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BRITISH LIBRARY BOARD
Tuesday, 9 February 2016
Paper No: Ref BLB 16/05
F.O.I. Publication Status: OPEN - to be released without redaction
2016/17 BUSINESS PLAN
PURPOSE OF THE PAPER
To seek approval for the Library's Corporate Business Plan for 2016/17.
ABSTRACT (SUMMARY)
Each year the Library develops a Corporate Business Plan which sets out the most important
activities we will undertake in the following year.
Based on the purposes articulated in Living Knowledge 2015-23, we have agreed a Corporate
Business Plan which reflects the further transformational activities and priorities which will change
the organisation and prepare us to become the Library expressed in the Living Knowledge vision.
This means that most items in the Corporate Business Plan focus upon those activities which:
Have significant impact and reach across our audiences
Represent major development/change
Require significant financial investment, require alternative funding models, or support
reduced reliance on GiA budgets.
The draft Corporate Business Plan 2016/17, attached at Appendix A, covers the second year of
delivery of Living Knowledge and it has been developed in parallel with the Library’s Corporate
Financial Plan. The Strategic Leadership Team (SLT) believes that these activities represent an
achievable programme for the next financial year which starts to shape and deliver the
transformational changes required within a very tightly constrained financial environment.
ACTION REQUESTED
Board members are invited to
comment
on and
approve
the programme of activities for 2016/17 as
set out in the draft Corporate Business Plan.
Head of Finance
January 2016
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2016/17 BUSINESS PLAN
1.
This is the first year of a four year plan. The business plan is underpinned by the financial plan
for 2016/17, which represents the first year in the Financial Strategy for 2016-2020. In
developing the Financial Strategy, the overriding objective has been to ensure that the Library
can balance its Living Knowledge ambitions with its commercial and fundraising plans, as well
as looking at where savings can be made to ensure it lives within the financial envelope.
2.
Based on the purposes articulated in Living Knowledge 2015-23, the Business Plan reflects the
further transformational activities and priorities which will change the organisation and
prepare it for becoming the Library expressed in the Living Knowledge vision.
3.
The total budgeted income for the British Library in 2016/17 is £104m, all of which has been
allocated across the various activities included within “business as usual” and the Corporate
Business Plan.
4.
The BL has received a draft “flat cash” settlement over the four years of the Spending Review,
which represents a headline reduction of 8% in real terms over that period. To assist in
managing the challenging position, specific big ticket and other initiatives resulting from the
corporate planning exercises over the last few months have been subjected to business case,
many of which were approved in January 2016. Provision for the initiatives has been factored
into the budget.
5.
A Living Knowledge development fund has been created within the Financial Strategy from
2017/18 which will be prioritised in line with the development of the strategy and may involve
some acceleration of items currently planned for periods beyond 2019/20.
6.
The table below illustrates the Big Ticket and Other Initiatives that resulted from the
discussions with Strategic Leadership Team.
Big Ticket & Other Initiatives
2016/17
2017/18
2018/19
2019/20
£000’s
£000’s
£000’s
£000’s
New Income
309
637
840
882
Efficiencies/Savings
576
2,834
4,837
6,282
Pressures/Investment
(1,949)
(2,827)
(2,553)
(2,334)
Net Impact
(1,064)
644
3,124
4,830
7.
In preparation for the Spending Review a new corporate planning process was launched in July
2015 to drive a new Financial Strategy and Commercial Strategy and to define
transformational change initiatives to ensure our Living Knowledge ambitions and business as
usual activities could be delivered within a reduced Grant in Aid (GiA) Spending Review
settlement.
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8.
Each member of the Strategic Leadership Team (SLT) has been engaged in the Corporate
Planning process which has driven a top down scrutiny of baseline and future budget
requirements – and driven the appetite for change. All of this work has culminated in the
Draft Corporate Business Plan 2016/17 which is a headline plan sharing the Library’s key
activities, and is underpinned by the 2016/17 revenue budget; and the four year financial
strategy.
9.
The Corporate Business Plan for 2016/17, attached as Appendix A, covers the second year of
delivery of the Living Knowledge which shares our purposes and priorities for 2015-2023.
10.
The Corporate Business Plan frames the Living Knowledge priority objectives against the six
major programmes and enabling strategies:
Heritage Made Digital
St Pancras Transformed
Everyone Engaged
Boston Spa Renewed
Everything Available
Enabling Strategies, including business as usual and:
o
Financial Strategy
o
People Strategy
o
IT Strategies
o
Commercial and Fundraising Strategies
o
Operational Effectiveness
11.
