Resourcing your project

🎯 Theme: Getting resources for your project

This page provides a comprehensive template and guidance for writing a business case to secure funding and support for implementing data strategy use cases in municipalities, covering all essential sections from executive summary to resource requirements and risk management.

Throughout this chapter, use the example content as a reference, but make sure to replace all details with your own, based on your municipality’s context, challenges, and opportunities. The stronger and more specific your business case, the more likely you are to get the support you need to deliver impact.

This chapter is where you articulate the rationale for investing in a specific use case under your data strategy. A strong business case helps secure resources, align stakeholders, and demonstrate how data can lead to tangible improvements in service delivery, operations, and decision-making.

You should write this chapter from the perspective of a single use case or a small programme of use cases. The aim is to convince internal decision-makers, such as the City Manager, Heads of Department, and IT leadership, that your use case is worth funding and implementing.

When approaching this chapter, start with clarity by clearly stating what the proposed use case is and what problem it addresses using simple, direct language. Describe the opportunity by explaining why this use case is a good opportunity now, whether because the problem is urgent, the solution is feasible, or the potential impact is high. Link to strategy by showing how the use case aligns with broader municipal priorities such as service delivery, operational efficiency, digital transformation, or citizen engagement.

Focus on delivery by highlighting how the use case will be implemented in phases, with quick wins and visible results. This isn’t about building perfect systems, it’s about solving real problems and learning fast. Make the case for resources by being clear about what’s required in terms of budget, people, systems and what the return on investment will be. Use both quantitative benefits like cost savings and time reduction alongside qualitative benefits such as citizen trust and staff morale.

Be transparent about risks by identifying challenges or uncertainties, and explain how they’ll be managed to build credibility. Use the tables and sections provided as they are structured to help you cover everything decision-makers will want to know, such as costs, timelines, alternatives considered, and performance measures.

Throughout this chapter, use the example content as a reference, but make sure to replace all details with your own, based on your municipality’s context, challenges, and opportunities. The stronger and more specific your business case, the more likely you are to get the support you need to deliver impact.

Details of the ICT Initiative/Project

Purpose of the section:

To capture the formal project metadata that helps others identify, track, and follow up on this initiative.

How to write it:

• Use clear and specific names (e.g. “Citizen Feedback Dashboard – Phase 1”).
• Be precise about who the business owner is—someone accountable for delivery.
• Include placeholders if the information (e.g. contact details) isn’t confirmed yet but ensure it gets updated before submission.

Example:

Executive Summary

Purpose:

To provide a short, persuasive summary of the business case. What you’re proposing, what it will achieve, and why it matters.

How to write it:

• Focus on the value proposition: What problem are you solving and what will success look like?
• Include high-level cost, timeline, and benefit info.
• Keep it under 200 words and avoid jargon.

Example:

This business case proposes implementing a Use Case Programme as part of the municipality’s data strategy. The programme will deliver 3-5 focused data initiatives over 12-18 months, each addressing specific service delivery challenges while building organisational data capability. The approach emphasises rapid prototyping, early wins, and iterative improvement to demonstrate value quickly and build trust with stakeholders. Total investment of R2-5 million over three years will deliver measurable improvements in service delivery, operational efficiency, and evidence-based decision-making.

Background

Purpose:

This section sets the context. Essentially answering why this initiative is needed based on current municipal challenges.

How to write it:

• Reference specific service or data-related pain points in your city.
• Highlight the gap between potential and current reality in using data.
• Avoid generic statements; ground your description in your city’s reality.

Example:

Municipalities generate vast amounts of data daily through service delivery, citizen interactions, and operational activities. However, most cities struggle to transform this data into actionable insights that improve services or inform strategic decisions. Traditional large-scale ICT projects often fail to deliver expected benefits due to lengthy development cycles, changing requirements, and limited user adoption.

The current municipal environment is characterised by resource constraints, increasing service delivery demands, and growing citizen expectations for transparency and efficiency. There is an urgent need for practical approaches that demonstrate data value quickly while building long-term organisational capability.

