Post on 11-Aug-2020
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
() () ()
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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
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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
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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.
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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
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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
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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
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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.
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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
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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
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plet
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ews
AC
TIO
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for
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WPD
ares
1im
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ente
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ntre
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rces
ses
1.1
Cus
tom
erC
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port
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udits
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and
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erto
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k
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ken
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ort
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ager
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ittal
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rrrr
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errr
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tud
11
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ies
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tinua
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nste
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gde
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ped
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gres
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abe
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ade
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Nor
veto
ioin
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arke
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alio
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aint
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fect
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ices
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ity
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ms
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oung
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a
Dam
age
top
eo
ple
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mp
en
sati
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safe
tycom
mit
tee
for
NPS
Hea
lth
and
Saf
ety
RE
SUL
TS
IN:
Lo
ss
of
reputa
tion!
Barn
sle
yLt
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om
mit
tee-
Imp
lem
en
tati
on
(inance
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ealth
and
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ly
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ea
buy
back
ania
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mee
ffo
ras
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ance
from
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asis
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alth
and
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team
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kto
an
fop
theal
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ce
2.T
hem
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rity
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aff
have
inth
efi
eld
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hand
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accre
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ed
toth
e
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lyC
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sch
em
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r
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man
ager
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dcu
eoper
ativ
es
Deeclo
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nual
loca
l3.
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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
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iiinn
gac
ross
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ofst
aff
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rea
ari
skm
anag
emen
tac
tion
plan
now
inpl
ace
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this
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enit
nre
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ghth
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n
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ory
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the
abili
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sm
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SUL
TS
IN:
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tion
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ther
resp
onsi
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ties
atin
divi
dual
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agem
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effo
rtin
alte
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lsto
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hen
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inat
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inth
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ities
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agem
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ry
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nder
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nce
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neto
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pra
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vsiy
man
agin
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pson
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eith
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cyto
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po
rnu
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TE
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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
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ithll
tem
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opri
atei
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port
from
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whe
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rfor
man
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sues
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tifie
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nned
war
nm
anag
er3.
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ied
lear
nir
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cle
ader
ship
trai
ning
lead
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iptn
cns’
ig.
has
now
becc
ecle
rtah
enicy
all
team
lead
ers.
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ion
plai
ceto
roil
out
thec
rtw
inin
gha
sal
sobe
enim
pler
nont
ect.
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go
ry
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ersonnel
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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
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yst
aff
thro
ugh
stre
ssan
d/or
find
ing
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rem
ploy
men
tR
ESU
LT
SIN
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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.