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Developing and Presenting Business Cases for Civil Service Establishment Changes

The Personnel Office

October 2008

Guidance on Seeking Approval for New Personnel,Revised Job Roles or Organisational Structures

Index

Section Page1. Writing a Business Case for Changes to Staffing Structure,

Including New Posts and Regradings3

Annex A Business Case Cover Sheet 8

Annex B Supplementary Guidance on Reviewing Organisational Structures and Developing a Business Case

10

Annex C Council Of Ministers, Personnel Control Policy And Mechanism

14


Writing a Business Case for Changes to Staffing Structure, Including New Posts and Regradings

Introduction

This guidance is intended to assist managers, especially new managers who are responsible for civil servants to write business cases requesting the Civil Service Commission to vary staffing establishments.

While all Departments, Statutory Boards and Offices are the managerial authorities for civil servants, the Civil Service Commission is the legal body responsible for varying the Civil Service establishment and appointing civil servants1. This means that the Civil Service Commission must make all decisions regarding changes to staffing structures, including the creation of new posts, deletion of posts no longer required and changes to the grades of posts. Within the establishment determined by the Commission, the Department, Statutory Board or Office is free to decide how the posts are used according to the needs of the services being delivered and organisational objectives, subject to the grades and full time equivalence of the individual posts being preserved. For example, a Department which no longer has need for an Administrative Officer post in one Division, may re-allocate that post to another Division where an additional post is required without needing to make a business case and seek approval from the Commission2. However, managers should be aware of any HRFS system alterations resulting from such a change and make the appropriate arrangements with their HR Section or the Personnel Office.

In addition to the authority of the Commission to vary the Civil Service establishment, authority to determine personnel and financial budgets is vested in the Council of Ministers and the Treasury, respectively. Accordingly, any requests made to the Commission to change the establishment are also subject to the approval of the Council of Ministers and Treasury and will be addressed through the annual budgetary mechanisms.

The common aims of these three bodies is to ensure that staffing establishment and budgetary decisions are made on the basis of achieving efficiency and effectiveness and this should be the theme of any business case written to request a change to staffing. It follows therefore that work can be saved by using 1 Authority: The Civil Service Act (As amended by the Civil Service Amendment Act 2007), Section 3(1)2 Subject to proper discussion with staff affected by the re-allocation/tt/file_convert/5ab8d55a7f8b9ad5338d4e65/document.doc 306/05/2023

Civil Service CommissionChanges to Civil Service Establishment

Treasury Financial

Budget

Council of MinistersPersonnel Budget

Establishment Change

the contents of a business case prepared for the Council of Ministers3 for a business case to be sent to the Commission, albeit with appropriate changes to details. Useful guidance issued by the Chief Secretary’s Office complements this document and is attached at Annex C

The Structure of the Business Case

IntroductionClearly, the business case needs to begin with housekeeping details such as the name of the department and division, the name of the author and a headline or summary regarding exactly what is requested. The headline or summary need only be very short but does need to contain key details, for example:

A new permanent part time (0.5 fte) post at Administrative Officer grade to support the administration of Scheme X; or

A limited term full time post at the D500 grade to support Project Y.

It is important to include all the key details relating to

numbers of posts grade full time equivalence permanency; and purpose

so that officers of the Commission who will take it forward on your behalf can prepare the paper and deal with subsequent administration on the HRFS system effectively. A summary sheet template which should be used at the front of the business case and which covers some of these information requirements is attached at Annex A.

Organisational ChartsOrganisational charts showing the current and proposed staffing structures are helpful to provide an easily understood representation of the organisation now and in the future. Only the sections relevant to the request being put to the Commission are necessary and it is important to show the job titles and grades of the posts. It is likely that in most cases, only a Division or, in large organisations a Section, may need to be shown but as a general ‘rule of thumb’, the larger the organisational impact of the request, the more Sections and Divisions will need to be shown.

The Body of the Business CaseThere are no hard and fast rules regarding writing a business case for changes to the staffing establishment as each individual case is different but it is important to take a structured approach in ‘telling the story’ with

a beginning (the background) middle (the current situation) and end (a summary of the request and how the proposal will make

things better).

