Strategic Operating Plan Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

Transcription

1 Strategic Operating Plan Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

2 Contents Introduction Page 3 Key Strategic Objectives and Priorities Page 4 Key Performance Indicators Page 6 Operating Plan -18 Page 9 Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

3 Introduction The -18 Strategic Operating Plan for Culture Perth and Kinross sets out the high level activity which will be undertaken to deliver key organisational objectives and priorities. It has been developed by the Senior Management team as the key operational plan for the service, under which much more detailed team, project and individual plans sit. The Operating Plan sits within the strategic planning context of local and national planning priorities as set out within the Perth and Kinross Council Priorities for Culture , the Perth and Kinross Community Plan and the National Performance Framework. The Strategic Operating Plan is reviewed on a rolling basis and will be fully revised each year. Actions and activity identified within the plan will support achievement of the Key Performance Indicators for the organisation as agreed with Perth and Kinross Council. The plan will be referred to by all staff in the development and delivery of their day to day activity. Culture Perth and Kinross Vision To be at the heart of a Cultural Community that connects people, ideas, knowledge and collections Mission To develop and deliver a range of innovative and creative cultural services, public programmes and partnerships which engage a wide and diverse audience in the best of local, national and international culture. Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

4 Key Strategic Objectives (KSO) 2021 Six key strategic objectives for the service have been identified and are detailed below. These compliment national and local priorities and support delivery of the key objects of Culture Perth and Kinross as set out in the Articles of Association. 1. To increase access to, and develop new audiences for, our services and collections 2. To support digital inclusion and innovation across all our services 3. To use cultural experiences and services to help address inequalities and to promote personal growth and development 4. To engage proactively and creatively with customers, communities and partners 5. To contribute to cultural sector debate and development at a local and national level 6. To increase the resilience and sustainability of the organisation Key Strategic Priorities There are three key priorities for the service in this coming year and these have been informed by performance and review of activity in 2016/17, the services contract with Perth and Kinross Council, feedback and comment from service users. These priorities are fleshed out in more detail within the Operating Plan on page Understanding and developing our Audience - Linked to KSO 1, 2 & 3 We will do this by: Developing and strengthening relationships with communities through projects, partnerships and opportunities that enable us to engage meaningfully with them Developing programming plans to engage and build audiences during the redevelopment of Perth Museum and Art Gallery Reviewing and further strengthening our Volunteering offer Implementing a marketing plan to drive up footfall and increase active engagement with our audiences Developing a long-term Strategy for our Library and Information Service Developing an Archive Strategy to support progressive digitisation of collections and address capacity planning issues Supporting the Perth UK City of Culture 2021 Bid Reviewing and further developing our learning offer to schools, communities and individuals with a focus on reducing inequalities and promoting personal growth and development 2. People and the Organisation Linked to KSO 2, 4, 5 and 6 We will do this by: Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

5 Consolidating and communicating CPK practices and processes to ensure efficiency and excellence Ensuring good staff consultation and engagement to grow the identity of CPK as an employer and as an organisation Continuing to strengthen the credibility of CPK with our partners and raising the organisation s profile on a local and national level Celebrate the success of our staff, volunteers and customers Continue to inspire individual and organisational ambition through investment in programmes of staff development and training 3. Resources and Programmes Linked to ALL KSO We will do this by: Reviewing the envelope of resources administered by CPK, to prioritise their management, rationalisation and development in line with best practice Offering a varied programme of exhibitions and events within our venues that appeals to and retains current audiences as well as attracting new audiences and increasing sustainability Ensuring that we continue to explore and develop innovative digital solutions and activity which increase access to our services and support wider national and international engagement with our resources Working with partners and funders to create an exciting programme of cultural activities out with our venues that establish CPK s place within the wider cultural community Implementing a programme of supported self-evaluation and engagement in external scrutiny to embed a culture of evidence based performance improvement across the organisation Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

