Review of BBC Internal Governance. A joint review by the BBC Trust and the BBC Executive Board

Transcription

1 Review f BBC Internal Gvernance A jint review by the BBC Trust and the BBC Executive Bard December 2013

2 REVIEW OF BBC INTERNAL GOVERNANCE FOREWORD The missin f the BBC is t infrm, educate and entertain; we aim t enrich peple s lives with ur prgrammes and services. The BBC Trustees and the members f the BBC Executive Bard alike take this missin seriusly and are cmmitted t ensuring that everyne in the UK can be prud f the BBC. Licence fee payers trust the BBC t prvide high quality and distinctive services; we als want t build their trust in hw we run and versee the rganisatin they pay fr. The BBC is a unique rganisatin, rightly under public scrutiny. Our system f gvernance needs t prve t licence fee payers that the rganisatin is accuntable, transparent and led by their needs. We believe that we can d this. In September, we annunced ur intentin t review the BBC s internal gvernance systems and structures, and the culture that surrunds them. We did this in respnse t events the excessive severance payments t senir managers, the failure f the Digital Media Initiative technlgy prject, the respnse t the Savile revelatins and assciated fallut that had demnstrated that the BBC needed t d mre t earn the cnfidence f the public in hw the Crpratin is run and held t accunt. These events have prmpted legitimate questins abut the effectiveness f the BBC s system f gvernance, bth within and between the Trust and Executive. We have carried ut a thrugh review f hw the BBC is gverned and ur cnclusin is that, while the system itself is n the whle rbust and effective, in sme aspects f its peratin the BBC s gvernance system has becme t cnfused. There is currently t much verlap in practice between the rles f the BBC Trust and the Executive Bard; the structures are t cmplicated; and peple inside and utside the BBC d nt always knw wh is respnsible when things g wrng. We have agreed a set f changes t the internal management f the BBC, including the crprate gvernance rle f the Executive Bard and the versight functin f the BBC Trust. These changes will prvide greater clarity n the rles and respnsibilities f the Trust and the Executive Bard, which we believe will make the rganisatin mre accuntable. Put simply: in the future it will be fr the Trust t set the framewrk within which the BBC perates and t hld the BBC t accunt n behalf f licence fee payers; it will be fr the Executive Bard t run the Crpratin. The BBC Trust will cncentrate its effrts n getting the best ut f the BBC fr licence fee payers, by fcusing n its versight and regulatry functins, representing the public interest in the BBC, mre explicitly and penly hlding the Executive Bard t accunt n behalf f licence fee payers, and demnstrably prtecting the BBC s independence. The Executive Bard will be strengthened. Led by the Directr-General and supprted by highly experienced executive and nn-executive directrs, the Bard will be mre demnstrably respnsible fr all aspects f the management and peratins f the Crpratin, as well as delivering the BBC s prgrammes and services. Page 1 f 13

3 In the pages that fllw we set ut the changes we will make t the peratins f the BBC Trust and the Executive Bard t fulfil this ambitin, which we believe will bring greater clarity t the gvernance f the BBC, and help strengthen licence fee payers trust in hw the BBC is run. We als set ut hw the BBC will perate mre penly and transparently in the future. The changes we are implementing can be delivered within the BBC s existing Ryal Charter. We recgnise that at the time f Charter Review the issue f the BBC s gvernance will be debated further, and we lk frward t engaging in that prcess. Hwever, in the meantime it is ur jb t run the BBC effectively and efficiently within the parameters that have been set fr us, and we believe that we can d that well, under the arrangements we have set ut here. The changes we set ut here will strengthen and simplify the BBC s internal gvernance and the Crpratin s independence. In the cming years the BBC will face many challenges: in serving all f ur audiences; delivering services that cntinue t be recgnised as distinctive and f the highest quality; and adapting t the demands f a rapidly changing media landscape. These are sme f the critical issues facing the BBC. Thrugh the implementatin f the changes we have set ut in this paper, and thrugh the leadership we will demnstrate, we hpe that the debate abut the future gvernance f the BBC will never be mre imprtant than the prgrammes and services that the BBC delivers. Lrd Patten, Chairman BBC Trust, and Tny Hall, BBC Directr-General, n behalf f the BBC Trust and the BBC Executive Bard. 11 December 2013 Page 2 f 13