It should also be written on the assumption that the Commission has no prior knowledge of the Department’s staffing or business situation as this will ensure 3


that gaps in the ‘story’ are kept to a minimum. A business case does not need to be lengthy and will be sufficient as long as all the key details are included.

A useful model to use to aid thinking when writing and structuring the business case is the NONG model:

Need - What is the business need?Organisation- How is the work organised within the Division or

Section?Numbers - How many posts are required?Grade - What grades do the job descriptions indicate?

Business NeedThe first thing the Commission will need to know is the driving force behind the request. What is the business need which makes the request necessary?

There are two levels of business need, strategic and operational. For example, a strategic need would be where a Department is seeking to staff a whole new area of work which gives the Department a new direction. On the other hand, staffing changes required because the amount of work has increased or because a re-organisation will provide efficiency benefits would represent an operational need. It is likely that there will be a number of facets driving the business need and they need to be explained clearly.

Organisation of the WorkOnce a business need has been recognised, the work which is required to be done must be organised into functional areas. The kinds of questions which need to be addressed here relate to how well the existing functional areas are working and how proposed new areas of work will be organised. For example:

What new tasks need to be done to fit the organisational objectives? How well does the functional area work, given the organisational objectives

in the Service Delivery Plan? How well does the work flow? Are there bottlenecks and slack areas? Are there unequal volumes of work at different organisational levels?

Some analysis and an explanation as to why problems are occurring and how the situation can be improved are required.

Numbers of PostsDetermining the number of posts required is essentially about estimating workload. In the business case, it is not necessary to provide a full analysis of the tasks which need to be undertaken but some work in this regard should be done and reference to it made in the business case in order to demonstrate to the Commission that the proposal is an estimate and not a ‘guesstimate’.

Grades of PostsThe proposed grades of any new posts should be clearly stated. Also, if the proposal includes changes to grades of existing posts, the reasons should be explained and the new roles described in terms of the knowledge and skills, problem solving, decision making and level of autonomy required of the role. Full job descriptions of new posts and those which are affected by the proposal should be attached as annexes to the business case. The job descriptions should include approximate percentages of time allocated to each main activity bearing in mind /tt/file_convert/5ab8d55a7f8b9ad5338d4e65/document.doc 506/05/2023

that half a day spent on a particular activity every week amounts to 10% of the role.

A tool to aid your thinking in addressing the above areas is attached at Annex B. Please bear in mind that this document is a tool only and some areas may not be relevant to the case in hand.

Personnel ImplicationsThe implications of the proposal for existing staff must be explored and addressed in the business case. For example, a re-organisation of work may mean that payment of regular on-call allowance is no longer necessary or putting in a new post will take away some of the work of an existing post. The Commission will want to know that management has discussed the proposal with staff and that any issues have been resolved or will be resolved as an integral part of the proposal.

Clearly, where the proposal affects posts which are vacant, personnel implications will be minimal. All vacancies should be clearly shown on the organisational chart and vacant posts should be referred to as such in the body of the business case.

It’s an Iterative ProcessUse of the NONG model may not be a simple, sequential process and an analysis of the existing situation and the problems causing it may result in a re-examination of other stages of the model.

For example, the business need may be that a new area of work needs to be introduced to a Division and there is insufficient capacity among existing staff (numbers) to accommodate it. This would indicate that a new post is required but it may make sense that the work is re-organised (organisation) so that some of the new work is done by an existing post and the rest of the new work is done by the new post along with some of the existing work. This means that the grade of the existing post may alter and should be considered alongside that of the new post (grade). Assessment of the grades may reveal poor job design and therefore a further review of the organisation of the work (organisation) would be appropriate.

On the other hand, only parts of the model may be relevant to a particular proposal.In order to address all the salient points, it is helpful to keep asking the question “how does this part of the proposal fit the problem?”

ConcludingIn order to show how the proposal is the best option, an explanation of the other options which have been considered is required. There are always more options than a ‘do nothing’ scenario and the Commission will want to know that all the other options have been considered and discarded for valid reasons.

The business case should also confirm that the headcount and finance required to facilitate the proposal are available to accommodate it.

The business case must have the authority of the Chief Officer of the Department, Statutory Board or Office and must be signed by the Chief Officer or a person who has delegated authority. If an officer has been assigned delegated authority, the Personnel Office must be formally advised, otherwise the business case cannot be accepted for processing.


