2015 nps barnsley ltd business plan and barnsley norse ... · 2015 1. purpose of report 1.1 to...
TRANSCRIPT
Cab.1 2.3.2014/9.2
BARNSLEY METROPOLITAN BOROUGH COUNCIL
This matter is a Key Decision within the Council’s definition and has been includedin the relevant Forward Plan
Report of the Director of Finance,Property and Information Services
NPS Barnsley Ltd Business Plan and Barnsley Norse Business Plan 2014 - 2015
1. Purpose of Report
1.1 To present to members the NPS Barnsley Business Plan and Barnsley NorseBusiness Plan for 2014-15.
2. Recommendations
2.1 That the draft version of the NPS Barnsley Business Plan (Appendix B) be approved,subject to consultations with scrutiny and other stakeholders.
2.2 That the Barnsley Norse Business Plan (Appendix C) be approved subject toconsultations with scrutiny and other stakeholders.
2.3 That the Head of Strategic Property and Procurement, in consultation with theCabinet Spokesperson for Finance, Property and Information Services beauthorised to approve any final amendments or additions to the NPS BarnsleyBusiness Plan and Barnsley Norse Business Plan that are required following anyconsultations
3. Introduction
3.1 On the 31st January 2011 the Council formed a Joint Venture Company with NPSProperty Consultants Limited for the provision of Property and Procurement servicesfor a period of 15 year. In addition on the 1st November 2011 the council entered intoan agreement with NPS Barnsley for the delivery of Facility Management servicesthrough a partnership arrangement with Barnsley Norse.
3.2 On the 29th November 2013 a deed of variation was agreed between the Counciland NPS Barnsley which resulted in Asset Management and Corporate Procurementservices transferring back to the Council and residing in Strategic Property andProcurement Services.
3.2 Under the terms of the service agreement entered into as part of this arrangementNPS Barnsley Ltd and Barnsley Norse are required to produce an annual BusinessPlan for consideration by the Council. The business plan will allow the council theopportunity to:
-2-
• Measure performance against the targets and aspirations set out in the plan
• Understand both the opportunities and challenges facing both the Council and
NPS Barnsley/Barnsley Norse.
• To quantify the resources necessary to deliver Property and Procurement
Services through the partnership arrangement
• To identify the key risk and possible mitigation actions associated with the
delivery of the service by NPS Barnsley and Barnsley Norse
3.3 During 2013 the Council has worked with NPS Barnsley Ltd and Barnsley Norse on
the production of the Business Plan to ensure that it reflects both the continuing and
new challenges that have emerged during 2013 and in particular to ensure that the it
supports the objective of the Corporate Plan.
4. Consideration of Alternative Approaches
4.1 It would have been possible to have requested NPS Barnsley and Barnsley Norse to
have produced a Business Plan for a longer period of time e.g. a three year period.
However given the current economic climate and the Council’s financial position it is
felt more appropriate that an annual Business Plan is produced.
5. Proposal and Justification
5.1 The NPS Barnsley Business Plan is comprised of two sections:
• The main section sets out the vision for NPS Barnsley, the projected financial
position, its key aims for the forthcoming year and how it will use its resources
to support the delivery of these objectives.
• The second section — the business action plan shows in detail how it will
achieve its key aims.
5.2 The Barnsley Norse Business Plan states how the company will deliver and market
its services in 14/15
6. Implications for Local People/Service Users
6.1 NPS Barnsley and Barnsley Norse both play a key role in supporting and delivering
the Corporate Plan objective of growing the economy. They do this through the
employment of local people and through purchasing local supplies and services.
7. Financial Implications
7.1 Appendices B & C show the 2014/15 business plan and financial forecast for NPS
Barnsley Ltd and Barnsley Norse Ltd respectively.
7.2 Under the initial agreement when NPS Barnsley Ltd was established, any profit
made by the company is split 50/50 between NPS and the Council. The forecast for
2014/2015 is a profit of £370,000, with the 50% Council profit share of £185,000
-3-
being allocated to the HRA (48,100 26%)0, with the remaining balance (136,900= 74%) contributing to the overall general fund position of the Council.
7.3 The projected profit for Barnsley Norse for 2014/15 is £76,000. Under the initialagreement with Barnsley Norse, it was agreed that in return for reducing the cost ofthe contract to the Council, Norse would retain the first £76,000 of profit. Any profitmade above this figure is then split then split 50/50.
8. Employee Implications
8.1 There are none arising from this report
9 Community Implications
9.1 There are none arising from this report.
10 Consultation
10.1 Key users of NPS Barnsley and Barnsley Norse services have been consulted withas part of the process of developing the business plan.
11 Community Strategy and Councils Performance Management Framework
11.1 As stated in section 6 NPS Barnsley and Barnsley Norse play a key role in growingthe economy
12. Risk Management Issues, including Health and Safety
12.1 The system for managing risk is outlined in section 10 of the NPS Business plan
13. Glossary
13.1 Not applicable.
14. List of Appendices
14.1 Appendix A — Financial Implications — Not required
14.2 Appendix B - NPS Barnsley Ltd Business Plan 2014 -2015
14.3 Appendix C - Barnsley Norse Business Plan 2014-15
15. Background Papers
15.1 There are no background papers associated with this report.
Office Contact: Michael Rawlins Tel. No: 01226 774629 Date: 18th February 2012
NPS BARNSLEY BUSINESS PLAN 2012 - 2013
Annex — Consultations
(a) Financial Implications
The Executive Director, Finance and Property have been consulted and details are
shown in Section 14 of this report.
(b) Employee Implications
There are no employee implications as a result of this report
(c) Legal Implications
There are no legal implications as a result of this report
(d) Policy Implications
There are no issues arising as a result of this report.
(e) ICT Implications
There are no issues arising from this report.
(f) Local Members
There are no issues arising as a result of this report.
(g) Health and Safety Considerations
There are no issues arising as a result of this report.
(h) Property Implications
There are no property implications arising from this report.
(i) Implications for Other Services
NPS Barnsley and Barnsley Norse will continue to deliver services throughout the
authority in accordance with the partnership agreement.
(j) Implications for Service Users
There are no issues arising as a result of this report.
(k) Communications Implications
There are no issues arising as a result of this report.
APPENDIX A
i) Capital Expenditure 20 14/15£
LandWorksFees - Loan InvestmentEquipment
__________
ii) Revenue Effects 2014/15(f’)
Income50% NPS Profit Share -185,000
TOTAL
To be financed from:HRA AllocationProperty & Procurement Income Budget
-185,000 0 0 0
48,100136,900
185,000 0 0 0
0 0 0 0
There is no impact on the Authority’s Medium Term Financial Strategy as a result of this report
On behalf of the Assistant ChiefExecutive, Finance, Property &
Agreed by Information Services
Report of the Assistant Chief Executive - Finance, Property and Information Services
FINANCIAL IMPLICATIONS
NPS Barnsley Ltd Business Plan and Barnsley Norse Business Plan 2014 - 2015
2015/16 2016/17 Total£ () £
To be financed from:
Full Year2015/16 2016/17 Effect
() () ()
App
endi
xb
Sect
ion
one
nps//
p
NPS
BA
RN
SLEY
Ltd
Bus
ines
sP
lan
2c14/I
fi
prop
erty
desi
gnan
dm
anag
emen
tse
rvic
esnD
s.co
wk
Who
we
are,
our
vsio
nan
dva
Lues
03
Why
we
are
dif
fere
nt
04
Gro
upF
inan
cial
Per
form
ance
05
Fin
ance
and
Cus
tom
erob
ject
ives
06
Pro
cess
and
Peo
ple
obje
ctiv
es07
Our
five
year
plan
08
Gov
erna
nce
09
Mee
ting
our
stak
ehol
ders
’am
biti
ons
1 0
I
CO41T
Ez
cD(D
C(Dc
—o,
sQ
I
nr)s/n
flp
S4
p
i%rf
oir
Rat
eof
retu
rnir
exce
of1
O•
Jud
gp
don)
urr
ent
rai
intx
cess
ofG
ross
opn
gp
ror
he.
er
8.39
An
nual
Turn
over
£MiII
1210
.25
99
310 8
7.34
6 0
2011
-12
2012
-13
2013
-14
2014
-15
(pro
ject
ed)
nps.
co.u
kI
.10
pet
yde
siçn
nd
Tar
agem
ent
serv
ices
How
we
did
in20
NPS
Bar
nsle
yac
hiev
ed:
•P
roje
cted
year
end
t/ov
erof
8.39
m10
4%of
busi
ness
plan
•P
roje
cted
year
-end
prof
itof
£379
k1 0
1%of
busi
ness
plan
•P
roje
cted
prof
itm
argi
nof
6.4%
intin
ew
ithB
usin
ess
Plan
•A
chie
vw
hi[s
t7
.5
Wha
.tw
ew
ill
doin
LU
14...
ein
com
eof
£7.3
min
crea
sing
prof
itm
argi
ntc
and
mai
ntai
ngr
oss
opei
aung
prof
itof
[370
k
•In
crea
sest
aff
prod
ucti
vity
rate
sto
73%
•E
xpan
din
toot
her
busi
ness
sect
ors
(e.g
.he
alth
:bl
uelig
ht)
and
broa
den
geog
raph
icaL
cove
rage
ofde
Liv
ery
•In
crea
sele
vels
ofcr
oss
grou
pw
ork
inte
rms
ofbo
thfe
esan
dse
rvic
esde
live
red
How
we
did
n20
13.
..
NPS
Bar
nsle
yac
hiev
ed:
•C
usto
mer
sati
sfac
tion
raL
ing
of95
%
•98
ofcu
stom
ers
wou
ldus
eN
PSag
ain
•In
crea
sed
amou
ntof
wor
kw
onan
dde
Liv
ered
outs
ide
ofBM
BC
•2
App
rent
ices
recr
uite
dar
id3
wor
kex
peri
ence
stud
ents
supp
orte
d.
Not
e-
all
fiur.
esquote
dtip
Laen
dD
ec13
Wha
tw
ew
iUdo
:O14
...
•M
aint
ain
and
incr
ease
leve
lsof
cust
omer
Sat
isfa
ctio
nac
hiev
edin
2013
/14
•M
aint
ain
com
mit
men
tsun
der
the
Bam
s[ey
App
rent
ices
hip
Ple
dge
•D
eveL
opan
dde
live
rne
wse
rvic
esre
gard
ing
Pro
cure
men
t.E
nerg
yM
anag
emen
tan
dsu
ppor
tto
Are
aC
ounc
ilD
evel
opm
ent flP
nps,
co.u
kI
prop
erty
desi
gnnd
mar
acem
ent
sere
ices
Wha
tw
ew
ill
doin
2014
...