Strategic Alignment

Purpose:

To link the initiative to strategic municipal, national, or departmental goals.

How to write it:

• Mention current IDP goals, Smart City agendas, or the National Development Plan where relevant.
• Be specific about which goals this work supports (e.g. “Improved water response time”).
• Avoid over-promising alignment, focus on direct contributions.

Example

This initiative aligns with key municipal strategic objectives including improved service delivery through use cases that directly address service delivery bottlenecks and citizen experience challenges. It supports operational excellence by providing data-driven insights that optimise resource allocation and improve decision-making. The programme enhances transparency and accountability through evidence-based approaches that enhance public trust and demonstrate value for money, while positioning the municipality as a forward-thinking organisation that embraces technology for public benefit through innovation and modernisation. The programme supports the National Development Plan’s emphasis on building capable institutions and improving government service delivery through innovation and technology adoption. It aligns to the City’s Vision 2050 to create a place where all citizen needs are met in a timely manner.

Promotes ICT Plan (Three-Year Plan)

Purpose:

To demonstrate how the project fits into the municipality’s broader ICT strategy or roadmap.

How to write it:

• Reference existing ICT plans or digital transformation strategies if available.
• Emphasise how the use case builds foundational capabilities (platforms, skills, governance).
• Include KPIs that align with both data and ICT goals.

Example:

This initiative directly supports the municipal ICT strategy by establishing data governance frameworks and practices, building internal data analytics capabilities, creating reusable data infrastructure and platforms, demonstrating ROI for future data and digital investments, and developing staff skills in data analysis and digital service delivery.

The programme targets delivering 3-5 successful use cases over 18 months, achieving 20% improvement in selected service delivery KPIs, training 50+ staff in basic data analysis, and improving citizen satisfaction with targeted services by 15%.

Business Case Criteria

Purpose:

To summarise the project’s scope, cost, human resource needs, and technical standards.

How to write it:

• Use bullet points or a table format for clarity.
• Reference city standards where possible.
• Be realistic and consistent—your resource needs should match your budget and scope.

Example:

Scope: 3-5 focused use cases addressing specific municipal challenges such as service request management, resource allocation, or citizen engagement.

Financial Metrics: Total investment of R2-5 million over three years with expected ROI of 200-300% through efficiency gains and improved service delivery.

Human Resources: Requires 2-3 dedicated staff members plus part-time involvement from relevant departments.

Timelines: 18-month implementation period with first prototype delivered within 3 months.

Strategic Alignment: Directly supports municipal strategic plan objectives for service delivery improvement and operational efficiency.

Value Management: Measurable improvements in service delivery times, cost per transaction, and citizen satisfaction.

ICT Security: All implementations will follow municipal cybersecurity protocols with regular security assessments.

Interoperability: Solutions will be designed to integrate with existing municipal systems and follow MIOS standards.

Digital Inclusion: Use cases will consider accessibility and ensure services remain available through multiple channels.

Economies of Scale: Shared infrastructure and platforms will reduce per-service costs for future initiatives.

Elimination of Duplication: Audit of existing systems will identify and consolidate redundant data collection and processing activities.

Motivation

Purpose:

To make a compelling argument for why this work is necessary and urgent.

How to write it:

• Highlight political, operational, or social drivers (e.g., load shedding, housing backlogs, community trust).
• Use plain language and examples to explain why now is the right time.
• Reinforce the idea that this is a low-risk, high-value way to build capability.

Example:

The traditional approach to municipal ICT projects—lengthy procurement processes, complex system specifications, and multi-year implementation timelines—often results in solutions that no longer meet user needs by the time they’re delivered. This creates a cycle of expensive failures and erodes confidence in technology initiatives.

Use cases offer a fundamentally different approach: rapid deployment of focused solutions that address specific problems while building organizational capability. This method acknowledges that perfect data and flawless systems are not prerequisites for progress. Often, a simple dashboard that helps staff make better decisions is more valuable than a sophisticated system that sits unused.

