branch and group review - cilip · web view- cilip has hit upon a significant opportunity to...

Name of meeting: CILIP Board meeting

Date of meeting: 20th September 2018

Report title: CILIP Performance Management Framework

Contains confidential information: No

Agenda item no: 11

Report by:Simon Berney-Edwards, Director of Business DevelopmentJill Colbert, Director of ResourcesBose Dada, Head of FinanceNick Poole, Chief Executive Officer

Purpose: To present CILIP’s Performance Management Framework Q2 report

Recommendations: To discuss performance and corrective actions.

Compliance checks

Financial implications:Implementation of some Phase 2 aspects of the Performance Management Framework will require resourcing, these will be managed within budget.

Legal implications: There are no specific legal implications in this report.

Four nations:Reporting will be across the four nations. Further discussion will need to take place with colleagues to assess how activities can be captured and tracked via YM.

Equalities:Progress against the Equality and Diversity Action Plan is captured in the Business Plan report and within the high-level narrative.

Byelaws: There are no specific implications of this report for the CILIP Byelaws.

Risk assessment: There are no specific risks not accounted for in this report.

Links to strategic priorities: All

of 36

REPORT COVERSHEET

Agenda item 11BOARD 18/3520th September 2018

Performance Management Report 2018: Q2

IntroductionThe performance management report brings together the key indicators which are being used to assess the effectiveness of CILIP alongside a narrative for the previous quarter. The report provides an overview of delivery whilst providing a commentary on the targets not being met; identifying the mitigating actions being taken. An executive summary is provided to highlight key issues or decisions to trustees.

Executive Summary

The Q2 report highlighted a negative variance in the operational budget of £60,000 and identified a number of key issues relating to the performance of our businesses. In particular:

Individual Membership is under performing Facet Publishing identified that a range of issues in the supply chain which

has had a major impact on our sales figures. Display advertising was impacted by the secondment of Gary Allman to

lead Membership Sales. Sponsorship is significantly down due to the loss of a sponsor Recruitment has not been performing.

Latest financial performanceSince completion of the Q2 report, the financial report to the end of July has been completed. This shows an acceleration in the issues previously highlighted. The performance result from January to July 2018 in Appendix A shows a net actual operational deficit of (£114,000).

If compared to the year to date budget, overall this is below our expectation by £146,000 mainly due to the significant reduction in Membership, Facet, Magazine, Event and Sponsorship income coupled with the increases in our other running costs.

The Performance Drivers, Cash Flow and Budget Centres reports for July can be found in Annexes A-C respectively.

Board are asked to note that the approved sale of £100k of investments scheduled for October has had to happen in August to cover off our cashflow position.

of 36

In addition, the team have been working on the reforecast budget which shows a significant variance (£275K) in our net operational deficit, based on known income and expenditure to the end of the year. SMT are currently working with the team to identify additional savings and focusing capacity on areas which have the ability to grow income.

MitigationsMany of the mitigations outlined in the Q2 report have already been actioned and this is starting to have a positive effect. For instance, at 20th August the number of paid members stands at 9254 and our lapsed campaign succeeded in bringing back 74 members in the first two weeks.

But it is clear that a more focused plan is going to be required to deliver the level of growth that is required. As a result, Business Development Team have been tasked with creating a Delivery Plan for the final quarter (Q4) of this year which focuses on:

Supporting improved outcomes for our business units including Events, Facet and advertising

Clarifying and strengthening CILIP’s Individual Membership offer Unifying and delivering Sales and Marketing activity to ensure this offer

reaches the intended customer Strengthening and marketing the CILIP Leaders Network offer Bringing forward the work on Organisational Membership (Employer Partners

Scheme and Learning Providers Scheme) Bringing forward our funding bids and proposals, initially to the Arts Council

England Continuing the development of new product (Knowledge Management

Chartership) and strengthening existing product (member benefits)

The plan will be closely monitored by a small team (in the same way we did for the launch of Membership 2018) to ensure that key milestones and targets are met and that teams are held accountable for their activities.

We will be sharing this plan with Board at their meeting in September.

Nick Poole, Chief Executive Officer Simon Berney-Edwards, Director of Business DevelopmentJill Colbert, Director of ResourcesBose Dada, Head of Finance

of 36

Overview of performance

The first half of 2018 has seen CILIP implement an organization-wide change programme, deliver on the activities in the Annual Delivery Plan and begin the process of adopting a culture focused on growth.

While the ‘organisational design’ programme (including the implementation of new systems, new business processes and a new organizational structure) has been delivered on time, overall performance against the objectives in our Business Plan (other than rental income, which remains strong) has not been as good, with a knock-on impact on our in-year budget as well as our forecasts for 2019-2020.

The focus in Q3 and Q4 2018 is therefore on bedding in the changes as quickly as possible, while focusing on delivering significant improvements across each of our income-generating activities.

As discussed with the Board in July, since we have continued to see performance below the ‘trigger’ points set out in the forecasts, particularly for Membership growth, we will also be bringing forward a ‘Plan B’ proposal to align outgoings to income by the end of 2018.

1 Strategic Change

1.1 Recognition of the profession in appropriate policies

Metric(s) PerformanceQ1 Q2 Q3 Q4

Recognition in key strategies/policies

CILIP has been actively engaged with DCMS in ensuring both that the interests of the profession are reflected in the transition of responsibilities from the Libraries Taskforce to the Arts Council England and that we are embedded to the greatest extent possible in cross-Governmental strategies and policy.

We worked with the Libraries Taskforce to support the inclusion of public libraries in the forthcoming policy on Combatting Loneliness and Social Isolation. We were also pleased to make a submission on behalf of libraries and information services to the Government consultation on the Civil Society Strategy and to provide commentary on the Integrated Communities Strategy.

Following our engagement with SCL (now ‘Libraries Connected’ – hereafter ‘LC’), we were pleased to note the announcement of the extension of the Public Lending Right to include ebook loans from public libraries. Trustees will recall a difficult negotiation in 2017 whereby CILIP sought to defend the principle, in line with IFLA policy, that publishers ought not to be given sole discretion to select which titles are available under PLR. Unfortunately, we were compelled to concede this point, and the legislation was carried forward into the Digital Economy Bill. We will continue to work with LC and publishers to seek to maximize the availability of electronic content to public library users while mitigating the associated costs.

of 36

As previously reported, colleagues in Scotland, Wales and Northern Ireland are working hard to secure recognition of librarians and information professionals in national strategy and policy in each of the Devolved Nations.

In Wales, following the successful CILIP Cymru Wales Conference, Kathryn Parry and Paul Jerroett have met with Welsh Minister for Culture, Education and Sport Daffyd Elis-Thomas to discuss the role of librarians in supporting the outcomes of the Welsh Government’s Prosperity for All strategy.

Our CILIP in Scotland colleagues have also been continuing their representation of libraries following Sean McNamara’s presentation in Holyrood on Libraries in Scotland: Supporting Communities and Improving Outcomes. At the same time, good progress is being made with the development of Scotland’s School Libraries Strategy, Chaired by Martina McChrystal and led by the Scottish Libraries and Information Council (SLIC).

