bbc people: human resources...

BBC People: human resources operationsPricewaterhouseCoopers LLP review presented to the BBC Governors’ Audit Committee,March 2005, and a response to the review from the BBC

EMBARGOThe content of this document is strictly embargoed until10am on Thursday 27 April 2006. Before that time, noneof the contents may be published or broadcast in anyform, nor any approach made.

This study by PricewaterhouseCoopersLLP (PwC) is part of a programme ofreviews assessing value for money acrossthe BBC. A key constituent of the overallprogramme is the appointment of externalagencies to undertake reviews of certaintopics, as selected by the BBC Governors’Audit Committee.This study examineswhether the BBC’s human resources (HR)operation, BBC People, is achieving bestvalue for licence fee payers.

PwC carried out the fieldwork for thisstudy between November 2004 andJanuary 2005. Publication of the study wasdelayed following advice given to theBoard of Governors that publication couldbe prejudicial whilst the BBC wasundertaking a competitive process forselecting an outsourced HR provider. Thatprocess is now complete and Capita hasbeen selected as the preferred supplier.

The review considered the BBC’s HRfunctions and training services, assessedthe extent to which they meet the needsof the BBC and deliver value for money,and identified a range of potential futureoptions and recommendations.The reviewhas validated many of the findings fromBBC management’s own review of HRfunctions and training services.

PwC’s study has provided the Board ofGovernors with valuable advice on furtherdeveloping and refining the BBC’s currentservice provision.We accept the report’sconclusions and recommendations andhave already approved a range ofinitiatives that will improve service deliveryand provide substantial savings for licencefee payers.

The Board has considered and endorsedmanagement’s proposals to address thereport’s recommendations.The attachedresponse by BBC management broadlyoutlines the plans for the next phase oftransformational change.These includestreamlining the service further andresponding to the changing requirementsof the BBC’s structure and activities.

While the implementation of this changeprogramme is the responsibility of theDirector-General and his managementteam, we will continue to assess thedelivery of the proposed changes throughour regular monitoring of value-for-moneyreforms.

Board of GovernorsMarch 2006

BBC People:human resources operationsBBC response to the PricewaterhouseCoopers LLP Value for Money study

The BBC welcomes PwC’s recognition ofthe progress made in improving its service,achieving cost reductions, and reorganisingthe human resources (HR) and trainingand development delivery model.Thereport highlights that BBC People hasactively taken steps to automate andimprove administrative processes, includingthe adoption of clear communicationprocesses and consistent recruitment andselection services.

The BBC accepts the four key findings ofthe review and, as stated below, is takingactive steps to address them and improvethe services provided.The key findings are:

•headcount and costs remain high

•the delivery model is still overly complex

•the overall scope of the service wouldbenefit from greater clarity with moreconsistent measurements, and

•line manager accountability for peoplemanagement in the organisation needsgreater consistency

PwC has also recognised that BBC Peoplehas received numerous industry awards forits services and is a model of leadingprofessional practice in many areas andproducts, and that recent surveys suggestthat the quality of the service isappreciated by customers. For example, inRecruitment and HR Operations, 75% ofcustomers rated the service as good orvery good, and in Training andDevelopment, 86% of training delegatessaid that the training received wasappropriate to their needs.

Continuing to improve the BBC’s HR function

The BBC’s HR operations have undergoneconsiderable change since 2001 toimprove the delivery of HR and trainingand people development services.

Historically, the delivery of HR and trainingand development services had beenwidely distributed across the BBC and awide variety of approaches had beenemployed to support people management.As PwC recognised, the current modelwas designed to create an efficient,centralised administration function, whileretaining a professional support service forline managers through divisionally focusedHR teams.The new model was therefore aradical departure from the previous mixedmodel of delivery, and these changesreleased £19million of ongoing savings forthe BBC.

The changes, including cost reductions andservice improvements, established a strongplatform on which to develop the HRfunction further.This development wasincorporated into the BBC’s overallrestructuring programme in December2004.The report by PwC, which wascarried out during these internal BBCefficiency reviews, confirms the need forfurther work to be undertaken in order toimprove the service.

Plans have been developed for the nextphase of transformational change and arenow being implemented. Overall, the latestplans for change will see: a furtherstreamlined service, driving change andimprovements in business performanceacross the BBC at corporate and divisionallevels; innovative strategic thinking andleadership on the BBC’s major peopleissues; a strong focus on continuousimprovement and efficient delivery oftransactional activity; a new relationshipwith the business focused on adding value;the organisation’s capability beingchallenged and developed to meetaudience needs of tomorrow.

Responding to the report’srecommendations andconclusions

PwC has made valuable observations andrecommendations within the report whichthe BBC is actively taking steps to address.

Since the report, the BBC has selectedCapita as its preferred supplier for a 10-year contract to provide HR Services.Around 260 jobs will be transferring toCapita when the contract begins on 1stApril, and the BBC expects to save over£50m over the life of the contract.

Specifically, the BBC would like to highlightthe following:

1 Headcount and costs are being significantly reducedPwC identified that there is potentialto further improve the quality ofservices offered and reduce costs andheadcount. At the time of PwC’sfieldwork in January 2005, there were960 staff in BBC People. PwC hasestimated that the new servicedelivery model will require 420 staff, areduction of 540 staff and associatedcosts of £18million per annum.

In line with PwC’s analysis and as partof BBC-wide changes, BBC People’scontribution is a planned reduction instaff costs by circa 25% and areduction in headcount by circa 50%,including outsourcing elements of itsservice to Capita. Change plans are inplace and being implemented, and BBCPeople is making good progresstowards the savings targets.Thechanges will radically alter the size andshape of the function at the same timeas BBC People is working to maintainthe levels of satisfaction with theservice from its internal and externalcustomers.While BBC Peoplerecognises that headcount and costsare comparatively high, inbenchmarking its services account

BBC People:human resources operationsBBC management response to the report’s key findings

needs to be taken of employee mix(many employees are contracted on ashort-term basis only for short runs ofprogrammes), culture and churn. All ofthis creates a degree of complexityand volume for BBC People servicesthat is not as prevalent in organisationsused in the benchmarking exercise.

2 The service is being simplified for its customersIn the major restructure of 2001, BBCPeople introduced a significant numberof specialist roles.These were intendedto recognise specific organisationalweaknesses, including internalcommunications, development focus inthe divisions, strategic developmentplanning, and issues around thediversity of the workforce.Theintroduction of these specialists hasheightened the awareness of theimportance of the issues, embeddedthem within the regular practices ofthe business and helped move theorganisation forward. However, BBCPeople has recognised that the needfor this specialist input has nowreduced.The new model developedreduces the number of specialists inthe field considerably, and thereforealso the required number of contactpoints for managers, while safeguardingfunctional centres of excellence.Theprogress that PwC identified in processsimplification remains an ongoingpriority for the division and furtherdevelopment of e-services continues.

3 BBC People is providing greater clarity onthe overall scope of the service andimplementing a more consistent processof measurementBBC People recognises the strongidentities of each of its functions andthe consequent inherent difficulties inco-ordination of its services.The newsimplified model establishes the needfor greater synergies and

communication across BBC People todeliver the best service to customers.The aim is to centralise performancemonitoring with clearer servicedelivery objectives and accountabilityto ensure a tighter focus onmeasurement of BBC People and itsobjectives.

As identified in the PwC report, BBCPeople has already begun aprogramme of prioritising andmanaging project activity.This willensure a more consistent approach toinitiating, monitoring, progress trackingand benefits realisation. In addition, thenew model for delivery will formaliseproject commissioning even further.

BBC People will be continuing with itsrecent introduction of a moresystematic approach to training anddevelopment evaluation. Its early focushas been on the major trainingprogrammes, for example theLeadership Programme, and the plan isto roll this approach out across alltraining and development activity.

4 BBC People is implementing aprogramme to support greaterconsistency in line manageraccountability for people management inthe organisationThere is a wide variation in linemanager capability. Historically, BBCPeople has filled the gap where therehave been line manager capability issues,blurring the lines of accountability.Thesignificant reduction in the costs andheadcount of BBC People will require a corresponding reappraisal of the roleof the line manager, with more explicitrequirements in accountability for allpeople issues.This reappraisal will creategreater clarity about what the BBCexpects of its line managers, withgreater consistency across theorganisation.

In order to enable this change, BBCPeople will provide a variety ofsupport focused on developingmanagers to take on theseresponsibilities (including coaching andtargeted training).The continuousevaluation of the LeadershipProgramme is identifying opportunitiesto increase the development of day-to-day management tools which canbe used by managers throughout theorganisation. BBC People will also setclear boundaries with its employees asto where responsibility lies for peopleand people-related activity. Plans arealso in place for a new funding modelfor training and development that willallow greater organisational focus onstrategic activity that will take the BBCforwards in the digital age.

As part of the employee relationsstrategy, BBC People will continue toreview the processes that managersfind most complex, with a view tomaking them as simple as legislationand the real requirements of BBCpolicy will allow.

March 2006

Review of BBC PeoplePricewaterhouseCoopers LLP review presented to theBBC Governors’ Audit Committee, March 2005

0600348_BBC-Review of People(v0.1).qxd 19/04/2006 17:10 Page 1

2 Review of BBC People, March 2005

Contents

Background

1 Contents 2

Preface 3

Summary and conclusion 4

2 Introduction and background 12

Findings

3 Although progress has been made, both headcount and costs remain high compared with other organisations 17

4 Improvements have been made to the BBC People service delivery model, but it remains overly complex 19

5 Services are clearly defined and measured in some parts of BBC People, but there is a lack of clarity about the overall scope of service 24

6 Line manager accountability for people management is understood for certain processes, but there is inconsistency between Divisions 27

Recommendations

7 Recommendations 30

Appendix

8 Appendix 34

1


3Review of BBC People, March 2005

Preface1

Preface

This report is one of a series of reviews that assess valuefor money across the British Broadcasting Corporation(BBC). The programme of reviews was selected by theBBC Governors' Audit Committee.