4 REVIEW OF BBC INTERNAL GOVERNANCE 1. SUMMARY The BBC Trust and the Executive Bard f the BBC have cnstitutinally distinct functins set ut in the Ryal Charter. But we need t clarify rles and respnsibilities because f a perceived verlap that has caused cnfusin and undermined cnfidence in the BBC s gvernance. In particular, there has been insufficient clarity abut the right level f invlvement fr the BBC Trust in the peratinal management f the BBC, fr instance n HR issues arund pay and pay-ffs, r n majr prjects like the Digital Media Initiative (DMI). In future, we will be clearer abut the separate functins that the tw arms f the BBC need t perfrm. We will change the way that the Trust and the Executive Bard wrk and behave in rder t fulfil thse separate rles. Fr the Trust, that means cncentrating n setting a clear directin fr the BBC and then scrutinising and assessing the Executive s perfrmance. The Trust will be mre transparent and rigrus abut these functins. It will publish the bjectives and pririties that it sets fr the BBC Executive. It will issue framewrk dcuments that state the bundaries fr relevant areas f BBC activity nt cvered by the existing service licences including its cmmercial businesses and distributin activity. It will ask the public, as licence fee payers, t help set the pririties fr the BBC each year, and they will als be able t watch the Trust at wrk scrutinising the perfrmance f the BBC in a number f meetings streamed live n the internet. At the same time, the Trust will nt becme invlved with the Executive s managerial decisin-making r its develpment f detailed plans and strategies. It will fcus n the pririties it has set and n its regulatry respnsibilities. It will n lnger expect t apprve individual investment decisins except where they are wrth mre than 100m and affect the verall directin r reputatin f the BBC. It will remve a large number f the separate Trust cmmittee meetings that require Executive attendance, t prvide the whle Trust with mre pprtunities t fcus n the BBC's future directin and current perfrmance. Fr the Executive, this will mean the Executive Bard is held mre accuntable in public fr the way the BBC is run, while the editrial and peratinal independence f its leadership are prtected. The Executive Bard will be strengthened by the appintment with Trust apprval f additinal experienced nn-executive directrs, as prvided fr in the Charter, with an increase in numbers frm fur t six. The Directr-General will als radically imprve the way the BBC s decisin-making structure wrks, remving unnecessary bards and cmmittees thrughut the rganisatin. Tgether these measures will prvide better decisin-making and clearer accuntability thrughut the BBC fr imprtant prjects and investments. The Executive Bard will be able t manage the rganisatin better, with strnger external input frm its nn-executives. Bth the Executive Bard and Trust will be able t mnitr BBC perfrmance mre effectively and t identify risks and prblems at an earlier stage. Page 3 f 13