If you intend to prepare a business case for varying the staffing establishment, you are advised to speak to one of the Employee Relations Advisors at the Personnel Office or your own Department’s HR Section for advice in the first instance.


Annex A

Business Case for Establishment Changes

Cover Sheet

Department <<NAME>>Division: <<NAME>> Request made by: <<NAME>>Date: <<DATE>>

Summary of request:

For example: To make more effective use of support posts by increasing the hours of a Senior Secretary post and reducing the hours of a vacant Secretary post which will also be regraded to Administrative Officer grade as detailed below. Post: <<Oracle Postion>> Post Holder: <<Name>>WTE: Increase from 0.5 to 1.00 (+ 18.5 hrs per week) Duration: PermanentGrade: Senior Secretary, no changePersonnel budget: Available from vacant post <<Oracle position>>.

Post: <<Oracle Postion>> Post Holder: Vacant WTE: Decrease from 1.00 to 0.5 (- 18.5 hrs per week) Duration: PermanentGrade: Secretary, Re-grade to AO Personnel budget: Re-allocated to post <<Oracle position>>

NB You should give Oracle details for all posts that you are asking the Civil Service Commission to amend, establish or delete.

Confirmation of Departmental Approval

<<Signature of Accounting Officer>>

If your proposals involve a number of post it may be helpful to also include a table summarising the establishment changes, as shown in the example overleaf.

Summary of Establishment Changes/tt/file_convert/5ab8d55a7f8b9ad5338d4e65/document.doc 806/05/2023

Section Post Increase decrease in hours

Comments

Corporate Services

Secretary + 2 Held by A N Other. Increase in fte

Finance AO - 12 Vacant postChief Executive’s Office

CEO’s Secretary

+ 10 Held by A N Other1. Increase in fte

Finance AO payroll No change

Vacant post. Move to HR - more appropriate location/ better management support. No establishment change.

Corporate Services

ReceptionistDES post

+ 37 New post

Corporate Services

AA HR - 37 Regrade of vacant post in light of revised job description

Corporate Services

AO HR + 37

Your business case should include a rationale for each of the changes requested.


Annex BEmployment Services, The Personnel Office

Guidance On Seeking Approval for New Personnel,Revised Job Roles or Organisational Structures

These guidance notes have been developed to assist managers in reviewing their staffing and putting forward a business case in support of any proposed changes. They should be seen as a tool, not a rule, as all the elements may not be applicable to all reviews. Employment Services will be happy to provide one to one coaching or guidance to managers when they are conducting reviews or preparing business cases.

Ten Point Plan

COVER SHEET – use the cover sheet attached at Annex A

Your Department’s name. Your Division’s name. Your name. Date.

Include a summary in the cover sheet:

The number of personnel you are seeking. The grade of the personnel you are seeking. Whether you are seeking temporary / permanent, full time / part-time

personnel. An indication of workforce establishment and Treasury concurrence

may be helpful information. Cost implications where applicable.

BODY OF BUSINESS CASE

1 Make sure your business case includes your OBJECTIVE(S)

What you want to achieve? What service level you require to maintain? Are your objectives:

S pecific and not vagueM easurable and not abstractA greed, achievable and not imposed R esults oriented and realisticT ime related and not open ended


2 BACKGROUND

What changes have taken place to cause the problem? Have changes to legislation or customer demand increased or

decreased workload? Have there been geographical changes? Has there been a change in staff levels? Have new areas of work been added?

3 PROBLEM

Give an outline of the problem. Eg statutory responsibilities or service level agreements are not being met, staff are reqularly required to work over their conditioned hours, staff are required to undertake work inappropriate to their role.

Why is your situation different from somebody else’s situation? What do you do about the problem? What impact is there if the work isn’t done?

4 PEOPLE

Have your staff been involved the process of proposed change? Do you have any appointed staff representation (GOA or TU) in your

Department who would need to be involved/consulted with? Do you have evidence of staff involvement such as employee surveys

or minutes of staff meetings?

5 CULTURE

How will any changes affect ‘the way thing are done around here’? What is the informal (grapevine) response likely to be? Can you identify natural influencers - positive or negative? And can

they be utilised or controlled?