This report was prepared by PricewaterhouseCoopers LLP("PwC") for the Governors of the BBC. In the report weexamine whether the BBC's human resource operations(BBC People) are achieving best value for Licence Feepayers.

This report has been prepared for and only for the BBC inaccordance with the terms of our engagement letter,dated 1 November 2004, and for no other purpose. Wedo not accept or assume any liability or duty of care forany other purpose or to any other person to whom thisreport is shown or into whose hands it may come, savewhere expressly agreed by our prior consent in writing.

We have not carried out an audit of the BBC's financialstatements. Our work has been based primarily oninternal management information provided by the BBC,which we have not verified or corroborated.



1 Summary and conclusion

Introduction

The BBC has commissioned a Value for Money (VFM)review of the BBC People Division. The review is set withinthe context of the BBC's commitment to excellence andaims to identify further improvements without underminingthe existing scope and quality of service.

Ensuring value for money is a core responsibility of theBBC Governors as stated in the Royal Charter. For theBBC, addressing this means delivering services:

• to clear standards (quality output);• by the most effective, economic and efficient means

available (cost effective); and• with continuous improvement in the way in which

functions are exercised (service enhancement).

BBC People refers to the BBC's overall HR, Training andDevelopment function, which encompasses a range ofpeople-related services that are described in detail in thisreport.

Throughout this document we refer to the Training andDevelopment function within BBC People as PeopleDevelopment (PD). We have reviewed the BBC's HR,Training and Development services, assessed the extentto which they meet the needs of the Corporation anddeliver value for money and identified a range of potentialoptions and recommendations for the future.

Context

BBC People was set up in its current form in 2001 as partof a programme of continuous improvement in the deliveryof HR, Training and Development services. Historically,such services had been widely distributed across the BBCand a variety of approaches had been employed tosupport people management. The current model wasengineered to create an efficient, centralised administrationfunction, while retaining a professional support service forline managers through divisionally focused HR teams. Itincluded specialist functions to deliver deep expertise andto support pan-BBC and divisional developmentprogrammes. The model also provided a fullerunderstanding of the BBC's overall spend on training anddevelopment. Systems and processes were set in place toestablish demand and manage supply.

BBC People supports both internal and externalcustomers. Internal customers include applicants, staffand managers (including Freelances) across all BBCdivisions. External customers include applicants,pensioners, and participants on BBC People Developmenttraining courses.

A number of factors drive demand for support for peoplemanagement and development. The BBC is a knowledge-based organisation and an industry leader working in acompetitive environment for skills. As such, recruiting,retaining and developing staff is important and likely toplace relatively high demand on management andprofessional support. This demand is likely to be amplifiedby a number of other factors within the Corporation,particularly:

• variations in capability and confidence among the linemanager population, impacting on the degree ofprofessional support required. In addition in certainparts of the business, programme makers bought in ona freelance basis find themselves with linemanagement responsibility for the duration of aprogramme;

• policy complexity, driving the levels of management,professional and administration effort required;

• high volume of transactional activity driven by numbersof recruits to the BBC (many of which are short term)plus high numbers of internal movements and acomplex contractual mix (including 11,500 freelance,7,000 casual staff and 4,230 fixed-term contracts);

• demands of the modernisation agenda, adding changeand project management burdens to the day-to-dayoperational load; and

• the public profile of the BBC and perceptions of a needto set high standards in terms of employment practice.




The restructuring programme announced by the BBC inDecember 2004, following internal Value for Moneyreviews, will create additional demand for support fromBBC People to plan and implement changes.

As part of its commitment to continuous improvement,BBC People has already released £19m of ongoingsavings for the BBC. Below are some examples of whereprogress has been made.

• Developing and delivering high quality products,services and processes. Between 2002 and 2004 BBCPeople won a number of external awards, including:• HR Excellence Award for 'Best Transformation of

HR using IT', 2002;• Diversity in Employment Champion Award for the

Extend Scheme at the 2002 British DiversityAwards;

• IPR Excellence Award for Internal Communication,2003;

• Blended Solution of the Year Award for LeadershipProgramme at World Of Learning Awards in 2004;

• Institute of IT Training Awards 2005 as 'InternalTraining Project of the Year' (Hot House); and

• Gateway named as UK number one Intranet by theIntranet Benchmarking Forum in 2004.

• Further developing an understanding of divisionalrequirements by providing experienced practitioners atthe Divisional board level;

• Providing a responsive and supportive service tocustomers, including the provision of specialiststrategic and process-specific support in some areas:for example, recruitment. This includes thesimplification of processes;

• Actively encouraging a culture of innovation andcontinuous improvement, which has led in someinstances to cost reduction; and

• Creating an environment within BBC Peoplecharacterised by high employee engagement and abroad range of opportunity for personal andprofessional development.

BBC People is already taking action to improve theefficiency of the division and progress has been made,including planning improvement to services and reductionsin overall costs. Recent developments include thefunction's own proposals, submitted as part of theCorporation's overall restructuring announcements inDecember 2004.

Our findings confirm the need for further improvementwork to be carried out. They are outlined in more detailbelow.

Findings

This section summarises four key findings of the review:

• Although progress has been made, both headcountand costs remain high compared with otherorganisations.

• Improvements have been made to the BBC Peopleservice delivery model, but it remains overly complex.

• Services are clearly defined and measured in someparts of BBC People, but there is a lack of clarity aboutthe overall scope of service.

• Line manager accountability for people management isunderstood for certain processes, but there isinconsistency between Divisions.




Although progress has been made, both headcountand costs remain high, compared with otherorganisations.

BBC People has already released £19m of ongoingsavings for the BBC. Despite this, the function haspotential for further reduction in headcount and cost.

Headcount is high - We benchmarked HR and trainingand development headcount and cost against samples oforganisations from both the public and private sectors.The ratio of HR headcount (Equivalent Full Time, EFT) tooverall employee EFT is 1:59. The training headcount ratiois 1:88. The position relative to the median for otherorganisations is shown in the following tables.

HR EFT per BBC EFT

Lower UpperBBC quartile Median quartile

Privatesector

1:591:65 1:73 1:94

Publicsector 1:54 1:78 1:102

Training EFT per BBC EFT


Privatesector

1:881:83 1:128 1:182


Comparison in the BBC context requires particularattention in the area of freelance and casual employees,due to the large proportion of freelance (11,500 contracts)and casual (7,000 contracts) effort across the BBC relativeto other organisations. The benchmarking figures includean adjustment to the overall employee EFT to account forthis, based on the actual levels of support BBC People isproviding for the Corporation's freelance community, asidentified during our activity analysis.

Cost is high - The BBC People HR cost per BBC EFT is£1,075 including Freelances. See table.

Cost of HR per BBC EFT


Privatesector

£1,075£420 £930 £1,746

Publicsector £338 £542 £585

Outsourcing services may reduce costs - As anadditional measure of the potential for cost reduction, wecarried out a confidential market test with a sample ofleading providers of outsourced HR services. Theproviders responded to a letter confirming their level ofinterest in providing the specified services. Their responseswere subject to receiving further detailed informationregarding people, processes, technology and location. Themajority of providers indicated potential annual costreductions in the range of 30% against the range of HRservices specified in the letter. Identifying a suitableprovider requires more detailed examination (including, forexample, detailed costs, quality, service scope andcontractual considerations).

The cost savings identified include salary, tax and benefitsand include an allocation for other overheads includingproperty and technology.



Improvements have been made to the BBC Peopleservice delivery model, but it remains overly complex.

During the last three years, BBC People has improved itsservice and achieved cost reductions by reorganising theHR service delivery model, including centralising London-based administrative activities for Recruitment and HROperations. However, significant levels of administrativeactivity remain outside the centralised team. Severalopportunities exist to consolidate this activity, including adrive towards a common model.

Customers value the service - Internal customerfeedback on service delivery is good in many respects andhighlights the importance of good HR support to thebusiness. The feedback also highlights some areas forimprovement. For example, although the service providedby Recruitment and HR Operations was rated as 'good' or'very good' by 75% of the managers questioned, 22% ofthe sample rated the service as 'poor' or 'very poor'.

Customers do not fully understand the BBC Peopledivision - There is a general lack of clarity about theservice offering of certain BBC People functions. Morethan 70% of line managers interviewed stated that theywere unclear as to the purpose and scope of some ofBBC People's specialist functions and roles.

Customers have too many contact points - The factorsabove create multiple contact points for customers. Theservice delivery model was set up three years ago toprovide a centralised point of contact for managers andstaff for routine Recruitment and HR Operations matters.Clear, consistently used points of contact are importantfactors for success in such a model. In practice, within theDivision-facing HR team, a line manager might have asmany as ten different points of contact with BBC People.

Processes are complex - Whilst progress has beenmade in recent years to automate and improve theadministrative aspects of HR and Recruitment processes,several BBC People processes remain overly complex, forexample the training and development demandmanagement processes and the sickness absenceprocess.

Services are clearly defined and measured in someparts of BBC People, but there is a lack of clarityabout the overall scope of service.

