Writing a compelling business case for improvement and innovation: top tips

In the ever-evolving landscape of health care, securing funding for improvement and innovation projects can be a daunting task. Here we share insights on how to craft a compelling business case that stands out. It includes three essential steps, including understanding the organisation’s context and priorities, knowing the key elements of a business case and getting people to help you. 

Individuals and teams looking to write and submit a business case for an improvement or innovation project within their organisation. 

The content in this resource is based on insights shared by Jon Connolly at a session with our Q Lab teams in February 2025. Jon, Chief Finance Officer for fleet and commercial services at the Northumbria Healthcare NHS Foundation Trust, draws on over 20 years of experience from both sides of the table – leading business cases for projects large and small, and sitting on committees approving business cases and funding applications. 

The financial challenges faced by NHS organisations are significant, with the recent cuts to integrated care boards and the abolition of NHS England. Despite the challenges, difficult times can sometimes foster innovation, driving creative solutions out of necessity. But it’s essential to recognise these constraints and address them head-on when writing a business case.

It is also vital to understand the priorities of the decision makers and align your proposal with those priorities. 

There are several critical components that should be addressed in a business case.

It’s essential to clearly articulate why your proposal is beneficial, and to whom.

Where possible, include evidence of the benefits, such as improved patient outcomes or shorter waiting times. It is useful to include both qualitative and quantitative data to support your case. Build a case to show any evidence of early success.

Addressing the financial aspects is crucial. Where possible, the proposal should show how it’s either cost neutral or will save money. If it’s not going to save money, show that it won’t cost money.

Make sure you address the following questions:

• How much will it cost?
• Is the cost recurring or one-off?
• Over what period? Months? Years?
• Is the cost realistic? How do you know?
• What is the legacy of the project? Is it sustainable?

• Use layperson-friendly language, including simple terms.
• Consider the abbreviations you’re including and whether they’ll be understood or need explanation.
• Make it feel real. Incorporate stories from patients or staff to bring the proposal to life. Share where similar work has been done before. 

Building a coalition of support can significantly enhance the credibility of your business case. Here are some ways to do so.

Most organisations have dedicated roles to support people with writing business cases.

Don’t hesitate to seek feedback from colleagues and other stakeholders. Get someone who doesn’t know anything about the topic to read it, to ensure accessibility and clarity.

Understanding the organisation’s current context and priorities can help you identify who you have to influence ahead of time.

Despite the challenges, Jon remains optimistic and encourages those writing business cases to persevere and remain patient. 

It can feel like there is an element of randomness to the selection process. Sometimes, what is approved and what is rejected seem illogical or unfair. Crafting a compelling business case requires clarity, evidence, financial acumen and strong engagement. By leveraging the support of your colleagues, you can increase your chances of securing the funding needed to drive meaningful improvement and innovation in health care.

• HFMA introductory guide: NHS Finance
• NHS Skills Development: Top Tips: Writing a business case
• NHS Skills Development: Top Tips: Great Written Business Communication