Each key activity has a business owner who has developed and set out next year’s work in
terms of:
Key milestones and deliverables
Budgetary savings or revenue targets
Risks and benefits associated with delivery
Impacts on audience reach and quality
12.
The Corporate Business Plan has been developed in parallel with the Library’s Corporate
Financial Plan for 2016/17. The SLT believes that these activities represent an achievable
programme for the next financial year which continues to shape and deliver the
transformational changes required within a very tightly constrained financial environment. It
is the result of prioritising a long list of potential new initiatives against the reduced financial
and staff capacity and with a focus on digital initiatives, growing our non-GiA income streams,
and audience facing improvements.
13.
SLT recognises that some elements of the Corporate Business Plan will be subject to securing
external funding and some reallocation of resources during the course of the year. It is
intended to provide a clear focus on how we will prepare and steer the Library during 2016/17
to increase our public value.
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14.
The Corporate Business Plan is used for internal use by the Library. When finalised, it will be
shared with staff so that they can see how they contribute to the achievement of the Library’s
purposes and priorities within Living Knowledge. The document will be developed over the
weeks to 1 April, aimed at our external stakeholder audience.
15.
The Corporate Business Plan focusses on those activities which will provide the baseline for
key activities to be delivered during in 2016/17. These activities have been aligned to the
purposes and priorities within Living Knowledge. The detailed deliverables, targets, measures
and KPIs which support the key activities in the Corporate Business Plan will be finalised
off-line and will be available for final sign-off by SLT in March.
16.
The Corporate Business Plan for 2016/17 will provide detail for the first year of a new 4 year
Business Plan. The 4 year Plan will reflect change activities already identified during our
Business Planning discussions and will enable us to identify any gaps in our journey towards
delivering against our Blue Print for our expectations of what the BL will look like in 2023. This
4 year plan will be used on a rolling basis to ensure we remain on track.
17.
Each SLT member has a corresponding management level Business Plan which contains a
significantly wider and more detailed range of activities and which will provide the basis for
regular reviews of performance throughout the year and for budget allocation.
18.
The activities in the higher level Corporate Business plan will be monitored on a quarterly
basis by the Major Programmes Group; and Business Performance Group quarterly via the
Performance Dashboards. The same source information is consolidated into the Strategic
Performance Dashboard which is reported to the Board on the same quarterly basis during
the course of the year and a summary of this is shared more widely via the Annual Report and
Accounts at the end of the year.
NEXT STEPS
A)
Building on the initial High, Medium, Low assessment of IT resource requirements
within the new business cases and a suggested approach to clustering of those business
cases with overlapping requirements and/or benefits, colleagues are now working on
more detailed assessment of resource requirements and estimates. This will inform the
timetable for delivery of IT and business change and delivery of business benefits per
the business cases. A timetable of deliverables and benefits will be prioritised and
agreed across IT and business owners and then endorsed by SLT prior to the end of
March.
B)
SLT will ensure the detailed Business Plan entries are supported by meaningful and
measurable targets, KPIs and deliverables, against which progress can be monitored
from 1 April 2016 onwards.
C)
The infrastructure to support the suite of the Programmes (or portfolios) will be
designed over the next few weeks, for example by:
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establishing the leadership (only the St Pancras and Boston Spa Shared Print Hub
have full time dedicated senior change managers at present)
undertaking visioning for each of the portfolios led by the Chief Officers using a
process to be developed with the support of Organisational Development and
Finance colleagues
developing a portfolio definition document defining vision, scope, strategic
objectives, deliverables, governance (including Major Programmes Group) and
resources
determining business cases for drawdown against reserves and adjustment of the
Corporate Finance Plan for future years - approved by Financial Strategy Group
designing the implementation plan
commencing implementation
monitoring via MPG
D)
SLT; Major Programmes Group (MPG); and Business Performance Group (BPG) will
sign-off, during March 2016, the following final versions of:
measures, targets KPIs and deliverables supporting the Corporate Business Plan
activities as agreed by key managers and groups
the financial plan based on all of the agreed activities and business cases
the Corporate Performance Dashboard, the Key Activities Dashboard and the
Portfolio Dashboard which collectively form the basis of the quarterly performance
updates to SLT and Board
19.
The outcomes of all of this further work will form the baseline for Quarterly Performance
Updates throughout 2016/17.
