over the 20XX baseline, with a specific target to raise responses from the 18–35 demographic from A% to B% by Month/Year.
• For creating a new evidence base: To create an integrated, geo-located dataset combining planning, environmental, and regulatory data, with at least X data points collected and shared across [named services] to inform joint service plans and delivery by Month/Year.
• For building in-house capacity: To establish a corporate, reusable digital engagement platform and upskill X officers in its use, creating a sustainable, long-term asset for the council beyond the initial project.
• For better decision making: To access X more live data points to reach decisions Y times faster on planning applications.]

3. Case for change

[This is the core of your argument. Your narrative should focus on whole-council blockers to transformation. Explain why the current way of working is holding the council back.
 
Focus on issues like:

• Fragmented data: How siloed data prevents effective corporate decision making and leads to poor customer experience.
• Duplicated systems and effort: How different services are trying to solve the same problem with separate, inefficient tools.
• Channel-shift failure: How a lack of modern, engaging digital tools is preventing the council from achieving its wider channel-shift and efficiency goals.

Remember to explicitly state, and where possible, quantify the benefits that will accrue to major corporate programmes. For example: “This project will directly contribute to the Customer Experience programme’s goal of reducing avoidable contact by providing a self-service portal for residents to access planning information.”]

4. Strategic fit

[Explain how this project helps deliver the council’s key priorities. Here are some prompting questions to guide your response:

• How does this project support the council’s Corporate Plan? (e.g. Does it align with priorities around being a more digital, transparent, or resident-focused council?)
• How does it enable wider transformation programmes? (e.g. Does it support a Customer Experience Strategy, a Digital Strategy, or a channel shift programme?)
• Which service objectives does it help deliver? (e.g. The need to produce a sound Local Plan, deliver a successful regeneration scheme, or improve the efficiency of the Development Management service.)
• How does it address known political or strategic challenges? (e.g. A history of low public trust in the planning process, or a corporate commitment to improve how the council uses data in decision-making.)
• How does this link to broader government digital transformation goals/planning reform/housing delivery targets?

Projects positioned as catalysts for wider, positive change (e.g. building new skills, creating corporate assets) are more likely to secure long-term support.]

5. Options appraisal

[Briefly introduce the main options considered to meet the project objectives. A robust business case appraises a range of credible options to demonstrate that the chosen path has been thoroughly tested. A common and effective way to structure this is to show a logical progression of ambition, ensuring the “Do Nothing” option is always included as the baseline for comparison. The preferred option should demonstrate multi-service reuse and scaling potential.

The detailed analysis of these options will follow in the Economic Case.]

Disclaimer: This template is provided for illustrative planning purposes only. The Ministry of Housing, Communities and Local Government (MHCLG) and the Digital Task Force for Planning (DTFP) make no warranty as to accuracy or fitness for purpose, and the estimates do not constitute financial, legal, procurement, technical, or other professional advice. Users must verify all inputs and outputs and obtain appropriate professional advice before making decisions. The MHCLG, DTFP, and their representatives are not liable for any loss arising from use of the template. Do not enter personal or confidential information; ensure use complies with your organisation’s governance policies.