1.

Business Case
1.1. Level 1
Q1. What types of financial analyses and metrics have you frequently used within business case?

Cash flow analysis (budget v forecast v actual)

Cost Vs Revenue analysis

Profitability review

Q2. Please list the elements that you would consider in preparing a case

Exec Summary
Business need or opportunity
Benefits and limitations
Options appraisal supported by swot analysis
Financial Appraisal supported by sensitivity analysis
Market analysis / competitor analysis
Resource Analysis
Outline plan
Monitoring & Control
Reporting and Feedback
Regular Updates

Q3. What methods have you used to collect data?

Personal projects
Company Portfolio
Interviews
CPD and networking events

Q4. How often would you revisit and maybe update a business case?

I would review the business case quarterly or after win over £100k.
Annual presentation to the business director annually as part of PDP.

1.2. Level 2
Q1. PFI/PPP Company, did the types of valuation surveys differ across the reviewed portfolio?

The requirements of surveys and outcomes required different across the portfolio and was subject to
individual contracts. Some of the major differences were:
 The items to be included were subject to contract (e.g. medical equipment or sports
equipment or SEN equipment were excluded in some projects)
 The valuation report also required understanding of the project operations as the loss of
revenue was to be based on income and ongoing penalties / deductions.

Q2. How did this occur, presumably this could have been avoided if trackers were in place?

Normally the projects would add the cost of variations every year to arrive at the value but there were
no active surveys undertaken to validate the numbers.
Although there are obligations matrix in place on some of the projects, but I identified a considerable
number of project wherein this was not undertaken for a considerable period of time.

Q3. Having identified the survey cycles and potential market how did you go about conveying your
findings to secure the opportunity?
The first aspect was to develop a capability statement
Some elements like increase in FM requirements would not be a direct translation to the existing wear
& team / capex works.
Inform the client why this is needed (contractual) and the risks associated with the current position.
This was followed by the bespoke solution how this can be addressed.
Once the Lenders were comfortable with the approach, we approached the Borrowers to discuss the
options and how Company can be part of the bidding team.

Porter Five Forces (understand market space)

* Competitors
* New entrants
* Supplier power
* Buyer power
* Substitute

1.3. Level 3
Q1. How was the case presented internally?

To the director in the same format as it would be presented to the client. The main difference being
that it showed the cost revenue and potential cash flow model.

Q2. Conflict of interest, what exactly did your guideline advise and how did you approach the clients
for approval?

As they are the existing clients, bidding for similar opportunity I had to follow the internal (Conflict of
Interest) policy. This required 7 steps:

Step 1: Initiate the process before we progress with the project. (Here the conflict was Company was
bidding for another role on the same project although with a duty of care to Borrower instead of
Lenders.

Step 2: Check if there is an existing contract with client (including across countries).

Step 3: Inform the Account Director and legal team of the potential conflict.

Step 4: Legal team to issue a formal statement which is issued to both clients (existing and potential).

Step 5: If the clients agree to progress, get the legal letter signed by all parties.

Step 6: If issue cannot be resolved, escalate to the legal team and UK Director.

Step 7: If progressed, Conflicts Officer is appointed who manages the Ethical Wall Procedure
(template available on SharePoint).

Q3. Surveyors, how did you satisfy yourself that the peak demands could be met? The surveying
team I imagine wanted the work but how did you determine that they would not let you down?

The insurance cycles were generally based on two timescales (Sep start for schools and/or Apr start
with every new financial years. This allowed the activities to be required during Christmas / Feb half
term and then in Summer holidays. This allowed building surveying team to confirm their work loads
to allow this additional role.

Q4. Was the business case approved by the client (you mention board, is this Company?)?

Yes by both the internal board and also approved by the Lenders team to move ahead.
Q5. How has Covid and Brexit impacted on Business case?

There was not much impact on the schools a majority of the surveys were undertaken during school
closures and/or holiday time to allow full access to the facility which is not practically possible during
school times.

The hospitals have been tricky with the surveys being delayed due to site restrictions for 2022 across
majority of the projects.