b'Benefits are those that can be derived from the project, are measurable and will feature in the benefits realisation plan. Costs are those involved in the achievement of those benefits. Financial analysis compares benefits to costs and analyses the value of a project as if it were an investment being made by the council. The analysis may include a cash-flow statement, return on investment, net present value, internal rate of return, and pay-back period. Assumptions are events that a business case assumes will happen. For example, a business case might assume several actions requiring approval from the council. Critical assumptions must be borne out in practice for a project to succeed. Constraints are resource, budget, staffing, technical, and other limitations that may influence the success of a project. For example, a project might require that all employees have access to a central database. Market analysis examines changes in the business environment that impact on the success of a project, such as technological innovations and shifts in customer demographics or new competitors entering the market. Organisational considerations examine how a project impacts the council and the company. A projects success might depend on management support and employee acceptance. Sensitivity analysis evaluates the probability that a project can be implemented successfully, and the risks involved in undertaking the project. Risks also may result from not undertaking the project. The project description should provide enough information that the people, the elected members, who must approve the business case can decide whether the project is both viable and worth doing. Do not neglect the implementation plan! The rest of a business case is meaningless if the project cannot be implemented successfully. The recommendations summarise the main points of a business case, why it should proceed, and offer suggestions on how to proceed with the project.Staff and assets of a company established for trading Employees 1.13 Generally, all existing employees are transferred into a company where the local authority has wanted to embark on extensive trading.An alternative to retaining all the staff as directly employed by the council or a full transfer is that local authorities second key staff to the company or to have a key manager transfer under TUPE to the company. The purpose of this alternative strategy is to give a visibility and business development focus to the new company whist retaining stability within the council for the majority of employees. 20'