In Northern Ireland, the continued lack of an overall administration continues to frustrate efforts to develop policy lines for the sector. CILIP Ireland is instead using this period to build networks and profile, with the aim of resuming lobbying and engagement when there is a permanent executive in place.

Looking ahead, there are three significant policy initiatives on the horizon:

1. CILIP is working with the office of Lord John Bird on a closed session of the Libraries All Party Parliamentary Group, to include participation by the Libraries Minister. This session will focus on the economic modelling of public library funding and specifically on the question of the ‘funding gap’. CILIP will be leading on the development of an APPG Report on this, which will look at the various options (after additionality, project funding and self-generated revenues) for closing the gap in public library investment left following Local Authority budget cuts.

2. This ‘econometrics’ work will then lead into CILIP’s overall positioning of information services around the 2019 Spending Review. Our ambition is to develop or support the development of Treasury Business Cases in partnership with DCMS and others to contribute to the case for library funding in the Spending Review.

3. CILIP is also preparing a ‘manifesto’ of policy options to support the long-term interests of information professionals in different sectors, to be used as a platform for engagement with the main UK political parties both at their Conferences in September/October and in the development of their own policy platforms, anticipating a General Election between 2019 and the 5th May 2022.

More immediately, CILIP has been following developments with the controversial proposed changes to Article 13 of the EU Copyright Directive and its potentially negative implications for the work of librarians and information professionals. We will be making a submission to the consultation on these changes essentially endorsing the position already taken by IFLA. At the same time, Yvonne Morris has

of 36

https://www.cnet.com/news/article-13-europes-hotly-debated-eu-copyright-law-explained/

https://www.cnet.com/news/article-13-europes-hotly-debated-eu-copyright-law-explained/

https://www.holyrood.com/event/libraries-scotland-supporting-communities-and-improving-outcomes

https://www.holyrood.com/event/libraries-scotland-supporting-communities-and-improving-outcomes

https://gov.wales/about/cabinet/ministers/dafydd-elis-thomas?lang=en

https://gov.wales/about/cabinet/ministers/dafydd-elis-thomas?lang=en

submitted a response on behalf of CILIP to the consultation on the UK implementation of the provisions of the Marrakesh Treaty, (access to copyright-protected books for people who are blind, partially-sighted or print-disabled) based on the comprehensive and authoritative response submitted by LACA.

Although not explicitly a ‘policy’ initiative, good progress is being made with the scoping and initial consultations over CILIP’s International Policy, which will be the focus of an initial workshop at CILIP conference in Brighton.

Corrective action / Learning: It is clear that brexit is occupying a significant proportion of domestic legislation and Parliamentary time, and it seems likely that, other than an intention to increase NHS funding by £20bn per annum, there will be no ‘above the line’ change in the Government’s position on austerity, public sector investment and Local Government financing. We need to continue to refine our policy position, the ‘ask’ and the underlying evidence, and to be opportunistic in seeking to influence policy where it is coming forward.

1.2 Professional Metrics of Employment


% of those in paid employment 97.4%Percentage of workforce identifying as having stress 23%Percentage of workforce on 0hrs contracts 0.5%

These indicators are taken from the 2015 Workforce Mapping Survey. We are submitting a bid to Arts Council England to assist with refreshing the data set.

Corrective action / Learning: None at this time

1.3 Public Benefit


Delivery against Public Benefit

CILIP has continued to focus on delivering public benefit by promoting the maintenance and provision of library and information services throughout the first half of the year. In practice, this engagement takes a different form in different parts of the sector.

For example, CILIP has continued to champion the rights of local communities to quality public library services, particularly in Northamptonshire where the CEO has been actively engaged with local campaign groups and legal representatives, following CILIP’s formal letter of complaint to the Secretary of State for Culture,

of 36

https://www.gov.uk/government/consultations/uk-implementation-of-the-marrakesh-treaty

https://www.gov.uk/government/consultations/uk-implementation-of-the-marrakesh-treaty

Media and Sport. Nick has appeared on BBC radio and in the local press articulating the importance of finding a better solution for Northamptonshire’s award-winning library services.

Elsewhere, CILIP has been committed to promoting public benefit through our engagement with campaigns and related activities, specifically:

Continued advocacy for the role of librarians and knowledge specialists in the healthcare sector through the ongoing #AMillionDecisions campaign with Health Education England and the Health Libraries Group, which has included fresh activities including new campaign collateral, new impact case studies and evidence and a successful presence at the NHS Confederation which saw more than 70 senior NHS and healthcare leaders pledging their support for the campaign;

The announcement of #GreatSchoolLibraries , a joint CILIP School Libraries Group/School Libraries Association campaign to ensure that every child has access to a great school library. This has attracted more than 1000 ‘supporters’ signed up to promote the campaign and positive initial discussions with a potential sponsor and two funding agencies;

The launch of the new Information Literacy Definition by the Information Literacy Group, alongside the announcement of a CILIP ILG-funded piece of research into the impact of fake news and disinformation on mental health and wellbeing, led by Geoff Walton at Manchester Metropolitan University;

The launch of the Library Map of Wales by Kathryn Parry of CILIP Cymru Wales in partnership with Wikidata, providing the first comprehensive and publicly-accessible (and reusable) map of library locations in different sectors in Wales.

Corrective action / Learning: During the next quarter, we would like to investigate the possibility of producing a similar set of maps and data for libraries across the rest of the UK, and to look at how best to contribute this data into the IFLA Library Map of the World.

1.4 Thought Leadership


Newsletter: % of recipients opening newsletter 35.6% 38.3%

Website: Number of visits 402,547 349,937

Number of people accessing online learning* 0 0 Number of Facet Books sold 3242 3038 Distribution of Information Professional Magazine 10341 10421

of 36

https://librarymap.ifla.org/

https://www.cilip.org.uk/members/group_content_view.asp?group=200145&id=733577

http://aboutmanchester.co.uk/its-true-fake-news-is-bad-for-your-health/

http://aboutmanchester.co.uk/its-true-fake-news-is-bad-for-your-health/

https://infolit.org.uk/

https://www.cilip.org.uk/general/custom.asp?page=GreatSchoolLibraries

https://archive.cilip.org.uk/advocacy/million-decisions

Total number people attending training and events delivered by CILIP 305 281 Thought Leadership Delivery

* Unable to report due to issues with Moodle Reporting

CILIP Conferences and Events

Q2 2018 has very much been ‘conferences season’ for CILIP, with national conferences in Scotland, Wales and Northern Ireland (jointly with the Libraries Association of Ireland), plus conferences and events by the CILIP Member Networks including the large-scale Health Libraries Group conference at Keele University.

The conferences have been tremendously well-received. Although colleagues are still collating data, the initial feedback from the CILIP in Scotland conference has been 100% ‘good to excellent’ across all four categories of delegate satisfaction.

The CILIP Ireland/LAI conference in Newry brought together colleagues from Northern Ireland and the Republic for two days of sessions, provocations and discussions. In Wales the CILIP Cymru Wales conference was a tremendously positive opportunity for the library and information community to come together and discuss areas of common interest. A powerful and often emotional event, one online review said,

“Usually I return from conferences full of ideas on how to change the service for the better. Never before have I arrived home with plans on improving my wellbeing and self esteem.”

Further information about these conferences and the feedback received will be provided as soon as it is available.