Head of Finance
January 2016
BY PROGRAMME
Four Year Business Plan 2016/17 to 2019/20
Key Activity Deliverables and Targets 2016/17 2017/18 2018/19 2019/20
SLT
Business Owner
Business Case 1. Heritage Made Digital
1.1 Save our Sounds Programme
We will set up a major programme to save the UK’s national sound collection and ensure that future audio production is properly identified, captured and preserved. This will include a roadmap on how to: 1. preserve the Library’s unique and vast sound collection for all types of users
2. create a sustainable framework for preserving future audio collections 3. create the national digital audio collection
4. reach out to all audiences who will value access to the UK’s sound collection Detailed deliverables/KPIs to be confirmed
We will have an active fundraising campaign working towards a Stage 2 HLF bid for the Save our Sounds programme . This will involve matched funding for the project from individuals, trusts and corporate sources. Detailed deliverables/KPIs to be confirmed
Mar-17 Mar-18 Mar-19 Mar-20 Kristian Jensen
Ann Brookes M636
1.2 Two Centuries of Indian Print Scope and start to deliver a new project with associated fundraising campaign
Detailed deliverables/KPIs to be confirmed Mar-17
Kristian Jensen
Ann Brookes M502
1.3 Qatar partnership
Deliver Phase 2 representing between 2015 and 2018, creation of up to 1.125 million digital objects from the BL’s collections relating to Gulf History and to Science in the Arabic World.
2016/17 Q1 = 235k, Q2=325k, Q3=415k, Q4=500k Begin negotiations for Phase 3
Mar-17 Mar-18 Mar-19 Mar-20 Richard Gibby
1.4 Manuscript digitisation
Make our manuscript collections more accessible on an international scale for research and cultural purposes Q1-4 - expand and deliver our digitisation projects
Hebrew Manuscripts in collaboration with NLI
Pre-1200 Medieval, with BnF, funded by Polonsky Foundation Google Books
Continue negotiation over other heritage digitisation projects Detailed deliverables/KPIs to be confirmed
Mar-17 Mar-18 Mar-19 Mar-20 Kristian Jensen
M503 M506 M639
1.5 Review and redefine our Digitisation Partnerships
Q1-4 we will:
1. Supporting the BL Commercial strategy, review the commercial service models associated with B2B, B2C and secondary publishing . Redefine to suit market needs, BL USPs and increased contribution. This will include – a marketing campaign, revised rate card and potentially technology upgrades.
2. Organise a series of workshops aimed at re-designing our governance and approval processes. Overlay service models onto digital workflows, then working with SLT, assign ownership.
3. Create central documentation database using standard templates and audit trails.
Key Activity Deliverables and Targets 2016/17 2017/18 2018/19 2019/20 SLT Business Owner Business Case 2. StPancras Transformed (StP T)
2.1 Phase 1 Procurement Partner To procure a development partner to work with BL to Develop Land to the North (LTTN)and yield real estate for BL
and/or funding for facilities redevelopment Mar-17 Patrick Fleming M435
2.2 Changing spaces
Make interventions to public spaces for enhanced cultural, learning and membership experiences. ATI Phase 2 ready for ATI fit-out May 16
Select Competitive Dialogue winner July 16 FBC sign off by HMT August/Sept 2016 Completion of Members lounge Sept 2016 Catering Contract signed Sept 2016
Completion of Public Restaurant Development Dec 2016
Mar-17 Patrick Dixon M507
2.3 Retail and Catering
Procure new Catering Contract Sep 2016 and make sensitive changes to retail and public spaces. StP T Phase 1 - Espresso Bar and Pop-up coffee operation tender.
StP T Phase 2 all other catering services tender.