6 Key Performance Indicators (KPI s) The activities and performance of Culture Perth and Kinross are monitored externally in a number of ways. As our principle funder Perth and Kinross Council have identified a number of key performance indicators or KPI s by which they monitor the performance of the Services Contract between PKC and CPK. These are reviewed on an annual basis and are set out below. Any changes or movements from 2016/17 are noted beside the relevant indicator. In addition to the KPI s themselves, targets are being set for each. These will be based on 2016/17 performance and will include a number of stretch as well as maintenance targets. The KPI s also form the basis for reporting at a national level on performance through the annual CIPFA Return (Chartered Institute of Public Finance and Accountancy). This report informs Scottish and UK Governments on the performance of Museums, Archives and Libraries to support policy development and strategic decision making. The KPI s with some key additional internal organisational indicators are reported to the Culture Perth and Kinross Board on a quarterly basis and are monitored through the Finance and resources Committee. Whole Service Indicators /18 TARGETS Comments/Movements from 2016/17 W1 Total number of visits in person to libraries, museums and galleries + 5% W2 Total number of online visits to libraries, museums and galleries - relates to service usage, i.e. use of a library online service such as ebooks or accessing information about a museum collection / object +10% Music downloads will be removed from this in /18 A6 % of total income to CPK raised from external funding sources (grants, sponsorship, donations) 10% (Target 300,000) Previously reported annually W3 Total number of social media engagements with all services +20% W4 Volunteers +10% Now includes monetary value W5 Number of Public Programme events and : Maintain W5.1 Learning Activity: Talk/Lectures W5.2 Learning Activity: Family Events W5.3 Learning Activity: Early Years Event Bookbug/Rhymetime and related activities W5.4 Learning Activity: Class/Workshop/School - are children and young people W5.5 Learning Activity: Class/Workshop/Other adult / mixed group of W5.6 Learning Activity: Venue Tour W5.7 Temporary Exhibitions W5.8 Preview, Opening, Launch or other Private Event Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

7 Whole Service Indicators W5.9 Community Group Engagements W5.10 Professional Development/Training provided by CPK staff to external groups or organisations Museums Indicators M1 Total no. of visits in person to PMAG, Fergusson, Alyth /18 TARGETS + 5% Comments/Movements from 2016/17 M2 Total no. of active engagement online visits to Museums and Galleries +10% M3 Total no. of social media engagements with Museums and Galleries (broken down by type) +20% M3.1 Twitter Impressions - notes the number of times a tweet was served to a timeline & articulates the potential reach of all Twitter content M3.2 Twitter Engagements - these are specific interactions including replies, mentions, re-tweets and likes of/to service content M3.3 Facebook Engagements - this is comprised of clicks, likes, comments and shares of service FB posts M4 Total no. of volunteers and volunteer hours +10% Include monetary value M5 Total no. of Public Programme events and (As per list in W5) Maintain M6 M7 M8 Total no. of enquiries Total no. of researchers and research hours M&G Total no. of researchers and research hours Archive Libraries and Information Services Indicators N/A Reduction expected /18/19 Maintain at 2016/17 outturn Enquiry services at M&G and Archive are being reduced to accommodate work programme for new Collections Store (agreed at CPK Board ) As above. L1 Total no. of visits in person to Libraries (footfall by location) + 5% L2 Total no. of active engagement online visits to Libraries and Information Services +10% Music downloads not included for /18 L2.1 ebook and eaudiobook issues L2.2 emagazine downloads L3 Total no. of social media engagements with Libraries and Information Services (broken down by type) +20% L3.1 Twitter Impressions - notes the number of times a tweet was served to a timeline & articulates the potential reach of all Twitter content L3.2 Twitter Engagements - these are specific interactions including replies, mentions, re-tweets and likes of/to service content Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

8 Whole Service Indicators /18 TARGETS Comments/Movements from 2016/17 L3.3 Facebook Engagements - this is comprised of clicks, likes, comments and shares of service FB posts L4 Total no. of volunteers and volunteer hours +10% Includes monetary value L5 Total no. of Public Programme events and (as per list in W5) Maintain L6 By Library Location - the no. of issues +5% L7 Total no. of active users Maintain L8 By Library Location - the no. of % public network use Annual Indicators Maintain In -18, record only bookable computers and remove LFH scanners, Beating the Blues, and non-bookable laptops etc from this return. A1 Cost per head of visits in person / online to libraries 2.72 (Based in Improvement Service Data) A2 Cost per head of visits in person / online to museums and galleries 9.72 (Based in Improvement Service Data) A3 Customer satisfaction as a % 95% A4 Numbers of primary and secondary schools engaged 82 A5 Total number of community groups supported / engaged with, including communities of interest 50 Internal Organisational Performance Indicators The following indicators are used by the Senior Management Team to support service development and activity, identifying both strengths and weaknesses of the organisation. An annual staff survey is also undertaken. Annual E1 E2 E3 E4 E5 E6 E7 E8 E9 Indicator Staff Retention and Turnover Vacancy Rates including length of time to recruit Sickness absence rates and days off due to work related stress Leakage of Stock Training and Development inc. ERD s Fleet Vehicles (no. days off road) H&S Incident Reports Flexitime No. Staff Grievances/Disciplinary Actions Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

