NTS Report 4 Aug 2010 - National Trust for Scotland
NTS Report 4 Aug 2010 - National Trust for Scotland
NTS Report 4 Aug 2010 - National Trust for Scotland
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39<br />
A Fitness Regime<br />
The Fit <strong>for</strong> Purpose Questions<br />
What’s our Vision?<br />
What are we <strong>for</strong>?<br />
How can we excel?<br />
Are we SMART?<br />
Are our plans specific, measurable, achievable,<br />
resourced and time-bound?<br />
What’s the Big Picture?<br />
What are the strategic plans <strong>for</strong> the <strong>Trust</strong><br />
over the next five years?<br />
How do we Deliver?<br />
Are key per<strong>for</strong>mance indicators agreed<br />
in strategic and corporate planning?<br />
Who does What?<br />
Are departments and individual staff sure<br />
of their objectives, and how they fit?<br />
Are we on Target?<br />
Strategic Direction<br />
Where are we, quarter by quarter,<br />
in reaching our objectives?<br />
How well did we Do?<br />
What do our per<strong>for</strong>mance appraisals say<br />
about what we have achieved?<br />
What were the Outcomes?<br />
The Review is clear that <strong>NTS</strong> has had significant difficulty in<br />
setting strategic direction because of the sheer size of its dual<br />
governance structure. We make recommendations <strong>for</strong><br />
addressing this issue in the Governance sections of this report.<br />
‘Fit <strong>for</strong> Purpose’ reviews require a clear distinction to be made<br />
between governance and management, and between strategic and<br />
corporate planning.<br />
The recommendations in this report cover this requirement.<br />
Corporate Planning<br />
How do we report to members on<br />
progress towards our goals?<br />
Management plans require to be prioritised, integrated,<br />
sequenced and resourced. Staff need adequate consultation time<br />
to ensure their understanding and buy in.<br />
The Review Team: Vicky Junik, Ann Johnstone, Nikki Sinclair, George Reid<br />
and Vikki Bruce<br />
We welcome a clear commitment to move in this direction by<br />
the new Leadership Team. We also make a number of additional<br />
proposals <strong>for</strong> consideration by the new Board.<br />
Per<strong>for</strong>mance Monitoring<br />
It is essential that, each quarter, the Board knows in which key<br />
per<strong>for</strong>mance area the <strong>Trust</strong> is on, or off, target.<br />
We propose the adoption of a clear system of traffic light<br />
reporting so that danger and risk areas of work can be addressed<br />
at an early stage.<br />
At personal level, we welcome the commitment of the<br />
Leadership Team to ensuring that every staff member will have<br />
a full per<strong>for</strong>mance appraisal annually.<br />
Per<strong>for</strong>mance <strong>Report</strong>ing<br />
The adoption of a clear system of integrated planning should<br />
ensure that members at the AGM will have a clear picture of<br />
outcomes. Additionally, we recommend in our proposed Code<br />
of Conduct <strong>for</strong> <strong>Trust</strong>ees that they commit to open<br />
communication and regular engagement with all stakeholders.<br />
And in Future<br />
Full capability reviews focus largely on the senior management<br />
of an organisation. We have not attempted this in the Review<br />
since four of the members of the Leadership Team are new. In<br />
future assessments, however, they may wish to consider<br />
measuring their per<strong>for</strong>mance along standard Capability lines:<br />
Leadership: Setting direction; igniting pace and drive;<br />
developing people.<br />
Strategy: Focusing on outcomes;<br />
basing choices on evidence;<br />
collaborating and building common<br />
purpose.<br />
Delivery: Managing per<strong>for</strong>mance<br />
and value <strong>for</strong> money; developing<br />
clear roles, responsibilities and<br />
delivery models; planning,<br />
resourcing and prioritising;<br />
innovating and improving delivery.