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On November 7, 2018, during a promotional panel discussion, Mortensen said the word " nigger." He prefaced the sentence with, "I don't like saying this word," and went on to compare dialogue "that's no longer common in conversation" to the period in which the film is set. Mortensen apologized the next day, saying that "my intention was to speak strongly against racism" and that he was "very sorry that I did use the full word last night, and will not utter it again." [26] Home media [ edit ] optimism bias – this is the proven tendency for appraisers to be optimistically biased about key project parameters, including capital costs and operating costs, project duration, and resulting benefits delivery. Optimistic rather than realistic projections result in undeliverable targets and if permitted across the board create institutional failure as all proposals fall consistently far short of promised results. For this reason, specific optimism bias adjustments must be applied at the start of the process as numbers are initially identified. As proposal specific risks are identified they must be entered into the risk register explained in Chapter 5. As ways of avoiding, sharing or mitigating risks are identified and included in a proposal optimism bias can be proportionately reduced. Initial optimism bias levels recommended by the Green Book must be employed unless the organisation concerned has their own robust alternative estimates based on sufficient reliable data from similar projects. Managing, avoiding, sharing and mitigating risk is the key to successful delivery of well designed proposals, points to note are: To deliver short-term objectives, typically involving improved economy of service and enabling infrastructure. Regional School Improvement Project A Business As Usual (BAU) in Green Book terms is defined as the continuation of current arrangements, as if the proposal under consideration were not to be implemented. This is true even if such a course of action is completely unacceptable. The purpose is to provide a quantitative benchmark, as the “counterfactual” against which all proposals for change will be compared. BAU does not mean doing nothing, because continuing with current arrangements will have consequences and require action resulting in costs, in practical terms there is therefore no do-nothing option. 4.2 SMART objectives The economic dimension is the analytical heart of a business case where detailed option development and selection through use of appraisal takes place. The economic dimension of the business case is driven by the SMART objectives and delivery of the business needs that are identified in the strategic case as explained in Chapter 4. It estimates the social value of different options at both the UK level and, where necessary on different parts of the UK or on groups of people within the UK. Where overseas development assistance is concerned the value to the recipient country is relevant. The potential for the proposal to cause significant unintended consequences should also be considered and where they are likely they must be taken into account

This chapter provides an overview of how appraisal fits within government decision making processes including the Policy Cycle, the Five Case Model and Impact Assessments. 3.1 Policy and Strategic Planning an Overview From this early stage how a proposal fits with wider public policy and any potential impacts on the operations, responsibilities or budgets of other public bodies must be considered. Consultation and cooperative working between public bodies supports effective and efficient delivery of public services and avoids unnecessary waste and inefficiencies. Programmes initiate, align and monitor the constituent projects and related activities needed to deliver outputs that will produce the anticipated outcomes of the programme. These outputs may consist of new products, new or improved services, or changes to business operations. It is not until the projects deliver and implement the required output changes that the outcomes that cause the benefits of the programme can be realised.

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discount the yearly sums of costs and benefits in each year to produce Net Present Social Values (NPSVs) The Green Book is not a mechanical or deterministic decision-making device. It provides approved thinking models and methods to support the provision of advice to clarify the social – or public – welfare costs, benefits, and trade-offs of alternative implementation options for the delivery of policy objectives.

The strategic dimension is where external constraints that a proposal must work within are considered, for example, legal, ethical, political, or technological factors. External dependencies must also be identified, such as necessary infrastructure over which the proposal has no control. Research, consultation and engagement with stakeholders, should be conducted from the earliest stage. This provides greater understanding of the current situation and potential opportunities for improvement including links to relevant policies. Economic dimension What is the net value to society (the social value) of the intervention compared to continuing with Business As Usual? What are the risks and their costs, and how are they best managed? Which option reflects the optimal net value to society? Commercial dimension The Business Case Guidance for Projects – Which provides detailed guidance on the development and approval of capital spending projects

The potential for the proposal to have wider systemic effects across society, the economy and the environment should be considered whether or not they are intentional. Such collateral effects if significant must be taken into account at the longlist stage of the appraisal process, as explained in Chapter 4.

To deliver medium term objectives for change, typically involving improved quality and efficiency of service. Programme A: Service Improvementwhether