9 Culture Perth and Kinross Operating Plan /18 Key Area: 1. Understanding and developing our Audience Linked to KSO 1, 2 & 3 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development Developing and strengthening relationships with communities through projects, partnerships and opportunities that enable us to engage meaningfully with them Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be Start Q1 Q2 Q3 Q4 measured?) Continue to contribute to Culture and Sport Advisory Group and other collaborative partnerships aimed at strengthening local cultural and tourism sector. Engagement activities with communities & targeted groups using results to inform development and planning Big Listen style engagement Culture Republic Audience Development Planning Support Targeted engagement with vulnerable groups Support services for Perth Prison and Castle Huntly Prison Lads and Dads Reading Initiative targeted at families in need of support / non users Offer for vulnerable elderly - Books on Wheels (BoW), Books Aloud (BA), Reminiscence Support social mobility through Employability and Benefits sessions in Libraries Ongoing Sep May End Oct Sept 1 Meeting 15 fathers and sons 150 BoW customers 6 BA sessions Meeting 30 fathers and sons 150 BoW customers 6 BA sessions Meeting 5000 Audience Developmen t Plan in place 30 fathers and sons 150 BoW customers 6 BA sessions Meeting 30 fathers and sons 150 BoW customers 6 BA sessions No of new projects and initiatives developed and delivered in partnership with local stakeholders. No. & demographic of responses; Actions arising from data analysis KPI W5 & L5 Written and verbal feedback, Evaluation forms Nos of new members EMT Lead Resources Required Key Risks Chief Executive Chief Executive / Libraries Libraries Staff time, and in-kind support. Est 1500 for Big Listen style events 3,000 on Audience Development and related activities, focus groups etc. 14,000 PLIF funding 300 travel & subsistence for volunteers Reputational may identify competing priorities Reputational Expectations raised may not be able to be met Reputational & Financial uptake of services may not meet targets Develop Culture on From On Uptake of places and Chief 500 promotion and Reputational Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

10 Key Area: 1. Understanding and developing our Audience Linked to KSO 1, 2 & 3 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development Develop programming plans to engage and build audiences during the redevelopment of PMAG Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be Start End Q1 Q2 Q3 Q4 measured?) Prescription as a social June going repeat engagements. prescribing initiative (with CPK) (with CPK) Customer, partner and NHS across key Cultural feedback and comments. organisations (HX, PFT, PFA, etc) and in partnership with NHS Continue to support equalities and health and well-being through targeted work with Six Steps, MANIL. The Mental Health Film Festival, Dementia friendly libraries, Autism initiative and Dyslexia initiatives Continue to provide opportunities for community-led curation Deliver series of PMAG displays focusing on the capital projects and collections review until venue closure Deliver 2 year programme of engagement activity including: Off-site displays School projects Events and activities Digital resources National touring show Ongoing 1/4/17 31/12/ 17 1/4/17 1/12/1 8 31/12/ 20 1/12/2 0 Six steps 30 MANIL 100, 5 events 3 groups (up to 20 ) 10,701 Visitors PMAG (5% incr on 2016/17) 2,500 event Dyslexia 90 20,237 Visitors PMAG (5% incr on 2016/17) 3,500 event Mental Health Film Festival groups (up to 20 ) 12,712 Visitors PMAG (5% incr on 2016/17 4,500 event 800 Pupils engaged 11,000 Visitors PMAG (est 5% incr on 2016/17 3,500 event 800 Pupils engaged Customer feedback, nos attending sessions/events; new library members Participant feedback PMAG visitor figures Event and activity participation figures School engagement stats Touring show visitor figures Qualitative data from questionnaires EMT Lead Resources Required Key Risks Executive Library Services Museums & Collections Museums & Collections resources 500 training for staff co-ordination between organisations and potential inequity of capacity may impact on scheme timescales. 500 Reputational & Financial uptake of programmes may be less than planned 400 Reputationaloutcome of project not meeting community group expectation 65,650 Reputationalcapital project slips or alter Financial and staffingresource pressures to deliver programme Lack of uptake of touring show Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