6 POLITICS

You need to provide evidence that your request is congruent with your Department’s overall policy and strategy. Examples of useful evidence would be:

A quote from the policy document. A quote from your operational plan. If you are not the Chief Executive of your Department you will be

required to obtain confirmation from your him/her confirming agreement to proposed changes.

In some instances political endorsement may support your case.


7. WORKLOAD AND GRADE

If your proposal seeks to address issues of workload and grade you will need to show how you have assessed these. It would be useful to conider:

What tasks need to be done? Look at the nature of each task; what grade does it fall into? Use the

grade descriptions in the Civil Service Regulations to help you but be aware that these are a generalised guidance only. Are there clearly established duties for particular grades in your organisation that you can use to benchmark? Seek advice from the Personnel Office if you are in doubt.

Allocate the tasks according to grade. How long do each of the tasks take? How often does each task have to be carried out? Can any of the tasks be carried out by an existing postholder or

redistributed among several existing postholders? Calculate the number of working days required in a year to do the

work (1 working day = 7.4 hours) Consider the number of days lost as a result of annual leave, sickness

absence and training. Try to be as realistic as possible. Annual leave may be determined accurately. Sickness absence and training may need to be estimated. Use the records of sickness absence and training in your Department or Division to help you.

Calculate the number of staff required to do the work:

There are 250 days in the year excluding weekends, bank holidays and privilege days. Subtract the allowances you have determined for annual leave, sickness absence and training. The resulting figure will be the number of working days available within one post to carry out the work. Divide this figure by the number of working days required to carry out the work. The result will be an assessment of the number of staff required.

Example:

ActivitiesTyping weekly reports - 2 hours eachOpening post - 15 minutes per dayEntering computer records - 5 minutes each, 500 records

per week

Number of working days required to do the workTyping: 2 x 52 = 104 hoursOpening post: ¼ x 5 x 52 = 65 hoursComputer records: (5/60) x 500 x 52 = 2167 hours

Total 2336 hours

2336 / 7.4 = 316 working days required to do the work.

Number of staff required to do the work

Number of days in one year 365


LESS: Weekends 104Bank holidays and privilege days 11Annual leave 25 Sickness absence 2Training 3

145220 days

available

316 / 220 = 1.44 FTE

8 OPTIONS

Have all the options been presented? Is there a clear case for your preferred option?

9 PROPOSAL

What is your solution to the problem? Can you do it yourself? What do you need from outside sources?


Annex C

ISLE OF MAN GOVERNMENT

COUNCIL OF MINISTERS

PERSONNEL CONTROL POLICY AND MECHANISM

POLICYThe fundamental policy underpinning the Personnel Control Mechanism is that any growth in the Government workforce should be properly managed so as to ensure that such growth as is permitted is directed at achieving Government’s priorities. In doing so, the Government workforce should, wherever practicable, not be allowed to exceed:(a) the rate of growth of employment in the private sector (measured by

comparison with the size of the economically active population); and(b) the rate in increase in real terms in Government income

Underlying these two elements is an expectation that the mechanism should provide an incentive for Departments to maximise efficiency, including the release of labour from marginal activities and the effective use of contracted-in resources.The intended effect of the mechanism is to avoid unhealthy competition for a limited number of available personnel between the public and the private sectors, and to safeguard the ability of Government to fund the salaries of additional staff and ultimately associated pension costs.

AIMSThe stated aims of the Personnel Control Mechanism are:-

(a) to limit and control Government’s long term pension liabilities; (b) to restrict the public sector from becoming disproportionately large

compared to the private sector;

(c) to provide an incentive for Departments and Boards to maximise the use of their existing labour, and to invest in new technology and improved productivity;

(d) to lead to a scrutiny of labour-intensive marginal activities to release workers for new priority recruitment in other areas;

(e) to encourage Departments when considering new capital schemes to identify fully the staffing implications of a range of options at an early stage; and

(f) to cause Departments and Boards to examine whether it would be more efficient and cost-effective to buy in services from the private sector.