Business drivers include:

• Urgent Service Delivery Challenges: Residents expect faster, more efficient municipal services
• Resource Optimisation: Limited budgets require maximum impact from technology investments
• Political Pressure: Elected officials need to demonstrate tangible improvements to constituents
• Staff Frustration: Municipal employees want tools that help them do their jobs more effectively
• Competitive Pressure: Other municipalities are adopting data-driven approaches, creating expectations for similar innovation

Situational Analysis

Purpose:

To show the current baseline, ideal future state, and the gap your use case will help bridge.

How to write it:

• Be honest about limitations (e.g. siloed data, paper-based processes).
• Use bullet points or a “current vs future vs gap” table.
• Paint a picture of transformation in practical terms—what will improve on the ground?

Example:

Current Situation (”As is”)

Municipal data exists in silos across different departments with limited analytics capability or data visualisation tools. Decisions are often made based on intuition rather than evidence, leading to lengthy response times for citizen service requests and difficulty tracking service delivery performance. Staff lack confidence in working with data and there is no systematic approach to learning from operational data.

Future Situation (”To be”)

The future state includes integrated data platforms supporting cross-departmental insights with real-time dashboards for service delivery monitoring. Predictive analytics will enable resource planning and demand forecasting, while automated reporting and performance tracking become standard. Staff will be confident in using data for daily decision-making, citizens will track service requests and access information online, and evidence-based policy development and budget allocation will be the norm.

Gap Analysis

Alternatives Considered

Purpose:

To show decision-makers that you have considered different options and chosen the best fit.

How to write it:

• List 2–3 options (e.g., do nothing, large system investment, agile use cases).
• Highlight trade-offs in cost, speed, risk, and internal capability building.
• Clearly recommend one option and explain why it’s best.

Example:

Option 1: Large-Scale Enterprise System Implementation

A comprehensive municipal ERP system with built-in analytics would cost an estimated R50-100 million over 5 years. This approach carries high risk of implementation failure, lengthy deployment timeline, and significant change management challenges.

Option 2: Incremental Use Case Approach (Recommended)

Focused implementations addressing specific challenges would cost an estimated R2-5 million over 3 years. This approach offers lower risk, faster delivery, builds organisational capability, and delivers measurable impacts within 6-12 months.

Option 3: Outsourced Analytics Services

Contracting an external provider for data analysis and reporting would cost an estimated R3-8 million over 3 years. However, this approach provides limited internal capability building, creates vendor dependency, and results in slower response to changing municipal needs.

Resource Requirements

Purpose:

To identify the staff, tools, platforms, and funding required to implement the use case.

How to write it:

• Break costs down by year and category (staff, tech, training).
• Mention both internal and external resources required.
• Make sure totals match your financial figures in other sections.

Example:

Resources Required:

• 1 x Data Analyst (permanent appointment)
• 1 x Digital Services Coordinator (permanent appointment)
• Part-time involvement from IT, Planning, and relevant service departments
• External technical support for platform setup and initial training

Critical Success Factors

Purpose:

To identify the non-negotiables that must be in place for the project to succeed.

How to write it:

• Focus on people, process, and change—not just technology.
• Mention leadership support, realistic expectations, and staff engagement.
• Be honest—highlight risks you’re actively managing.

Example:

• Executive Commitment: Sustained support from senior management throughout implementation
• User Engagement: Active participation from staff who will use the systems daily
• Realistic Expectations: Acknowledgment that early prototypes will have limitations
• Iterative Improvement: Commitment to continuous refinement based on user feedback
• Data Quality: Establishment of basic data governance and quality assurance processes
• Change Management: Proper support for staff adapting to new ways of working

Stakeholders

Purpose:

To identify who is impacted by or involved in the project.

How to write it:

• Divide stakeholders into primary (those directly affected) and secondary (supporting or oversight roles).
• Include both internal (staff, departments) and external (residents, civil society) actors.
• Consider gender, accessibility, and inclusion in your stakeholder mapping.

Example:

Primary Stakeholders:

Municipal residents serve as service recipients, while municipal staff are the system users. Senior management acts as decision makers and elected officials provide political oversight.

