Title:
Executive Team Meeting
Date of Meeting:
07 October 2015
Location:
Blue Room, 1st Floor, Kew
Attendees:
Jeff James (JJ – Chair)
Clem Brohier (CB)
Carol Tullo (CT)
Mary Gledhill (MG)
TNA
TNA
TNA
TNA
Patrick Mallett (PJM - minutes)
Paul Davies (PD)
David Sawyer (DS)
Corporate Performance and
Transparency manager
Licensing contract / procurement
coordinator
Alison Webster (AW)
Jane Craigie-Payne (JCP)
Emma Allen (EA)
Emma Bayne (EB)
TNA
TNA
TNA
TNA
TNA
TNA
TNA
TNA
TNA
Apologies: Caroline Ottaway-Searle (COS), Valerie Johnson (VJ), Sam Whaley (SW)
Action
1.0
Minutes and Matters Arising
1.1
The minutes of the previous meeting held on the 9 September 2015 were reviewed
and approved subject to a number of minor corrections.
1.2
There were no conflicts of interest declared.
2.0
Finance Report
2.1
Executive Team considered the August Finance Report.
2.2
DS advised that the September financials had just closed.
2.3
Action: DS to give a verbal update of the September figures at the October
Management Board.
2.4
The Executive Team noted and approved the report.
3.0
Dashboard
Page 1 of 11
3.1
The Dashboard is a monthly reporting and monitoring mechanism for the Executive
Team. The Executive Team is being asked to note and approve the August
Dashboard ahead of publication on our intranet.
3.2
The Dashboard provides an easy reference of how the Performance Indicators for
The National Archives have performed in the month and alerts the Executive Team
to those where achievement is under threat and where some remedial action may
be necessary.
3.3
The Executive Team reviewed the metrics of the August report by exception.
3.4
CB noted that the new Dashboard summary was a helpful and quick way to view
variances.
3.5
JJ requested further discussion on who our web offer was aimed at and what
should it be.
3.6
Action: PJM to speak to Emma Allen regarding a potential Executive Team agenda
item on our web audience and how we plan to meet their diverse needs.
3.7
PD introduced the Licensing contract / procurement coordinator who had assisted in
the production of the new automated dashboard; this was demonstrated to the
team.
3.8
PD said that work was ongoing on the fine tuning of the metrics, the Executive
Team were being asked for feedback on the presentation of information.
3.9
MG advised that it was important to question what the Dashboard and metrics
measured within it was for. The correct level of detail was available at directorate
level for Senior Leadership Team to review however at executive / board level we
only need top level significant figures.
3.10
JJ questioned if the top sheet contained sufficient detail for Board review, while
Executive Team could access the sheets below for the detail required.
3.11
JJ stated that the dashboard metrics needed to perform two key functions. Firstly
they needed to provide the Executive Team with the necessary information to
manage the business. Secondly they needed to provide assurance to our Board
that the business was being managed effectively.
3.12
JJ explained that it was of acute importance to have the correct measures
throughout our four year business planning period and therefore it is important to
take the time to ensure that the correct measurements are chosen, this process
should not be rushed.
3.13
JJ advised that the engagement score received from the forthcoming staff survey
should be compared to OGDs’ in order to gauge where we were. If we came out
below certain departments this could be a cause for concern.
3.14
The Executive Team thanked the team for the work done and it was agreed that the
Page 2 of 11
PJM
current Dashboard would be used and finessed for the rest of the financial year
while alternatives were explored in parallel.
3.15
The Executive Team noted the August dashboard.
4.0
Business Planning Priorities
4.1
CB introduced AW and PD who outlined to the Executive Team the current position
and explained that the Executive Team was being asked to provide guidance on
what the key priorities would need to be ahead of the Business Planning process.
4.2
PD said that it is hoped that this would focus the process, reduce the number of
EBCs submitted and minimise nugatory work and disappointment thus improving
efficiency.
4.3
JJ advised that the process needed to start from directors’ vision of where they
wished to be in four years time. The Business Planning process could then be used
to reach that position.
4.4
JJ said that it was not always necessary that there was an Expenditure Business
Case (EBC) against each priority in each year.
