SCOPE NOTE Balanced Scorecard review of CILIP’s arms-length relationships this document: This paper sets out the context, rationale, scope and proposed methodology for a scorecard’ review of CILIP’s relationships with arms-length organisations and groups, to ensure ‘balanced that the organisation is able to meet the objectives set in the Action Plan 2016-2020. Context CILIP has committed to an ambitious programme of transformation and delivery in our 2016-2020 Action Plan. Each year, we will set out an Annual Delivery Plan which demonstrates how we are using our capacity and resources effectively to deliver our objectives. Alongside this, we have committed to setting out a Business Plan which shows how we will manage income, expenditure and investment to achieve our goals. In addition to our 9 Regional Member Networks and 21 (soon to be 22) Special Interest Groups, CILIP currently has a variety of relationships with 25 organisations, networks and communities. ‘arms-length’ These relationships are based on a wide variety of arrangements from formal contracts, to legacy – agreements, to agreements. ‘informal’ It has been agreed by the CILIP Board that we need to conduct a review of these arrangements to identify whether and how they are supporting the delivery of the Action Plan, whether they represent value for our membership and whether they need to be amended, strengthened or discontinued as a result. This paper sets out the proposed scope, methodology and timetable for this review, which forms part of the Improvement and Development Programme mandated by the Board in September 2016. scorecard’ ‘Balanced Guidance from HM Treasury and others on best-value reviews recommends the use of a ‘balanced scorecard’ approach. The scorecard’ is a mechanism for testing the qualitative and ‘balanced
SCOPE NOTE Balanced Scorecard review of CILIP’s arms-length relationships this document: This paper sets out the context, rationale, scope and proposed methodology for a ‘balanced scorecard’ review of CILIP’s relationships with arms-length organisations and groups, to ensure that the organisation is able to meet the objectives set in the Action Plan 2016-2020. Context CILIP has committed to an ambitious programme of transformation and delivery in our 2016-2020 Action Plan. Each year, we will set out an Annual Delivery Plan which demonstrates how we are using our capacity and resources effectively to deliver our objectives. Alongside this, we have committed to setting out a Business Plan which shows how we will manage income, expenditure and investment to achieve our goals. In addition to our 9 Regional Member Networks and 21 (soon to be 22) Special Interest Groups, CILIP currently has a variety of ‘arms-length’ relationships with 25 organisations, networks and communities. These relationships are based on a wide variety of arrangements – from formal contracts, to legacy agreements, to ‘informal’ agreements. It has been agreed by the CILIP Board that we need to conduct a review of these arrangements to identify whether and how they are supporting the delivery of the Action Plan, whether they represent value for our membership and whether they need to be amended, strengthened or discontinued as a result. This paper sets out the proposed scope, methodology and timetable for this review, which forms part of the Improvement and Development Programme mandated by the Board in September 2016. ‘Balanced scorecard’ Guidance from HM Treasury and others on best-value reviews recommends the use of a ‘balanced scorecard’ approach. The ‘balanced scorecard’ is a mechanism for testing the qualitative and
item_14_armslength_review_scope_oct2016_2.docx