f.
PART 2: ORGANISATION AND MANPOWER
7.
b.
that it is being done in the most efficient and cost effective way;
that manpower needs are assessed as scientifically as possible (in conjunction with the Management and Manpower Review Division of DFP (MMRD) where appropriate); and
that bids to DFP (Supply) for resources aze made on the basis of the needs so assessed.
Efforts are continuing, through MINIS, Management Efficiency Plans and other measures, to ensure that the overall workload of the Department is no more than that which is essential and to Laprove efficiency and cost effectiveness. MMRD has been involved, along with the Department's staff inspection teams, in various assessments of manpower needs in a number of areas of the Department's work.
About 75% of the Department's staff are in Social Security Divisions (including Social Security Offices). Ten per cent are In the Management Executive, Health and Personal Social Services Divisions and associated professional groups. Fifteen per cent provide central support. The major rart of the Department's
activity in manpower terms, therefore, is concerned with the payment of social security benefits and allowances.
The total number of permanent staff (whole-time equivalents) in post at 2 April 1990 was 5902 distributed as follows:
Health and Personal Social Services 675 (includes 21 in the Management Executive)
Social Security Central Services
4400 827
10.
The Department also employs casual staff to fill vacancies on a camporary basis. At 2 April 1990 214 casual staff were employed. The Department has provision for temporary (casual) staff to be employed for such needs as benefits uprating, student claims and end of year taxation adjustments (all of which are cyclical) and for tutelage cover and special exercises. The number of casual staff employed varies throughout the year.
4.