While the conferences themselves were successful, they nevertheless raised a number of issues around diversity, equalities, representation and inclusivity at CILIP events. In general, CILIP works hard to ensure a diverse and representative range of speakers. The inclusion specifically of an all-white diversity panel at one event raised significant concerns amongst a small group of non-members. CILIP has reached out to the people involved with a proposal to liaise to set out the different ways in which we are working to address these issues.

CILIP Privacy Project

of 36

Thanks to the hard work of Jacqueline May and Guy Daines, the Privacy Project has now produced a final set of documents and recommendations, which will be reviewed by the Privacy Project Board at a meeting on the 23rd July.

CILIP Ethics Review

Under the leadership of Dawn Finch and with support from the Ethics Committee and Policy Unit, the Ethics Review has been a successful large-scale initiative to engage the sector with our Ethical Principles and to work towards a revised Ethics Framework. The resulting framework is simpler, more active and more relevant to the contemporary concerns of librarians and information professionals.

A draft is currently under development for comment and review by the Ethics Committee and will be put to the Board for discussion and decision in September.

Facet Reviews

Facet Publishing continues to attract excellent reviews for a number of their latest publications. These reviews are a small selection which highlight the quality of output:

“This book is an essential read for any archivist, special collections librarian, museum curator, student, or anyone working/studying in an archive, special collection, museum, or organization that curates and maintains an archive.” (Thomas et al, The Silence of the Archive)

“If you work in a college or university library and have ever tried to partner with a community group or heritage organization or are contemplating doing same, you will probably be well served by looking into this slim volume” (Roued-Cunliffe & Copeland, Participatory Heritage)

The tone of the writing is straightforward, engaging and accessible, and there are practical suggestions throughout the text, including some very useful sets of bullet-pointed lists. An advantage is that the authors have experience in and address both the US and European/British contexts, which gives this work a more international scope than some others...In sum, this book provides a valuable reference source both for the beginner and the more experienced practitioner, giving background and suggestions for practice that may be new to them. I highly recommend it!” (Rice & Southall, The Data Librarian's Handbook)

“Seth van Hooland and Ruben Verborgh have provided us with an excellent overview of linked data in their important work Linked Data for Libraries, Archives and Museums...an important book which will benefit all those working with metadata and interested in learning about cleaning, linking, and publishing their metadata...This handbook is a great addition to any technical services department’s reference shelf and well worth a careful

of 36

consideration.” (Van Hooland & Verborgh, Linked Data for Libraries, Archives and Museums)

“Overall, Broughton’s Essential Classification, Second Edition, is a sound work, expertly written and accessible to the beginner without being tedious for those more knowledgeable of classification systems.” (Broughton, Essential Classification, 2nd edition)

Chief Data Officer’s Playbook (Facet Publishing) in The Times!We were delighted to hear from our colleagues at Eden Smith last week that the fantastic new Chief Data Officers Playbook had been featured in The Times as part of a special pull-out

section on the emerging importance of the CDO in industry.

Corrective action / Learning: We have reviewed the CILIP Equality and Diversity Action Plan in light of concerns raised following some conference events.

2 Customer Metrics

2.1 Customer Engagement

Metric(s)Performance

Q1 Q2 Q3 Q4Total number of members 10578 10180 Total number of paid members 9401 9184 % of Direct Debit Payers 53% 54% Number of new members 213 143 % increase/decrease in new members gained compared to the same Qtr previous year

-13% -27%

Number of members lost 698 226 Retention Rate for paid members based on the past year* 87% 86%

Number of returning customers Reporting starts in 2019Cost per new member Reporting starts in 2019Email: Size of prospect email list** 21136 9574 Conversion (Number of Guest users converting to membership) No data 4

Progress against membership sales forecast -0.7% -1.2%

Progress against membership sales target -5.2% -11.8%

of 36

https://www.raconteur.net/future-cdo-2018




Progress against Leaders Network sales target -23.2% -42.0%

% of CILIP Members who have actively engaged with CILIP products and services

35.6% 38.3%

* Retention rate: This is a new calculation which is different to attrition. This looks at the retention of paid members as opposed to our overall position over the period. The calculation is: (No of members at end of period - No of new customers acquired during that period)/ No of customers at the start of that period

** This reduction is due to our re-engagement campaign. As a result, we have removed people from the mailing lists that no longer want to hear from CILIP.

The following graph shows how we are currently performing against our targets for paid membership sales:

2017-Q2 2017-Q4 2018-Q1 2018-Q2 2018-Q3 2018-Q46000

7000

8000

9000

10000

11000

12000

Membership Targets vs Actuals

Paid

Mem

bers

hip

num

bers

Whilst it is easy to focus on membership numbers, the key indicator is membership income:

Membership Income (End of June)Target Actual Difference

£783,500 £673,939 -£109,561

It is important to note that whilst Resources Committee and Board have agreed an amount of membership income backfill for the budget, that amount is separate to this target.

of 36

The following pie chart shows the breakdown by member type of those that left membership in Q2.

It is interesting to note that we are still losing a large percentage of students. It is suspected that this is the impact of the fees for students being reintroduced. With the new intake of students from September, it is hoped that more active recruitment will not be an issue since they will not know that membership had been free.

Corrective action / Learning: This represents a significant variance against our income target. As a result, we have identified mitigating actions to enable us deliver towards an ambitious individual membership target of 10,000 paid members by the end of Q4.

One of the most significant mitigations is a new approach to organisational membership; Employer Partnerships. It is our current view that investing in selling Employer Partners will ensure that CILIP meets its income targets for the year.

Key corrective actions for membership can be found is section 3.2 (Business Plan objectives).

2.2 Customer Satisfaction


% of customers rating CILIP products and services as Good or Excellent 99% 99%

CILIP Events continue to receive high ratings for the conferences and training that have been delivered.

of 36

Leaders Network5%

Leaders Network (Con-cession)

2%

Member18%

Member (Con-cession)

7%Registered Pro-

fessional24%

Registered Profes-sional (Concession)

14%

Student29%

Number of members lost in Q2

Corrective action / Learning: Over the course of the year, we are looking to implement systematic tracking of all CILIP products and services so we can gain an organisation wide view of the quality of provision.

2.3 Reputation


Number of Followers (Twitter/Facebook)* 33195 57776 Social media engagement (Retweets/Shares) 6031 5822 Social media engagement (Comments/Replies) 223 362 Social media: % of negative inbound messages 10% 9% Newsletter: % of recipients opening newsletter and clicking through to a news item

30.4% 27.2%

Newsletter: % of recipients opening newsletter and forwarding the newsletter

10.0% 10.0%

Media: Total News Reach 37,000,000

29,700,000

Net promoter score** -42Attitudes (% of respondents rating CILIP Good or Excellent)** 39%Propensity to join/buy (% of members very likely or fairly likely to renew)**

90%

Awareness (Awareness of CILIP benefits)** 89%

* Quarter 1 is Twitter only. Q2 is Twitter and Facebook** These results are taken from the 2014 Membership Survey. Since CILIP has been undergoing a radical transformation in the period, these scores serve as a baseline rather than an accurate indication of where CILIP is at present.

Corrective action / Learning: Over the next quarter, we will be discussing the implementation of a customer satisfaction survey to be undertaken in Q4. This will enable us to collect scores required annually.