Certain BBC People services are well defined - forexample, Recruitment and Selection - with processesclearly communicated and consistently adopted acrossmany parts of the Corporation. There is evidence thatmeasurement against service standards is in place in partsof BBC People, for example in Recruitment and HROperations and People Development.

BBC People is structured along functional lines andeach function has a strong identity - this focus canmake the co-ordination of BBC People services and theoverall co-ordination and measurement of BBC Peopleprogress against objectives challenging.

There remains room for improvement in all areas of servicedefinition and measurement.

Not all projects are monitored effectively - There havebeen recent efforts to develop more systematic control ofprojects and standardise methodologies; however, thereremains a lack of accountability for projects within BBCPeople. Arrangements are in place to audit the type andnumber of projects currently in progress within BBCPeople, but there is little systematic control and monitoringof such activities across BBC People in terms of projectpriorities, volumes, scope, purpose and progress. Further,there is little evidence that clear benefits realisation plansare in place for projects.

The link between functional objectives and BBCPeople objectives is not always apparent - Scope ofservice is not always clear to customers and the extent towhich delivery standards are set is varied. There arewritten objectives for BBC People and its individualfunctions have objectives, but the link between them is notalways apparent. This contributes to a lack of clarity onoverall scope of service.




Training and development evaluation is not alwayslinked to business outcomes - Many areas do not setservice standards or measure performance. Where thereare service standards, they are not always tracked,measured and reported. For example, although trainingand development evaluation has recently started toexamine the longer-term impact of training anddevelopment activity, evaluation has traditionally beencarried out by end-of-course review, without a consistentapproach to evaluating the effect on individuals' skillsdevelopment or business impact across the full range ofPD services.

Measurement of training and development demand isnot effectively linked to course schedules or staffdevelopment plans - Demand planning for the PDfunction has improved, but there remains room forimprovement. The link between the divisional demandplans and actual courses scheduled by PD is not explicit.Without such data, the value of the demand planningprocess is diminished. In 2003-2004, 32% of scheduledPD courses were cancelled. There is some evidence thatthis will reduce in 2004-2005.

Overall, people do not take responsibility for their owndevelopment. There is low take-up of formal personaldevelopment planning. Despite the range of training anddevelopment opportunities on offer, up to 75% of staff insome areas reported having no formal, written personaldevelopment plan in 2004.

Line manager accountability for people managementis understood for certain processes, but there isinconsistency between Divisions.

In interviews, line managers emphasised - as they do inthe Corporation's own surveys - the importance ofdivisional HR support to the business (for example,general HR advice on employment, specific staffmanagement issues and in change and restructuring).

Responsibility for people management is not alwaysclear - Across the BBC, there is variation in linemanagers' roles and responsibilities for peoplemanagement. This causes variation in the level of supportprovided by BBC People and creates a difficultenvironment in which to sustain a consistent servicedelivery model.

Line managers want access to expert advice -Feedback collected from line manager focus groups andinterviews indicates a demand for more autonomy forpeople management activities, supported by clearguidelines and with access to HR experts, able to providespecific advice on demand, or to validate the peoplemanagement decisions taken.

Processes are complex - Line managers also indicatethat many HR processes and policies are complex,inflexible and time-consuming. There is a need, and BBCPeople responsibility, to ensure that processes arecompliant and consistent with the BBC's values.

Line managers want to be fully equipped for themanagement task - Most line managers who attendedthe workshops requested more tools to enable them tobecome better at tactical management. Someinterviewees note that developing management skills islikely to become more important over time, in the contextof progressive devolution of responsibility for managementand reductions in the level of professional support servicesavailable.

Recommendations

The following recommendations are made, based on thefindings of our review and are based on a number of keydesign principles and customer requirements.

• Fewer and clearer points of contact for line managersand staff.

• Ability to provide expert advice on demand to both linemanagers and staff.

• Greater understanding of - and the ability to prioritise -divisional requirements and projects.

• Proactive identification of people issues anddevelopment of appropriate solutions.

• Delivery of high-quality administration and queryhandling.

• Flexible and efficient processes with clear guidelines forline managers, clearly identifying responsibility.

• Grouping common HR activities and services so theyare integrated and delivered via the most appropriatemeans.




The recommendations describe a combination ofimprovements to internal organisation and process, andthe external provision of some services. If theserecommendations are implemented, they would reducethe cost of BBC People staff by approximately £18m pa,from approximately £58m pa to approximately £40m pa.Redundancy of 190 staff would deliver £13m andoutsourcing represents a further £5m reduction. BBCPeople staff would be reduced by 540, from approximately960 to 420 (excluding out of scope areas and vacancies).To be effective, this will require a change in the roles,responsibilities and skills of line managers.

NoteThese figures are estimates only. The data have not beenaudited and are dependant on a number of factors,including, but not limited to BBC acceptance andimplementation of the recommendations, agreement onthe scope of outsourcing, detailed contract specificationand negotiation and acceptance of a reduced scope ofservice. Transition and redundancy costs would also needto be included in the overall business case. This reviewhas not commented on the out of scope areas orapproximately £24m per annum of additional policy relatedand pass-through costs in the BBC People budget. Thecost reduction information should not be relied on for thepurpose of budgeting.

The costs are based on base salaries and additionalcosts, for example, salary, bonus, pension, property, IT,healthcare, expenses etc. The costs were provided perfunction by the BBC.

Organisation and processes

The existing HR model should be simplified to reflect thekey principles and customer requirements described.Simplifying the model will provide opportunities for costreduction and service improvement.

Key elements of our recommended design are:

• Strengthening divisional HR teams to meet customerrequirements for more focused, dedicated, general HRsupport; making an expert advisory service available tocustomers on-demand.

• Centralising delivery of HR and Training administrationservices, and handling queries from managers andstaff. This should include centralising the remainingdistributed administration activity, standardising theprocesses and ensuring best use of technologysupport. It would also require clarity of responsibilitybetween centralised delivery, divisional HR, centres ofexcellence, line managers and staff. This centralfunction might potentially be delivered via an externalsupplier.

• Establishing a small centre of excellence to providesubject matter expertise and thought leadership toBBC People and its customers on core HR services,including: Compensation and Benefits; Employee Relations; Diversity; Resourcing; Training andDevelopment; and Internal Communications.

• Most effective sourcing of some non-administrative HRservices, i.e. use outsourcing where business needscan be met more cost-effectively. External supply mightbe considered for services including non-craft training,Occupational Health Services and Payroll (alreadyoutsourced to an external provider).

• Ensuring operations support provides a central serviceto BBC People and divisional HR, including provision ofmanagement information, technology services, centrallyco-ordinated finance and budgeting support and asupplier management team focused on developmentand maintenance of arrangements with third-partyproviders, including outsourced providers.

• Making other delivery services available to all Divisionsaccessed by customers via their divisional HR team.Such services could include specialist training, designand delivery, project management and consultancysupport for pan-BBC or divisional projects.

• Establishing a small Direction team focused ondeveloping and delivering the overall BBC Peoplestrategy.




External supply of services

We recommend that the BBC examines outsourcing ofparts of BBC People. Our initial market test suggests thata range of suppliers of outsourced HR services would bidfor a formal tender, if one were issued. Next steps shouldinclude preparing a full definition of requirements,including: scoping; detailed design; risk assessment;controls and expected degrees of freedom for thecontractor; service levels; penalties and gainsharearrangements; location; and approach to transfers andtransferred employees. This would create the basis forevaluation, the structure of any arrangements and thedevelopment of the tender process and documentation.

A key outcome would be a detailed project plan andtimings for subsequent phases.

The outsourced HR providers approached in the markettest would typically provide general skills and IT training,together with some specialist capability, such as Healthand Safety. This should be included within the scope ofany HR outsourcing tender.

In terms of more complex broadcast training anddevelopment, we suggest that the BBC continues itsexploration of other options, including industrypartnerships within the UK. This will require clarity on theinternal demand and supply model (for example the mix ofdelivery in Divisions from BBC Resources and externalsupply).

A feasibility study for broadcast training and developmentshould be instigated to consider the market, criteria,potential models, risks and partnership arrangements. Itwould also evaluate the financial and strategic costs andbenefits over a three-year period.

Service standards and measurement

In the context of the new service delivery model, werecommend that BBC People develops an integrated setof service standards that are developed and agreed withinternal customers, based on quality and efficiency targetsthat are customer focused, measured or tracked overtime, and benchmarked against appropriate externalcomparisons. In terms of project-based work, werecommend that BBC People establish a clear process forprioritising, monitoring and control of projects. We alsosuggest that more emphasis is placed on developingrobust benefit realisation plans.

Role of the line manager

The recommended service delivery model will require linemanagers to play an enhanced role as ownership ofappropriate people issues is devolved into the line.

Pre-requisites for success in this process include:

• skills development. For example, ensuring linemanagers are equipped to manage day-to-dayoperational HR issues;

• explicitly defining, agreeing and communicating theresponsibilities of line managers and of BBC Peoplewithin each process;

• clarity on the service that HR will provide, as well asefforts to ensure that this is consistent for all BBCmanagers and staff; and

• continued progress on simplifying policy where this canbe achieved without compromising BBC values orlegislative compliance.

Potential for staff and cost reduction

Based on the evidence, there is potential to furtherimprove the quality of services offered and reduce costsand headcount. We outline the potential cost andheadcount reduction as follows.

There are 960 staff within BBC People. The associatedcosts, including salaries, benefits, property, IT etc., are£58m pa, excluding out of scope functions and vacancies.There are additional policy related and pass-through costsof approximately £24m.