4.5
CT noted the importance of socialising the idea that it is not only through EBCs’ that
our plans are delivered.
4.6
AW advised that JCP was investigating instances where recruiting permanent
members of staff might be a more efficient solution to support the delivery of EBCs’
rather than using temporary or contract options.
4.7
JJ said that we should aim for stability and transferable skills.
4.8
MG stated that it would be the case that rebalancing across the business would
need to take place.
4.9
PD took the team through the planning timetable.
4.10
The Executive Team noted the presentation and supported the planning
process as outlined. PD to return to the Executive Team on 21 October 2015
to develop the planning and prioritisation process.
5.0
Digital capability
5.1
MG introduced the team and explained that the intention was to update the
Executive Team on current and future resource availability in the digital area and to
seek a steer on how best to progress with a somewhat limited capacity..
5.2
MG spoke about the need to minimise the impact of gaps on our plans and the
need to consider this during the planning of the 6+6 forecast.
5.3
The Executive Team was informed of a number of areas where it would be
necessary to delay work or to pause particular projects.
Page 3 of 11
5.4
JJ noted that there may be pieces of work that should not be stopped, particularly
where there was a contract or agreement in place.
5.5
It was proposed that there would be no new work taken on by the digital teams until
the end of the financial year on 31 March 2016.
5.6
JJ noted that much work had been taken on and committed to at the beginning of
the year and that this had proven challenging.
5.7
EA asked for clarification around the plans to progress recruitment.
5.8
JJ advised that there may be some potential flexibility around this however this
would not be evident until the 6+6 forecast process had been completed.
5.9
Action: JCP to investigate the possibility of operating a recruitment policy for digital
teams in a similar way to that operated in the Document Services Department. JCP
to report back to the Executive Team with her findings.
5.10
JJ suggested that commissioning work may be a possible way of reducing levels of
contractor use.
5.11
The Executive Team noted the update and agreed that the digital teams
should take on no new work commitments before 31 March 2016.
6.0
Corporate Vacancy Management
6.1
The Executive Team reviewed a number of recruitment requests.
6.2
CORE 1* - Interim Digital Director: Approved in principle.
6.3
Action: JCP to speak to SW and add detail to ATR.
6.4
CORE 2* - Internal and Stakeholder Communications Officer: Deferred ahead of
further discussion.
6.5
Action: JJ requested JCP discuss this with COS and Head of Marketing and
Comms.
6.6
EBC1 - Guidance Editor: Approved.
6.7
CORE1 & 2 - Senior System Engineers. Approved.
6.8
CB noted that Julian Muller, Head of IT Operations, had stated this was the most
feasible way of providing support until we knew resourcing proposals following the
outcome of the Target Operating Model.
6.9
CORE3 & 4 - Project conservators. Approved.
6.10
CORE 5 – Head of FOI Centre. Approved.
JCP
JCP
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JCP
6.11
CORE 6 – Senior Digital Archivist. Approved.
7.0
Diary Review / Any Other Business
7.1
Directors reviewed engagements of note in their diaries.
7.2
1939 Registers: the Executive Team discussed the launch event.
7.3
Action: PJM to check who will be co-ordinating invites in the CEO’s office.
7.4
Post meeting update: Trish Humphries co-ordinating invites in the CEO’s office.
7.5
JJ noted that this event may provide a useful opportunity to gain external traction
and influence.
7.6
The Executive Team suggested a number of possible names to invite.
Title:
Executive Team Meeting – Business Planning
Date of Meeting:
21 October 2015
Location:
Blue Room, 1st Floor, Kew
PJM
Attendees:
Jeff James (JJ – Chair)
Clem Brohier (CB)
Carol Tullo (CT)
Mary Gledhill (MG)
Caroline Ottaway-Searle (COS)
Valerie Johnson (VJ)
John Sheridan (JS)
TNA
TNA
TNA
TNA
Patrick Mallett (PJM - minutes)
Paul Davies (PD)
David Sawyer (DS)
Corporate Performance and
Transparency manager
TNA Alison Webster (AW)
TNA
TNA
TNA
TNA
TNA
TNA
TNA
Apologies: Sam Whaley (SW)
Action
Extraordinary Executive Team meeting on business planning.