11 Key Area: 1. Understanding and developing our Audience Linked to KSO 1, 2 & 3 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development Reviewing and further strengthening our Volunteering offer Implementing a marketing plan to drive up footfall and increase active engagement with our audiences Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be Start End Q1 Q2 Q3 Q4 measured?) Carry out Review of CPK Feb July Review KPI W4 Volunteering Programme completed to ensure that opportunities and skills are best understood and used across all services Implement a targeted programme of marketing activity to engage wider audiences with our services. Mar Mar 2018 Customer comments, uptake of services EMT Lead Resources Required Key Risks Libraries Sales & Customer Experience 300 Reputational may have difficulty recruiting volunteers with required skills Reputational the campaign may not attract new members / audiences to our services Developing a long-term Strategy for our Library and Information Service Continue to roll out World Host Customer Service Training across the organisation to ensure excellent engagement and customer service 10 year Library Strategy produced for CPK Board approval June Feb March 2018 Sep Action plan complete April 10Staff trained 10 Staff trained 10 staff trained Customer Satisfaction KPI Comments and feedback from customers and visitors Sales & Customer Experience Libraries 30 x 45 ( 1,350) 2000 Reputational the strategy may not be future proof Developing an Archive Strategy to support progressive digitisation of collections and address capacity planning issues Supporting the Perth UK City of Culture 2021 Bid, including the capital redevelopment of PMAG and City Hall. Archive Strategy produced for CPK Board approval Participate in strategic bid development groups and workshops as required. Complete delivery of Stage 1 PCOC engagement programme with schools and communities Work in partnership with PKC on the strategic development and delivery of the capital 1/5/17 31/8/1 7 1/4/17 30/4/1 7 + Stage 2 Bid 1/4/17 30/4/1 7 12/1/1 7 1/12/2 0 Research PCOC Stage 1 bid document submitted April PCOC bid document submitted April Establish potential key partners and contact Write and submit strategy for Sept Board meeting Senior Officer Group Meetings Possible Stage 2 Bid Senior Officer Group Meetings Senior Officer Group Meetings Strategy document UKCOC/PKC Bid feedback Participant figures and feedback PCOC bid document Project development documents Museums & Collections Chief Executive Museums & Collections Chief Executive / Museums Staff time Staff time Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC Resources- staff time Resources /Reputational 13,470 (PKC funded) Reputationallack of engagement or uptake of projects/activies by schools and communities 30M ( 20M committed by PKC) Resourcebudget allocation insufficient,

12 Key Area: 1. Understanding and developing our Audience Linked to KSO 1, 2 & 3 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development Reviewing and further developing our learning offer to schools, communities and individuals with a focus on reducing inequalities and promoting personal growth and development Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be Q1 Q2 Q3 Q4 measured?) projects programme and establishment of longterm collaboration with key organisations to support new programming and interpretation. Outline programme of highlight events and key projects for COC2021 in Library venues including partnerships with national Library and Edinburgh International Book Festival CPK -wide Formal Learning Programme developed in response to identified gaps and sessions delivered that support: Schools Teachers Adults Children Start Feb Feb End Dec Aug Senior Officer Group Meetings Design Team Meetings Mapping completed 32 sessions 440 CLN sessions x 3= Design Team Meetings New Programmes developed 24 sessions 280 Design Team Meetings Outline Plan complete Dec 40 sessions 440 Design Team Meetings 40 sessions 440 KPI new indicator No of sessions, no of, feedback from staff, volunteers and EMT Lead Resources Required Key Risks and Collections Libraries Libraries 350 1,800 school sessions 11,450 CLN programme ( 10,450 funded by Education Scotland grant) grant applications unsuccessful Reputationprojects not developed in line with public expectation and timescales Reputational lack of engagement by communities & schools with projects Reputational lack of uptake of formal learning offer Resourcesstaffing levels to deliver programmes CPK Wide Informal Learning Offer developed in response to identified gaps and activities that support: Adults Families/Under Fives Children Feb Aug Mapping completed 33 sessions 645 New programmes developed 39 sessions sessions sessions 765 Libraries 350 Reputational lack of uptake of formal learning offer Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