The service delivery model recommended in this reviewrequires approximately 420 staff, with costs ofapproximately £27m pa. These staff will provide divisionalbased HR support, specialist HR advice (for example,compensation and benefits, employee relations) andshared services including complex query handling,management information, consultancy and broadcasttraining and development delivery etc.




Of the remaining 540 staff and £31m of cost, our reviewidentifies 350 staff and £18m of cost which couldpotentially be outsourced. This can be achieved primarilyin recruitment and training administration and assessmentservices, simple query handling and technology support.The majority of outsourced providers indicated a costreduction of approximately 30%. Using this as a workingassumption, the £18m cost associated with the 350 staffwould be reduced by approximately £5m pa.

The outsource providers previously indicated they wouldconsider taking on more than 350 staff, for example,specialist broadcast training, learning and developmentconsulting and safety advice. We recommend that theproviders' track record of delivering these more complexHR services to quality standards required by the BBC beassessed during a competitive tendering process andother models for specialist broadcast training beconsidered.

The remaining 190 staff would be redundant, due to theimplementation of a new service delivery model. Themodel would deliver HR services focused on divisionalrequirements, improvements in efficiency and reducedduplication. This would reduce costs by approximately£13m pa.

If implemented, these recommendations would reduce thecost of BBC People staff by approximately £18m pa, fromapproximately £58m pa to approximately £40m pa. BBCPeople staff would be reduced by 540, from approximately960 to 420 (excluding out of scope areas and vacancies).

We expect that these changes would be implementedover a period of approximately three years, with benefitsphased in over that time. These recommendations shouldbe considered by the BBC and subject to detailedscoping, planning and business case development.

The costs were provided per function by the BBC.

We recommend that the BBC develops a clear,overarching vision for the service, a single integratedmodel and a common approach to planning andimplementation.




Background for this Value for Money review

Ensuring value for money is a core responsibility of theBBC Governors as stated in the Royal Charter. For theBBC, addressing this means delivering services:




In the context of the Communications Act 2003, theGovernment and the BBC agreed a development in theBBC Governors' oversight of value for money reviews toensure that there is sufficient scrutiny over Licence Feeexpenditure. A key component of the programme was theappointment of external agencies to undertake certainareas identified for review. The key objectives of thereviews are to determine whether the BBC is achievingbest value for its Licence Fee payers. PwC wereappointed in November 2004 to undertake a review of theBBC's human resource operations (BBC People). Ourfieldwork was carried out between November 2004 andJanuary 2005.

In line with the BBC's overall objective of continuousimprovement, the aims of this review are to:

• review the BBC's HR processes and services,assessing the extent to which they meet the needs ofthe BBC and best deliver value for money; and

• identify a range of options and make recommendationsthat further reduce the BBC's spend on HR, and/orincrease external income from training anddevelopment products and services, without adverselyaffecting the quality of the service provided.

Placing BBC People in the context of the BBC'soverall operations

The BBC's primary function is public service broadcasting.

Public Service fulfils the Corporation's primary purpose ofpublic service broadcasting. In general, the BBC'scommercial activities are undertaken by wholly ownedsubsidiaries set up for this specific purpose; they include:

• BBC Worldwide; and • BBC Ventures.

Ventures consists of two businesses, BBC Resources andBBC Broadcast.

2 Introduction and background



Scope of the review

The scope of this review includes the following BBCPeople functions:

• Compensation and Benefits.• Diversity.• Programme Office.• Finance.• Employee Relations & Policy.• Group HR Partners.• Internal Communication.• Occupational Risk Management (ORM).• Organisational Development.• Training and Development (People Development).• Recruitment and HR Operations.

The following parts of BBC People were not includedwithin the scope of this review:

• BBC Pension Scheme.• BBC Nursery facilities.• BBC Club.• Production Modernisation.

Human Resources organisation within the BBC

BBC People provides services to all BBC Divisions, BBCWorld Service and the commercial subsidiaries. TheDivision consists of a range of functions providing HR andrelated services to the BBC (see figure below). Thenumber of staff within each function is shown on thefollowing pages.

Figure: Organisational Chart of BBC People

Director, BBC People

Compensation& Benefits

Pensions

Nursery

Reward& Tax

BBC Club

DivisionalDiversitySupport

Access Unit

In scope

Key

Out ofScope

DiversityProgramme

OfficeFinance

HR Policy

EmployeeRelations

HR Legal

DivisionalHR Partners

DivisionalIC Partners

Ariel

Safety

High Risk

Policy &Knowledge

Management

CorporateSecurity

OccupationalHealth

Fire

Environment

Marketing &Comms

Finance

FinancePartnershipManagement

ClientManagement Finance Finance

FinanceStrategy &Operations

LearningDesign &

ConsultancyFinance Finance

FinanceFinance

LearningProducts &Services

EmployeeRelations &

Policy

GroupHR Partners

InternalComms

OccupationalRisk

Management

OrganisationalDevelopment

PeopleDevelopment

Assessment &Development

OD & IRConsultants

Recruitment& HR

Operations

ProductionModernisation

Relocation &Casuals

Recruitment

W12 Contracts

E-servicesand Systems

HR Services

DivisionalFacingSupport

ProductModernisation

DV Solutions

ProductionPanel

BBCProduction

USA




BBC People is a diverse collection of people-related andother BBC-wide functions. The previous figure illustratesthe proportion of staff performing people-related activity.There are 960 staff in scope for the VFM review, includingstaff which are embedded in divisional headcount andbudgets and which provide HR services.

BBC People is a mixture of:

• central specialists, who provide advice to parts of BBCPeople and other customers; and

• HR teams, which face a division, a commercialsubsidiary or a Nation or Region.

BBC People supports both internal and externalcustomers. Internal customers include applicants, staffand managers (including Freelances) across all BBCdivisions. External customers include applicants,pensioners, and participants on BBC People trainingcourses.

Although primarily an internal facing function, services arealso provided to external organisations, generatingexternal revenues of approximately £4m per annum. Forexample, BBC People provides training and developmentservices to UK-based and global media organisations,contributing to the BBC's Charter commitments. Ariel, theBBC's weekly internal communication, also generatesrevenue through advertising for the BBC.

Outsourced payroll services and SAP infrastructure havebeen provided as part of a wider and well establishedtechnology and services contract by an outsourcedprovider.

Figure: BBC People Headcount, excluding vacancies

Production Modernisation, Pensions,BBC Nursery and BBC Club

Internal Communication

227.6 EFTOut ofScope

36.6 EFT

100.6 EFT

333.9 EFT

In Scope -Typical HRandTraining960 EFT

1,188 EFT

489.6 EFT

BBC People

Occupational Risk Management

People Development

HR Partners and HR DirectorsRecruitment and HR OperationsEmployee Relations and Policy

Compensation and BenefitsOrganisation Development

Programme OfficeFinanceDiversity




PartnersComp & Employee and Int People Rec & Prog Total in Not in Grand

Ben Diversity Relations Direction Comms ORM Org Dev Dev HR Ops Office Finance Scope Scope Total

BBC People 6.0 20.1 4.6 44.3 29.2 83.6 33.3 282.8 278.2 15 10.0 807.1 227.6 1,034.8

Embedded 1.0 7.6 0.4 14 7.4 17 - 51.1 55.0 - - 153.5 - 153.5

Vacancies 1.0 (1.1) 1.4 (3.3) 4.5 5.4 1.9 14.2 21.6 (6.4) 2.0 41.2 (33.2) 7.9

Otheradjustments (6.0) 6.4 (0.4)

Total EFT 8.0 26.6 6.4 55 41.1 106 35.2 342.1 354.8 15.0 11.6 1,001.8 194.4 1,196.2

PartnersComp & Employee and Int People Rec & Prog Total in Not in Grand

Ben Diversity Relations Direction Comms ORM Org Dev Dev HR Ops Office Finance Scope Scope Total

733,960 1,413,094 560,649 6,554,971 2,576,284 6,481,017 2,460,598 20,669,216 17,167,431 886,855 633,629 60,137,704 6,818,797 66,956,501

950,000 640,000 - 1,467,409 500,000 1,355,000 (328,000) 13,684,000 6,575,123 (355,805) - 24,487,727 2,753,378 27,241,105

- - - - - - - - - - - - 3,994,000 3,994,000

1,683,960 2,053,094 560,649 8,022,380 3,076,284 7,836,017 2,132,598 34,353,216 23,742,554 531,050 633,629 84,625,431 13,566,175 98,191,606

(140,000) - - (164,000) - - (3,557,000) - - - (3,861,000) (512,000) (4,373,000)

1,683,960 1,913,094 560,649 8,022,380 2,912,284 7,836,017 2,132,598 30,796,216 23,742,554 531,050 633,629 80,764,431 13,054,175 93,818,606

Total staffCostIncl. associatedoverheads

Pass throughand otherpolicy relatedcosts

Total GrossCostsIncl. embeddedstaff

Total externalRevenue

Total CostLess externalRevenue

Figure: BBC People EFTs per function as provided by the BBC

The table above shows the number of BBC People staff per function, totalling 960 staff excluding out of scope functionsand vacancies

Figure: BBC People cost per function as provided by the BBC

The table above shows the in scope BBC People costs per function, totalling £60m, with additional policy-related and pass-through costs of approximately £24m, for example, Leadership Programme, Recruiting toValues, Upfront Induction, and the Attachment Scheme.

960 in scope staff

£24m policy relatedand pass throughcosts




Background and context

The provision of people-related services within the BBChas been in a state of change during the last four years.

Until 2000-2001 people-related services within the BBCwere decentralised to Divisional teams with little emphasison standardisation or service sharing across Divisions.