APPLICATIONAll posts directly employed by Government and reported in the Annual Treasury Budget must be allocated a personnel budget, and therefore cannot be recruited unless such a budget exists, with the following exemptions:-


(a) Office of the Clerk of Tynwald

(b) Crown Officers(c) Trading Statutory Boards –

Manx Electricity AuthorityIsle of Man Post OfficeIsle of Man Water Authority

(d) Trading Operations Seasonal Staff - Tourism & Leisure – Railways/Wild Life ParkTourism & Leisure - Villa Marina/Gaiety ComplexManx National Heritage – Heritage Sites

(e) Non-Core/Multiple EmploymentsTransport - Road Crossing PatrolsEducation - Part Time Youth ServiceTourism & Leisure – Leisure Division Coaches & Tutors

(f) Contract Appointments (as defined in Appendix 1)(g) Paid Students/Trainees (e.g. posts where there is no commitment to

employment on expiry of the training opportunity or work placement).(h) Unpaid employees of Government (e.g. voluntary staff or work experience

placements in full time education) (i) People with Disabilities (as defined in Appendix 2)

TREASURY REPORTINGWhilst the posts identified at items (a) to (e) above are outside the Personnel Control Mechanism, the Departments, Boards and Offices concerned are required to provide annual budget estimates of these posts to the Treasury for the purpose of the Budget in February each year.

DEPARTMENTAL EFFICIENCYAs part of the annual Basic Expenditure and Activity Review, where Departments, Boards and Offices submit bids which have personnel implications which are not exempt under the mechanism, business cases should include narrative explaining the reasons the posts are required, the extent consideration has been given to fulfilling the service need by alternative means, and the options which have been considered in relation to the reallocation of current staffing resources.This approach provides a greater element of challenge to Departments, Boards and Offices in the planning process, and encourages them to consider the aims of the mechanism when developing services. The draft question framework for Personnel bids is attached at Appendix 3.

ACCOUNTABILITYAccounting Officers will be responsible for complying with the requirements of the Personnel Control Policy and Mechanism in accordance with Financial Regulations and Civil Service Regulations (as appropriate).

Chief Secretary’s OfficeRevised, March 2006/tt/file_convert/5ab8d55a7f8b9ad5338d4e65/document.doc 1506/05/2023

Appendix 1

DEFINITIONS OF CONTRACT APPOINTMENTSEXEMPTED FROM THE PERSONNEL CONTROL MECHANISM

(a) Genuine Fixed Term Contract

This type of contract applies to posts where there is a defined end date established. It is used in relation to posts where a project has a clearly defined timetable and is not a permanent service requirement. These posts are EXEMPT from the Personnel Control Mechanism and would not be expected to exceed 3 years’ duration.

(b) Natural Discharge Agreements

A natural discharge agreement makes it clear that the employment will only continue until the end of a project or until funding remains available, and is used in circumstances where there is no certainty to the end date of a project. Again, it applies to work that is not a permanent service requirement. There is automatic termination at the end of the contract and no period of notice is necessary. This type of contract precludes the need for extensions to a fixed term contract. These posts are EXEMPT from the Personnel Control Mechanism.

(c) Rolling Contracts

Rolling, renewable, contracts are used in situations where it is inappropriate to commit to permanency as the continued requirement for the position needs to be reviewed after a specified period of time, or where a permanent service requirement is being fulfilled by contract posts. These posts are NOT EXEMPT from the Personnel Control Mechanism.

Note: The pensionable status of contract appointees will be considered at the time of recruitment having regard to the period of the appointment and the normal age of retirement for the employee group.


Appendix 2

GUIDELINES FOR THE RECRUITMENT OF PEOPLE WITH DISABILITIES UNDER THE PERSONNEL CONTROL MECHANISM

(Revised March 2006)

THE PROPOSALThe existing Personnel Control Mechanism is the accepted method of managing the growth of Government’s personnel numbers; however there are growing pressures for additional staff. Partly to alleviate this, and partly to support the employment of people with disabilities, it has been agreed that their recruitment should be outside the constraints of the Personnel Control Mechanism. This will only apply to employees’ recruitment after 1 May 1998 and depending on the nature of the disability it will be in order for specific jobs to be tailored to the needs of individuals.

SCOPE OF THE PROPOSALFor the avoidance of doubt, the guidelines for the recruitment of people with disabilities will apply to all public service posts.

The accepted definition of disability is:“A disability is a physical or mental impairment which has, or which has had, a substantial and long term adverse effect on a person’s ability to carry out normal day-to-day activities”.