13 Key Area: 1. Understanding and developing our Audience Linked to KSO 1, 2 & 3 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be Start End Q1 Q2 Q3 Q4 measured?) Develop a new M&G 30/6/1 31/12/ YA summer Artists Participation figures and programme of learning 7 17 school x 8 Rooms feedback for young adults Sessions School including: 50 sessions Young Architects X 6 = 60 Creative Crew Young Heritage Ambassadors YHA Community case display Creative Crew event/sessio ns x 3 = 30 EMT Lead Resources Required Key Risks Libraries 6,700 Resourcesunsuccessful grant application (CS Artist Rooms) Lack of uptake of CC or YHA programmes Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

14 Key Area: 2. People and the Organisation Linked to KSO 2, 4, 5 and 6 2 To support digital inclusion and innovation across our services 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Consolidating and communicating CPK practices and processes to ensure efficiency and excellence Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be Start End Q1 Q2 Q3 Q4 measured?) Ensure CPK meets all On-going Contract Contract Contract Contract Key Performance Indicators statutory and Monitoring Monitoring Monitoring Monitoring Feedback and Comment regulatory Meeting Meeting Meeting Meeting from regulatory and requirements statutory bodies including: Scrutiny OSCR Return Scrutiny OSCR Committee Committee HMRC Meeting Meeting PKC Contract Monitoring/Scrutiny Year End Committee Accounts Submissions EMT Lead Chief Executive / Finance Resources Required Staff time Key Risks Reputational Continue to ensure CPK complies with statutory legal requirements and best practice regarding Data Protection Financial procedures Health & Safety procedures Protection of Vulnerable groups Equalities On-going Internal audit, staff training Libraries/ Finance / Operations / Library Services New Finance system - XERO Legal, Financial, Reputational - Correct processes may not be followed Physical damage to health or property Continue to improve & develop internal communication and efficiencies Review existing CPK policies Staff newsletter SharePoint Deliver staff network sessions 1/4/17 31/3/18 1x staff newsletter 2 x staff network sessions 1x staff newsletter 1x staff newsletter 2 x staff network sessions 1 x staff newsletter Staff network session feedback Chief Executive and ALL EMT Training and Development Budgets Reputational /Resources staff not engaged in organisation, not resilient. Ensuring good staff consultation and engagement to grow the identity of CPK as an employer and as an organisation Actions identified and implemented from staff survey Staff Survey completed Mar 2018 Results of survey analysed & key improvemen t areas actioned Survey completed No. of responses, levels of satisfaction Libraries Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC Survey Monkey 300 ( budget) Reputational staff returns not responded to by CPK

15 Key Area: 2. People and the Organisation Linked to KSO 2, 4, 5 and 6 2 To support digital inclusion and innovation across our services 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Continuing to strengthen the credibility of CPK with our partners and raising the organisation s profile on a local and national level Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be Start End Q1 Q2 Q3 Q4 measured?) Rolling review of On-going Key Performance Indicators workforce planning % reduction in vacancy activity to ensure staff rates and recruitment model is tested times regularly and supports effective and efficient delivery of organisational activity. Develop and implement a range of health and well-being at work initiatives designed to support healthy work-life balance and reduce sickness absence and any instances of workrelated stress. Raise and further amplify CPK profile as a key cultural stakeholder in the region through networking and active pursuance of new alliances and collaborations. Ensure the CPK Board are supported to deliver effective oversight and strong governance of the organisation. Register CPK as a Living Wage Employer and for Fairtrade Flagship-Employer Status and seek other low-cost opportunities to align with national schemes and initiatives as On-going On-going On-going June and ongoing Scheme of Delegation implemente d 3 workshops offered 1 New Cultural Network Meeting (P+K) Strategic Away day 3 workshops offered 1 New collaborative project Staff survey Comments and feedback Uptake and participation levels 10% reduction in sickness absence Levels of participation Feedback from Network members Board Review Organisational performance Feedback and comment from partners including Sole Member and OSCR. Staff Survey Comments and feedback from customers and partners Customer satisfaction EMT Lead Chief Executive Chief Executive and Operations Chief Executive + EMT Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC Resources Required Staff time Staffing Budgets 850 Staff time Key Risks Financial / reputational ability of organisation to deliver on contractual agreements and ambitions Reputational risk that CPK not acknowledge d as a key partner locally Chief Executive Staff time Reputational - ability of Board to deliver on large-scale ambitions of capital programme. Chief Executive Staff time Reputation risk of becoming uncompetitiv e as an employer