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1.0
Business Planning
1.1
The Business Planning process is an important process to help us achieve our
published Strategic Priorities over the next four years. The Executive Team was
asked to support the planned approach.
1.2
PD outlined the planned timetable to directors.
1.3
PD took the Executive Team through the agreed actions from the meeting held on 7
October.
1.4
PD said that the Senior Leadership Team (SLT) would be taken through the
process at a number of workshops and directors would be asked to provide a steer
on the submitting of Expenditure Business Cases (EBCs) within their directorates.
EBCs already underway but requiring funding in future years would also need
scrutiny.
1.5
JJ noted that the two key questions to directors were, what would success look like
for their audiences / strategic priorities in 4 years time? What EBCs’ were
necessary to achieve that vision? Not all that was required to be done would need
to be started immediately but might need to be phased the 4 years of the business
plan.
1.6
Action: Directors to produce a summary to sit below the top level Strategic Priorities
by COP 23 October 2015 – i.e. a vision statement.
All
1.7
Action: PD to incorporate suggested enhancements to the document outlining
proposed tests to EBCs for review by the Executive Team.
PD
1.8
Action: JJ to consider contacting the SLT once the call for submissions had been
issued.
JJ
1.9
The Executive Team noted progress and supported the Business Planning
process.
2.0
Any Other Business
2.1
JJ gave a brief update on current senior recruitment campaigns.
2.2
There being no other business the meeting closed.
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Title:
Executive Team Meeting
Date of Meeting:
28 October 2015
Location:
Blue Room, 1st Floor, Kew
Attendees:
Jeff James (JJ – Chair)
Carol Tullo (CT)
Mary Gledhill (MG)
Caroline Ottaway-Searle (COS)
Valerie Johnson (VJ)
John Sheridan (JS)
TNA
TNA
TNA
TNA
Patrick Mallett (PJM - minutes)
Paul Davies (PD)
Delia Brooks (PB)
Corporate Performance and
Transparency manager
TNA Darren Austin (DA)
TNA Sam Whaley (SW)
Design Partner Lead from AOC
Head of Financial Accounting
Finance Business Partner
Management Accountant
Jane Craigie-Payne (JCP)
Data Protection Officer
Partnerships Manager
TNA
TNA
TNA
TNA
TNA
TNA
AOC
TNA
TNA
TNA
TNA
TNA
TNA
Apologies: Clem Brohier (CB)
Action
1.0
Minutes and Matters Arising
1.1
The minutes of the previous meeting held on the 7 October 2015 were
reviewed and approved subject to a number of minor corrections.
1.2
There were no conflicts of interest declared.
2.0
AOC presentation
2.1
COS introduced our Design Partner Lead from AOC.
2.2
The Design Partner Lead from AOC presented on the work undertaken to date
and key points from their initial findings and high level design options.
2.3
The Design Partner Lead from AOC outlined plans and explained that our
uniqueness and our collection should be considered when forming our offer to
the public.
Page 7 of 11
2.4
The Design Partner Lead from AOC advised on the estimated costs of the
whole programme.
2.5
CT noted that the removal of the centrally located welcome desk on the
ground floor would allow the viewing of the ornate stone work currently
obscured.
2.6
CT noted that there would be a continued need for a visible security presence.
2.7
JJ stated that there was now an opportunity to scale down the level of
signage, giving visitors the opportunity to be pro-active and discover things
themselves.
2.8
VJ said that the plans looked very positive and asked if the external terraced
areas would be glazed?
2.9
The Design Partner Lead from AOC advised that there were no plans to
provide glazing for the terraces, some of the terrace on the ground floor would
be covered.
2.10
JJ explained that there needed to be a paradigm shift in how we are perceived
as we are now a digital archive.
2.11
JJ stated that we should make it clear we should not look back at the Public
Record Office but look forward and prepare The National Archives for the
digital era.
2.12
MG highlighted that it may not be realistic to aspire to the levels of customer
flow that locations situated in central London could achieve.
2.13
The Executive Team noted progress and the proposals.
3.0
Business Priorities and EBC update
3.1
The Executive Team was asked to review, amend and agree Q2 update
ahead of review at the November Management Board. 2. The report provides
details of progress in quarter 2 against our published business priorities and
the progress of our Expenditure Business Case (EBC) programme 2015-16.