3 Organisational

3.1 Liquidity


Cash flow: Ability to meet as they fall due 100% 100% Reserves: No of months operating 3.41 3.63

of 36

costs

A cash flow projection is shown in Appendix A; this is to bring to the attention of the Board that CILIP would need to start implementing its diversification of income to ensure that CILIP is able to meet its commitments for the rest of the 2020 CILIP Action Plan.

As per the cash-flow projection CILIP would need to convert in total, £500,000 worth of M&G investments into cash in 2018 and the Board already approved these disposals. In January £200,000 worth of investment was sold and we are planning to disposed of £2000,000 in August 2018 and the remaining £100,000 in October as at June 2018.

Please note that, despite drawing on the reserves, CILIP still met its reserve policy of a minimum of three months’ of central operations costs. Our reserve position depends on the UK Stock market which has been very volatile.

Details of CILIP’s restricted funds and investments can be found in Appendix B.

Corrective action / Learning: There are no further corrective actions at this time since Resources Committee and Board authorized the disposal of £100,000 worth of investment to cover the costs of Membership modelling project shortfall in income due to the newly implemented 2018 Membership fees reduction as previously agreed by the Board.

3.2 Business Plan Objectives


Expenditure tracks at 5-8% or more below income -3.4% -11.2%Increase total revenues by 2% per year -6.7% -10.7%Investment in the CILIP Defined Benefits Pension Scheme per the agreed Funding Plan

100% 100%

Progress against Membership Income Target (35% of overall income) 10.1% -2.3% Progress against Rental income target (22% of overall income) 4.6% 5.6% Progress against Facet turnover target (15% of overall income) -21.7% -23.0% Events and Training Income target (8% of overall income) 56.3% 21.4%

of 36

Progress against Information Professional display advertising income target (8% of overall income)

-63.4% -61.7%

Progress against sponsorship and grants income target (3% of overall income)

-7.4% -33.6%

Progress against recruitment sales targets (2% of overall income) -26.1% -29.0% Progress against catering and room bookings income target (2% of overall income)

22.9% 7.6%

Progress against professional registration income target (1% of overall income)

-2.6% 7.1%

Onsite Training Income target (1% of overall income) 94.6% 148.3% Progress against accreditation income target (0% of overall income) 85.3% 132.2%

Financial PerformanceThe above indicators are based on the Performance Drivers report which can be found at Appendix C.

The performance result from January to June 2018 in Appendix A shows a net actual operational deficit of £70,000.

If compared to the year to date budget, overall this is below our expectation by £60,000 mainly due to the significant reduction in Membership, Facet, Magazine and Sponsorship income coupled with the increases in our other running costs. We have been able to make favourable variance on the staff costs due to using staff time in the implementation of the Public Libraries Skills Strategy (PLSS), not recruiting into vacant posts and reducing our reliance on agency staff.

The Budget centre analysis report (Appendix D) enables CILIP to monitor our financial strategy of tracking expenditure below income by 8% and increasing income by 2% year on year basis. It shows each budget centre performance analysed into income, staffing costs, core business activity cost and running costs.

In terms of our year to date expenditure target, we were 3.76% below income which means that we are below target by 11.76% and if we need to make any savings it would be from our running cost thereby ensuring that our core activities are performed to a very high standard.

In terms of our year to date income target, we were 14.8% below our target of increasing income by 2% compared to 2017. Most of our efforts are now being

of 36

concentrated on membership income growth and diversification of income to ensure the achievement of our financial strategy.

Business activities Rental income has continued to perform well. But the following are currently under-performing:

Membership – As seen in 2.1, individual membership recruitment and retention is under-performing. We had hoped that the new membership proposition would have encouraged more people to join, but it is clear that we need to work harder in selling the offer. Our initial sales campaign (to the HE sector) has proved ineffective. A review of the activity has found that there has been little follow up or targeted marketing. The team have therefore been tasked to revise the marketing plan for Q4. The following revised target campaigns will be delivered in the Autumn:

o September: Heath sectoro October: Higher Education sectoro November: Schools o November/December: Focus on renewals

Facet - We have identified that a range of issues in our supply chain (including the takeover of one of our suppliers) has had a major impact on our sales figures. The team are currently reviewing mitigating actions.

Display advertising – This was impacted by the secondment of Gary Allman to lead Membership Sales.

Sponsorship and Grants - CKG is down by £20k (£17k due to Renaissance Learning and £3,750 from Arts Council funding as a partner made a mistake with a funding application). Started approaching sponsors for 2019, but currently no mitigations in place for 2018.

Events income – At the time of writing we are still awaiting the final results, but the CILIP conference does not appear to have made as much profit as we were expecting for 2018.

Recruitment – Following a meeting with one of the key recruitment agencies that place job adverts with LISJOBNET, we have confirmed that the slowdown in recruitment is market wide.

As at the end of Q2 2018, these business activities are not yet performing at the level required to meet our 2018 targets. There are several likely reasons for this, both internal and external:

of 36

External Ongoing challenging conditions in several of CILIP’s core markets The ongoing trend of retirement not being matched by new entrants to the

profession A continued scepticism in the sector concerning professionalism &

employability

Internal Implementation of new systems, processes and products has caused

disruption Implementation of CILIP Transformation & Modernisation coincides with

business activities Culture of sales and marketing not yet fully established at CILIP Muted response to initial sales campaign for HE librarians Implementation of GDPR legislation has delayed sales activity

In summary, CILIP was at the end of May roughly at the point we had hoped to be in January 2018 in terms of our preparedness and sales performance. The new systems and processes are now bedded-in and we are able to use data for effective sales and marketing. There are positive initial signs of engagement with the new membership offer, particularly:

The establishment of a ‘leads list’ (interested parties – non-members - subscribed to receive marketing communications from CILIP) with over 3,500 new leads. These arose mostly from the HE campaign and the publication of a GDPR Guide behind a ‘registration wall’;

Significant increase of nearly 4,000 new subscribers to LIS-JOB-NET, who have also given permission to receive sales and marketing communications from CILIP;Increases in new memberships and applications to join the CILIP Leaders Network;

Strong engagement with the launch of ‘KM Chartership’, including new members from Knowledge Management community (particularly in the private/corporate sectors);

Positive feedback about CILIP’s overall positioning and the affordability of our products and services, particularly for new entrants to the profession;

An effective ‘clean bill of health’ from CILIP’s GDPR compliance consultant, ensuring that we are able to implement the business activities needed to achieve our objectives.

Corrective action / Learning:We have identified the following mitigating actions:

Individual Membership o Implement ‘quick wins’ to recover incomplete membership applications

and improve retention

of 36

o Special offer to win back members in Q3.o Reviewed HE Sales and Marketing Campaign and reworking campaign

for launch in Q4.o Reviewed Membership proposition as part of ‘Make Membership

Essential’ project and created a plan of action to strengthen and improve awareness of benefits

o Improve our use of analytics to understand and improve the customer journey

o Implemented a combined Events and Memberships bundle offero Reviewed Retired Members membership and implemented a plan to

create member value to slow attrition and improve retention (Q3)

Organisational Membership o Creating a new approach to organisational membership launching in

September 2018o New approach tested with key organisations (August 2018)o Plan for conversion of current organisational members in placeo List of key targets for purchase/upsell of Premier product identified and

meetings booked.