16 Key Area: 2. People and the Organisation Linked to KSO 2, 4, 5 and 6 2 To support digital inclusion and innovation across our services 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Celebrate the success of our staff, volunteers and customers Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success be End Q1 Q2 Q3 Q4 measured?) appropriate Co-ordinate Living Communities Participation Fund stimulating successful projects with schools and communities focusing on local heritage as a catalyst for intergenerational working Work with partners to pilot the One Library Card and MyAccount card projects. Every Child A Library Member (ECALM) campaign fully launched with high visibility to encourage children and their families join and use libraries. Start 1/4/17 30/6/17 6 projects Pending further funding Ongoing July Agreement with partners One library card offer to customers Pending further funding Pending further funding Project reports LCPF 6 monthly reports for Gannochy Uptake by public, feedback from staff and customers Ongoing KPI L7 Total no of Active Users Volunteer Day Oct Celebration event held. 50 attendees KPI W1 & L1 Nos attending, feedback from volunteers EMT Lead Museums & Collections Resources Required Gannochy Grant 2016/17- remaining funding = 11,869 Key Risks Reputational - lack of applications for funding Resource- Funding not continued beyond Libraries 1000 (est) Reputational public may not understand or take up these library card offers Library Services 1000 Reputational the campaign may not attract new library members Libraries 300 for event Reputational - volunteers may not attend the celebration Continue to inspire individual and organisational ambition through investment in programmes of staff and volunteer development and training Support SMT, EMT and SOT development to build further leadership capacity and resilience within the organisation. Training needs Analysis completed to inform staff On-going Feedback and comment from teams ERD Staff Survey KPI Performance Chief Executive On-going KPI O4 Libraries / Museums & Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC Staff Training and Development Budgets 12,000 training budget Resources staff skills and confidence may not meet the requirement or ambitions of the organisation Reputational skills may not match

17 Key Area: 2. People and the Organisation Linked to KSO 2, 4, 5 and 6 2 To support digital inclusion and innovation across our services 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Operating Objectives Timeframe Targets Performance Indicator (KPI EMT Lead Resources Key Risks or how will success be Required Start End Q1 Q2 Q3 Q4 measured?) development plans Collections service needs Regularly communicate ambition and resources for training and development to staff through various channels 1/4/17 31/3/17 Business breakfast meetings x 3/4 Business breakfast meetings x 3/4 Business breakfast meetings x 3/4 Staff network sessions Business breakfast meetings x 3/4 Training records Libraries / Museums & Collections 12,000 (training) 3,000 (transport) Resources- Loss of staff, Budget pressures Provide dedicated training to staff where appropriate Staff network sessions New CPK ERD Process Ongoing Mar 25% of staff complete ERDs Develop suite of CPK training 25% of staff complete ERDs 25% of staff complete ERDs 25% of staff complete ERDs KPI O4 Nos of ERD completed Actions from ERDs Libraries Apr Sep KPI O4 Libraries / Museums & Collections Training packages 1000 Reputational staff uptake may be low Reputational may not find suitable packages Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