Transformation of the HR function during 2001 led to thedevelopment of the current model that includes: an HRorganisation based around functions (Training andDevelopment, Diversity, Recruitment and HR Operations);the delivery of certain shared services, for examplerecruitment and employee relations; divisionally basedteams; and limited use of outsourcing, for example payrollprovision through an external provider. According tofigures provided by the BBC, the transformation in 2001has already released £19m of ongoing savings for theBBC.

The functions within BBC People have had some notablesuccesses during this transformation process, including:

• developing and delivering high quality products,services and processes;

• developing an understanding of divisional requirements;• providing a responsive and supportive service to

customers;• encouraging a culture of innovation and continuous

improvement, which has led in some instances to costreduction; and

• creating an environment within BBC Peoplecharacterised by high employee engagement and abroad range of opportunity for personal andprofessional development.

Progress has been made in the transformation of BBCPeople in certain areas, but our key findings are:

• Although progress has been made, both headcountand costs remain high compared with otherorganisations.

• Improvements have been made to the BBC Peopleservice delivery model, but it remains overly complex.

• Services are clearly defined and measured in someparts of BBC People, but there is a lack of clarity aboutthe overall scope of service.

• Line manager accountability for people management isunderstood for certain processes but there isinconsistency between Divisions.

These findings are now examined in more detail.




3 Although progress has been made, bothheadcount and costs remain high comparedwith other organisations

This part of the review examines the overall headcountand costs of BBC People. In particular, it covers:

• the current cost and headcount of BBC People;• how this compares with other organisations in the

public and private sectors; and• the cost impact of outsourcing services.

BBC People has already released £19m of ongoingsavings for the BBC. Despite this, the function haspotential for further reduction in both headcount and cost,which was clearly recognised prior to commencement ofthe review.

It should be noted that BBC People is responding to acomplex range of demands including: variations incapability and confidence among the line managerpopulation; policy complexity; high volumes of recruits andinternal moves; a complex contractual mix and thedemands of the modernisation agenda. Addressing someof the demand-side issues would be important insustaining headcount or cost reduction within the function.

Against comparable public and private sectororganisations, BBC People HR headcount and costsare high.

We benchmarked HR headcount and cost againstsamples of organisations from both the public and privatesector, using the Saratoga definition of HR, whichexcludes Occupational Risk Management, Training andDevelopment, Pensions and the BBC internal newsletter,Ariel.

The ratio of HR headcount EFT (Equivalent Full Time) tooverall employee EFT is 1:59, compared to a median of1:73 for the private sector and 1:78 for the public sector,as shown in the following table.

HR EFT per BBC EFT


Privatesector

1:591:65 1:73 1:94


Comparison in the BBC context requires particularattention in the area of freelance and casual workers, dueto the large proportion of freelance (11,500 contracts) andcasual (7,000 contracts) effort across the organisation.The benchmarking figures include an adjustment based onthe actual levels of support BBC People is providing forthe freelance and casual community.

The cost ratio of BBC People HR is £1,075 per BBC EFT,including Freelances. The position relative to the medianfor other organisations can be seen in the following table.

Cost of HR per BBC EFT


Privatesector

£1,075£420 £930 £1,746

Publicsector £338 £542 £585

Against comparable public and private sectororganisations, BBC People Training and developmentheadcount is high.

We benchmarked Training and Development headcountagainst organisations from both the public and privatesector.



The Training and Development headcount ratio is 1:88which is positioned against public and private sectorcomparisons in the table below.

Training EFT per BBC EFT


Privatesector

1:881:83 1:128 1:182


Certain BBC People services may be more costeffectively delivered by external providers.

As an additional test of the potential for cost reduction, wecarried out a confidential market test with a sample ofleading providers of outsourced services. PwC wrote to 11suppliers asking them to respond to specific questionsregarding the potential for outsourcing certain BBC Peopleservices. We asked their level of interest in acquiring theHR operations and the associated fees they would charge.The suppliers indicated they would:

• make some level of upfront payment;• deliver annual estimated savings, with the majority in

the 30% range; and• prefer a contract term between seven and ten years.

The market test confirmed supplier interest in providingsuch services externally and, in broad terms supports theopportunity to further reduce costs. Specifically, againstthe range of services in scope for this review, providersindicated that there was potential for cost reduction.

This requires further examination including, for example,a detailed inspection of costs, service levels, scope andcontractual considerations.

Having reviewed the costs and headcount associated withBBC People, we make the following conclusions:

• BBC HR and Training headcount is high relative to bothpublic and private sector organisations;

• BBC HR costs are high relative to both public andprivate sector organisations; and

• an initial market test indicates that the cost of certainBBC People services could be reduced throughoutsourcing.

We provide recommendations that address theseconclusions in the Recommendations section at the endof this report.

3 Although progress has been made, bothheadcount and costs remain high comparedwith other organisations



This part of the review examines the BBC HR servicedelivery model and the factors that contribute to its currentcomplexity. In particular, it covers:

• internal customers' interface with BBC People;• distribution of administration activity throughout BBC

People;• delivery of HR services; and• process complexity.

In 2001-2002, BBC People consolidated multiple HRactivities to drive consistency, and provide a centralisedpoint of contact for routine recruitment and HR operationsmatters. Specifically, certain administrative activities withinthe Recruitment and HR Operations function werecentralised through the creation of a dedicatedadministrative support team (HR Services) providingservices for staff in all divisions. Cost reductions andservice improvements were made, and by late 2004 theBBC had started to look in detail at another round ofimprovement opportunities.

The findings and supporting evidence set out belowillustrate that despite progress made to simplify it, theBBC People delivery model remains overly complex.

There are multiple contact points for customers.

Changes made to BBC People's delivery model haveresulted in improvements in providing a more consistent,standardised service. Consistently used, clear points ofcontact are important factors for success in such a model.Success in achieving them has so far been limited.

In practice, within the Division-facing HR team, a linemanager might have as many as ten different points ofcontact with BBC People:

• HR Partner.• HR Manager(s).• Senior HR Advisors.• Recruitment Consultants.• Assistant Recruitment Consultants.• Development Advisor.• Development Executive.• Internal Communication Partner.• Diversity Managers.• Health and Safety professionals.

Multiple contacts for similar services - for example,recruitment - can lead to customer confusion and candrive inefficiency.

In addition to multiple points of contact, the division-facingteam may not work to a common customer agendabecause of different reporting lines. For example, theobjectives of the Development Advisers and DevelopmentExecutives may not be visible to the HR Partner and beset and directed by other parts of BBC People.Additionally, consultation within divisions on internalcommunication requirements can vary. Some InternalCommunication (IC) partners interpret their remit throughthe Divisional head, some through the HR Partners andsome through both.

Evidence from HR Partner interviews suggests that mostHR Partners find it challenging to work in a division-facingteam arrangement with no line management responsibilityfor other BBC People staff.

Multiple points of customer contact are evidenced by datafrom the activity analysis that shows all BBC Peoplefunctions spend time on customer contact as shown inthe figure below.

4 Improvements have been made to the BBCPeople service delivery model, but it remainsoverly complex



Percentage of time spent on customer contact

Administration activity is high across all roles andBBC People functions.

Whilst progress has been made in recent years tocentralise administration activity within BBC People bycreating HR Services, high levels of administration remainacross BBC People functions and roles. This is evidencedin the following:

There are high volumes of administration across BBCPeople overall (38.6%).

A high percentage of administration takes place withineach of the BBC People functions.Within these figures, high volumes of administration stillexist outside of the centralised team, including:

• HR administration in the Nations, Regions and BBCWorldwide HR teams;

• training administration and room bookings in PD; and• freelance and casual contract administration.

The Senior HR Adviser role was created withinRecruitment and HR Operations to respond to divisionalrequirements for a primary point of contact to providedivision-specific knowledge and respond to queries andrequests. Whilst this role has been successful in deliveringthe requirements, levels of administration within the SeniorHR Adviser role remain high.

This is evidenced by:

• Senior HR Advisers 'commissioning' administrativesupport from HR Services, which is time consumingand administrative in itself.

• Senior HR Advisers duplicating aspects of the supportprovided by HR Services. For example, answeringbasic queries from members of staff and linemanagers.

0% 5% 10% 15% 20%

19.6%

17.7%

16.3%

16.0%

13.5%

12.4%

11.6%

9.1%

8.8%

5.1%

3.7%Programme office

HR partners and HR directors

Employee relations and policy

Organisation development

Compensation and benefits

Finance

People development

Diversity

Internal communications

Occupational risk management

Recruitment and HR operations

Figure: Percentage of BBC hours spent responding to customerqueries, split by function

Figure: Percentage of BBC People time spent on Strategy,Consultancy, Advisory and Administration

Percentage of time spent on administration

0% 10% 20% 30% 40% 50% 60% 70% 80%

HR partners and HR directors 6.7%

15.4%

23.7%

25.0%

26.8%

30.0%

32.4%

34.3%

37.1%

52.3%

66.4%

Organisation development

Programme office

Compensation and benefits

Employee relations and policy

Internal communications

People development

Occupational risk management

Diversity

Recruitment and HR operations

Finance

Figure: Percentage of BBC People functions' time spent onadministrative activity

Administration38.6%

Advisory34.3%

Consultancy21.3%

Strategy5.8%




There are significant amounts of administration activityperformed by managers within Recruitment and HROperations.

Administration activity continues to be dispersed acrossBBC People:

• Two teams within PD, Learning Products and Servicesdeliver training administration services. For example,venue booking, sourcing equipment and bookingcourses, using common systems and processes, butfor different BBC training locations. The teams'combined headcount is approximately 24 EFT.