Faceto The team are currently reviewing mitigating actions.

Eventso The team will be running an additional Executive Briefing in an attempt

to mitigate against lost revenue for the yearo Reviewing the onsite pricing model to ensure that costs include the

staffing costs involved in delivering onsite

Display advertisingo We will use our new initiatives in K&IM to reach out to new vendors

and providers to secure advertising in Information Professional and through our online platforms

Sponsorship and Grantso Reviewing all sponsorship opportunitieso We plan to offset some of the risk in our overall business model by

becoming ‘an organisation that bids’. There is significant grant-aid funding available to our sector, including several opportunities to use grant-aid to cover the costs of salaries which would otherwise need to be covered from self-generated revenue.

o Creation of a standard scale for staff full cost recovery (for grants) and consultancy rates

o Initial discussions with Arts Council England regarding funding: A UK version of Every Library

of 36

A large-scale programme of workforce development and capacity building work

Recruitmento Focus on canvassing organisations who have relevant jobs advertised

to encourage them to recruit with uso Plan to push LISJOBNET recruitment to our members

Other activitieso KM Chartership - CILIP has hit upon a significant opportunity to

secure market share in the UK and international Knowledge Management community by launching ‘Knowledge Management Chartership’. The initial development of this product has been extremely well-received and has already generated new memberships from interested parties. Our aim is to begin formal processing of first ‘cohort’ of KM Chartership candidates in October/November.

Alongside the corrective actions listed above, the Transforming CILIP programme will deliver a new organisational structure and culture that is more explicitly focused on generating income and supporting our business activities.

The elements of the programme of culture change are progressing well, with the establishment of the internal Business Development Team and a clearer emphasis and focus on growth, also reflected in new role descriptions across the organisation.

These structural elements include:

Targeting increased capacity toward revenue-generating activities Introducing a new post (Head of Membership) with overall responsibility for

membership growth Introducing a new post (New Business Manager) with responsibility for

implementing new business activities (notably in the K&IM and data space)

CILIP Designated FundsThe following table shows the status of CILIP Designated Funds at 30th June 2018:

Project/Fund

Fund total at

beginning of 2018

Income Expenditure

Current Balance

Invest to save 2016 - 2020My Library by Right legal costs 74,120 74,120My Library by Right campaign 1,504 320 (90) 1,734Capacity development 0 (20,922) (20,922)Infrastructure development 46,121 46,121

of 36

Master plan building repairs as per the Pension Trustee's agreement (24,221) 11,669 (12,552)Product development 55,493 (14,080) 41,413Your Membership (System) 213,680 (22,338) 191,342Your Membership (Capacity) (68,040) (68,040)Subscription review capital funding (93,500) (93,500)

Other CILIP Designated FundsCPD Forum Development fund 4,703 (400) 4,303Membership Network Devt fund 17,585 (7,666) 9,919Total available funds 388,985 11,989 (227,036) 173,938

3.3 Risk


% of Risk Register rated 'High' or 'Extreme' 29% 29% Unqualified audit report Yes

Risks relate to delivering growth and safeguarding CILIP assets.

Corrective action / Learning: Sufficient mitigations are in place to safeguard CILIP assets. Mitigating actions relating to growth have been highlighted in section 2.1.

3.4 Staff Retention


Turnover of staff 5.6% 7.5% Turnover relates to 3 voluntary resignations and 1 retirement.

Corrective action / Learning: None at this time.

3.5 Absences


Reduction in absence levels compared to the previous 12 months / Low absenteeism

1.1% 2.3%

The increase of 2.3% is largely due to two instances of staff being on long-term sick leave.

of 36

Corrective action / Learning: None at this time

of 36

Appendix A: CASH FLOW PROJECTION FOR THE FINANCIAL YEAR 2018

Jan Feb Mar April May June July Aug Sept Oct Nov DecFY18 Total

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000 £'000

BOS Current 107 107BOS Deposit 103 103Cash B/F FY16 210

ReceiptsMembership DDs 28 24 107 48 48 49 49 49 49 49 49 49 598Membership - Full year paid 145 91 8 52 30 61 52 40 31 30 36 25 601Book-point receipts 55 13 38 48 28 32 58 44 45 48 48 74 531Sales Ledger Receipts 82 139 96 141 128 11 297 48 73 75 147 118 1,355M&G Investments and bank interest 14 20 14 14 62IFS Rent Receipts 94 94 94 93 375Vat refund 10 10Art Council (PLSS) 56 14 70Other Rent Receipts 41 41 41 41 43 42 42 42 42 42 42 42 501

Total income 351 322 384 386 297 303 498 237 334 244 332 415 4,103Payments

Monthly Payroll including pension, tax & NI (197) (197) (197) (197) (197) (197) (197) (197) (197) (197) (197) (196) (2,363)Direct debit payments (61) (61) (61) (61) (61) (61) (61) (61) (61) (61) (61) (61) (732)Purchase Ledger Payments (61) (61) (65) (61) (61) (65) (101) (61) (65) (61) (61) (71) (794)VAT payment (7) (19) (5) (31)YM System (41) (41) (41) (41) (45) (41) (41) (41) (41) (41) (41) (42) (497)PLSS Project (56) (56)Reducing pension deficit (85) (79) (79) (79) (322)Refund reserve withdrawal (50) (50)

Total Payments (445

)(417

)(364

)(439

)(439

)(364

)(479

)(365

)(364

)(439

)(360

)(370

) (4,845)

Net cash inflow (outflow) (94) (95) 20 (53)

(142) (61) 19

(128) (30)

(195) (28) 45 (742)

Cash injection from CILIP Reserve account 90 30 20 140M&G investment disposal 200 200 100 500Projected amount available for operations 316 221 241 188 136 105 124 216 186 91 63 108 108

of 36

Appendix B: Restricted Funds and Investments

Restricted fundsRestricted funds are to be used in accordance with specific restrictions imposed by the donors or which have been raised for a particular purpose. The restricted fund deficit of (£11,265) can be broken down as follows;

InvestmentsUp to the end of June 2018 there were disposal of 12,127 units with a disposal proceed of £200,000 to fund the approved projects. CILIP held Restricted and Unrestricted investment units. The value of each fund as at the end of June 2018 is stipulated below;

Fixed Asset - Restricted Investments - Long term December 2017

As at 30 June 2018 Comment

Market value at 1 January £560,070 £599,195Unrealised gain/(unrealised loss) on revaluation of investment portfolio £39,125 (£6,113)Market value at £599,195 £593,082

Original cost of the investment £234,932 £234,932Cumulative Revaluation gains £364,263 £358,150

Fixed Asset - Unrestricted Investments - Short term December 2017

As at 30 June 2018

Market value at 1 January £1,703,879 £1,416,615

Disposals of 12,127 units in FY18 (£400,000) (£200,000)No of units left 71,993

Realised gain(losses) £21,125 £791Unrealised gain/(unrealised loss) on revaluation of investment portfolio £91,611 (£13,332)Market value at £1,416,615 £1,204,075

Original cost of the investment £570,963 £492,858

of 36

Cumulative Revaluation gains £845,652 £711,217

Appendix C - Performance drivers report as at June 2018Year to Date 2018 2017 YTD 2018/2017