18 Key Area: Increase the resilience and sustainability of the organisation Reviewing the envelope of resources administered by CPK, to prioritise their management, rationalisation and development in line with best practice 3. Resources and Programmes Linked to ALL KSO 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Continue to build a development (fundraising) function within the organisation, including production of a high level fundraising strategy. Redevelop the AK Bell Café and introduce new retail offer with a view t significantly increasing income through this route Research and develop strategic business plans and operating models for the redeveloped PMAG and City Hall Carry out a full review of Museums and Galleries collections Oct 2016-Oct 2018 Identify sources of funding to review Archive collection and digitisation project Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success Start End Q1 Q2 Q3 Q4 be measured?) Identify opportunities Ongoing 5,000 10,000 5,000 2,000 Key Performance to diversify income Indicators and income generating activity targets across the organisation including active pursuance of sponsorship and business support. Ongoing April Jan % in fundraising income +12% in fundraising income Income targets On-going + 34k income Income targets % increase in footfall Customer feedback and comments Dec (and rolling review thereafter) 1/4/17 31/10/18 Costume 1800 Archaeology (includes bulk archaeology) Natural History Photography Costume 1800 Nat Hist Archaeology 2288 Photography Applied Art 5595 Archaeology 3288 Nat Hist Applied Art 5595 Archaeology 2288 Nat Hist 700 World Cultures 2000 Submit archive review grant application Key Performance Indicators predictions against performance Monthly targets for subject areas Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC EMT Lead Resources Required Key Risks Chief Executive Chief Executive Sales and Customer Experience Chief Executive / Finance Museums and Collections Staff time Financial relationship building activity may not see return on investment as planned Staff time, Staff development In-kind or match funding from core resources as required. 18.5k from trading income in 2016/17 Staff time PKC input 60,000 (funded by MGS grantawarded) External funding source for archive grant to be identified Financial unable to meet targets to reduce reliance on core PKC funding. Financial may take longer than projected to develop extended client base for offer Financial, reputational,

19 Key Area: Offering a varied programme of exhibitions and events within our venues that appeals to and retains current audiences as well as attracting new audiences and increasing sustainability 3. Resources and Programmes Linked to ALL KSO 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success Start End Q1 Q2 Q3 Q4 be measured?) Ensure IT April June 10% increase 10% increase KPI W2 & L2 infrastructure is in usage in usage targeted and provides best value Work in partnership with Pitlochry Festival Theatre, Horsecross and Perth Festival of the Arts and other cultural organisations to deliver the P+K Pass programme. Sept On-going Key Performance Indicators Participation and uptake levels Feedback and comments from and stakeholders EMT Lead Resources Required Key Risks Libraries Chief Executive Financial efficiencies not identified and achieved Organisational scheme fails to deliver anticipated engagement levels or uplift in key group attendances. Deliver CPK programme of exhibitions and activities that engage a wide range of audiences including: Local residents Tourists Specialist interest groups Families Children Adult Young adult (18-25) 1/4/17 31/3/18 13,475 Visitors to M&G venues (5% incr on 2016/17) 1000 visitors AK Bell displays 3,500 event 23,958 Visitors to M&G venues (5% incr on 2016/17) 1000 visitors AK Bell displays 3,500 event 14,472 Visitors to M&G venues (2% incr on 2016/17) 1000 visitors AK Bell displays 3,500 event 14,000 Visitors to M&G venues (est 5% incr on 2016/17) 1000 visitors AK Bell displays 3,000 event Visitor figures Qualitative data from visitor questionnaires Participation figures and feedback Satisfaction ratings Museums/ Sales & Customer Experience 62,080 exhibitions 27,700 marketing 19,000 events Financial and staffingresourcing pressures to deliver programme Programming and marketing doesn t achieve footfall targets Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