•A
chie
vesu
cces
sful
3ye
arly
ISO
9001
&14
001
exte
rnal
asse
ssm
ent
•A
chie
veef
fici
enci
esth
roug
him
plem
enta
tion
ofco
mm
onG
roup
CAD
stan
dard
s‘
Acc
ess
toN
PSIT
infr
astr
uctu
revi
aC
itrix
VC
onne
ct2
Pro
ject
Man
agem
ent
VR
esou
rcin
gvi
ath
eT
imem
aste
rsy
stem
atC
ompa
ny,
Pro
ject
and
indi
vidu
alle
vel
•F
urth
erre
duce
over
head
Leve
lby
1%ag
ains
t20
13/1
4Le
veLs
How
wdi
din
2013
...
NPS
Bar
nsLe
yac
hiev
ed:
•Si
ckne
ssra
teof
4.8%
•A
ppra
isal
san
dre
view
oftr
aini
ngan
dde
veL
opm
ent
for
96%
ofst
aff
com
pLet
ed
•T
wo
staf
fre
cogn
ized
inN
PSG
roup
VaL
ues
Aw
ards
with
inth
e“I
nnov
atio
n”&
“Int
egri
ty”
cate
gori
es
•L
ead
role
insu
cces
sfuL
DCL
Gsu
bmis
sion
enab
ling
BMBC
tobe
nam
edas
bein
gin
the
Gov
ernm
ent’
sT
op10
List
ofB
est
Cou
ncils
todo
busi
ness
wit
h
Not
e-
all
figu
res
quote
dup
toen
dD
ec13
nn
the
use
ofh
tech
nolo
gies
in esLI
UC)
i
nns.
Co.
uknr
noer
tvde
snn
and
nar
rren
art
5aru
frre
s
Key
per
form
ance
area
sto
achi
eve
our
vis
ion
nr
Qr’
mI
Ih1
fl13
s.C
OU
kI
‘)L
?flt
Vd(:
S?fl
\Cj
Y
I
__
-ii
__
—
Cli
nton
Pow
ell
Kar
enT
empl
eM
ike
Bri
tch
Cur
Ala
nG
ardner
Mah
moo
dA
zam
Pet
erH
awes
Hil
ary
Jones
Cha
irM
anag
ing
Dir
ecto
rD
irec
tor
Dir
ecto
rD
irec
tor
Di:
ecto
rC
ompa
nyS
ecre
tary
n p
[NPS
Nor
thW
eptL
tdR
obso
nLi
ddte
Ltd
NP
Ser
vte
sLtd
::e
Eas
ern
L$
NPN
rL
t
Sery
ics
Ltd
Con
tro
Ltd
ener
gyLt
d
GY
jjv
cs
M:4
4ors
Ltd
yorrn
sL
4
ore
td
__
__
__
__
__
__
__
__
__
__
__
__
__
I”j
n
fl)S
C(’
.tik
prop
et.V
dsin
nd
aaen
en
tse
rv:e
s
nns.
co,u
kD
rouiv
des
kn
and
man
anam
ent
aerv
ces
nrm
czir
App
endi
xr
Sect
ion
two
nps4
NPS
BA
RN
SLEY
Ltd
Bus
ines
sP
lan
2014/1
5L
ocal
Ann
exL
ist:
Ann
ex1:
Key
Per
form
ance
Indi
cato
rsA
nnex
2:O
rgan
isat
ion
Str
uct
ure
Ann
ex3:
2014/1
5P
roje
ctL
ist
Ann
ex4:
Fina
ncia
LS
umm
ary
Ann
ex5:
Ris
kR
egis
ter
Ann
ex6:
Bus
ines
sC
onti
nuit
y
prop
erty
desi
gnan
dm
anag
emen
tse
rvic
esnp
s.co
.uk
App
endi
xB
sect
ion
thre
e
NPS
Bor
nsle
yB
usin
ess
Pla
n2
01
4/1
5A
nnex
IK
eyP
erfo
rman
ceIn
dica
tors
NPS
BA
RN
SLEY
—KE
YPE
RFO
RM
AN
CE
IND
ICA
TOR
S(K
PI’s
)
Asu
ite
ofK
PIs
has
bee
nis
agre
edan
nual
lybet
wee
nth
epar
tner
sin
ord
erto
help
guid
ean
dm
onit
or
com
pany
per
form
ance
inlin
ew
ith
the
req
uir
emen
tsof
the
Loc
alA
utho
rity
Key
Cli
ent.
Afo
rmal
rep
ort
agai
nst
the
KPI
’sis
pre
sen
ted
byN
PSB
arns
ley
and
revi
ewed
byB
MB
Con
aquar
terl
yba
sis.
Atth
eti
me
ofw
riti
ng,
the
KPI
list
and
asso
ciat
edta
rget
sfo
r2014/1
5is
inth
epr
oces
sof
bein
gfi
nali
sed.
The
table
belo
wsh
ows
the
pro
pose
dK
PIlis
tfo
r2
01
4/1
5as
at18
Feb
ruar
y20
14,
awai
ting
form
alco
nfir
mat
ion.
jR
efS
ourc
eD
escr
ipti
onP
erfo
rman
ceM
easu
reF
requ
ency
jTar
get
2014/1
5
STR
ATE
GIC
Cor
pora
tePl
anT
ackl
ing
wor
kles
snes
sw
ithi
nN
umbe
rof
appr
enti
ces
recr
uite
dpe
ran
num
Ann
ually
2gr
owin
gth
eec
onom
ydi
sadv
anta
ged
com
mu
niti
esC
orpo
rate
Plan
Tac
klin
gw
orkl
essn
ess
wit
hin
Num
ber
ofne
wpo
sts
crea
ted
Qua
rter
ly2
—on
eof
whi
chto
begr
owin
gth
eec
onom
ydi
sadv
anta
ged
com
mun
itie
sso
meo
nepr
evio
usly
S2T
otal
incr
ease
/dec
reas
ein
num
ber
ofpo
sts
—un
empl
oyed
for
3m
onth
sor
narr
ativ
eon
lyfo
rco
ntex
tm
ore,
orfr
omed
ucat
ion,
orat
risk
ofre
dund
ancy
STA
TUTO
RY
/H&
S
SF11
Hea
lth
and
Saf
ety
Hea
lth
and
Saf
ety
Num
ber
ofre
port
able
seri
ous
acci
dent
sor
inju
ries
Qua
rter
lyn/
aH
ealth
and
Saf
ety
Hea
lthan
dS
afet
yTo
repo
rtan
ybr
each
esor
pote
ntia
lbr
each
esof
Qua
rter
lyan
das
they
are
n/a
SH2
legi
slat
ion
part
icul
arly
but
not
excl
usiv
ely
inre
lati
onaw
are
ofto
asbe
stos
,le
gion
ella
,ga
ssa
fety
,el
ectr
ical
safe
ty,
cons
truc
tion
desi
gnan
dm
anag
emen
tco
ntra
ctor
s
SF13
Hea
lth
and
Saf
ety
Hea
lth
and
Saf
ety
Em
erge
ncy
Com
plia
nce
with
auth
orit
ies
emer
genc
yre
sili
ence
Ann
ually
n/a
Res
ilien
ceP
lann
ing
plan
ning
proc
esse
sSF
14H
ealt
han
dS
afet
yH
&S
insp
ecti
ons
and
repo
rts
Act
ion
take
nin
resp
onse
toin
spec
tion
san
dre
port
sQ
uart
erly
n/a
FIN
AN
CIA
L
Serv
ice
Agr
eem
ent
Prof
it50
%of
actu
alop
erat
ing
prof
itre
turn
edto
coun
cil
Form
alca
lcul
atio
nan
nual
lyTo
bein
sert
edfr
omB
usin
ess
Fl
with
quar
terl
yre
port
edPl
andi
scou
ntst
atem
ent
char
ged
atye
aren
dB
USI
NES
S
Serv
ice
Plan
Ben
chm
arki
ngA
PSE
Wor
ksS
umm
ary
repo
rton
benc
hmar
king
inea
char
eaw
ithA
nnua
llyn/
aB
iP
lann
ing
and
Del
iver
y.D
esig
nac
tion
plan
addr
essi
ngar
eas
for
impr
ovem
ent.
and
Pro
cure
men
t.
82Se
rvic
eA
gree
men
tB
usin
ess
Con
tinu
ity
plan
(Cl
Prov
isio
nof
NPS
Bus
ines
sC
onti
nuit
yPl
anto
BM
BC
Ann
ually
n/a
.10)
B3
Serv
ice
Agr
eem
ent
Bus
ines
sPl
an(C
l11
)A
gree
men
tof
NPS
Bus
ines
sPl
anA
nnua
llyF
ebru
ary
2014
B4
Bus
ines
sPl
anW
orkl
oad
prof
iling
Ass
essm
ent
ofac
tual
wor
kloa
dag
ains
tta
rget
sse
tin
Qua
rter
lyTo
bein
sert
edfr
omB
usin
ess
the
Bus
ines
sPl
anPl
an
Per
form
ance
Com
plim
ents
/com
plai
nts
Num
ber
ofco
mpl
imen
ts/c
ompl
aint
spe
rqu
arte
rQ
uart
erly
n/a
—th
isin
form
atio
nto
be
B5M
anag
emen
tpr
esen
ted
sepa
rate
lyfo
rW
PD
and
Pro
fess
iona
lSe
rvic
es
86P
erfo
rman
ceC
usto
mer
sati
sfac
tion
surv
eys
Toun
dert
ake
aro
lling
cust
omer
sati
sfac
tion
surv
eyQ
uart
erly
Ave
rage
Sco
reof
3.7
as
Man
agem
ent
(com
mis
sion
edpr
ojec
ts)
prev
ious
year
s
B7
Per
form
ance
Cus
tom
ersa
tisf
acti
onsu
rvey
sTo
unde
rtak
ea
six
mon
thly
cust
omer
sati
sfac
tion
Six
mon
thly
Ave
rage
Sco
reof
3.5
as
Man
agem
ent
surv
ey(n
on-c
omm
issi
oned
proj
ects
WPD
)pr
evio
usye
ars
Pro
cure
men
tP
erfo
rman
ceon
YoR
tend
erN
o.of
cont
ract
sle
tth
roug
hY
oRrt
ende
r,re
port
onSi
xm
onth
lyR
epor
ton
prog
ress
agai
nst
B8
over
all
perf
orm
ance
obje
ctiv
esan
dta
rget
sin
YO
RT
ende
rP
ost
Impl
emen
tati
onP
roje
ctPl
an
B9
Acc
omm
odat
ion
Pla
nned
mai
nten
ance
budg
et%
expe
ndit
ure
onpl
anne
dm
aint
enan
cebu
dget
Qua
rter
ly10
0%
BlO
Ris
kR
MPo
licy
and
Str
ateg
yR
evie
wof
RM
arra
ngem
ents
,Po
licy
and
Str
ateg
y.A
nnua
llyn/
a
Pre
pare
din
acco
rdan
cew
ith
UKR
MS
tand
ard
n/a
Bli
Ris
kR
isk
Reg
iste
rId
enti
fica
tion
,as
sess
men
tan
dre
view
ofsi
gnif
ican
tQ
uart
erly
risk
sfa
cing
the
JVC
SERV
ICE
SPEC
IFIC
Serv
ice
Spe
cifi
cati
onN
umbe
rof
jobs
and
%%
achi
evem
ent
ofre
spon
seti
mes
Qua
rter
ly90
%em
erge
ncy
achi
evem
ent
ofre
spon
se85
%-
5da
ys
SS1
tim
esfo
rem
erge
ncy,
prio
rity
85%
-20
days
and
rout
ine
reac
tive
repa
irs
Fur
ther
mea
sure
tobe
agre
ed
rela
ting
tore
pair
com
plet
ion
Serv
ice
Spe
cifi
cati
onL
egis
lativ
ean
dre
gula
tory
tobe
conf
irm
edA
nnua
lly10
0%co
mpl
ianc
e
requ
irem
ents
com
plia
nce
for
all
mec
hani
cal
and
elec
tric
al
552
syst
ems,
wat
erhy
gien
ean
d
spec
iali
star
eas
inal
lco
unci
l
asse
tsin
line
wit
ha
pre
dete
rmin
edsc
hedu
leof
wor
ks
4.io
ddn
7
6U
pth
jftiauèopue
Suueaut6ua
je3tu
Uqoa
/AL
St&
6unoqo
pue6taittueja
SN
JCM
joioioaiicj
áousuajurng
pueeouetjdw
bo
rI
j7uoijoeg
gxipueddy
I
Sen
io?