• Four teams within and outside of BBC People HRServices administer aspects of the contractingprocess.

• A contracts team within Recruitment and HROperations negotiates and administers freelance andcasual contracts for Drama, Entertainment and CBBC,with a dedicated contract production and paymentservice for editorial categories within Factual andLearning Divisions and Sport. (Approximately 17 EFT).

• A team within Recruitment and Operations, based inCardiff, which administers casual contracts (less thanthree months in duration). (Approximately 17 EFT).

• The Central Processing Unit within the ProgrammeOffice function, which administers freelance contractsfor BBC People. (Approximately 4 EFT).

• Embedded staff within BBC Resources, whichadminister aspects of freelance and casual contractson behalf of BBC Resources. (Approximately 2 EFT).

In addition to HR Operations administration, the HRPartner survey completed in October 2004 gatheredexecutive views on HR Partner services and summarisedthemes. One theme related to how HR Partners spend alot of time on routine operational activity - which waspreventing them from focusing on more strategic issues.

Disbursement of administration activity contributes to themodel being overly complex.

Similar HR services are provided within and acrossBBC People functions.

While attempts to centralise some HR services have beensuccessful, other services continue to be provided bydifferent functions within BBC People.

For example, a team within Recruitment and HROperations provides technology development and SAP HRrelated services for BBC People. In addition, PD also hasa team providing technology development and otherrelated services.0%

20%

40%

60%

80%

100%

Administration

Advisory

Consultancy

Strategy

5.6%2.1%

10.3%

1.4%3.0%

12.8%

82.7%

26.6%

61.0%

11.4%

43.7%

39.3%

HR ManagersSenior HR AdvisersHR Advisors

Figure: Percentage of BBC hours spent on Strategy, Consultancy,Advisory and Administration activities for the Recruitment & HROperations function, split by roles




There is also overlap in terms of management information.For example, the Programme Office function creates andanalyses management information in addition to thededicated management information function withinRecruitment and HR Operations (approximately 7 EFT).

These findings are supported by the results of the activityanalysis, which indicate that staff in BBC People spend ahigh proportion of time on reporting within all functions.

For Occupational Risk Management:

• Similar responsibilities were described by different staff.For example, safety advisors stated in interviews thattheir roles included monitoring changes to legislation,as did the Policy and Compliance team.

• Roles between Training and Development (T&D) andORM staff overlap. Staff in both teams are involved indevelopment, delivery and administration of training.Some embedded staff also had training responsibilitiesincluded in their job titles but their roles were unclear.

There is unclear ownership of the organisational changeagenda within BBC People.

• Several functions within and outside of BBC Peopleclaim to have ownership of the agenda. For example,Organisation Development, PD, IC and, outside of BBCPeople, Making it Happen.

• There was a common view amongst BBC People staffinterviewed that the co-existence of OrganisationDevelopment and the 'Making it Happen' team isunsatisfactory.

The duplication of activity across BBC People contributesto customer confusion and multiple contact points forcustomers.

Some processes are overly complex.

Progress has been made to simplify and improve BBCPeople processes, most significantly through thedevelopment of e-services. This includes developing on-line recruitment application tools and self service tools forline managers and staff.

Percentage of time spent on reporting

Figure: Percentage of BBC hours spent on Reporting




Multiple points of contact within BBC People and theprovision of similar services by different functionscontributes to some processes being overly complex.

There are several unnecessary handoffs withinRecruitment and HR Operations processes. For example,a line manager request may be handled by variousmembers of BBC People staff before it is actioned,leading to long process delivery timescales and greaterpotential for error.

The high number of handoffs also results in potential forprocesses being circumvented by members of thebusiness facing HR team or line managers who would 'doit themselves' to speed up the processes.

Some processes are manual and time consuming. Forexample:

• there are significant volumes (over 23,000 recordsannually) of sickness absence data to manually key intoSAP;

• while greater transparency has been achieved in therecruitment process, the Fair Selection standards andprocedures applied by the BBC increase the processeffort and duration for BBC People staff and linemanagers, including the requirement to recruit andselect for all internal attachments; and

• during 2003-2004, there were over 7,000 attachmentsand acting promotions and 4,300 new joiners;according to BBC policy and practice, all of these mustbe interviewed by two people, which places asignificant demand on BBC People and line managertime.

Some process complexity is driven by HR policy, soprocess simplification cannot necessarily be achievedwithout also addressing the policy drivers.

Having reviewed the BBC People delivery model, its rolesand processes, we make the following conclusions.

BBC People should ensure that:

• similar activities are centralised and duplicationbetween functions and roles is removed;

• roles are reviewed to make sure that administration isundertaken in the most cost effective way;

• the future model reduces the number of points ofcontact for customers; and

• processes are reviewed to enable efficient and flexibledelivery that meets customer requirements.

Addressing these will reduce:

• confusion amongst customers;• duplication of activity;• potential risk; and• HR costs.





This part of the review examines BBC People services,their definition and measurement. In particular, it considerswhether:

• the scope of service for all functions is clearlyunderstood;

• delivery standards are clear; and• project accountabilities are clearly defined.

Certain BBC People functions have clear processes. Forexample, Recruitment and HR Operations recruitmentprocesses have been clearly communicated and areadopted across many parts of the BBC. Internal servicestandards and accountabilities are also clear for certainservices. There is evidence that PD is evaluating thequantitative business impact of IT training and has moregenerally set evaluation of delivery as a core part of theirstrategy.

In addition, BBC People has won recognition, throughnumerous external awards, for a number of its productsand services.

However, the findings set out here provide evidence that,although progress has been made in these areas, thereremains room for improvement.

The scope of service for certain functions and roles isnot clear to those staff or other BBC People staff,leading to variation in delivery across divisions.

More than 50% of senior respondents indicated that theywere unclear of the purpose and scope of some of thespecialist BBC People functions and roles. This lack oftransparency relating to certain BBC People roles is due tothe combination of different functions providing similarservices and the multiple points of contact available.Although progress has been made to consolidate job titlesand grades within the BBC, staff are still unclear.

This lack of clarity is further complicated by the fact thatthere are over 200 different job titles within BBC People.For example:

• Within the HR Partner function (approximately 30 EFT),there are three levels of HR Partner (Group, Lead andHR Partner).

• Within Recruitment and HR Operations, there are 6different recruitment roles. Analysis indicates that theroles of Recruitment Consultant and AssistantRecruitment Consultant are very similar, differing onlyon the level of staff they are responsible for recruiting.

• The Policy and Compliance team within OccupationalRisk Management has approximately 24 EFT. There areat least 23 different job descriptions for teams insecurity, environmental management, knowledgemanagement, development of CORMS, fire risk andproperty. Based on anecdotal evidence from interviews,there is a lack of clarity regarding the scope andpurpose of the Policy and Compliance Team.

In addition to this complexity, there are inconsistentdelivery standards at a functional level. For example, thedivisional arrangements to define health and safetyresponsibilities and the interaction with the ORM functionvaries between divisions in terms of content and structure.

There is further evidence from the area of InternalCommunications: the team briefs used to cascadeinformation to line managers are not consistently deliveredacross Divisions, and not all IC Partners are responsiblefor producing their Divisional briefs. Most IC Partnersinterviewed said they prefer to use their own tools andtemplates.

Evidence gathered from interviews and workshops withORM and divisional staff indicates that there is inconsistentdelivery of health and safety services and advice toDivisions. Although the quality of the support delivered bySafety Advisors was considered to be high, the nature ofsupport varied across Divisions, ranging from providingspecialist policy and operational advice to line managersto a hands-on role undertaking safety activities for the line.

PD provides a wide range of services to its customers,including training, development, knowledge management,organisation development, performance management,managing contractors, technology development andtechnology support. However, evidence from a PDprocess improvement workshop in November 2004indicates that the scope of service offered by PD and therationale for offering the services is not clear.

The need for clarity over the scope of service offered byPD is also supported by evidence from activity analysiswhich indicates that, in addition to training delivery, PDstaff spend a significant amount of time on a variety ofother activities.

5 Services are clearly defined and measured insome parts of BBC People, but there is a lackof clarity about the overall scope of service



The extent to which delivery standards are set by BBCPeople functions is varied.

BBC People has objectives linked to the wider BBCstrategy. There is evidence that individual functions withinBBC People - for example, PD has emerging keyperformance indicators - but the link between functionalobjectives and overall BBC People delivery measures isnot apparent. This results in lack of clarity on overalldelivery against strategy. (Recognising that the ProgrammeOffice is currently developing an overarching set of keyperformance indicators called the 'KPI dashboard'.)

Recruitment and HR Operations has a set of servicestandards which are measured and tracked. These covercall and transaction volumes and turnaround times. Wefound no clear service level agreements, for examplefocused on key customer groups. HR Partners contractwith their own internal customers but we found no clearservice level agreements between HR Partners andspecialist HR functions or other centrally provided HRservices.

Within PD, evaluation of delivery is a core part of theirstrategy and has recently started to look at the longer-term impact on people and the Corporation.Prior to June 2004 evaluation of training was primarilycourse specific with each course measuring effectivenessusing different reaction-based questionnaires. Significantprogress has been made towards a common approach tothe evaluation of training at the BBC.

However, evaluating training delivery is not consistentacross all areas of delivery and direct comparisons cannotbe made across all courses and training products. Theevaluation of training ranges from end-of-course reaction-based questionnaires for general courses, to bespokeapproaches for large strategic programmes.

