Top 5 Lessons We Can Learn From the Structure of the Perth Park Business Case

Major infrastructure investments are approved not on ambition alone, but on rigorous analysis, clear logic and a compelling case for public value.

The Perth Park Business Case Summary—released under Western Australia’s Strategic Asset Management Framework—provides an example of the methods used to construct a high-quality business case.

To be clear, this article does not review, critique or endorse the Perth Park proposal. Its sole purpose is to extract the lessons, frameworks and approaches that others can apply when preparing their own business cases.

1. Start With a Clear, Evidence-Based Problem Definition

The business case summary didn’t start with a solution. It started with a problem.

The business case articulates a set of clear, validated challenges facing Western Australia:

• A gap in outdoor, festival-style event infrastructure

• Accessibility constraints in existing venues

• Dispersed facilities limiting integrated event experiences

• Difficulty attracting and retaining major events and international touring content

By clearly defining the problem before introducing the solution, the business case demonstrates strategic need and ensures the investment directly addresses real issues.

Why this is a powerful lesson:

A strong business case always begins by answering: “What problem are we solving, and why now?”

This anchors the entire analysis—from options to costs to benefits.

2. Translate the Problems into Measurable Project Objectives

The business case summary linked the problems directly to four measurable objectives.

These included:

• Attracting more major events

• Retaining existing events

• Improving event accessibility and connectivity

• Providing community and high-performance sport facilities

Measurable objectives give decision-makers confidence that the project has been structured deliberately, not haphazardly. It also enables stronger evaluation, benefits modelling and future performance measurement.

Key takeaway:

Well-defined objectives become the backbone of the investment logic, project scope and evaluation criteria.

Without them, your business case is just a collection of ideas—not a structured proposal.

3. Demonstrate Strategic Alignment With Government Priorities

The Business Case Summary articulated the alignment to government priorities and policy:

• Diversify WA

• State Infrastructure Strategy

• Tourism WA Visitor Economy Strategy 2033

• Burswood Park Board’s 20-Year Vision

Alignment helps demonstrate that the recommendation is not just a good idea—it is a necessary idea that accelerates the state’s broader economic, tourism and infrastructure goals.

Why this matters:

Decision-makers fund projects that advance their own policies.

If your project does not clearly align with high-level strategies, it will fall behind competing priorities.

4. Build a Rigorous Cost-Benefit Analysis With Sensitivity Testing

The Business Case applies a full Cost–Benefit Analysis (CBA)—the gold standard in government investment evaluation.

It includes:

• 30-year cost projections (capital, operating and maintenance)

• Quantified benefits (tourism expenditure, organisational inflows, community valuations)

• A BCR of 1.35 (discounted) and 1.84 (undiscounted)

• Sensitivity testing of event visitation and key assumptions

CBA demonstrates not only the value of the project, but also its resilience to change.

Lesson for practitioners:

A CBA is not just a financial model—it is an economic credibility test.

It answers the core question:

“Does this investment deliver more value than it consumes?”

When done well, it is the single most influential part of a business case.

5. Link the Benefits to a Realistic Operating Model—Not Wishful Thinking

Perhaps the most sophisticated framework in the business case is the Indicative Events Calendar, which models the actual use of the precinct.

The operating model:

• Forecast new major events (e.g., Supercars, triathlon, cycling)

• Estimated commercial and community events

• Assigned attribution percentages (100% for new events, 50% for those displaced from other venues)

• Quantified tourism and community benefits tied directly to event activity

Operating models help avoid the trap of “build it and they will come.”

Instead, it grounds the benefits in realistic, evidence-based assumptions.

Key lesson: 

High-quality business cases tie benefits to a credible operating model that reflects how the asset will function in the real world.

Conclusion: A Blueprint for High-Quality Business Cases

The Business Case demonstrates what decision-makers want to see:

1. A clear problem worth solving
2. Objectives that translate need into action
3. A project aligned with strategic priorities
4. Quantified benefits that exceed costs
5.  An operating model that justifies the benefits

Whether you are preparing an infrastructure proposal, a social impact investment, a digital transformation plan, or a major capital upgrade—these five lessons provide valuable insights for developing strong, compelling business cases.

The Perth Park Business Case Summary document can be downloaded here.

​​​​​​​Disclaimer:
This article focuses solely on the lessons and approaches we can apply to our own business cases. They should not be interpreted as a review, validation, or endorsement of the project’s recommendation.
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