3.2
DA advised that this was the first occasion that a combined report was being
presented to the Executive Team.
3.3
The Executive Team reviewed the report by exception.
3.4
Action: COS to bring paper to the Executive Team looking at AOC’s plans and
budgets.
3.5
Ref - 20 “We will be an effective leader and partner for the archive sector, to
sustain and develop the nation’s collection”. (Programme of Research,
Evidence Gathering).
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COS
3.6
Action: SW to speak to Isobel Hunter regarding timing of presenting plans to
the Minister.
3.7
Ref 28 - “We Will Advance Knowledge through Exemplary Academic Liaison
and Outstanding Interdisciplinary Research”. (Unknown Treasures).
3.8
Ref 47 - “We will maintain and enhance the long-term sustainability of our
facilities and services”. (Network and Data Centre Project). DA advised that
the capital element had been completed and work was currently ongoing as
BAU.
3.9
JJ noted that this was to be classed as completed subject to the Executive
Team approval.
3.10
The Executive Team noted the report and approved the new combined
format.
4.0
Dashboard
4.1
The Dashboard is a monthly reporting and monitoring mechanism for the
Executive Team. The Executive Team is being asked to note and approve the
September Dashboard ahead of publication on our intranet.
4.2
The Dashboard provides an easy reference of how the Performance Indicators
for The National Archives have performed in the month and alerts the
Executive Team to those where achievement is under threat and where some
remedial action may be necessary.
4.3
The Executive Team reviewed the metrics of the September report by
exception.
4.4
The Corporate Performance and Transparency manager advised that the
documents delivered onsite metric had dropped by 6%.
4.5
JJ said that this metric only showed an incomplete picture as it was not a
tracker of footfall.
4.6
Action: The Corporate Performance and Transparency manager to investigate
a new metric, incorporating a footfall element, for 2016/17.
4.7
Action: COS to consider how a busy day would be measured, in terms of
visitor numbers, compared to a quiet day and to provide a comparison.
4.8
The Corporate Performance and Transparency manager noted that the
Records Accessioned metric showed a 17.7% YTD drop in meterage.
However there has been an increase in pieces accessioned.
4.8
Action: JJ requested Corporate Performance and Transparency manager
investigate if there might be a more appropriate measure than meterage for
tracking accessioning activity.
Page 9 of 11
SW
Corporate
Performance
and
Transparency
manager
COS
Corporate
Performance
and
Transparency
4.9
Action: Corporate Performance and Transparency manager to discuss the
Discovery (HMC Systems) metric with Isobel Hunter and to look at options for
changing the metric.
4.10
The Executive Team noted the August dashboard.
5.0
Finance Report and the 6+6 Forecast
5.1
Executive Team considered the September Finance Report, a verbal update
of which had been given at Management Board on Friday 23 October 2015.
5.2
The Management Accountant then took the Executive Team through the 6+6
Forecast.
5.3
JJ noted that AME looked tight and asked if this could be managed.
5.4
Action: David Sawyer and CB to update the Board in November.
5.5
The Executive Team noted and approved the report and forecast.
6.0
1939 Register
6.1
The Data Protection Manager explained that the Executive Team agreement
was sought to make minor changes to TNA’s published Takedown and
Reclosure Policy to accommodate the take down of factual errors on published
1939 Register images.
6.2
The Partnerships Manager took the Executive Team through the changes to
the wording.
6.3
MG updated that it was still planned to launch on Monday 2 November.
6.4
The Executive Team approved the suggested changes.
7.0
Diary Review / Any Other Business
7.1
Directors reviewed engagements of note in their diaries.
7.3
JJ thanked MG for all her hard work over the last 4 years and wished her
every success in the future.
7.4
There being no other business the meeting closed.
8.0
Corporate Vacancy Management
8.1
The Executive Team reviewed a number of recruitment requests.
8.2
CORE1 - Security Officer: Approved.
8.3
Action: DS to continue to provide headcount numbers for information when
Page 10 of 11
manager
DS / CB
reviewing vacancies.
8.4
CORE2 - Legal Editor: Approved.
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