Increase customer satisfaction and revenues (to be reflected in financial and customer KPIs)
Mar-17 Caroline Brown
2.4 Alan Turing Institute partnership
1. Deliver Phase 2 of ATI accommodation
2. Work with ATI on the development of Phase 3 within St Pancras programme 3. Negotiate and formulate all necessary financial and legal agreements 4. Develop collaborative research activity
5. Develop collaborative activities in relation to public and learning programmes 6. Support fundraising activity
Mar-17 Mar-18 Mar-19 Mar-20 Maja Maricevic
3. Everyone Engaged
3.1 Living Knowledge Network
Q1 - Design an institutional membership scheme for public libraries and discuss with key stakeholders Q2 - Launch by the Minister at SCL's annual conference in July 2016
Q3 - First partnerships begin Q4 - Evaluate Q3 data
Mar-17 Mar-18 Mar-19 Mar-20 Liz White M635
3.2 BL Membership
Define and launch BL Membership scheme
Q1-4: Build closer relationships with individual members; Grow the advocate and supporter base; Drive commercial return for the organisation
Detailed deliverables/KPIs to be confirmed
Mar-17 Graham
MacFadyen M515
3.3 Knowledge Quarter
Q1: On-going delivery of the Knowledge Quarter's (KQ's) business plan as agreed by the Board and Steering Group Q1: Support the delivery of the KQ as a company limited by guarantee
Q2-Q4: On-going KQ and joint partner activity
Mar-17 Miki Lentin
3.4 BL Treasures to China
Deliver a plan to ensure we have the greatest impact from DCMS ring-fenced fund to take a selection of BL Treasures to China:
2016/17 - £800k; 2017/18 - £400k; 2018/19 - £400k Detailed plan to be developed
Mar-17 Mar-18 Mar-19 Jamie Andrews
3.5 Grow our capacity for independent
Key Activity Deliverables and Targets 2016/17 2017/18 2018/19 2019/20 SLT
Business Owner
Business Case
3.6 UK and International Culture programme
Engage a broader public with our collections and expertise; raise awareness of our collections and expertise across UK and beyond; support the Library's strategy, brand development and purposes; set the national and
international cultural agenda; entertain, enlighten, and surprise Q1-4
1. Research, open, and provide curatorial animation for Library of Birmingham collaborative Shakespeare exhibition
2. Tour two exhibtions beyond London (Alice and Picture This) to meet income targets in M638
3. Research and agree strategy, business model, and operational policy for Birmingham South Asians exhibtion in 2017/2018
4. Complete Phase One of China 'Ten Literary Icons' project . 5. Confirm funding for India ReImagine Collection pop-up displays
Mar-17 Mar-18 Mar-19 Mar-20 Jamie Andrews
3.7 Expand our online audience
Complete our Web Redevelopment Programme to deliver benefits of increase online reach by 15% year-on-year and increase online items consulted by 20% year-on-year
Q1
1. Project initiation and detailed prioritisation of activities
2. Complete any Year 3 work (e.g. Portals) carried forward to 2015-16
3. Commence work on transfer of Sounds, Endangered Archives, and other high priority/high effort areas to Sitecore
4. Commence work on transfer of Reader registration screens to Sitecore (if revised business case approved) 5. Detailed plans, analysis, and user experience work for 3 and 4 complete and development underway by 30 June Q2
1. Completion of high priority/high effort developments, including Sounds, Endangered Archives, etc. 2. Initiate and complete high priority/low effort developments (e.g. transfer of blogs to Sitecore) 3. Programme review and closure
Q4
1. Final benefits realisation review
Mar-17 Graham
MacFadyen
3.8 Develop BIPC national network
Develop in 8 cities and rollout the plan for expansion to 12 other cities. Q1-4: Hold quarterly steering group meetings with Heads of Services to agree major initiatives, share best practice and ensure we keep on track Q1-4: Hold an annual meeting to share knowhow and success stories across the National Network. Q1-4: Continue to track the performance of the National Network and produce quarterly reports Q1-4: Support our partner libraries to give direct advice & guidance to 3,000 SMEs and entrepreneurs Q1: Sign new MOU with the IPO to include IP training for new BIPCs
Q1-2: Launch BIPCs in Exeter & Northamptonshire
Q1-2: Coordinate National Network involvement in the International Festival for Business 2016 Q1-4: Add three new pilots to the network
Q1-4: Maintain up-to-date online content (BIPC web pages, social media)
Q1-4: Hold monthly webinars and an average of 1 Inspiring Entrepreneurs screening per library pa Q1-3: Assist network libraries to bid for European funding to sustain their activities and engage with LEPs.
Key Activity Deliverables and Targets 2016/17 2017/18 2018/19 2019/20 SLT
Business Owner
Business Case
3.9 Continue to deliver a 'value added' service for entrepreneurs and SMEs.
Q1-4: Deliver advice and support to 450 start-ups per quarter
Q1-4: Deliver growth advice and support to 300 micro-companies per quarter Q1-4: Maintain average satisfaction levels at 4 or above
Q1-4: Meet/exceed diversity targets of 50% women, 33% BAME and 5% disabled Q1-4: Maintain BIPC footfall at 15,000+ per quarter
Q1-4: Meet/exceed target of 60k unique visits per quarter
Q1-4: Help to create 100 companies and 150 jobs (demonstrated at year end)
Q1-2: Pilot new income generating streams (partner membership fees, BL workshop charging and commercial room hire)
Q4: Generate £130K+ to maintain BIPC service through a combination of corporate support and revenue generation.