Con
trac
tsan
dC
omnw
rcia
[Off
per
And
rew
Gra
y.
Aqc
jrew
Hin
chhf
t
Juni
orB
Idin
gir
veyor
Dar
nel
Gou
ldin
q
Sen
ior
M9h
qpIq
aIE
ngpe
erC
hrit
ophe
rPh
illip
s
::
Str
ateg
icM
nteq
ance
!yl?
nar
Ter
ryJo
hnso
n
Hel
pD
9sk
Oper
qto
SX
34Jo
anneT
aypr
w
Jane
Lee
Jan
Jepsn
(par
t tim
e)
p
1
(1uaw
puboes
atu
qJbd)
US
U1O
jA
1lGN
(U9tu
pU
boet-ew
iin
)qu
e’in
r
iôeu
ipio
-osp
bM
Sn
‘6uLièauI6u3
eoiu&poyj
iosM
ódn
SNJO
MA
OiU
O9,
Sn
NPS Barnsley Appendix B Section 5
NPS Barnsley Business Plan 2014/15 Annex 3 Project List
NPS BARNSLEY — 2014/15 Project List
Table 1 shows the list of Projects and Work streams upon which the NPS Barnsley 2014/15 BusinessPlan is based. This consists of a mixture of Projects already commissioned, and areas of work whereassumptions have been made on the level of funding based on historical precedent and/or currentdiscussions.
Within the Business Plan a modest assumption has also been made with regard to potential incomefor projects as yet unknown, based on historical precedent and development plans.
Notable individual projects to be taken forward in 2014/15 include:
• Town Centre Regeneration Scheme (multi-disciplinary services)• Goldthorpe Primary School — new 300 place primary school• Metrodome Atrium Renewable Project (multi-disciplinary services)• Low Carbon Partnership — carbon reduction projects• Design and Construction related projects under the:
o BMBC Planned Maintenance Programmeo BMBC Capital Programme
o Bernaslai Homes Planned Maintenance Programme• Delivery of professional procurement fee earning commissions (e.g. themes/projects
resulting from Contract Management Review)
Table 1 — NPS Barnsley 2014/15 Work Stream and Projects listing
Commisioned Workstreams
BMBC Timecharges - Professional ServicesFinal Accounts completion
07-17-14-1-1192 Roy Kilner Road, Wombwell - New Build Housing (Post Contract Novation)07-17-14-1-1070 Goldthorpe Area - New School
Planned Maintenance 2014/15 - Management Of The Programme07-17-14-1-1059 Worsbrough Common Primary - Alteration and Extension07-17-14-1-1076 Roy Kilner Road, Wombwell - New Build Housing07-17-144-1191 Saville Road, Gilroyd - New Build Housing (Post Contract Novation)07-17-14-1-1220 Kexborough Primary - Ext to Schools Meals Kitchen, Windows and Rewire
BMBC Asbestos Time Charges
07-17-14-1-1142 BMBC Industrial Portfolio - Refurbishment Works
07-17-14-1-1184 Revenue Retainer 2014/14 - YORtender System
07-17-14-1-1121 Meadow View Close - New Build Housing
07-17-14-1-1130 Baden Street - Internal and External Refurbishment
07-17-14-1-1140 Highstone/Kenworthy Road - New Build Housing
07-17-14 1-1131 Wellington House - Internal Fit Out for Central Library
07-17-13-1-1063 Wombwell Library - New Extension
07-17 14 1-1122 Green Street - New Build Housing
BMBC Legionella/Water Hygiene Time Charges
Management of Planned Maintenance Programme, Strategic Maintenance
07-17-14-1-1160 Hawthorne House, Shafton - District Heating Scheme
07-17-14-1-1221 Barugh Green Primary - Remodel/Refurbish School Meals Kitchen
07-17-14-1-1061 Gas Servicing 2013/14 - Construction Services Contract
07-17-14-1-1196 Security Services Tender - Procurement Support
07-17-13-1-1041 Shawlands Primary - Extension to Form a Foundation Unit
07-17 14-1-1093 The Avenues, Thurnscoe - District Heating Scheme
07-17-14-1-1075 Saville Road, Gilroyd - New Build Housing
07-17-14-1-1222 Cudworth Churchfields - Refurbish/Remodal Schools Meals Kitchen
07-17-12-1-1002 Provision & Installation of 4 District Heating Schemes
07-17-12-1 1001 Drainage Repairs and Renewal Works - Post Contract Admin 2011-2014
Berneslai Homes - Barnsley Homes Standard Time Charges
07-17-14-1-1062 Gas Servicing 2013/14 - Kiers Contract
07 17-14-1-1183 Revenue Retainer 2013/14 - YORtender System
07-17-13-1-1039 Hoylandswaine Primary - New Hall Extension, Internal Alts & Windows
Energy Management Services for Schools 2013/14
07-17-14-1-1161 Churchfields, Barnsley District Heating Scheme
Old P&P Final Account - Negative WIP
07-17 14-1-1224 Carlton Park Bowling Pavilion - Relocation of Mobile Unit
07-17-13-1-1231 31 Vernon Close, Ward Green - New Disabled Extenion
07-17-14-1-1216 Athersley North Primary - New Kitchen Ventilation
07-17-14-1-1138 Elsecar Pump House - Refurbishment Works
07-17-14-1-1008 Gate Crescent Community Centre - Conversion to 5 Bedroom House
07-17-14-1-1125 Metropolitan Centre - Procurement of Consultant to Carry out Surveys
07-17-12-3-1096 Smithies Gypsy - Travellers Site Redevelopment - Completion Contract
Display Energy Certificates for Schools
07-17-13-1-1212 2&2A and 4&4A St Andrews Square - Shop Conversion to Residential
07-17-14-1-1151 Wellington House - Internal Fit Out for Citizens Advice Bureau
07-17-13-1-1216 Hovingham Primary - Temporary Mobile Classrooms
07-17-14-1-1219 Penistone St Johns Infants - External Works to Steps and Access Road
07-17-14 3-1360 Cudworth Churchfield Primary - Replace Facias, Soffit, Guttering etc
07-17-14-1-1119 Soft Facilities Management at the Lift Premises - Procurement Support
07-17-13-1-1131 Wellington House - Internal Fit Out for Central Library
07-17-13 3-1069 Ground Source Heat Pump Installations - 5 Nr Properties
07-17-13-1-1217 Little London Primary - Tempoary Mobile Classrooms
07-17-13-1-1209 Paper, Card and Glass Recycling Contract
07-17-14-3 1075 Greenfield Primary - Roof Replacement
07 17-13-1-1215 St Oswalds Primary - Temporary Mobile Classrooms07-17-14-1-1109 Community Centre Budget 2013/14 (C.S.) Electrical Repairs/Maintenance07-17-13-1-1006 Sunrise Manor - Works to Wardens Accommodation07-17 14-1-1218 Various Primary Schools - Minor Works to Kitchens07-17-14-1-1086 Huningley Pirmary - Alterations to Main Entrance & New Fire Alarm07-17-14-1-1198 The Forest Academy - Roof Electrical Condition Surveys07-17-14-1-1088 Burton Road Primary - Mechanical & Electrical Condition Works Phase 207-17-14-1-1085 Richard Newman Pirmary - Electrical Rewire of Nursery Block/Alterations07-17-14-1-1080 Gawber Primary - New Kitchen Ventilation and Kitchen Alterations07-17-14-1-1223 Brierley CofE Primary - Screening to Mechanical Plant07-17-144-1024 Kexborough Primary - Heating Replacement07-17-14-1-1197 69 Doncaster Road - Stabilisation Works07-17--14-3-1369 Kexborough Primary - Replace Windows and Doors to Staff Block07-17-14-1-1104 Gateway Plaza, Level 5 - Fit Out for E-Post Room and Printing Section07-17-14-1-1113 Church Street Close, Thurnscoe - New Internal Scooter Store07-17-14-1-1090 Cudworth & Brierley Locality Unit - Internal Alts & Window Replacements07-17-14-1-1108 Community Centre Budget 2013/14 (Kiers) Electrical Repairs/Maintenance07-17-13-3-1070 Gas Servicing 2012/13 - Construction Services Contract07-17-13-1-1214 Locke Park Tower - Public Safety Works07-17-13-1-1007 King Street and Pendon House - Provision of Scooter Stores07-17-14-1-1078 Milefield, Brierley and Church Primary - New Kitchen Ventilation07-17 14-1 1094 Horizon Community College - Internal Alterations to Block E, Floors 2 & 307-17-14-3-1079 Keresforth Primary - Replace Pitched Roof07-17-13-1-1237 Barnsley Town Hall - Formation of Visitor Centre and Restaurant07-17-14-1-1217 Mapplewell Primary - Minor Works to Kitchen
Cudworth Churchfields - Remodel/Refurbish School Meals Kitchen07-17 14-3-1077 The Edmunds Primary - Infant Block, Felt Roof Repairs07-17-13-1-1073 Goldthorpe Branch Library - Internal Alterations07-17-14-1-1081 Keresforth Primary - Electrical Rewire and Fire Alarm07-17-14-1-1089 Brough Green Community Centre - Convesion to Residential Home07-17-13-2-1246 Ladywood Primary - Tarmac Repairs to Main Driveway07-17-13-1-1057 Highstone Lane - New Changing Rooms07-17-13-1-1010 1/lA Clarehurst Road - Conversion Works to Create 4 Bedroom House07-17-13-1-1191 Oxspring Primary - Extension to Existing Modular Classroom07-17-14-1-1103 Thurlstone Primary - Conversion of Toilet and Cloakroom07-17 14-1-1079 Hoyland Springwood Primary - New Kitchen Ventilation & Elec Rewire07-17-14-3-1080 Kexborough Primary - Window Replacement Phase 107-17-14-3-1021 Berneslal Homes - Construction Services External Painting, CDM07-17-14-3-1078 Thurgoland C of E Primary - Felt, Slate and Ridge Tile Roof Replacement07-17-14 3-1081 Barugh Green Primary - Replace Windows, Doors and Fascias07-17-13-1-1100 Cudworth Birkwood Primary - Classroom Refurbishment07-17-13-3-1071 Gas Servicing 2012/13 - Kiers Contract07-17-13-2-1247 Ladywood Primary - Installation of New High Bow Top Fencing07-17-14-3 1076 Athersley South Primary - Replace Kitchen Roof07-17-14-3-1361 Royston Park, Compound Area - Pallisade Fencing to 2 Sides07-14-14-1-1084 Thurgoland C of E Primary - Electrical Rewire
07-17-14-1-1083 Athersley South Primary - Electrical Rewire
07-17 13 1-1118 Hoylandswaine Primary Replace Existing Coal Fired Boiler
07-17-14-3-1085 Greenfield Primary - Toilet Improvements Phase 2
07-17-14-3-1022 Berneslai Homes - Kiers External Painting, CDM
07-17 14 1-1069 Kexborough Community House Conversion to 4 Bedroom House
07-17-13-3-1201 14-16 May Day Green - Asphalt Repairs
07-17-13-3-1274 Worsbrough Youth & Community Centre - Upgrage Fire Alarm/Security
07-17-1434083 Cudworth Churchfield Primary - Remodel/Refurbish School Meals Kitchen
07-17-13-1-1102 Hunni Bee Childrens Centre - Internal Alterations
07-17 13-1-1204 106 Gray Street, Elsecar - Conversion of Wardens Flat
07-17-13-1-1234 4 Digital Media Centre - Internal Alterations
07-17-13-1-1192 St Helens Primary - Formation of MI Room and Disabled Toilet
07-17 13-3-1200 Ladywood Primary - Provision of Access Control Barrier Access Driveways
07 17 14-3 1079 Hoyland Spingwood Primary - Kitchen Ventilation and Rewire
07-17-13-1-1236 Heather Garth Primary - Replace Heating to School Staifroom
Predicted Workstreams
Project I Programme
BMBC Finance SAP Trading Income (Works Planning & Delivery)
BMBC CYP&F SAP Trading Income (Works Planning & Delivery)
Berneslai Homes HRA SAP Trading Income (Works Planning & Delivery)
BMBC CYP&F Capital Programme
8MBC Finance Capital Programme
West Yorkshire Police - Provision of Power and Data Services
John Lang Integrated Services Speculative Trading Income
Interserve Speculative Trading Income