Although there is now a strategic focus on standards,measurement and training evaluation, there is not currentlya consistent approach in use across all BBC training anddevelopment programmes to evaluate effectiveness andimpact on individuals' skills development, or assessmentof the quantitative impact on the business.

It is not clear who is responsible for generating trainingdemand. Within PD, one of the Development Executives'key responsibilities is to provide a clear and co-ordinatedapproach to planning, delivering and evaluating divisionaldevelopment and training and ensuring plans are actedupon.

Workshops conducted with Development Executives (DE)and Development Advisers (DA) reported that they seetheir role as predominately focused on providingorganisational development services to their customers:divisional line managers. Although course schedule dataprovided by PD indicates that, in the last two years, theprimary reason for course cancellation is lack of demand,DEs and DAs reported that they did not see their role asensuring demand was consistent with the demand plan.

Demand planning for the PD function has improved, butthere remains room for improvement. The link betweendivisional demand plans and courses scheduled by PD isnot explicit. It is not possible to compare the number andtype of courses requested by Divisions within the demandplan that accompanies the PD course schedule. Withoutsuch data, the value of the demand planning process isdiminished. In 2003/2004, 32% of scheduled PD courseswere cancelled. Course cancellations have reduced to15% in 2004-2005.




There is a lack of systematic control andmeasurement of BBC People projects.

Not all projects are monitored effectively - there have beenrecent efforts to develop more systematic control ofprojects and standardise methodologies; however, thereremains a lack of accountability for projects within BBCPeople. Arrangements are in place to audit the type andnumber of projects currently in progress within BBCPeople, but there is little systematic control and monitoringof such activities across BBC People in terms of projectpriorities, volumes, scope, purpose and progress. Further,there is little evidence that clear benefits realisation plansare in place for projects.

According to PD documentation, there are EFT,operational and line manager benefits of implementing theSAP Training Event Management (TEM) module. However,it is not clear to which PD budgets and plans the benefitsare allocated.

Having reviewed BBC People services, their definition andmeasurement, we have reached the following conclusions,these build on the work carried out to date within theDivision:

• BBC People should agree the specific services they willoffer and which functions within BBC People will deliverthem. This should then be communicated and clarifiedacross all functions in a coherent way.

• A future model should group similar activities together,for example, all aspects of administration andtransaction processing.

• Clear outcomes and consistent service standards andlevels should be set for all BBC People functions.

• Functions should be accountable for delivering agreedservices to specified service levels.

• A clear view of training demand should be gatheredthrough an effective interface with the customer.





This part of the review examines the role of the linemanager and their accountability for people management.In particular, it covers:

• different line manager roles between divisions; • line manager capability; and• line manager requirements of BBC People services.

These are particularly important given that the recentlyannounced restructuring programme will create anadditional demand for HR support to plan and implementthe changes, and for line managers to be skilled tosupport in the implementation of any planned changes.

Line manager responsibility for people management isnot clear for all HR functions and processes andvaries between divisions and individuals providing theservice.

Some BBC People functions and processes clearly definethe split of responsibility for activities between linemanagers and BBC People. This is supported byfeedback from workshops conducted with line managers,which indicated that over 75% of participants agreed withthe statement that 'the division of people managementresponsibilities between line managers and HR is clear'.This feedback was specifically in relation to HR generalistsupport provided by Divisional HR, (most commonly HRManagers and HR Partners).

However, it was reported during interviews and workshopswith line managers and BBC People staff that theresponsibilities of the line managers can differ dependingon the Division and the individual providing the HRservices.

Within the programming areas of the BBC, HR Managersand Partners may undertake activities on behalf of linemanagers, such as discussing individual pay andperformance issues with staff. In other Divisions, thiswould be interpreted as a line manager's responsibility.

In addition, line manager feedback from workshopsindicates that the level of HR service delivered, and theextent of line management responsibility for peoplemanagement activities, depends significantly on the BBCPeople staff member(s) supporting the line manager. Forexample, in some Divisions, Recruitment staff may providea full application screening service for line managers, inothers not. In some Divisions, HR will support linemanagers through the full salary review process (including

preparation of recommendations), in others HR will onlyvalidate and challenge line managers' recommendationsand decisions.

The differences in interpretation of line managerresponsibility for people management activities cancontribute to confusion amongst customers about HR'srole, scope and purpose and potentially lead to errors inthe delivery of HR transactional processes.

An example of this is the administration of leavers. Whenstaff leave the BBC, line managers often fail to inform HR,or inform them after the staff member has left theorganisation. This results in employees continuing toreceive a salary after they have left the organisation. HReffort is then spent trying to reclaim overpayments fromformer staff.

Feedback suggests that there is a structuredapproach to building leadership capability within theBBC, but that building tactical line managementcapability could be improved.

In terms of BBC-wide mandatory management andprofessional programmes, the recent focus has been onleadership development (the Ashridge LeadershipProgramme), On-line training and 'Sources, scoops andstories'.

A recent Training and Development survey found that,overall, staff considered the quality of training courses tobe high. (Source: BBC Training and DevelopmentCustomer Research Results 2004.)

Most line managers who attended PwC workshopssuggested that they want more tools to enable them tobecome better tactical managers.

Although the Leadership Programme contains tacticalmanagement skills workshops, e.g. performancemanagement skills, the line managers' perception,reported in the PwC workshops, is that the LeadershipProgramme provides leadership skills not tacticalmanagement skills.

It is recognised that there are plans in place to adapt theLeadership Programme to respond to these and otheremerging needs.

6 Line manager accountability for peoplemanagement is understood for certainprocesses, but there is inconsistencybetween Divisions



Whilst there are a range of training and developmentopportunities available to support capability enhancementfor line managers, evidence would suggest there has beena low level of creation of personal development plans at allgrades. Between 55% and 75% of staff at different gradesreported that they did not have a PDP in 2004*. Similarly,in the 2004 BBC staff survey, just 39% of respondentsconduct regular conversations with managers about theirdevelopment. (*Source: BBC Training and DevelopmentCustomer Research Results 2004.)

Set against this, some interviewees noted that developingmanagement skills is likely to become more important overtime, in the context of progressive devolution ofresponsibility for management and reduction in levels ofprofessional support services.

Improvements in the personal development planningprocess and developing management capability aretherefore likely to be a key future priority for the BBC.

Line manager feedback indicates that they want moreflexible HR processes and access to 'on-demand'expert advice.

We surveyed line managers through interviews and focusgroups about what support they want from BBC People.

The BBC, as a public service organisation, sets highstandards in terms of fairness and consistency in peoplemanagement. Some parts of the workforce are unionisedand the volume of casework (including disciplinaries,grievances and appeals from both staff and applicants)varies between Divisions. In recognition of this context, HRpolicies (for example, capability including disciplinary andgrievance) are often complex in nature. While there iscomprehensive on-line guidance, line managers' feedbacksuggests that policies are often difficult to interpret on-line,and that what they value is the opportunity to seek directexpert advice from HR professionals on specific issues.

The overall environment has contributed to a relativelycautious approach by line managers and HR professionalsin relation to interpreting and applying HR policies. Linemanagers report that there is a feeling that HR is often toorisk averse in making decisions that require them tointerpret policy.

Overall, evidence gathered from line manager interviewsand supported by BBC People's own surveys, indicatesthat managers want an HR service that can provide expert'on-demand' advice, either to challenge or validate peoplemanagement decisions. In particular, they want:

• more flexible and responsive processes that they canmanage independent of HR. For example, inrecruitment and selection; and

• clearer guidelines and policies that are simple tounderstand, less time consuming and give linemanagers the flexibility to make decisions, with theoption of being supported by expert HR advice onpolicy interpretation when required.

However, any changes to policy and procedure requirecareful thought. For example, the recruitment processesare often cited as being overly complex. The need for fastand simple processes needs to be set against thecorporate need for assurance - in this case that the BBCis recruiting to its values.

Assuming line managers are equipped with the knowledgeand capabilities to operate with more autonomy, a keypre-requisite for the Corporation will be appropriatemeasurement of outcomes (in the case of recruitment, forexample, diversity monitoring) and the ability to identifyevidence of poor compliance and make interventions.

Having reviewed the role of the line manager and theiraccountability for people management, we make thefollowing conclusions:

• The role of the line manager and their accountability forpeople management needs to be reviewed acrossDivisions to ensure consistency and to understand theconsequences of changing the nature and levels of HRsupport provided.

• Policies, guidance and processes need to be reviewedto make sure that line managers can interpret themflexibly, and call upon expert HR advice if needed.

• Success of any delivery model that supportsstandardisation will rely on common standards andcapability amongst line managers and HR to interpretand apply HR policy and practice.

We provide recommendations that address theseconclusions in the Recommendations section at the endof the report.

6 Line manager accountability for peoplemanagement is understood for certainprocesses, but there is inconsistencybetween Divisions



The following recommendations are made on this basis ofa number of key design principles and customerrequirements:

• Fewer and clearer points of contact for line managersand staff.

• Ability to provide on-demand expert advice to both linemanagers and BBC People staff.

• Greater understanding of, and the ability to prioritiseDivisional requirements and projects.

• Actively identifying people issues and developingsolutions.

• Delivering high quality administration and queryhandling.

• Flexible and efficient processes with clear guidelines forline managers that clarify responsibilities.

• Grouping common HR activities and services so theyare integrated and delivered via the most appropriatemeans.