Mar-17 Isabel Oswell M519
4. Boston Spa Renewed
4.1 UK Printed Collections Management Hub at Boston Spa
Q2: September 2016 - Complete FBC for proposal and submit to HMT for approval Q4: March 2017: Completion of programme definition, strategy documents, and blueprint. Q4: March 2017: Decision from government on whether or not to proceed
Mar-17 Terry Chapman M643 4.2 Define and document an outline
business case for a Shared Digital Collections Hub service
Work with Collections Management to identify and document options for a shared digital collections hub, engaging with other institutions across DCMS and Government to define benefits across the sector. Detailed deliverables/KPIs to be confirmed
Mar-17 Lee Edwards
Alasdair Ball M647
4.3 Develop a Programme for Boston Spa Renewed
Establish leadership and governance model for a new 'portfolio' of activities to deliver a new BSpa Masterplan. This will include portfolio definition, defining vision and scope, agreeing strategic objectives, defining benefits and deliverables, and resources required.
Develop a business case to be reflected in the financial plan. Develop an implementation plan.
Detailed deliverables/KPIs to be confirmed
Mar-17 Mar-18 Mar-19 Mar-20 tbc
4.4 Legal Deposit 2017
Q2: Deliver Management Information required by DCMS Review
Q2: Evidence based MI which is capable of informing decisions relating to the review Q2: Share MI with other LDL's in a timely and transparent manner
Mar-17 Alasdair Ball 5. Everything Available
5.1 Develop a programme for digital collection and access technical capability
Ensure robust implementation of the outputs developed within the Programme. Initiate planned activity and ensure effective management of the Programme. In conjunction with IT, design effective mechanisms for engagement between business and IT stakeholders
Detailed deliverables/KPIs to be confirmed
Mar-17 Mar-18 Mar-19 Mar-20 Alasdair Ball M640
5.2 Deliver enhancements to end-to-end processing of, and access to, born digital content
Q1: Sprint planning and project estimates confirmed - set quarterly milestones for Q2, Q3, Q4; Sprint reviews/planning will track progress and deployment on an on-going basis
Q4: Automated matching, improvements to metadata aggregator and ingest GUI and delivered to deployment Q4: Document Harvester integration & eBooks without ISBNs
Mar-17 Mar-18 Mar-19 Mar-20 Alasdair Ball M522
5.3 Agree a new strategy for Purchased Acquisitions
Q1 Share recommendations from initial findings to SLT and Board
Key Activity Deliverables and Targets 2016/17 2017/18 2018/19 2019/20 SLT
Business Owner
Business Case
5.4 Review research services
Q1-4: Identify and develop discipline and customer focused services strategies in line with future strategy for purchased acquisitions.
1. Map and scope existing services and planned service development; include map against disciplines, SWOT and action plan
2. Input to and build on initiatives and opportunities for service development including St Pancras Transformed, Crick, Turing, MBS and Social Welfare portals, BIPC, Government and Official Information
3. Carry out specific user and potential user research programmes
Mar-17 Mar-18 Jude England
5.5 Define and develop new 'just in time services'
Q1-4: Redefine the BL On Demand B2C access to the BL's out of copyright collections.
Building on new digital workflows and CRM, redesign "on demand" digitisation services for online users. Link into the above, permission and reuse.
Explore "added value" services to enhance pure digitisation (3D, data, metadata etc). Detailed deliverables/KPIs to be confirmed
Mar-17 Andy Appleyard
5.6 Develop our online learning offer
We will 1) create a single online destination to support English literature study supporting key user groups and 2) bring together an extensive and broad range of the British Library’s Literature content, as well as offering background source material to aid the study of the historical context.
Q1: launch 20th Century – with 14 authors and poets, 300 collection items, 60+ articles.