Further discussion of the meaning and scope of the above may be found in Annex One.

SOURCE OF APPLICANTSPeople may present themselves in one of two ways:

1. Disabled job applicants apply for vacant posts in the normal way, declaring that they have a disability.

2. The Disability Employment Service will make departments aware of clients looking for employment within Government.

APPROVAL PROCESSThe Disability Employment Adviser (DEA) will co-ordinate and monitor the scheme. In order to be eligible, applicants must have a disability or health problem, which affects the kind or amount of work they can do. An effect must be likely to last for 12 months or longer.

1. Either the DEA is notified when a Department believes it has an applicant to whom the procedure applies OR the Disability Employment Service notifies Government Departments when it has a client looking for employment within Government.

2. The DEA assesses the applicant. If he (or she) is found to have a disability as defined above, the DEA has the authority to give approval for exemption from the Personnel Control Mechanism.


3. The Department interviews the applicant. The procedure comes to an end if the applicant is found to be unsuitable for the job proposed. If the Department wishes to proceed it notifies the DEA.

4. Normal methods of recruitment and management, together with the usual Conditions of Employment (including the normal rate of pay for the post) will be applied thereafter and will be under the control of the individual Department.

5. The DEA will maintain records of people employed under the procedure and will provide a written report to the Governance Committee of the Council of Ministers twice yearly (January and July). The report will cover the numbers of people employed under the procedure, perceived benefits, difficulties encountered and measures taken to deal with them, and other matters of interest.

6. One of the possible consequences of introducing the above policy on the recruitment of people with disabilities could be a request from Government Departments for increases in their financial targets to pay for specialised equipment and/or physical adjustments to their work places and means of access. The Governance Committee has agreed that Departments should meet any such costs from within their existing budgets.

Please note: The Department of Trade and Industry has introduced the Special Assistance (Employment and Self-employment) Scheme 1998. This provides financial and practical assistance to disadvantaged people in the Island’s labour market, particularly to those with disabilities, and both private and public employers are eligible to apply.


ANNEX ONE: DISABILITY - A WORKING DEFINITION

A disability is a physical or mental impairment which has, or which has had, a substantial and long-term adverse effect on a person’s ability to carry out normal day-to-day activities.

Impairment covers sensory losses (sight or hearing), physical impairments, and mental impairments.

Substantial means something which is more than minor or trivial. This reflects the general understanding of disability as a limitation which goes beyond the normal differences in ability which exist among people.

A long-term effect is one which has lasted for 12 months or longer, or which is likely to last for the rest of a person’s life. If the effect ceases, it should be treated as continuing if it lasted for 12 months or longer, and it is more probable than not that it will recur - for example, rheumatoid arthritis (which can go into remission). A condition whose effects are substantial but non-existent (or virtually nonexistent)for the overwhelming majority of a person’s life would not be included - for example, hay fever.

Normal day-to-day activities are those which are carried out by most people on a regular and frequent basis, i.e. those requiring:

mobility manual dexterity physical co-ordination continence the ability to lift, carry or move everyday objects speech, hearing or eyesight memory or ability to concentrate, learn or understand the perception of risk of physical danger.

A learning disability is covered if it has a substantial and long-term effect on the ability to carry out normal day-to-day activities.

Mental illnesses are covered if they are clinically well recognised. This will include schizophrenia, manic depression and severe or extended depressive psychoses. Mood disorders, mild eccentricities, psychopathic and anti-social disorders, and addictions are excluded.

A condition whose effects are controlled or corrected, but the impairment is not cured by medicine, equipment or other means is still covered by this definition - for example, schizophrenia. An exception to this would be a visual impairment which is corrected by wearing ordinary spectacles or contact lenses.

Progressive conditions like multiple sclerosis, cancer, muscular dystrophy and being HIV positive are covered if and when there is any effect on a person’s ability to carry out normal day-to-day activities. Being diagnosed as having specific genetic conditions will not be cause for inclusion until a condition expresses itself.


Appendix 3

ASSESSMENT OF DEPARTMENTAL EFFICIENCY

QUESTION FRAMEWORK

The Council of Ministers has agreed that any application for an increase in existing personnel budgets will only be considered if a business case in support of the request is provided. In addition, posts will be awarded only where they are a consequence of agreed revenue/capital programmes.