West Yorkshire Police - Provision of Heating and Boiler Solutions
BMBC Development SAP Trading Income
Berneslai Homes - Legionella/Water Hygiene, Risk Assessments/Monitoring
BMBC Adult Social Services SAP Trading Income
Wakefield Council
Energy Management Services BMBC Monitoring Recharges 2014/15
EN Procurement Framework Agreements - Framework Management
Gas Servicing 2014/15 - Construction Services
Highstone/Kenworthy Road - New Build Housing (Novation)
Meadow View - New Build Housing (Novation)
Green Street - New Build Housing (Novation)
Berneslai Homes - New Build Housing, New Commissions
Energy Management Services External Monitoring Recharges 2014/15
Gas Servicing 2014/15 - Kiers
YO RCivils Contractor Framework Agreements - Framework Management
Display Energy Certificates for BMBC Corporate Buildings
Kenworthy/Highstone - New Build Housing, Post Contract Novation
Meadow View - New Build Housing, Post Contract Novation
Green Street - New Build Housing, Post Contract NovationCompletion of Health and Safety Manuals, CDMBarnsley Central Market - RedevelopmentBarnsley Market - RedevelopmentBarnsley Metrodome - New ExtensionBerneslai Homes - Construction Services External Painting, CDMBerneslai Homes - Kiers External Painting, CDMBerneslai Homes Capital ProgrammeBerneslai Homes Capital Programme (PRIP)Berneslal Homes Capital Projects, CDMCYPF Capital Programme
CYPF Capital Programme, CDMInvestiment Portfolio - New Capital Spend 2014/15South Yorkshire Police - Barnsley Custody SuiteSouth Yorkshire Police - Sheffield Custody SuiteStrategic Housing - Disabled Adaptation Budget, CDMTimecharges - BMBC All Client AreasWellington House - Relocation of Adult Learning from Eldon Centre
nInpIii Iii’II IijIII
8rnsey
ore n a Class of Ok.. ii Own Page 2 of 19
Table of Contents
Tabk of Contents 2
Executive Summary 3
Genera Company Description 6
Products and Services 10
Nors&s Values and Culture 11
Marketing Plan 12
Operational Plan 18
Financial Plan 20
a
flOI r aCasofO.iiPage3ofl9
Executive Summary
This is the third business plan produced since the company was formed in November 2011.
The business profile of the company is largely based on the existing contracts with schools,external customers and a number of corporate agreements with Barnsley MBC.
Whilst we continue to recognize the difficulties of trading with schools and newly formedacademies, our recent contract success in Sheffield City Council suggests that the coming yearmay see a slowing down of those schools wishing to withdraw; some even consideringreturning and early indications suggests further growth of this contract.
This Business Plan for 2014/15 is predicted on maintaining 100% of the cleaning, courier,caretaking agreements and catering business. Growth in these areas is difficult to predict,however we expect the market to remain stable. The success rate of cleaning and caretakingduring 2014 is expected to continue. With the geographical growth of business across SouthYorkshire, we will have the infrastructure and expertise to deliver a range of services. The SalesPlan identifies the strategies to be adopted to deliver the expectations of the Business Plan andbudget assumptions. Growth, while desirable, should not be at the expense of the quality andcommitment to existing customers.
While Barnsley Norse continues to have a solid base to work from, however, we should notunderestimate the pressure from our customers to deliver more efficiencies. This could result inmore group agreements, outsourcing arrangements and pressure to cut standards, all of whichcould compromise our financial position as well as leaving us to deliver service below what wefeel is appropriate.
We believe that significant opportunities exist to increase turnover and profits by growing theoperation.
The key sources of sales opportunities are the YORtender portal, ESPO and the Official Journalof the European Union (OJEU), the publication in which all contracts from the public sector,valued above a certain financial threshold must be published by law. Around 3,000 new noticesare advertised in OJEU every week and Norse monitors all notices for those services that meetour criteria with regard to:
• Type of service• Location• Estimated value• Contracting body
I1OI’S Jr ()u( Page4ofl9
This allows us to be selective in our applications. To maximise the growth opportunities for
Barnsley Norse, we have extended the geographical criteria to include Sheffield, Rotherham,
Wakefield, Doncaster and other areas.
Growth objectives will be achieved through:
• Competitive pricing
• Increasing the range of services offered
• Moving into other business sectors, both public and private
• Increasing geographical coverage
• Developing an effective sales process
• Building a local sales operation
• Improving marketing and brand management
• Promoting the quality of services
• Exploiting the unique position of NPS Barnsley, with its public sector roots combined
with a commercial approach
• Utilising Norse’s central sales and marketing resources and experience
Norse has an outstanding track record in achieving business growth within joint ventures, in
each case exceeding targets in both sales and contract retention.
It is clear that there has been significant opportunities to tender for additional work in and
around Barnsley, resulting in the awarding of the cleaning contract for a number of Sheffield
City Council schools. With Norse’s track record, we are confident of further success in the
tutu re.
Norse sees growth as key to financial success but clearly understands that this has to be gradual
and in harmony with the growth of the current work portfolio, in order to maintain Teckal
compliance.
8arn&y
rirse jfl. ct ICt tJrh tJveHp 5age o
Genera’ Company DescrptionVision Statement
“A unalue and innovative provider of high quality, customer—focused se rvces throughout theNorth of Engiand’
OBJECTIVES
Financial
• To maintain a sound financial base across our diverse range of operations.• To ensure the organisation’s resources are used to deliver high quality services in the most
cost-effective way.
Internal Business Processes
• To continuously develop an operating environment which enables the company to performcommercially and deliver high quality services.
Customers
• To satisfy the quality and service expectations of our customers.• To be proactive in seeking opportunities and design solutions that enable us to develop and
diversify.• To provide market moderation for our public sector partners.
Learning & Growth
• To value and develop our staff to meet the needs of the business.
Barnsiey Norse Ltd
The company was established to meet the demands of cleaning, caretaking, courier andcatering within the borough of Barnsley. The Board has representation from BarnsleyMetropolitan Borough Council, Norse Commercial Services and NPS Barnsley Ltd. The keybusiness objectives are:
1. Diversify the client and geographical base and develop new products and clferings.2. Achieve profitable growth and increase efficiencies.
3. Achieve excelence through performance management.
4. Exploit technology to promote efficiency and effectiveness.
a ‘ laxn’mse torn aosfacr on
3rnsIy
flOI lfl f UT Page6ofl9
6. Activeiy promote earning. doaIopment and weHbeing.
7. Provide job security and stability for our workforce.
Operational Targets
While the main feature of the business is to service the needs of cleaning, caretaking, courier
and catering within the borough of Barnsley, the company’s ambition is to widen its scope both
within the LA and other areas, across the private and public sectors.
With more authorities moving towards a commissioning strategy, Barnsley Norse needs to be
able to be flexible and increase its offerings, adding greater value for money — particularly in
Facilities Management. This applies to schools and local authorities.
Business Specification
The current business has roots within Barnsley MBC, where it struggled to increase its market
share due to the difficulties of getting commercial commitment. Being aligned with Norse
Commercial Services and NPS Group will allow the “best of both worlds” to come together to
provide a competitive company, with flexibility and skills to flourish.
Business Status
Barnsley Norse is a subsidiary company established, after a corporate review, between Norse
Commercial Services and Barnsley MBC. It was formed in November 2011 with the transfer of
cleaning, caretaking, courier and catering services.
Rarnsley
no
E3rnsky
flOIe Ir a u;is Uf QBPage 7 of 19
Strength and Core CompetencesBarnsley Norse has a successful history of providing services to schools, local Authority andexternal clients, and whilst the market is currently very competitive the organisation’sspecialism has helped maintain it’s market share in school business and in other cleaning,caretaking and catering activities. Barnsley Norse has a strong, motivated and flexibleworkforce with ability to meet new opportunities that lie ahead.
Norse have a robust training strategy, with all levels of employee receiving the desired level oftraining for their job.
The company continues to develop Quality Assurance and lIP and will be audited in February2014.
Continued professional deve’opment
In addition to the planned ongoing professional training, managers will attend the following;
• An LRQA internal auditors course
• Managing safely — refresher courses
• Management Competency- update
This will be undertaken by the company’s training academy and external provider.
Managing Risks
Barnsley Norse maintains a comprehensive register in order that service activities and issuesthat pose a significant risk are recorded. These are categorised and scored to establishlikelihood and impact and what appropriate action should be taken to mitigate this happening.As a fundamental principal to manage risk, Barnsley Norse has adopted a Business Resilienceapproach which incorporates the appropriate activities to ensure the company has the abilityand agility to survive and prosper, proactively adapting and evolving over a sustained period oftime and not just to respond to a crisis.