Our recommendations describe a combination ofimprovements to internal organisation and process andthe external provision of some services. Implementingthese recommendations would reduce the cost of BBCPeople staff by approximately £18m pa, fromapproximately £58m pa to approximately £40m pa.Redundancy of 190 staff would deliver £13m andoutsourcing represents a further £5m reduction. BBCPeople staff would be reduced by 540, from approximately960 to 420 (excluding out of scope areas and vacancies).To be effective, this will require a change in the roles,responsibilities and skills of line managers.

Our recommendations are grouped in the following areasand based on the conclusions of our findings:

• Organisation and processes.• External supply of services.• Role of the line manager.

A high-level implementation roadmap for delivering therecommendations is also supplied.

Organisation and processes

The existing BBC People model should be simplified toreflect the key principles and customer requirementsdescribed previously. Simplification of the model willprovide opportunities for cost reduction and serviceimprovement, although the complexity of HR staffembedded in Divisional headcount needs to beconsidered during implementation.

Key elements of our recommended design are:

• Strengthening divisional HR teams to meet customerrequirements for more focused, dedicated, general HRsupport; making an expert advisory service available tocustomers on-demand.The divisional HR team would be responsible formaking sure that a high quality, timely service isdelivered from central/shared functions. Divisionalteams would be led by an HR Partner supported byHR Managers.

• Centralising delivery of HR and training administrationservices and handling managers' and staff queries.This should include centralising the remainingdistributed administration activity, standardisingprocesses and ensuring best use of technology. It alsorequires clarity of responsibility between centraliseddelivery teams, divisional HR, centres of excellence, linemanagers and staff.This centralised function could potentially be deliveredvia an external supplier. In addition, e-enable processeswhere opportunities exist. For example, sicknessabsence administration.

• Establishing a small centre of excellence to providesubject matter expertise and thought leadership toBBC People and its customers on core HR services,including Compensation and Benefits; EmployeeRelations; Diversity; Resourcing; Training &Development; and Internal Communications. Centres ofexcellence will be the custodians of BBC HR policyand practice and design specialist solutions forimplementation throughout the BBC and its Divisions.

• Most effective sourcing of some non-administrative HRservices. That is, use outsourcing where businessneeds can be met more cost-effectively. Externalsupply might be considered for services including non-craft training, Occupational Health services and Payroll(already outsourced to an external provider).

• Ensuring operations support provides a central serviceto BBC People and divisional HR, including theprovision of management information, technologyservices, centrally co-ordinated finance and budgetingsupport and a supplier management team focused ondevelopment and maintenance of arrangements withthird party providers, including outsourced providers.

• Making other delivery services available to all Divisionsaccessed by customers via their Divisional HR team.Such services could include specialist training designand delivery, project management and consultancysupport for pan-BBC or divisional projects.

• Establishing a small Direction team focused ondeveloping and delivering the overall BBC Peoplestrategy.

7 Recommendations



7 Recommendations



External supply of services

We recommend that the BBC examines outsourcing partsof BBC People. Our initial market test suggests that arange of suppliers of outsourced HR services would bidfor a formal tender, if one were issued. Next steps shouldinclude a full definition of requirements including scoping,detailed design, risk assessment, controls and expecteddegrees of freedom for the contractor, service levels,penalties and gainshare arrangements, location andapproach to transfers and transferred employees. Thesewould create the basis for evaluation, the structure of thearrangements and the design of the tender process itself.

A key outcome would be a detailed project plan andtimings for the subsequent phases.

The HR outsourcers approached in the market test wouldtypically provide general skills and IT training, together withsome specialist capability such as Health and Safety. Thisshould be included within the scope of any HRoutsourcing tender.

In terms of more complex broadcast training, we suggestthat the BBC continues its exploration of other optionsincluding industry partnerships within the UK. This willrequire clarity on the internal demand and supply model(for example, the mix of delivery in Divisions from BBCResources and external supply).

A feasibility study for broadcast training should beinstigated to consider the market, criteria, potentialmodels, risks and partnership arrangements. It should alsoevaluate the financial and strategic costs and benefits overa three-year period.

Role of the Line manager

The recommended service delivery model will require linemanagers to play an enhanced role as ownership ofappropriate people issues is devolved into the line.

Pre-requisites for success in this process include:

• skills development. For example, making sure linemanagers are equipped to manage day-to-dayoperational HR issues;

• explicitly defining, agreeing and communicating theresponsibilities of line managers and of BBC Peoplewithin each process;

• clarity on the service that HR will provide and efforts toensure that this is consistent for all BBC managers andstaff; and

• continued progress on simplifying policy wherereduction in complexity can be achieved withoutcompromising BBC values or legislative compliance.

Service standards and measurement

In the context of the new service delivery model, werecommend that BBC People develops an integrated setof service standards that are developed and agreed withinternal customers. These should be based on quality andefficiency targets that are customer focused, measured ortracked over time and benchmarked against appropriateexternal comparisons.

In terms of project-based work, we recommend that BBCPeople establish a clear process for prioritisation,monitoring and control of projects. We also suggest thatmore emphasis is placed on developing robust benefitrealisation plans.

7 Recommendations



Potential for staff and cost reduction

There are 960 staff within BBC People, with associatedcosts including salaries, benefits, property, IT etc., of£58m pa, excluding out of scope functions and vacancies.There are additional costs of approximately £24m ofadditional policy related and pass-through costs.

The recommended service delivery model identified in thisreview requires approximately 420 staff, with costs ofapproximately £27m pa.

These staff will provide divisionally based HR support,specialist HR advice - for example, compensation andbenefits, employee relations and shared services, includingcomplex query handling, management information,consultancy and broadcast training delivery etc.

Of the remaining 540 staff and £31m of cost, our reviewidentifies 350 staff and £18m of cost which couldpotentially be outsourced. This can be achieved primarilyin recruitment and training administration and assessmentservices, simple query handling and technology support.The majority of outsourced providers indicated a costreduction of approximately 30%. Using this as a workingassumption, the £18m cost associated with the 350 staffwould be reduced by approximately £5m pa.

The outsource providers previously indicated they wouldconsider taking on more than 350 staff: for example,specialist broadcast training, learning and developmentconsulting and safety advice. We recommend that theprovider's track record of delivering these more complexHR services to quality standards required by the BBC beassessed during a competitive tendering process andother models for specialist broadcast training beconsidered.

The remaining 190 staff would be redundant,because of the implementation of a new service deliverymodel. The model would deliver HR services focused ondivisional requirements, improvements in efficiency andreduced duplication. This would reduce costs byapproximately £13m pa.

We expect that these changes would be implementedover a period of approximately three years, with benefitsphased in over that time. These recommendations shouldbe considered by the BBC, and subjected to detailedscoping, planning and business case development.

NoteThese figures are estimates only. The data have not beenaudited and are dependant on a number of factors,including, but limited to, BBC acceptance andimplementation of the recommendations, agreement onthe scope of outsourcing, detailed contract specificationand negotiation and acceptance of a reduced scope ofservice.

Transition and redundancy costs would also need to beincluded in the overall business case. This review has notcommented on the out of scope areas or approximately£24m of additional policy related and pass-through costsin the BBC People budget. The cost reduction informationshould not be relied on for the purpose of budgeting.

We recommend that the BBC develops a clear,overarching vision for the service, a single integratedmodel and a common approach to planning andimplementation.

Typically transformations of this scope and complexity aredelivered over a 2-3 year period.

7 Recommendations



Methodology

Within the context of its commitment to excellence, theBBC has commissioned a VFM review of BBC People.

We designed this review to identify further improvement,without undermining the existing scope and quality ofservice. For the BBC, this means delivering services:




Value for money reviews

PwC conducted the fieldwork and analysis for this report.

PwC has a detailed understanding of value for money andits application to audits, particularly on behalf of theNational Audit Office (NAO). In the past year, we havesupported the NAO on their VFM reviews, ranging fromexpert advice on projects, through to the delivery of fullyoutsourced reviews. Our approach is outlined below.

Collection of information, data analysis andcomparison

To assess the performance of various BBC Peopleservices, we collected qualitative and quantitative datafrom a range of the BBC's staff and systems. This dataincluded:

• documentation of service standards/ policies;• structural data about the organisation of BBC People

within the BBC;• customer feedback data;• HR activity data;• process and performance management

documentation;• volume and key performance metrics;• HR cost data; and• agreements with third party service providers.

The structural information provided by the BBC wassupplemented by fieldwork visits. We conductedapproximately 100 one-to-one meetings with members ofthe HR Leadership team and staff within functions. Wealso held approximately 24 process/function workshops toconduct a thorough review of the effectiveness of theexisting HR delivery model and to understand roles inmore detail.

We evaluated customer feedback data already gatheredand held several workshops with approximately 40 linemanagers to understand in more detail customerperceptions and views on the current BBC Peopleservices.

We conducted an activity analysis of current BBC Peoplestaff activity, including the spread of activity across a rangeof BBC People processes and by type of activity -strategic, advisory, consulting and transactional.

We also prepared a financial scorecard that compared theefficiency and effectiveness of BBC People compared witha sample of UK service companies from both the publicand private sector. A range of metrics were benchmarkedincluding FTE per HR Department EFT and HRdepartment costs per EFT.

Data contained within this report has been used tosupport the key findings and has been validated with theBBC on an ongoing basis throughout the duration of datacollection and analysis phases..

8 Appendix


© 2006 PricewaterhouseCoopers LLP. All rights reserved. “PricewaterhouseCoopers” refers to PricewaterhouseCoopers LLP (a limited liabilitypartnership in the United Kingdom) or, as the context requires, other member firms ofPricewaterhouseCoopers International Limited, each of which is a separate and independentlegal entity. Design 0600348


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