Actual BudgetBudget

variance Actual

Actual Compariso

nIndividual member 624,819 690,000 (65,181) 786,121 (161,302)Organisational member 49,120 49,120 49,120Rental income 471,897 446,768 25,129 416,250 55,647Events income 80,054 62,166 17,888 51,700 28,354Facet income 228,457 296,886 (68,429) 268,910 (40,453)Magazine income 170,032 238,564 (68,532) 227,845 (57,813)Qualification income 26,740 17,100 9,640 80,227 (53,487)Onsite training income 29,216 14,496 14,720 24,098 5,118Investment income 23,849 34,001 (10,152) 34,001 (10,152)Sponsorship income 59,060 89,000 (29,940) 124,745 (65,685)Catering & room bookings 37,427 34,779 2,648 34,102 3,325Network only membership 1,114 3,000 (1,886) 880 234Miscellaneous income 6,882 96 6,786 12,929 (6,047)

Total Income1,808,66

71,926,85

6 (118,189) 2,061,808 (253,141)

Staff costs1,114,94

0 1,236,078 121,138 1,162,793 47,853Agency staff costs 580 12,613 12,033 11,383 10,803Capacity building-Investment to save project (20,922) (20,922) 0 (40,098) (19,176)

Total Staffing Costs1,094,59

81,227,76

9 133,171 1,134,078 39,480Events cost 21,852 18,650 (3,202) 22,389 537Facet costs 100,521 149,965 49,444 131,209 30,688Magazine costs 59,691 56,220 (3,471) 61,152 1,461Onsite training costs 25,175 18,720 (6,455) 13,968 (11,207)Qualification costs 11,203 11,456 253 8,164 (3,039)Network only membership transfer 2,300 2,300 630 630

Total core costs 218,442 257,311 38,869 237,512 19,070Member Network costs 52,734 47,566 (5,168) 46,682 (6,052)IT Costs 121,413 78,366 (43,047) 125,719 4,306Office costs 87,451 62,534 (24,917) 80,037 (7,414)Building costs 51,224 44,238 (6,986) 50,174 (1,050)Stationery, printing & postage 13,718 7,939 (5,779) 8,625 (5,093)Telecommunications 21,199 21,738 539 17,605 (3,594)VAT 14,603 18,360 3,757 18,359 3,756Other staff costs 24,327 36,746 12,419 37,771 13,444Committees 26,417 15,632 (10,785) 29,443 3,026Projects cost re-imbursement-invest to save (156,037) (156,036) 1 156,037Consultancy services 2,752 4,580 1,828 445 (2,307)Legal & Professional fees 7,341 3,638 (3,703) 4,042 (3,299)Subscription to organisations 26,092 28,120 2,028 28,592 2,500Audit 0 0Catering and room bookings costs (191) (3,650) (3,459) (4,199) (4,008)Communication & Marketing costs 7,394 6,020 (1,374) 10,503 3,109Bank charges 7,494 7,179 (315) 7,975 481Awards costs 83,841 63,500 (20,341) 110,753 26,912Miscellaneous expenditure 16,563 8,472 (8,091) 31,075 14,512Total Other Running Costs 408,335 294,942 (113,393) 603,601 195,266

of 36

Total Costs1,721,37

51,780,02

2 58,647 1,975,191 253,816

of 36

CILIP'S PERFORMANCE REPORT CONTINUED

Year to Date 2018 2017 YTD 2018/2017

ActualReforecas

tBudget

variance Actual

Actual Compariso

n

Performance Management Surplus/(Deficit) 87,292 146,834 (59,542) 86,617 675Reducing pension deficit (157,500) (157,500) 0 (169,134) 11,634Redundancy costs 0 0

Unrestricted funds operational surplus / (deficit) (70,208) (10,666) (59,542) (82,517) 12,309

Designated Fund surplus/(deficit) (262,358) (143,746) (118,612)

Restricted fund surplus/(deficit) (11,265) 8,456 (19,721)

Unrestricted Investment gains/(losses) (12,541) 75,747 (88,288)

Net movement in funds(356,372

) (142,060) (214,312)

Miscellaneous Income and Expenditure stated above is analysed below for transparency purposes;

Miscellaneous analysisActual Income Miscellaneous analysis

Actual Expenditure

Stewards services £300 Ethics review £1,754 General donation from members £1,110 Purchase of Publications £1,175

Training voucher donation £12 Credit card staff travels & subsistence £5,362

Samuel French Lt Royalties £43 Million decision campaign £917 Million decision campaign income £5,417 Wales subsistence £1,169

Facet exhibition costs £618 ICT Misc £5,568

£6,882 £16,563

of 36

Appendix D: Budget Centre Analysis Report

Activity Description2018 Total Actual Income

2018 Actual Staffing costs

2018 Actual Core Business activity costs

2018 Actual Running costs

2018 Total Actual costs

2018 Actual YTD Net Contribution

2018 Budget YTD Net Contribution

2018 Actual / 2018 Budget YTD comparisons

Professional Services CILIP Member Network (£12,840) (£12,840) (£12,840) (£12,840)Special Interest Group (£28,500) (£28,500) (£28,500) (£28,500)

Director of Professional services (£39,409) (£6,949)

(£46,358)(£46,358) (£46,358)

CILIP Information Professionals £170,032 (£141,295) (£54,564) (£6,127) (£201,986) (£31,954) (£31,954)Customer services department £676,163 (£69,523) (£2,875) (£72,398) £603,765 £603,765Membership services team £26,740 (£134,211) (£5,912) (£15,737) (£155,860) (£129,120) (£129,120

)£872,935 (£384,438) (£104,691) (£28,813) (£517,942) £354,993 £0 £354,993

Business activities Facet Publishing £228,457 (£106,677) (£89,810) (£1,747) (£198,234) £30,223 £30,223Events £80,054 (£62,465) (£17,811) (£80,276) (£222) (£222)

£308,511 (£169,142) (£107,621) (£1,747) (£278,510) £30,001 £0 £30,001

Activities to generate funds

Facilities £300 (£68,328) (£105,579) (£13,726) (£187,633) (£187,333) (£187,333)

Rental Income £471,897 £0 £471,897 £471,897Catering & Room Bookings £53,924 (£480) (£15,540) (£286) (£16,306) £37,618 £37,618

Treasury Management £23,905 £65,000 (£38,815) (£26) £26,159 £50,064 £50,064

£550,026 (£3,808) (£159,934) (£14,038) (£177,780) £372,246 £0 £372,246

External relations Policy (£74,152) (£19,735) (£3,425) (£97,312) (£97,312) (£97,312)

Communication £59,060 (£83,935) (£82,635) (£6,805) (£173,375) (£114,315) (£114,315)

£59,060 (£158,087) (£102,370) (£10,230) (£270,687) (£211,627) £0 (£211,627)

Support Activities Finance (£71,504) (£2,204) (£475) (£74,183) (£74,183) (£74,183)

ICT Support (£98,701) (£141,722) (£23,224) (£263,647) (£263,647) (£263,647)

Human Resources (£57,680) (£6,115) (£2,884) (£66,679) (£66,679) (£66,679)