The pressure to cut costs, this has been apparent from the recent tendering activities, cansometimes be at odds with medium and long term goals to develop and grow the business .Tomeet the challenges, Barnsley Norse have adopted a number of processes that provide thebedrock of operational resilience which need to be integrated, are intelligent and efficientwhich together focus on a overall strategic plan understood and actioned by managers andstaff.
As an established company within an extremely secure and profitable organisation, we havetried to mix operational resilience, which aims to address shorter-term risks and impacts with
rnsey
L4 (i Page 8 of 19
more strategic resilience factors which define the business and can guide the decision-making
process.
The Business Resilience Activity, demonstrates the relationship each component has within the
business, each having a dependency on each other combining to minimise risks, and supporting
the prospects and growth of Barnsley Norse.
iongTerm Goas
Barnsley Norse is committed to ensure all our customers receive a value for money service, this
will be achieved by continuing to build and develop a sustainable and viable company, investing
in our workforce and sharing the benefits. This year, as in previous years we will continue to
work with the company’s procurement team to maximize our purchasing power keeping our
expenditure to a minimum. The plan reflects our optimism for the year ahead, which is
reflected in our projected profit margin. The Sales Plan covers our ambition, which reflects our
excellent geographical position in the North.
Charging Strategy
With the majority of our current workforce, having been TUPE transferred across under
excellent terms and conditions, baseline costs have been difficult to reduce.
The whole charging system for the school customers is vastly different to those previously
experienced by the school contracts (previously internal transfers). Barnsley Norse believes that
it can maintain these services under acceptable margins, which will allow some flexibility to
secure long-term agreements with schools, these could include:
• Zero inflation on charges for 2014/15
• Ability to negotiate loyalty agreements
• Pricing favourably for long-term agreements
With regard to catering, the prices within the ‘coffee shops’ are commercially very low.
Ongoing analysis will take place to identify whether these prices will be sustainable going
forward.
The prices for the caretaking and porterage services have been significantly reduced to provide
the council with better value for money.
For new business, Barnsley Norse will need a clear strategy to ensure that any recovery is
enhanced to include an acceptable return over costs.
8rnsey
flOIS In a CaS of Ou OwnPage 9 of 19
Products and Services
Barnsley Norse has a sound base from which to expand the core business and develop newservices. With improved purchasing capacity, cleaning materials, consumables and food items,these are likely to be competitive — thus giving Barnsley Norse a significant advantage overmany competitors.
The services are well regarded and the quality of the services being offered comparesfavourably with competitors. Barnsley Norse will have an advantage of considerable experiencein the LA market, particularly schools, which should put the company in a good position for thefuture.
More time will be needed analysing customer feedback to understand better future needs —
either on the current service(s) or those that will be needed in the future. Such feedback shouldbe mapped out in order to reflect the Budget Forecasts for the next five years.
Barnsley
3arny
iioie Cass (JIJ JU Page 10 of 19
horse Vaiues & Cufture
As a key part of the Norse Group, Barnsley Norse continues to uphold the values and culture of
the group as a whole:
Norse knows exactly how to deliver the very best services into the hearts of communities.
Close partnership working is central to our success — with public sector values and
commercial expertise running through every strand of our operations.
Norse’s combination of expertise, innovation, value-for-money and flexibility is ensuring that a
growing number of local authorities keep within their ever-tightening budgets while enjoying
first-class services and real dedication to duty. Our managers and their teams are resourceful,
motivated, fully trained and always prepared to “go the extra mile” to ensure that partners are
well served.
Powerful process monitoring systems have been designed so that quality audits and
performance targets are constantly achieved (and surpassed) by Norse’s dedicated workforce,
including our loyal cleaning, caretaking and catering personnel. There is also an emphasis on
Continuous Improvement and looking at better ways of working.
While Key Performance Indicators are jointly agreed as important, set-down standards to be
achieved, Norse uses its experience, flexibility, sound judgment and a “common-sense
approach” with partners at all times to ensure that budgets are used as efficiently as possible
and to prioritise workloads. We adapt to ever-changing needs.
In catering, Norse insists on quality, tailor-made operations with the emphasis on healthy, fresh
and locally sourced food.
In an industry not always renowned for commercial flair and innovation, Norse takes a
refreshingly different approach — challenging traditional concepts, making the most of
technology and initiating new ideas wherever possible.
Norse people are at the heart of our culture, our values and our day-to-day operations. We not
only focus strongly on staff development but also look at what we can do to invest in
employees’ families, friends and the citizens of the communities we serve.
As a major emooyer provdingfront1ne services n cities, towns and viIes around the
country. we rake our Coroorcte Soca Resoondhflfty ;ery sedoudy. We he’p and sponsor
numerous chahtable and community projects, we work hard to improve our envronmentaI
credentia’s and we address social issues, such as work nc;uson.
$arnIey
nOISe ii :6j i. Oi CiU C\IPage 11 of 19
Marketing Plannerod uction
When the original plan was produced over two years ago, it could not have accuratelypredicted the business performance of Barnsley Norse. We expected the number of customersto remain the same and even though we have suffered some loss of contract, we have gained inother areas to maintain a similar number of contracts in our portfolio.
With continued cuts announced in public finances nationally, never before has there been somuch pressure on senior managers within the public sector to dehver savings in front-lineservices — finding efficiencies and innovative ways of working while avoiding a major impact onthe communities they serve.
By workmg in harmony with companies such as Norse, Barnsley MBC is ‘ooking to increase costefficiency and raise standards of delivery, protecting front-line services and ensuring value formoney for its residents, while nurturing and devnoping its workforce,
With Norse strong public sector roots, Norse knows how to deliver the best services into thehearts of communities, and our commercial flair and public service ethos are a powerfulcombination.
This will enable Barnsley Norse to work to the same strategies as current NPS Barnsleyoperations in delivering these front-line services:
Connecting with local communitiesProviding exceilent customer servicesDelivering through peopleProviding excellent value for money
Moreover, because our joint ventures can trade in wider markets and compete for externalcontracts we are able to provide better returns to Barnsley MBC through the profit-sharearrangement, and ensure long-term security and stability for employees.
The basis of the Barnsley Norse venture is a profit sharing arrangement, which will result inimproved value for money for both Barnsley MBC, external customers and schools. A majorfeature of the business plan is the opportunity to achieve considerable growth of the businesswhich, due to a number of restrictions, has stagnated over the last five years.
The anticipated growth in business is predicted on combining the commercial approach ofNorse Commercial Services with the local knowledge and reputation of the Barnsley Norsemanagement team, many of whom transferred from the council’s contract service operation.
8rnsIey -‘
noe !fl a ss 01 Page 12 of 19
The Sales Plan is designed to provide a proactive strategy for planned and sustainable growth,
with realistic achievable targets. The Barnsley Norse management team continues to receive
central support from Norse’s sales and marketing operation for the duration of the partnership
and, as finances permit, local sales resources will be added.
Key Points
• Increase and improve service offering
• Introduce competitive and market-led pricing strategies
• Target specific sectors (public and private)
• Develop a Facilities Management approach
• Broaden geographical coverage
• Potential partnerships between Barnsley Norse and NPS
• Develop market and competitor intelligence
• Identify and monitor prospects
• Utilise direct marketing/telesales operations
• Develop tender/sales process
• Involve entire local management and support staff
• Exploit Norse’s central resources
• Raise Barnsley Norse profile through marketing and brand management
• Set realistic sales targets
• Engage with those in the Borough Council who can influence future service transfers
The Business Plan for 2014/15 includes financial projections predicated on a stable business
platform, based on achievable outcomes.
Prnjected Profit
£76,262
Pmjected Barosley MBC Rebate
£0
This will be achieved through:
• Competitive prices, good value for money
• Increasing the range of services offered
3rnsiey
iirse IH Ic1S (ii JJ tj:4Page 13 of 19
• Moving into other business sectors, both public and private
• Increasing geographical coverage• Developing an effective sales process• Building a local sales operation
• Improving marketing and brand management• Full engagement of employees• Promoting the quality of service
• Exploiting the public sector connection, together with commercial flair• Using Norse’s central sales and marketing resources and experience• Maximising the underdeveloped Northern market
Marketing nformation
Barnsley has a population of approximately 250,000 and sits in the favorable location betweennumerous large cities and towns — Sheffield, Manchester, Rotherham, Wakefield, Huddersfieldare all within 20-40 miles. The road links around Barnsley are very good via the Ml andprovides easy access to numerous locations and neighbouring authorities.
While previously none of these authorities has traditionally collaborated with Barnsley,2013/14 saw the awarding of schools cleaning contract from Sheffield City Council. In respect ofpublic services, the development of Academies and full-delegated budgets leaves eachauthority and school with the responsibility to make their own purchasing decision. Theseshould also be targeted.
Additionally, there are still authorities employing staff in the sector Barnsley Norse specialisein. Given the current economic climate, these are likely to be considering other options.
Sheffield is considered an area for particular interest and has number of prominent businessesin the area. With the potential of further work following our developing relationship with theCity Council, this forms a key area for expansion.
Barnsley Norse will have a number of advantages in competitive tendering:
• Locally based
• Norse track record and resources
• Public sector roots
• Established good local supply chain for cleaning and catering supplies• Improving local references
• Large client base which, for cleaning, is very diverse
8arnsey
morse H iH Page 14 of 19
Large and stable workforce on excellent Terms & Conditions
The present economic climate means that attracting staff poses no real difficulties and
realigning Terms & Conditions with industry norms gives Barnsley Norse an advantage in long-
term savings.
Barnsley Norse currently provides cleaning, caretaking and catering services to a diverse range
of customers. These include:
• Cleaning and caretaking in schools
• Cleaning in a number of council buildings
• Catering in civic buildings
• Catering for functions and civic events
• Catering for a library
The number of sites is about 150.
This comprehensive range of activities lends itself to develop a broader strategy and Barnstey
Norse will be well placed to provide other related services, which will easily complement those
currently undertaken. These could include:
• Commercial courier services
• Recycling services
• Removal/Relocation services
• Building clearances
• Painting and decoration
• Security
• Premises management
• Catering equipment repair, maintenance and replacement
• Grounds maintenance
• Basic building maintenance
Offering a broader service will allow more scope to compete, driving down management and
support costs.
Popects
The success of the sales operation and marketing plan will greatly depend on building a
comprehensive and accurate prospect database comprising potential customers which fit into
• C
E3rns[y
nor Of Cti Page 15 of 19
Norse criteria with regard to location, size, type and risk. This will be undertaken generally bythe Norse sales team in Norfolk using the existing prospect management system, and linkingdirectly to the telemarketing team.
Details of any potential customers, including those currently within the borough council, will becollated locally, providing as much data as possible:
• Contact name and type
• Address and postcode
• Contact name
• Telephone number
• E-mail address
• Approximate value
• Current contractor
• Tenderduedate
• Any relevant market intelligence
Acflon
• Scope out all the schoots separating those which are currently customers and to thosemaking their own arrangements send agreed marketing letter.
