Of course, we should just cut the business case entirely. We never used to do these for projects; they mysteriously became part of the process right after McGuinty cut back the EA process and essentially added everything back that was cut and then some.
Now, I hear some saying a business case is a sensible idea............sure, in theory, but let's deal with reality, in every case but 1, that I can think of; the business case done for Mx has recommended going ahead with the proposed project; there was one exception, and it went ahead anyway too. LOL
In other words, the choice of whether to build, and the major details of a route are largely political, and secondarily those of professional staff. The consultants hired to do these reports dutifully report out what is expected of them, and in the process waste needless time and money.
We still have a similar issue with E.A.s in that they tend to examine things that absolutely will not be changed, and ToR (terms of reference) and methodology will almost always ensure that. Why are we wasting that time and money then? E.A.s should be limited to examining actual choices and mitigation strategies around environmental impact. (for instance, a crossing of a valley/ravine). Should we bridge or tunnel? If we cut down trees, how do we minimize what we cut and how to we make up for any losses we create?
Wasting time on much of anything else is just money for naught.
I'm all for a business case looking at two equally viable alternatives and determining the better value-for-money, but since we don't really do that, there really isn't much point.