£0 (£227,885) (£150,041) (£26,583) (£404,509) (£404,509) £0 (£404,509)

Governance activities - CEO office £5,417 (£69,028) (£12,141) (£16,919) (£98,088) (£92,671) (£92,671)

Devolved offices

of 36

CILIP Cymru (£49,671) (£3,579) (£53,250) (£53,250) (£53,250)CILIP in Ireland (£17,010) (£678) (£17,688) (£17,688) (£17,688)CILIP in Scotland (£56,162) (£11,000) (£67,162) (£67,162) (£67,162)

£0 (£122,843) (£11,000) (£4,257) (£138,100) (£138,100) £0 (£138,100)

Total Core activities before projects

£1,795,949

(£1,135,231)

(£647,798)

(£102,587)

(£1,885,616) (£89,667) £0 (£89,667)









Board strategic plan Projects

Reimbursement of invest to save project from Designated funds

£20,922 £20,922 £20,922

YM Implementation-year 2 £161,540 £161,540 £161,540

Head office Master plan Refurbishment costs (£17,503) (£17,503) (£17,503)

Art Council management costs £12,000 £12,000 £12,000

Total Non-Recurrent projects £0 £20,922 £156,037 £0 £176,959 £176,959 £149,465 £27,494

Total operational activities £1,795,949 (£1,114,309) (£491,761) (£102,587) (£1,708,657) £87,292 £149,465 (£62,173)

Pension deficit reduction (£157,500) (£157,500) (£157,500) (£157,500)Redundancy costs £0 £0 £0Total other commitments £0 £0 (£157,500) £0 (£157,500) (£157,500) £0 (£157,50

0)

NET surplus/(deficit) £1,795,949

(£1,114,309)

(£649,261)

(£102,587)

(£1,866,157) (£70,208) £149,465 (£219,67

3)

Tracking expenditure below income by 8%

2018 Total income £1,795,949

2018 Total expenditure £1,866,157

2018 Expenditure as a % of income -3.76%

Expected Expenditure savings to meet our operational plan target of 8% below income 11.76%

Targeting Income increasing by 2% year on year

2017 Year-to- date Actual total income £1,771,841

of 36

2018 Year-to-date Actual total income £1,544,299

2017/2018 year on year income % increase -12.84%

Expected increase in income to meet CILIP's operational plan target 14.84%

Total net % required to meet operational plan target 26.60%

Annex A - Performance drivers report as at 31st July 2018Year to Date 2018 2017 YTD 2018/2017

Actual BudgetBudget

variance Actual

Actual Compariso

nIndividual member 687,378 805,000 (117,622) 914,703 (227,325)Organisational member 55,055 55,055 55,055Rental income 550,817 520,424 30,393 492,890 57,927Events income 208,097 261,527 (53,430) 218,219 (10,122)Facet income 270,404 354,924 (84,520) 333,801 (63,397)Magazine income 186,659 270,206 (83,547) 255,816 (69,157)Qualification income 30,285 19,952 10,333 85,406 (55,121)Onsite training income 35,590 16,912 18,678 33,614 1,976Investment income 26,043 34,001 (7,958) 34,001 (7,958)Sponsorship income 59,060 94,000 (34,940) 133,065 (74,005)Catering & room bookings 40,645 41,447 (802) 35,074 5,571Network only membership 1,440 3,000 (1,560) 884 556Miscellaneous income 13,672 96 13,576 13,429 243

Total Income2,165,14

52,421,48

9 (256,344) 2,550,902 (385,757)

Staff costs1,315,61

1 1,442,091 126,480 1,354,683 39,072Agency staff costs 759 14,376 13,617 11,466 10,707Capacity building-Investment to save project (24,410) (24,409) 1 (46,781) (22,371)

Total Staffing Costs1,291,96

01,432,05

8 140,098 1,319,368 27,408Events cost 133,325 145,650 12,325 126,166 (7,159)Facet costs 120,764 178,704 57,940 156,603 35,839Magazine costs 72,407 71,095 (1,312) 77,989 5,582Onsite training costs 29,495 22,640 (6,855) 20,516 (8,979)Qualification costs 12,044 13,151 1,107 9,328 (2,716)Network only membership transfer 2,300 2,300 630 630

Total core costs 368,035 433,540 65,505 391,232 23,197Member Network costs 56,043 50,291 (5,752) 46,682 (9,361)IT Costs 125,310 91,427 (33,883) 142,361 17,051Office costs 96,541 73,341 (23,200) 94,412 (2,129)Building costs 46,314 51,571 5,257 57,323 11,009Stationery, printing & postage 16,447 9,254 (7,193) 10,193 (6,254)Telecommunications 21,684 25,361 3,677 20,615 (1,069)VAT 14,603 18,360 3,757 18,359 3,756Other staff costs 31,562 46,035 14,473 45,317 13,755Committees 37,126 19,035 (18,091) 37,521 395Projects cost re-imbursement-invest to save (180,043) (180,042) 1 (48,578) 131,465Consultancy services 2,752 4,580 1,828 445 (2,307)

of 36

Legal & Professional fees 7,341 3,638 (3,703) 4,042 (3,299)Subscription to organisations 27,485 28,184 699 29,419 1,934Audit 0 0Catering and room bookings costs (247) (2,200) (1,953) 3,882 4,129Communication & Marketing costs 10,434 7,850 (2,584) 14,049 3,615Bank charges 7,859 9,164 1,305 8,650 791Awards costs 93,634 72,500 (21,134) 117,731 24,097Miscellaneous expenditure 20,560 12,086 (8,474) 36,344 15,784Total Other Running Costs 435,405 340,435 (94,970) 638,767 203,362

Total Costs2,095,40

02,206,03

3 110,633 2,349,367 253,967

CILIP'S PERFORMANCE REPORT CONTINUED

Year to Date 2018 2017 YTD 2018/2017

ActualReforecas

tBudget

variance Actual

Actual Compariso

n

Performance Management Surplus/(Deficit) 69,745 215,456 (145,711) 201,535 (131,790)Reducing pension deficit (183,750) (183,750) 0 (197,323) 13,573Redundancy costs 0 0

Unrestricted funds operational surplus / (deficit)

(114,005) 31,706 (145,711) 4,212 (118,217)

Designated Fund surplus/(deficit) (308,366) (212,023) (96,343)

Restricted fund surplus/(deficit) (8,547) 15,726 (24,273)

Unrestricted Investment gains/(losses) (9,329) (56,798) 47,469

Net movement in funds(440,247

) (248,883) (191,364)

Miscellaneous Income and Expenditure stated above is analysed below for transparency purposes;

Miscellaneous analysisActual Income Miscellaneous analysis

Actual Expenditure

of 36

Stewards services £300 Ethics review £2,650 General donation from members £1,110 Purchase of Publications £1,175

Training voucher donation £12 Credit card staff travels & subsistence £3,678

Samuel French Lt Royalties £43 Million decision campaign £1,254 Million decision campaign income £5,417 Wales subsistence-PLSS £2,192 RDA Board contributions £6,789 Facet exhibition costs £1,559

ICT Misc £5,692 Library changes live £1,245 Hospitality £697 Privacy project £418