• Purchase local newspapers and scan for small local contracts.
• Subscribe to the Caterer and Hotelkeeper trade magazine.
• Subscribe to the tendering webmail, not duplicating that undertaken at Norse.
• Distribute cleaning and catering leaflets to managers in order they can present if theyhear of potential business opportunities.
• Ensure the Barnsley Norse website is completed and contains useful marketinginformation.
• Establish a strong working relationship with NPS (Northern)
Other uthorties
• Make arrangements to meet representatives from local services.
• Make arrangements to attend schools group meetings, working with NPS.
• Encourage members of the Board of Directors to promote Barnsley Norse, particularlyamong neighbouring district councils.
)
3arnIy
flOIS In uf uu UIu Page 16 of 19
• Consider a “finder’s fee” for those schools whose support increases business.
• Contact each local authority, suggesting we give them a presentation about our offering.
• Encourage local authorities to allow access to their service to schools’ websites orbrochures
• Sent out a mailshot to all Academies.
Due to the very nature of the work, it is important that any business we pursue should be eitherlarge enough to sustain a reasonable support team or should be able to link with existingbusiness. This will require careful planning and a strategy to ensure that such arrangementshave similar time-lines.
In neighbouring authorities, the branding will need to be carefully planned — taking into accountregional pride, with delivery reflecting the commitment to sustainability and local sourcing.
()
8arnsey
iire IH d Page 17 of 19
1. In general, services currently provided by Barnsley Norse are undertaken at customers’premises either using company equipment, cleaning and caretaking, or using facilitiesprovided.
2. Assets — there are no assets associated with the catering service with both equipmentand plant being owned and maintained by Barnsley MBC.In respect of cleaning/caretaking, the company provides and owns the cleaningequipment, which is maintained to working standards.
Servke provison
As part of the history of Barnsley MBC, the organisation combined the catering andcleaning/caretaking services under one senior manager.
In essence, Barnsley Norse provides its customers with a complete solution (including labour,materials and professional management). While catering uses a commercial approach, cleaningis generally based on a charge, which is based on agreed levels of staffing, cleaning materialsand consumables. Monthly accounts are used to recover management and operational costs,though in some cases customers choose to pay in advance.
Quatv Controi
Norse Commercial Services has introduced a customer performance approach, requiring themanager to visit each site monthly and ascertain the level of satisfaction from the customer’srepresentative. Company targets exceed 98% satisfaction, with individual responses below thisbeing dealt with by the Operations Manager. The results form part of the monthly feedback tothe main board and managers are set performance targets.
Customer Pmccptons
Customers are valued by Barnsley Norse. They are required to be treated with respect andpositive relationships are encouraged in order to develop an ethos of partnership working.Customer care training forms part of the induction and there is continuous awareness ofcustomer care among all staff.
To gauge the level of service provision to our customers, Barnsley Norse carries out an annualtelesurvey. Over the last 12 months overall customer satisfaction has risen from 97% to a veryrespectable 99%. This further demonstrates Norse’s high level of service delivery andunderstanding of our customers need and requirements.
) .
E3rnsy
flOI C:iSS 01 Oi Page 18 of 19
Servke Deu&opment
As with all businesses, the product continues to be regularly challenged in order that it meets
the latest legal, technical and environmental standards. Barnsley Norse recognises its
customers have a right to expect an efficient and effective service using modern techniques and
products, which offer value for money
Lega Standards
In additional to working to service contracts, both cleaning and catering are subjected to
numerous legal conditions. Professional and legal advice and support is available both locally
and from the Norse Commercial Services head office in Norwich, giving customers the comfort
that appropriate standards are being followed.
Communcaton with Managers
The Commercial Director attends a monthly meeting with Norse Commercial Services directors
in Norwich and this is followed up with regular visits from the Managing Director. Information,
relevant to the company, is summarised and cascaded to Operations Managers to include in
their regular meeting with managers.
For front-line staff, a newsletter is sent out when necessary.
• (I
8rirney
morse. Pagel9ofl9
‘Rnancia P’an
The financial projections include forecasts of efficiency and growth. We are confident that bybringing a more commercial approach to the operation we will retain existing contracts andincrease profits.
By using our buying power and expertise in procurement, we heheuc that there will be furthersavings, ano our local purchasing policy means thaI:, again, Barnswy’s economy will benefit.
12-month projected roflt
Norse Commercial Services Ltd
Budtot2Ol4-15
10101 Total Period 1 Period 2 Period 3 Penod4 Period5 Penod 6 Period 7 Period 8 PeriodS Period 19 Period 11 Period 12 TotalVko: 4 4 5 4 4 5 4 4 5 4 4 5
Total tnr,onre 3.037,407 264.025 244,520 277,571 244,525 244,522. 274,739 230,509 241.663 274,139 241.595, 230.009 271.420 3,037.407
Total liateriolo 217,501 77,206 57.205 21,577 17.206 77,206 70,447 79,368 16,358 25,447 15,35& 10,350 20.534 217,501
Totoll.aboorCisstsirre.Agroroy 7.272,240 177,515 172,018’ 109.078 172.515 172,515 212,207 770,789 778289 272208 1782800 170,289 212.200 2.222246
TotolEqrrq,rrrerstcosts 22,508 1,730 1,778 2,111 1,730 1,732. 2,171 9,730 1,738 2,171 1,738 1,730 2.171 77,506
Total Dirost Costs 2,040,515 171,411 097,571 221,080 197,170. 197,571- 242.290 194,417 194,417 242,290 114,417 114,417 242.210 2,530.815
Totalrod5’eotcosts 298,692 24,526 24,528 25,618 24,528 24,528 25,608 24,528 24,028 25,518 24,528 24,528 20,614 296,642
TotaltestralOverherols0eo8oeaboo _96 9,466 9,466 11,801 9,466 9,446 11,668 9,333 9,333 11,668 9,333 9,333 11,583 122,016
Profit/Loss 70202 12060 12850 13084 12960 12950 .3047 10231 1 410 4847 13415 10731 -8,752 76202
4,. ()
Appendix B section 6NPS Barnsley Business Plan 2014/1 5 Annex 4 Financial Suinmaiy
201 4/2015 Business Plan
NPS BarnsleyBusiness Plan 201 4/2015 BUSINESS PLAN
Turnover
Contractor & Materials Income
_______________________
TotalTurnover
Salaries
General Running Costs
Contractor & Materials Expenditure
_______________________
Total Expenditure
_________________
Gross Profit (before Volume Discount & WIP)
_________________
GPM% (exci Contractors! Materials)Volume Discount
Volume Discount payable to BMBC
4,891,523
2,450,000
7341 ,523
3,149,745
1,371,503
2,450,000
6,971,248
370,2757.57%
(185.137)
185,137Forecast Profit I (Loss) for the Financial Year
a IB
RO
I8
NP
SB
arnsl
eyB
usi
nes
sR
isk
Man
agem
ent
nps/
’gro
upR
isk
No
Risk
Id
en
tificatio
nIm
pact
or
Im
plication
likelihood
Im
pact
Severity
Control
Method
and
or
Pro
gress
against
control
Ow
nersh
ip
Cu
rren
t
(L
ack
of
(L
eads
to
actions
actions
Status
Failu
re
to
...)R
esults
in..)
5C
ategory
Client
Sid
eR
isk
LE
/’D
ST
OT
hteals
lou.
renl
wore
IM
MB
IS
sefli
oi
flu
ld3ui
IS
eOr
man
ager
sha
veT
empl
eK
aren
git
ii
pte
ifN
r’b
yri
or
iiu
traeitsk
en
for
Blv
lhC
son
ew
ard
gcr
tori
etiv
etR
elat
ions
hip
ned
ke
clie
ntdi
-ni
fed
10
svrl
ifli
mirr
ijor
clsr
rils
/pa
rtne
rsw
ish
tose
eoi
lier
Co
nsu
ltan
tstr
mpl
oyei
l-
tela
nag
erse
nt
—KM
Ter
rgir
ride
rre
lati
onsh
iprather
than
NP
Sm
anagem
ent,
RE
UL
TS
IN:
Los
sof
chur
cal
mas
sat
wor
kloa
d
irdude
the
valu
eN
PS
deli
vers
toth
eC
lien
tsw
ithin
Key
med
ia
mes
sages
Dev
eiop
ast
rate
gy
for
prO
rriO
tig
succ
ess
ofN
PS
proj
ects
toke
yck
eril
sar
sib
alan
cean
yfo
cus
ofne
gati
vity
As
prr:’
for
our
suil
eat
iR5
3K
/hup
rial
e—
‘•rr
O_
hay
cror
irlsa
tisf
acti
onis
clos
ely
row
Sire
npi
rwar
rid
air
mon
dore
dnhar
rcer
rsu
dsof
KPi
arid
seirrirray
iCports
On
ErM
BC
have
(>ri
ilie
iiri
nir
cris
rom
erie
edbac
ked
rnair
isr
locus
grG
urs
wil
tN
PS
rerl
orw
arro
ckey
3Mi/C
Sort
are
as
of3.
Clir
rril
Sas
atir
rio
rN
PS
toer
rsur
eth
atsu
rvey
sla
cebee
nra
issr
rrsh
iph
atte
rsran
implv
rrio
sli
rd
toensrhl-
r
Smoo
thly
.fe
edus
ckto
heused
to
impr
ove
serv
ice
Sel
iver
ybH
ave
KP
fsi-i
place
ai’
Orrd
ritre
rrl
saii
sfar
:lsr
nha
tdr
eSs
ow
neishp
tole
arns
into
urs
ofpi
ric)
mni
ancc
6C
ateg
ory
:C
lien
tS
ide
Ris
kL
EA
DS
TO
:ha
ving
high
Prop
rirl
iori
ofM
MB
mU
rid
eit
ak
ing
Eu
viriess
1.1
Mon
thly
mar
keti
ngan
dT
empl
e,K
aren
L2vcrS
itia
cti
on
-M
ortc
rre
lian
ceon
smal
lnu
mbe
rof
wor
kloa
ddep
enden
tup
onsm
all
..
deve
lopm
ent
plan
ning
-b
usi
nes
sde
velo
pmen
tclr
enle
num
ber
ofcl
ient
sid
enti
fyin
got
her
mar
kets
mee
ting
sR
ES
UL
TS
IN’
1.E
xpose
sN
PS
and
bu
sin
ess
oppo
rtun
itie
si.
New
chan
tsha
vebee
nB
amns
ley
0ov
erio
lian
ceon
tiro
se10
dive
rsif
yga
ined
in20
13/1
4an
dte
amcl
ient
sm
emb
ers
have
deve
lope
d2.
Bei
ngse
enas
sper
:iel
isls
orce
riai
irre
lati
onsl
spe
top
rog
iess
area
sw
tric
lrco
uld
rest
rict
i>th
erO
ppor
tuni
ties
with
flie
sesew
oppo
rtun
itie
scl
ient
s
Mo
nit
or
the
leve
lr)t
noir
e2.