When considering new service developments with personnel consequences, Departments are required as part of the parameter setting process to submit business cases. The business case should seek to answer the following questions as fully as possible.

WHY DO YOU CONSIDER THAT YOU NEED THE NEW POST(S)?These questions are designed to establish the changes which have occurred leading to the need for the new post(s).

1. Please detail the reason for the requirement for the new post(s).

2. Please explain why existing staffing resources are not adequate to meet this service need.

HAVE YOU CONSIDERED ALTERNATIVE WAYS OF ADDRESSING THE CHANGES?Departments should answer these questions to demonstrate that they have considered other ways of addressing either the pressure for the change to be made at all or other methods of achieving necessary change than just increasing staff numbers.

3. What would be the negative effects of NOT establishing the post(s).

4. Would delaying the establishment of the post(s) be possible?

5. What would be the negative effects of a delay?

6. Would it be appropriate to meet the service need (or any part of it) by means other than direct labour?

7. Is there any scope for withdrawing existing services in order to release resources to meet this service need?

8. Can any existing services be reduced in order to release resources?

9. Is there any scope for and, if so, have you explored joining with other Departments to meet the service need?


HAVE YOU CONSIDERED ALL THE OPTIONS IN RELATION TO UTILISATION OF ALL YOUR CURRENT RESOURCES?If the pressure for change cannot be reduced and you cannot address the change other than by providing for it in your own Department, you should demonstrate, by answering the following questions, how you have considered re-utilising your existing resources to provide the necessary services other than by increasing staff numbers.

10.Could you deliver the service by investing in IT/new technology?

11.Could you deliver the service by retraining/re-skilling existing staff?

12.Could you make structural changes within your Department that would enable you to deliver the service using your existing resources?

13.Could changes in working practices release some or all of the necessary resources to address the change?

14.Have you considered team optimisation? (e.g. in a team of 5, making a change that saves 20% of each person’s time effectively releases one “person” without increasing the number of staff)

15.Can you demonstrate that you have fully explored whether any existing staff have the capacity to take on additional roles or develop existing roles?

OBJECTIVE/ PUBLISHED MEASUREMENTS OF CURRENT EFFICIENCYMany Departments can demonstrate efficiency by means of external reports or use of comparative metrics. If you have produced such reports or carried out any external comparative studies, please provide these with the business case.

16.Have you carried out a review of current staffing resource efficiency (at Departmental or section level)?

17.If so, please provide relevant extracts of any report produced.

The information provided in your business case will be used to assess your individual bid for staffing resources. It may also be used in order to assist in ranking your bid along with other bids. To do this, the information you have provided may be compared with that provided by other Departments. If you wish to make any further comments on this you may do so.


OTHER USEFUL EVIDENCE - can be embedded within the report or lengthy data can be included in annexes.

WHO is responsible for the work? Are the lines of accountability clear and as short as they can be?

Who does the work? Who are the customers? Who benefits from change or increase in resources?

WHY is the work done? Why is it done by the Public Service? Why is it done the way it is?

WHAT does it cost - in money and manpower? What most affects the costs? What are the objectives of the areas under review? What value is added by each activity? What would happen if any activity stopped? What does the customer want? What alternatives are there?

HOW are decisions made? Are they made by the right people with the right information? How well is your Department meeting its objectives currently? How are things really done - are there cultural implications or blocks? How can you demonstrate that activities are done well? How are the results assessed? - ie. Performance indicators. How can value for money be improved - and the improvement be seen? How can your service to the public be improved?

If you have a business plan most of the above issues will be covered. This model will be easier for some Departments than others and the level of support needed to present your case will differ.

Current and proposed organisational charts are very useful to provide an at a glance summary of proposed changes. Job Descriptions should be attached for new posts or existing posts which have substantially changed.

The above format can be adapted to present any report ie. a business plan, a proposal, a progress report etc., as long as it is clear to the reader and demonstrates that the research done supports the case with fruitful evidence.



This document can be provided in large print or audio tape on request

The Personnel OfficeGoldie House, 1 – 4 Goldie Terrace

Douglas, Isle of Man, IM1 1EB

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