20 Key Area: Ensuring that we continue to explore and develop innovative digital solutions and activity which increase access to our services and support wider national and international engagement with our resources 3. Resources and Programmes Linked to ALL KSO 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success Start End Q1 Q2 Q3 Q4 be measured?) Develop use of digital 1/4/17 31/3/18 1 new digital 1 new digital 1 new digital 1 new digital Google analytics stats technology to exhibition exhibition exhibition exhibition Visitor and participation improve visitor PMAG PMAG PMAG PMAG Figures experience, including: Digital gallery and Qualitative data from screens within CPK Deliver Picts visitor questionnaires venues and Pixels Digital technology exhibition and Satisfaction rating use within events galleries and programme libraries for exhibitions and activities Collections online Digital resources to support WiFi installed engagement on Mobile during PMAG Libs closure Smart Windows Digital engagement on 5 events, events, 100 Mobile Libraries 5 events, events, 100 Development of (3D printer) (3D printer) 3D Printer (3D printer) (3D printer) programme EMT Lead Resources Required Key Risks Libraries/ Museums & Collections 1,000- digital screens programming 4,750 Picts and Pixels ( 5,000 grant aid sought, decision pending) 3,300 Digital resource development- 3D photospheres PMAG (Smart Windows) (external funding being sought) Sourcing digital content to fulfil programming targets Resourcesgrant aid not received so projects scaled down or not deliverable Digital Skills Volunteer Coordinator will develop a support network for customers Feb Aug Mapping completed, training programmes in place 6 additional volunteers recruited 8 x Weekly/ Fortnightly Support sessions taking place in libs 8 x weekly/ fortnightly Volunteer led sessions continue in libs 8 x weekly/ fortnightly Volunteer led sessions continue in libs KPI W4 & L4 Customer & volunteer feedback, no of Library Services Most costs covered by PLIF Grant Travel 150 Staff time 250 Reputational volunteers do not come forward to support this programme Working with partners and funders to create an exciting programme of cultural activities out with our venues that establish CPK s place Contribute to the development of the Creative Exchange project and to other initiatives identified Ongoing Autumn 2019 Creative Exchange Board Meeting Creative Exchange Board Meeting Creative Exchange Board Meeting Creative Exchange Board Meeting Delivery of the project against agreed objectives, on time and on budget. Chief Executive PKC Funded Project Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

21 Key Area: within the wider cultural community 3. Resources and Programmes Linked to ALL KSO 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success End Q1 Q2 Q3 Q4 be measured?) within the Perth City Development Plan. Establish and work with new partners and funders to develop programme of CPK cultural activity including: Platform Festival week CPK signature celebration/ Museum Late type events Review Perthshire Creates with a view to continuing to further develop this strand of CPK within the emerging contexts of City of Culture bid and redevelopment of PMAG and City Hall Start 1/4/17 31/3/18 Evaluate Platform Festival and resubmit CS Open Funding application Celebration event- CPK 1 st birthday Celebration event- Hogmanay Museum Late- Party with the Picts 1/4/17 31/4/17 25% increase in engagement Platform Festivalparticipation stats and feedback Perthshire Creates network growth- online engagement and attendance numbers at events EMT Lead Resources Required Key Risks Museums & Collections Chief Executive 6,000 Celebration events (grant application to be identified) External resources required 26,500 per annum. Reputationalcelebration events don t meet public expectations Resourcesfundraising for celebration events not achieved Resources- to Maintain commissioning of PC development role Ensure that a vibrant programme of library activity is in place to engage current and reach new customers: Summer Reading Challenge (SRC) World Book Day (WBD) World Book Night (WBN) Book Week Scotland (BWS) National Poetry Day Year of History, 1/4/17 31/3/ (WBN) 1 event, 50 (YHHA) 1200 children sign up (SRC) 10 events 720 (BWS) 2 events, 150 (YHHA) 5 events, plus 3 class visits 240 attendance (WBD) I event, 50 (YHHA) KPI W5 / L5 Library Services SRC material authors Reputational /financial - if programme fails to engage with audiences there may be no return on investment Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC

22 Key Area: Implementing a programme of supported self-evaluation and engagement in external scrutiny to embed a culture of evidence based performance improvement across the organisation 3. Resources and Programmes Linked to ALL KSO 1 To increase access to, and develop new audiences for, our services and collections 2 To support digital inclusion and innovation across all our services 3 To use cultural experiences and services to help address inequalities and to promote personal growth and development 4 To engage proactively and creatively with customers, communities and partners 5 To contribute to cultural sector debate and development at a local and national level 6 To increase the resilience and sustainability of the organisation Operating Objectives Timeframe Targets Performance Indicator (KPI or how will success End Q1 Q2 Q3 Q4 be measured?) Heritage and Archaeology (YHHA) Self-Evaluation using HGIOPLS / HGIOCS framework Request external peer evaluation How Good is Our Public Library Service? Start Mar May Selfevaluation complete External Peer validation How good is our Culture and Sport 2 framework Local Government Benchmarking Family Group performance EMT Lead Resources Required Key Risks Library Services / Operations Staff time 600 Reputational Culture Perth and Kinross Limited Company Number SC Scottish Charity Number SC