Norm
core
i:li
enls
are
core
i:lie
nlts
on
lire
tral
ance
dm
easu
red
on
tIre
corrrpany
sco
reca
rdbal
ance
dsc
ore
card
fiui
sirr
hss
Act
ion
pIn
e-i
.13
3.H
ave
secu
rvcr
min
ces
on
12
Die
ev
itic
ati
ori
Fra
mew
orks
sc/i
s-I
r’O
RC
omsu
ittan
diim
bris
rrre
sbr
fors
hir
s3.
1B
usin
sssA
crio
npl
anis
iiipl
ace
8C
ateg
ory:
Cli
ent
Sid
eR
isk
LE
AD
ST
O:
inah
ilily
lob
eab
leto
mee
tN
ewco
mm
issio
nin
gI.
New
skill
sets
brav
ebe
enT
empl
e,K
aren
/..
Do
joFa
ilire
tori
ser
eer
crea
sinq
div-
rIes
pec
Ial
ons
with
pro
cess
dent
tieke
yn
p1cm
sled
thro
ugh
espe
crah
iorm
sav
aila
ble
skill
sse
tmm
die
sour
cesi
agea
for
crie
rrt
sign
oif
recr
uitm
ent
arid
inte
rof
fice
RE
S1JL
TS
IN’
Fai
lure
tose
cure
wor
kri
The
requ
irem
ent
for
font
ial
reso
urr;
inig
.a
ittor
nco
rtip
etil
ive
nmar
tuet
du
eto
lack
desi
gnre
view
s.in
volv
ing
orde
sign
reputation
both
clie
nts
and
line
man
ager
isw
idel
yun
ders
tood
.
Ris
kN
oR
isk
Iden
tifi
cati
on
Imp
act
orIm
plic
atio
nL
ikel
ihoo
dIm
pac
tS
ever
ity
Con
trol
Met
hod
and
orP
rog
ress
agai
nst
con
tro
lO
wn
ersh
ipC
urr
ent
(Lac
kof
(Lea
ds
toac
tions
acti
ons
Sta
tus
Fai
lure
to...
(R
esult
sin
Use
Cli
ent
feed
back
to2.
Cli
nl
feed
bac
k
npro
sese
rvic
ede
kver
y.ques
tionai
res
have
bee
nim
plem
ente
dan
dfe
edba
ck
inbe
ing
use
dto
faci
lita
tese
rvic
eim
piov
emen
t.
N’S
(beep
nsn
gat
ing
d.D
ssgn
rrpw
sera
stiv
e
Gro
upD
esig
nR
evie
ws
atte
ndin
gC
roon
Des
ign
ih:e
vas
rhnm
rdit
sG
rcap
Are
stw
cLir
vw
ithin
NPS
t3D
esir
niD
irec
tor
desi
gnle
arn
isto
tube
pIer
re2.
1P
rogre
ssin
gN
orth
ern
inth
eTa
tqu
arte
rnr
2013
z14
desi
gnm
eeti
ngs
soti,
nlth
e
whi
chm
ittem
bed
skill
san
ddi
scip
line
sari
wor
kmor
e
abil
itie
sar
idw
ritre
fres
htS
rcl
osre
yw
ildc’
-tie
aguu
ein
team
dyna
mic
sne
igtib
o&ir
nig
otbc
nsan
dsh
are
idea
s,m
etho
dsof
wor
kn’i
g,an
dbe
lIer
way
sof
wor
king
toen
sure
ctie
nlex
pet
tam
iris
are
ret.
friad
diti
onth
ere
isan
nra
tive
tobe
Folio
sne
ticr
floe
F555
prac
tice
sac
ross
the
nort
hir
the
tteni
gri
disc
ipli
nes,
ann
nis
inst
ieS
ribe
stpr
scni
ced
ues
ott
(hic
Ci
mac
me
aid
nies
nrig
Che
.r;ex
pec
tato
na
3.2
‘The
reti
nsb
reath
e
Sppbin
titi
sit
toth
ene
wpo
stof
Des
ign
snd
Mai
nten
ance
Msr
’son
tw
nee
isco
mbin
ed
tear
sw
itep
ort
toib
isrs
aria
gttr
Cru
titiir
ghe
ttnn
Sti
gfl
ilsl
itot
rsso
urc
snnn
rtsk
Itse
ts.
‘thi
nfi
nsai
reed
ym
arte
nto
tiavC
som
eet
toct
o
on
the
reso
urc
e
1.t
‘5
Impa
ctor
Impl
icat
ion
(Lea
ds
toR
esu
lts
in...)
Cat
ego
ry:
Cli
ent
Sid
eR
isk
Poo
rS
ervi
ceD
eliv
ery
sarI
/or
:st
erne
rca
reL
EA
DS
TO
:P
erce
plie
nby
cert
ain
inrt
ivid
rral
sof
infe
rior
serv
ice
deliv
ery
has
nega
tive
impa
cton
repu
tati
onw
ithin
Par
tner
orga
nixa
tio,
end/
orw
ithex
tern
alcl
ient
orqa
nisa
fior
rsR
EU
LT
SIN
:no
nre
new
alof
cont
ract
san
dlo
ssof
repu
iatio
ri
Man
ager
sto
ensu
rete
ams
focu
son
tsk
irr
owne
rshi
pan
dre
spon
sibi
lity
for
cust
omer
care
.M
ust
lead
byex
ampl
e.C
lien
tsal
way
sin
vite
dto
all
post
com
plet
ion
revi
ews
AC
TIO
NR
evie
wof
pro
cess
for
trout
r:em
plel
ion
reur
ewir
tobe
com
plet
edan
dim
pler
rien
ted
Crr
stor
ner
Car
etr
aini
ngto
beim
pler
rrei
rted
for
wid
erse
rvic
esfo
llow
ing
nra
fronr
rlir
esu
cces
sfii
trai
ning
for
staf
fin
the
WPD
ares
1im
plem
ente
dan
dur
ntre
rtdu
dirr
tort
eliv
ery
trrn
rces
ses
1.1
Cus
tom
erC
amtr
aini
ngfo
rtir
ew
orks
plur
rnin
gan
dde
liver
yte
emha
sbe
enin
nrpl
emen
led
1.2
Sup
port
requ
este
dan
dre
ceiv
edho
rnoi
lier
NPS
offi
ces
whe
nre
qrri
rsd
.3A
udits
and
revi
ews
ofw
ork
area
sby
othe
rN
PS
offi
ces
rave
been
irrr
pler
rrer
rled
lrnpl
errr
ernl
rigo
rous
proc
edur
efo
rrr
rarr
ager
nrer
rtrrf
proj
er:ts
.Fo
frrw
ing
rrfIS
Opr
oced
ures
tom
ean
that
alt
proj
ects
havo
:W
ritte
nbr
ief
Pro
ject
Prsn
Res
ourc
epl
anO
rrjjo
irrg
ISO
Aur
tits
See
ksr
rppo
rtfr
omot
her
NPS
Off
ices
asre
quir
ed
Man
agem
ent
ofcl
ierr
fes
pect
strr
nrrs
.C
lear
rnrrr
iprr
nrcr
ivrr
corr
rrrr
urni
rOst
iorr
s
iSO
Clie
ntm
anag
emen
trn
echa
rris
rrr
rega
rdir
rgto
brie
fipr
ogra
rrrm
e
ISO
90
0lp
roce
sses
-Cus
tom
erS
atrs
fact
ion
colle
ctio
nan
dan
alys
is.
App
ropr
iate
proj
ect
rrrr
rnito
rirrg
repo
rts
avai
latr
leto
Dir
ecto
rsan
dP
roje
ctM
anag
ers
thro
nrgh
Tim
erra
ster
Eff
ectiv
ert
rorr
ifor
ing
ofpr
ojec
tre
sour
cing
Eff
ectiv
etr
ainr
rft,
utiii
eeri
onm
md
dvle
galio
rrof
arid
tom
anag
ers
ciT
ern
end
pro)
ur:t
lusr
ier
leur
ri
2.IS
O90
01ac
cred
rfsf
ron
achi
eved
.
3.U
tilis
ing
ITto
win
eab
out
serv
ice
imrr
prov
ernv
rri
imrc
lrrcl
ing
rem
srri
iwsr
epn
tcka
gcv
ibmL
egro
nrei
latu
isna
gern
ent
and
rain
ier
PC
sfo
rsv
rvr.
yw
ork
Tem
ple,
Kar
en
10C
ateg
ory
:F
inan
ceR
educ
rron
infe
ele
vels
clue
toa
tall
inco
nstr
ucti
onco
sts
24C
ateg
ory
:F
inan
ceE
ffec
ton
the
cusi
omei
bas
edu
ein
the
tran
sfer
ofsc
hool
sfr
omE
MO
Cto
Ar;
sr5s
my
stat
us
LE
AD
ST
OT
hrea
tsto
riur
reat
wra
kun
dert
aken
for
the
scho
ols
byin
com
ebe
ing
devo
lved
dhec
lly
tosc
hool
sR
ESU
LT
SIN
:P
oten
tial
redu
ctio
nri
wor
kan
din
com
eto
NPS
Acc
urac
yin
buog
etin
g!fo
reca
stin
gof
sche
mes
.T
imel
ypr
oduc
tion
ofre
vise
dte
eca
lcul
atio
nsto
avoi
drr
verc
tair
nrnj
j.M
anag
ers
tocl
osel
ym
onit
orsl
abw
orki
ngw
ithin
targ
ets
Adj
ustm
ent
ofre
sour
ces
tosu
itIf
ICpr
ojec
ted
fee
leve
l
Ttrv
rrr,
cruc
tion
ittth
eO
ricsr
rsso
urc
rir
ster
tute
wilt
assi
stin
prud
ent
targ
elin
dof
lire
even
tth
atte
nSor
sre
cerv
edfa
ilhe
tom
IcIe
stes
tim
ate
2U
nder
stan
ding
ofth
uA
cade
my
set
upan
dho
wth
esp
onso
red
and
conv
erto
rac
adem
ies
wor
k
1.O
ngoi
ngus
eof
cont
rol
met
hods
1.S
taff
fee
rate
sta
ken
into
acco
unt
inbu
sine
sspl
anpr
ojec
tion
2.Fo
tlow
ittg
are
view
ofth
esl
rucd
ure
ane
wC
AD
tech
nici
anre
sour
ceis
inpo
stto
supp
ort
mor
eco
stef
fect
ive
deliv
ery
ofse
rvic
e-
dive
rtin
gso
me
wor
kas
pec
tsto
tow
erco
stbas
ew
ilttr
etp
miti
gate
agai
nst
mar
ket
forc
esro
tatin
gto
cons
truc
tion
tend
srs
Inad
diti
onth
ere
isth
ene
wde
sign
and
mai
nten
ance
man
ager
whi
chm
ittal
low
trr
abe
itvr
dvpt
oym
ent
ntre
sour
ces
and
staf
f
.5.
rrrr
sm
issne
ar:
:rpl
errr
rtri
tud
11
Ati
dili
orir
ilnea
tiri
gs
anrt
sark
etir
rgpt
ans
bssr
gfr
mula
tedtn
addi
tion
-
seri
als
Aca
dem
ies
Con
tinua
tous
ettr
ese
rvic
eof
NPS
Bar
nste
yar
idlI
dsba
seis
bein
gde
velo
ped
furt
her.
t.12
Pro
gres
sba
abe
enm
ade
with
Nor
veto
ioin
ttym
arke
tse
rvic
es113
Ret
alio
nuhi
pm
anag
ers
have
beei
tpu
tin
plac
ere
tatir
rgto
rica
lier
nies
.1
14W
ork
has
ben
nre
tain
edon
scno
ots
prio
ror
:tr
ansf
erto
Aca
dem
yst
atus
ata
95%
succ
ess
rate
.1.