Secondary Stakeholders:

Provincial and national government provide oversight and compliance functions. Technology vendors serve as solution providers, while civil society organisations focus on transparency and accountability. Media handles public communication.

Project Team

Purpose:

To define who will be responsible for what within the delivery team.

How to write it:

• Use clear role titles and explain responsibilities in one sentence each.
• Indicate whether roles are full-time or part-time.
• Highlight how departments will collaborate.

Example:

Business Benefits

Purpose:

To outline the measurable and intangible improvements the use case will deliver.

How to write it:

• Divide benefits into tangible (cost savings, faster processing) and intangible (citizen trust, staff morale).
• Use numbers and metrics where possible (e.g. % improvement, R value saved).
• Avoid vague claims—connect benefits to real operational issues.

Example:

Tangible Benefits

The programme will achieve reduced processing times of 30-50% in service request processing, delivering cost savings of R500,000-1,000,000 annually through improved efficiency. Better tracking and collection will increase municipal revenue, while staff productivity will improve by 20-30% for targeted processes. Better resource planning will reduce emergency overtime costs.

Intangible Benefits

Improved citizen satisfaction will result from better service delivery and transparency. Enhanced municipal reputation will position the city as innovative and efficient. Staff morale will improve as employees are empowered with better tools and information. Evidence-based decision making will improve policy development and resource allocation, while organizational learning builds capability for future digital initiatives.

Risks

Purpose:

To identify key risks and how you’ll manage them.

How to write it:

• Use a simple table: Risk, Probability, Impact, Rating, Mitigation.
• Focus on common issues like staff resistance, data quality, or political shifts.
• Show you’ve thought ahead and have practical strategies in place.

Example:

Major Assumptions Made

Purpose:

To clarify the underlying conditions that must be true for your plan to succeed.

How to write it:

• List assumptions about leadership, infrastructure, skills, citizen demand, etc.
• These are not risks—they are “we expect this to be true” statements.
• Be transparent so others can test your assumptions as the work begins.

Example

• Municipal leadership will maintain commitment throughout implementation period
• Staff will be available for training and system adoption
• Basic ICT infrastructure exists to support new applications
• Citizen demand exists for improved digital services
• Data quality can be improved through systematic processes
• External technical support will be available when needed

Decisions Required

Purpose:

To clearly state what leadership or governance teams need to approve next.

How to write it:

• List out decisions in priority order (e.g., budget, staffing, platform).
• Be clear about what level of decision is needed (approval vs endorsement).
• This is your call-to-action—what must happen next for you to proceed?

Example:

1. Approval of Programme: Authorisation to proceed with use case implementation
2. Budget Allocation: Confirmation of multi-year budget commitment
3. Staff Appointments: Approval to hire permanent data analyst and digital coordinator
4. Vendor Selection: Decision on technology platforms and external support providers
5. Use Case Prioritisation: Selection of initial 3-5 use cases for implementation
6. Governance Structure: Establishment of project oversight and reporting mechanisms

Conclusion

Purpose:

To summarise the case and reinforce your key message: this use case is worth doing.

How to write it:

• Restate the value and urgency of the initiative.
• Emphasise ROI and momentum toward a more data-driven city.
• Be hopeful but grounded—acknowledge the effort needed, but show the rewards are worth it.

Example:

The Use Case Programme represents a practical, low-risk approach to building municipal data capability while delivering measurable improvements in service delivery. By focusing on rapid prototyping and iterative improvement, the programme can demonstrate value within months rather than years, building confidence and support for broader digital transformation initiatives.

The requested investment of R5.9 million over three years will deliver significant returns through improved operational efficiency, better citizen services, and enhanced decision-making capability. More importantly, it will establish the foundation for the municipality to become a truly data-driven organisation that can adapt and respond effectively to future challenges.

The programme’s success depends on sustained commitment from leadership, active engagement from staff, and realistic expectations about the iterative nature of the implementation process. With these elements in place, the municipality can begin transforming data from an underutilised resource into a strategic asset for better governance and service delivery.