£13,671 £20,560

of 36

Annex B CASH FLOW PROJECTION FOR THE FINANCIAL YEAR 2018 at 31st July 2018

Jan Feb Mar April May June July Aug Sept Oct Nov DecFY18 Total

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000

£'000 £'000

BOS Current 107 107BOS Deposit 103 103Cash B/F FY17 210

ReceiptsMembership DDs 28 24 107 48 48 49 49 49 49 49 49 49 598Membership - Full year paid 145 91 8 52 30 31 40 20 31 30 36 25 539Book-point receipts 55 13 38 48 28 32 51 15 45 48 48 74 495Sales Ledger Receipts 82 139 96 141 128 55 116 109 90 101 134 130 1,321M&G Investments and bank interest 14 20 14 14 62IFS Rent Receipts 94 94 94 93 375Vat refund 20 10 30Art Council (PLSS) 56 14 70Other Rent Receipts 41 41 41 41 43 43 43 43 53 53 53 53 548

Total income 351 322 384 386 297 304 313 270 362 281 330 438 4,038PaymentsMonthly Payroll including pension, tax & NI (197) (197) (197) (197) (197) (197) (197) (188) (182) (182) (182) (182) (2,295)Direct debit payments (61) (61) (61) (61) (61) (61) (61) (61) (61) (61) (61) (61) (732)Purchase Ledger Payments (61) (61) (65) (61) (61) (66) (101) (175) (65) (61) (61) (69) (907)VAT payment (7) (19) (26)YM System (41) (41) (41) (41) (45) (41) (41) (41) (41) (41) (41) (42) (497)PLSS Project (56) (56)Reducing pension deficit (85) (79) (79) (79) (322)Refund reserve withdrawal (50) (50)Total Payments

(445)

(417)

(364)

(439)

(439)

(365)

(479)

(465)

(349)

(424)

(345)

(354)

(4,885)

Net cash inflow (outflow) (94) (95) 20 (53)

(142) (61)

(166)

(195) 13

(143) (15) 84 (847)

Cash injection from CILIP Reserve account 90 30 20 140M&G investment disposal 200 150 150 97 597Projected amount available for operations 316 221 241 188 136 105 89 44 57 31 16 100 100

of 36

Annexe C: BUDGET CENTRE ANALYSIS REPORT at 31st July 2018









Professional Services CILIP Member Network (£12,840) (£12,840) (£12,840) (£12,346) (£494)Special Interest Group (£31,500) (£31,500) (£31,500) (£26,370) (£5,130)

Director of Professional services £6,789

(£45,976) (£7,547)(£53,523)

(£46,734) (£46,958) £224

CILIP Information Professionals £186,659 (£165,026) (£71,567) (£2,828) (£239,421) (£52,762) £44,180 (£96,942)Customer services department £744,983 (£85,946) (£2,875) (£88,821) £656,162 £723,421 (£67,259)Membership services team £30,285 (£156,913) (£10,227) (£18,063) (£185,203) (£154,918) (£188,588) £33,670

£968,716 (£453,861) (£129,009) (£28,438) (£611,308) £357,408 £493,339 (£135,931)

Business activities Facet Publishing £270,404 (£113,438) (£104,767) (£18,502) (£236,707) £33,697 £58,918 (£25,221)Events £243,688 (£72,441) (£162,821) £186 (£235,076) £8,612 £28,844 (£20,232)

£514,092 (£185,879) (£267,588) (£18,316) (£471,783) £42,309 £87,762 (£45,453)

Activities to generate funds

Facilities £300 (£80,198) (£107,987) (£16,311) (£204,496) (£204,196) (£193,398) (£10,798)Rental Income £550,817 £0 £550,817 £520,424 £30,393Catering & Room Bookings £58,242 (£480) (£16,583) (£286) (£17,349) £40,893 £43,647 (£2,754)Treasury Management £26,099 £65,000 (£38,504) (£29) £26,467 £52,566 (£7,346) £59,912

£635,458 (£15,678) (£163,074) (£16,626) (£195,378) £440,080 £363,327 £76,753

External relations Policy (£83,854) (£20,489) (£4,075) (£108,418) (£108,418) (£122,671) £14,253Communication £59,060 (£88,457) (£93,634) (£14,418) (£196,509) (£137,449) (£93,781) (£43,668)

£59,060 (£172,311) (£114,123) (£18,493) (£304,927) (£245,867) (£216,452) (£29,415)

Support Activities Finance (£82,920) (£2,548) (£525) (£85,993) (£85,993) (£86,537) £544ICT Support (£115,682) (£145,367) (£26,200) (£287,249) (£287,249) (£279,633) (£7,616)Human Resources (£67,291) (£7,549) (£3,016) (£77,856) (£77,856) (£82,249) £4,393

£0 (£265,893) (£155,464) (£29,741) (£451,098) (£451,098) (£448,419) (£2,679)

Governance activities - CEO office £5,417 (£80,530) (£20,091) (£20,018) (£120,639) (£115,222) (£109,669) (£5,553)

Devolved offices CILIP Cymru (£57,946) (£4,680) (£62,626) (£62,626) (£58,292) (£4,334)CILIP in Ireland (£19,528) (£678) (£20,206) (£20,206) (£23,700) £3,494CILIP in Scotland (£68,486) (£11,000) (£79,486) (£79,486) (£76,891) (£2,595)

£0 (£145,960) (£11,000) (£5,358) (£162,318) (£162,318) (£158,883) (£3,435)

of 36

Total Core activities before projects

£2,182,743

(£1,320,112)

(£860,349)

(£136,990)

(£2,317,451) (£134,708) £11,005 (£145,71

3)

Activity Description

2018 Total Actual Income








Board strategic plan Projects

Reimbursement of invest to save project from Designated funds

£24,410 £24,410 £24,410

Product development £109,083 £109,083 £109,083

YM Implementation-year 2 £79,380 £79,380 £79,380

Head office Master plan Refurbishment costs

(£20,420) (£20,420) (£20,420)

Art Council management costs £12,000 £12,000 £12,000

Total Non-Recurrent projects £0 £0 £204,453 £0 £204,453 £204,453 £204,451 £2

Total operational activities £2,182,743 (£1,320,112) (£655,896) (£136,990) (£2,112,998) £69,745 £215,456 (£145,71

1)Pension deficit reduction (£183,750) (£183,750) (£183,750) (£183,750) £0Redundancy costs £0 £0 £0Total other commitments £0 £0 (£183,750) £0 (£183,750) (£183,750) (£183,750) £0

NET surplus/(deficit) £2,182,743 (£1,320,112) (£839,64

6)(£136,99

0)(£2,296,74

8) (£114,005) £31,706 (£145,711)

Tracking expenditure below income by 8%

2018 Total income £2,182,743

2018 Total expenditure £2,296,748

2018 Expenditure as a % of income -4.96%Expected Expenditure savings to meet our operational plan target of 8% below income 12.96%

Targeting Income increasing by 2% year on year

2017 Year-to- date Actual total income £2,568,942

2018 Year-to-date Actual total income £2,182,743

2017/2018 year on year income % increase -15.03%

Expected increase in income to meet CILIP's operational plan target 17.03%

of 36

Total net % required to meet operational plan target 30.00%

of 36

branch and group review - cilip · web view- cilip has hit upon a significant opportunity to...

Documents