Q1: Report from education consultant on new commercial partnership opportunities to leverage the British Library’s brand, content, interpretation, and learning expertise in the online education course provision and accreditation environment
Q2: Pursue opportunities following report
Q3: update DL: 20th Century with 7 additional playwrights, 80 collection items, 20 articles Q4: launch Phase 3 – part 1 (content tbc)
Mar-17 Mar-18 Mar-19 Mar-20 Jamie Andrews
6. Enabling Strategies 6.1 Financial
6.1.1 Deliver our Finance Strategy 2016-2020 through accurate and robust financial management
2016/17 Financial outturn is in line with 2016/17 budget
Corporate planning for 2017/18 updates the 2017-2020 financial strategy and ensures plans are affordable and realistic
Quarterly reporting on performance to BPG and Board
Quarterly programme/business case/project assurance reporting to ensure benefits, budgets and milestones are delivered
Mar-17 Mar-18 Mar-19 Mar-20 Jayne King
6.1.2 Develop a robust Commercial Strategy
Q1-2
Deliver workshop with BLAC to identify new opportunities - the What!
Deliver workshop with front line income Commercial team members and others to identify new opportunities - the What!
Deliver workshop with relevant SLT / Commercial Team members to identify the How! Determine commercial model to convert the what into reality
Deliver Commercial Strategy for approval to Board in Sep 2016
Key Activity Deliverables and Targets 2016/17 2017/18 2018/19 2019/20 SLT Business Owner Business Case 6.2 People
6.2.1 Ensure the Library is a good place to work
Q1-4: Continue to embed our values Q1-2: Seek further wellbeing-related benefits Q3: Deliver flu jabs
Mar-17 Mar-18 Mar-19 Mar-20
Dawn Whelan-Smith
Alistair McIntosh 6.2.2 Shape the Library to deliver our
strategy within our resources
Q1-4 Introduce a Corporate Knowledge Management system
Q1-4: Consider ways of resource planning which accommodate Living Knowledge and develop a resource plan Mar-17 Mar-18 Mar-19 Mar-20
Dawn Whelan-Smith
Alistair McIntosh
6.2.3 Develop our staff to learn and adapt to change and keep them motivated
Q1 Create and start to implement a leadership development programme Q1 piloting Q2 -4 Complete the Implementation
Q1-2: Create and implement a service delivery staff development IT programme Q1-4: Motivate our staff in a fair and affordable way
Q1-2: Simplify policies and processes for a smaller more responsive organisation
Mar-17 Mar-18 Mar-19 Mar-20
Dawn Whelan-Smith
Alistair McIntosh
6.2.4 Recruit skills and knowledge
Q1-2: Recruit the skills and knowledge the Library needs now and in the future
Q1-4: Identify and introduce values based recruitment methods (in the job profile, in advertising, shortlisting and at interview)
Q1-2: Develop and introduce a Volunteer Scheme
Mar-17 Mar-18 Mar-19 Mar-20
Dawn Whelan-Smith
Alistair McIntosh 6.3 IT
6.3.1 Define and deliver the IT Strategy for the BL
Define roadmap and financial plans for the delivery of the IT Strategy, in support of both the BL50 programme aims and wider BL business objectives.
Initiate activities to deliver against IT strategy roadmap. Detailed deliverables/KPIs to be confirmed
Mar-17 Lee Edwards
6.4 Commercial and Fundraising
6.4.1 Increase our fundraising capacity and impact
Deliver £4.5m income by identifying a pipeline of priority projects that support each purpose, as per the following Custodianship £2.6m; Culture £250k; Business £50k; Learning £200k; International £1m; Unrestricted income £250k; Endowment £150k.
Fundraising income is forecast as Q1 10% of yearly target; Q2 15% of yearly target; Q3 25% of yearly target; Q4 50% of yearly target.
Mar-17 Mar-18 Mar-19 Mar-20 Ann Brookes
6.4.2 Increase income from new and
Key Activity Deliverables and Targets 2016/17 2017/18 2018/19 2019/20 SLT Business Owner Business Case 6.5 Operational Effectiveness
6.5.1 Customer engagement Detailed deliverables/KPIs to be confirmed through Business Performance Group Mar-17 Mar-18 Mar-19 Mar-20 Various
6.5.2 Service levels Detailed deliverables/KPIs to be confirmed through Business Performance Group Mar-17 Mar-18 Mar-19 Mar-20 Various
6.5.3 Operational efficiencies Detailed deliverables/KPIs to be confirmed through Business Performance Group Mar-17 Mar-18 Mar-19 Mar-20 Various
6.5.4 Review PLR Q1-4: Research options and develop business case to identify alternative model for delivering PLR services
Final implementation date Nov 2019 Mar-17 Mar-18 Mar-19
Janine Armstrong Andy Appleyard