0M
aint
aine
def
fect
ive
Cos
rrnu
nica
tiorr
with
exis
iting
scho
ols
thel
buy
serv
ices
fron
tN
PS
Ris
kN
oR
isk
Iden
tifi
cati
on
Imp
act
orIm
plic
atio
nL
ikel
ihoo
dIm
pac
tS
ever
ity
Con
trol
Met
hod
and
orP
rogre
ssag
ainst
con
tro
lO
wn
ersh
ipC
urr
ent
(Lac
kof
.,,(L
ead
sto
,..ac
tions
acti
ons
Sta
tus
Fai
lure
to.,.)
Res
ult
sin
...)
LE
AD
StO
:P
oten
tial
redu
ctio
nin
inco
me
rece
ived
for
proj
ect
wor
kR
ESU
LT
SIN
:lo
wer
mar
gins
with
whi
chIn
deli
ver
proj
ects
wtti
cht[
rero
tore
affe
cts
prof
itabi
lity
MT
empl
e,K
aren
12C
ateg
ory
:F
inan
ceL
EA
DS
if)
diff
icul
tyor
inab
ility
tow
inM
MB
SEllI
ngst
rate
gyto
bepu
tin
1.C
arrs
fut
cons
ider
atio
nof
LO
Wm
3ici
rns
requ
irto
iru
di
cue
itbi
dsor
run
nicm
eust
utbi
dsat
apr
ofit
plac
eth
ata
com
ms
for
onnr
ess
oppe
rfun
rtes
toec
orro
rrvc
clim
ate
RE
SUL
TS
IN:
Thr
eat
tofu
ture
busi
ness
exam
ple:
for
tram
ewor
kssu
bmit
bids
forl
.1O
ngoi
ngvi
abili
tyw
here
tow
initi
albi
dsse
cure
mon
iloni
ngat
tend
erin
gpl
aces
nin
fras
rrew
ork
for
perf
orar
aric
e1.
2M
crni
tori
ngxu
bsen
tiler
rtm
ini
—ter
tdvr
irrg
ofrr
rark
efr:
rinr
titio
rrs
opport
unit
ies
and
dire
cten
quir
ies.
iviM
B1
Forr
rrut
atiir
grr
csrk
uiir
igpl
anfo
rse
rvic
esto
Aca
dem
y
I Risk
No
Risk
Id
en
tificatio
nIm
pact
or
Im
plication
Likelihood
Im
pact
Severity
Co
ntro
lM
ethod
an
dor
Progress
against
co
ntro
lO
wn
ersh
ip
Cu
rren
t
(L
ack
of
(L
ead
sto
actions
actions
Status
Failure
to
...)R
esults
in
...)
Bes
poke
olfe
nrig
for
Aca
deni
lee
and
thnl
ritp
oris
orfi
nesS
es
28C
ategory
In
fo
rm
atio
nT
echn
olog
yE
AD
ST
OP
ote
nti
al
Ios
F1F
IY
M..
BT
he‘n
ciup
Execi
eve
isT
empl
eK
aren
aiIm
ato
phnm
enl
Pidi
nglin
tnrrn
18s
coin
pefi
ve
ed
ge
rideti
vei
rig
ane
wr
star
ring
the
riIt
out
ofth
is
Mo
dell
ing
(itt
M(
into
ou
ro
pera
tio
ns
an
dserv
ice
that
oth
er
piac
tices
can
pro
vid
eare
aof
oper
atio
n.
pro
ced
irn
sR
ESU
LT
SIN
.N
otbe
ing
al5
lMenable
d
pra
cti
ce
and
there
fore
enable
toopen
up_new
wor
kare
as
7C
ateg
ory
Ope
rati
onal
LL
AD
S10
pote
nti
al
pr.
co
st
on
Jf
8LJ
i.st
ilIr
sfln
ante
atb
iiIR
c4n
ilar
pera
ts-nt
tt-Y
oung
Rob
a
Dam
age
top
eo
ple
and
pro
pert
yco
mp
en
sati
on
safe
tycom
mit
tee
for
NPS
Hea
lth
and
Saf
ety
RE
SUL
TS
IN:
Lo
ss
of
reputa
tion!
Barn
sle
yLt
dC
om
mit
tee-
Imp
lem
en
tati
on
(inance
of
aH
ealth
and
Safe
ly
Polic
y--
Hav
ea
buy
back
ania
nige
mee
ffo
ras
sist
ance
from
Illar
asis
yM
EC
she
alth
and
Saf
ety
team
See
kto
an
fop
theal
pra
cti
ce
2.T
hem
ajo
rity
ofst
aff
have
inth
efi
eld
of
Healt
hand
been
accre
dit
ed
toth
e
Safe
lyC
SC
Scard
sch
em
efo
r
heal
thand
safe
tyin
clu
din
g
man
ager
san
dcu
eoper
ativ
es
Deeclo
snan
nual
loca
l3.
1T
he
annuallo
lpla
it
acti
on
pis
nhas
been
pre
pan
en
tand
now
impl
emen
ted
3.2
Del
iver
sof
pieg
rsnt
tnne
athe
alth
arid
eafe
tyba
iiinn
gac
ross
e3te
ams
ofst
aff
3.3
The
rea
ari
skm
anag
emen
tac
tion
plan
now
inpl
ace
aii’d
this
isrn
enit
nre
i(h
tnio
ghth
ehe
alth
tinS
safe
tyce
mm
iilne
n
16C
ateg
ory
:O
pera
tio
nal
lEA
DS
TO
:A
dci
wrn
turr
nin
the
abili
tyto
MB
Per
otfi
cin
eeli
rigs
with
I0
Citr
biac
cess
isto
heT
hom
pson
,K
eith
Som
eII
ardw
iSn
053
ins
prIa
‘nnt
ca
nm
onk
Fift
El
Sbfn
-Ja
ITcll
IOi
Ito
rat
It3-
CCPr
ore
sssu
itab
ilit
yR
ES
UL
tSIN
:L
oss
ofin
com
eto
the
repl
acin
gV
letw
ane
Bol
tiC
L
busi
ness
are
wor
king
with
the
ITte
amat
Nor
wic
hto
impl
emen
t.
Ris
kN
oR
isk
Id
en
tific
ati
on
Im
pact
or
Im
pli
cati
on
Lik
eli
hood
Im
pact
Severit
yC
ontr
ol
Meth
od
and
or
Pro
gress
again
st
co
ntr
ol
Ow
nersh
ipC
urren
t
(L
ack
of
...(L
eads
toacti
ons
acti
ons
Sta
tus
Fail
ure
toR
esult
sin
...)
17C
ate
go
ry
:P
erso
nn
el
LE
AD
STO
:C
ntic
alop
erat
iona
lan
d?or
MM
BR
evie
wof
entic
alT
hom
pson,
Keil
h
ap
a-m
adIo
nof
ney
mm
n,t
ciin
vico
aist
rate
giac
tivi
ties
lose
focu
sm
ala
qam
ent
RE
SUL
TS
IN:
Dilu
tion
ofo
ther
resp
onsi
bili
ties
atin
divi
dual
man
agem
ent
effo
rtin
alte
mp
lsto
leve
l.T
hen
inst
ruct
ain
itiga
lelo
ss,
nom
inat
edde
puty
inth
ese
activ
ities
.A
CT
ION
:D
evel
opm
itiga
tion
plan
sar
isin
gI/
owou
tput
oflb
sabove
1K
T/
Man
agem
ent
team
)
18C
ate
go
ry
:P
ersonnel
LE
AD
STO
:U
nder
perf
omca
nce
Mlvi
BO
neto
Ones
,ap
pra
isal
s.1.
Pro
acti
vsiy
man
agin
gT
hom
pson
,K
eith
Flu
cyto
nin
aq
po
rnu
ance
RE
SJc
TE
INJe
twne
nlal
effe
cton
atte
nd-i
nca
and
ida
clitv
nqot
hers
(per
form
ance
and
mor
ale)
indi
vidu
alp
erfo
nn
ance
issu
esan
dde
alin
gw
ithll
tem
appr
opri
atei
y.
Sup
port
from
HR
whe
npe
rfor
man
ceis
sues
are
kten
tifie
d
Pla
nned
war
nm
anag
er3.
0P
ianr
ied
lear
nir
snsn
cle
ader
ship
trai
ning
lead
ersh
iptn
cns’
ig.
has
now
becc
ecle
rtah
enicy
all
team
lead
ers.
Act
ion
plai
ceto
roil
out
thec
rtw
inin
gha
sal
sobe
enim
pler
nont
ect.
Cate
go
ry
:P
ersonnel
Sta
ff“B
urn
out’
-lo
ssof
perf
orm
ance
/mot
ivat
ion
of
key
staf
fth
roug
hw
orkl
oad
expe
ctat
ion
LE
AD
STO
:po
tent
ial
loss
ofke
yst
aff
thro
ugh
stre
ssan
d/or
find
ing
othe
rem
ploy
men
tR
ESU
LT
SIN
:L
oss
ofke
ysk
ills
toth
ebu
sine
ss
MM
BC
onti
nued
mpl
emen
tati
onof
1-2-
Im
eeti
ngs
Usi
ngre
sour
ces
from
othe
rof
fice
san
dre
sour
cing
plan
ning
mod
ule
onO
nce
Ras
ourc
ing
mod
ule
tobe
irii
pism
ente
don
time
reco
rdin
gsy
stem
ical
ign
cnso
urce
san
dm
acC
loud
apfc
ropr
iate
ly
1.Al
lst
aff
have
regu
lar
1-2-
I’s
2.I-
lava
impl
emen
ted
Lini
ngre
sour
ces
from
othe
rof
fice
sas
and
wIc
enre
qu
ired
Tem
ple,
Kar
en20
‘p
. 4
Appendix B Section 8
NPS Barnsley Business Plan 2014/15 Annex 6 Business Continuity Plans
NPS BARNSLEY — BUSINESS CONTINUITY PLANS
The current Business Continuity Plans, approved by the Managing Director NPS Barnsley, is available
on demand (copies were provided to the BMBC Client Team on 29 February 2013).
At the time of writing, the Continuity Plans are being reviewed and updated and fresh copies will be
approved and copied to the BMBC Client Team by the end of March 2014 in line with agreed targets.