5 2. BUILDING ON EXISTING ARRANGEMENTS We will build n existing gvernance arrangements that are delivering fr licence fee payers. The BBC Trust and the Executive Bard are the tw parts f the BBC; we have separate functins and respnsibilities, defined in the Charter, but tgether we are respnsible fr the gd gvernance f the Crpratin. We have accrdingly undertaken this review f the BBC s internal gvernance tgether, recgnising that internal gvernance and apprpriate versight are cnnected. Fr these purpses, internal gvernance refers t the peratins f the BBC Trust, the peratins f the Executive Bard, and the interactin between them. Building n what wrks Thrugh this review we have lked at clarifying the relatinship between the BBC Trust and the Executive Bard. In ding s, we have cnfirmed ur belief that there are many elements f the current gvernance arrangements that have been successful and are effective fr licence fee payers: in 2013 the BBC is mre transparent than it has ever been, rutinely publishing a large amunt f material abut hw the Crpratin wrks and hw it spends the licence fee; the regime f service licences (which define what each channel r service must deliver), and systematic reviews f each service has created a step-change in accuntability inside and utside the BBC. These licences have prvided mre clarity abut what the BBC Trust n behalf f licence fee payers requires f each service, hw they all perfrm, and what they cst; any prpsal by the BBC t launch a new service, r make significant changes t existing nes, is subject t a detailed regulatry prcess this has stabilised the BBC s relatinship with thers perating in the same markets and ensured that the BBC limits any unwarranted impact n thse markets; the prcess fr cnsidering cmplaints within the BBC abut its cntent includes a final appeal t the BBC Trust which is able t prvide an impartial assessment (and make the final determinatin within the Crpratin) n whether the BBC's editrial standards have been met, including n its crucial impartiality bligatins; and the gvernance system has helped prtect the BBC s independence and ensured that decisins abut the future directin f the BBC take accunt f a wide range f public and stakehlder views, but are made independently f any partisan influence and whlly in the public interest. These elements f the gvernance system, stipulated in the BBC s 2007 Charter, will cntinue fllwing the utcmes f this review. The BBC has als made changes in recent years, where pssible, t imprve the way the Crpratin perates. Drawing n its first fur years f experience, and fllwing a review led by Lrd Patten when he became Chairman in 2011, the BBC Trust made a number f significant changes: Page 4 f 13

6 in its regulatry rle, the Trust deepened its relatinship with the industry regulatr Ofcm, taking advantage f Ofcm s detailed understanding f the wider media market. Ofcm nw prvides the independent assessment f market impact issues fr all ptentially significant changes t the BBC s activities; the BBC reviewed its entire cmplaints prcess t prduce a faster, simpler, and mre csteffective way t answer r address audience cncerns; and the Trust set ut its expectatins f a clearer rle fr the nn-executive members f the BBC s Executive Bard. We nw intend t build n their expertise and expand their respnsibilities within the Executive Bard. Aims and bjectives f the review The aim f this review was t assess the BBC s internal gvernance systems and structures, and the culture that surrunds them. It examined the relatinship between the tw parts f the BBC, with the aim f simplifying the relatinship and prviding better versight f the way the licence fee is spent. The review cnsidered the gvernance f the BBC within the cnstraints f the Crpratin s current Ryal Charter. The bjective was t prpse significant and visible refrms in the way that the Trust and Executive Bard perate s that: we imprve hw the current arrangements wrk during the rest f the Charter perid, specifically the quality and speed f decisin-making thrughut the BBC; we can demnstrate that the BBC is well run, addressing key areas f risk, spending the licence fee wisely, and making editrial/peratinal decisins in line with the BBC s values and the expectatins f the audience; licence fee payers and stakehlders can be assured that the BBC is being held t accunt fr its actins but that the BBC s independence frm inapprpriate external pressure n its editrial prcesses is secured; trust in the Crpratin is increased amng licence fee payers, stakehlders and in the wider media market; and that the BBC makes decisins at all levels mre penly and transparently, reflecting mre engagement with licence fee payers and in line with the separate cnstitutinal respnsibilities f the Trust and Executive Bard. We believe that the cnclusins set ut in this reprt will achieve these bjectives. Page 5 f 13

7 3. REVISED ROLES AND CLEARER RESPONSIBILITIES The Trust shuld be clearly separate frm the Executive Bard, fcusing n its versight and regulatry rle. The Executive Bard shuld be mre clearly respnsible fr all aspects f the management and peratins f the Crpratin. Despite substantial develpments in the way that the BBC is gverned and verseen since 2007, recent events have prmpted legitimate questins abut hw well the BBC is run and have prmpted much debate within and between the BBC Trust and Executive Bard n these matters. Our main cnclusin is that the rles and respnsibilities f the tw parts f the BBC have becme cnfused and that internal gvernance within the BBC as a whle needs t be made clearer and simpler t be fully effective. We plan t remve the verlap between ur rles that has grwn in practice ver time. As a result, there will be greater clarity t peple inside and utside the BBC that the Executive Bard is respnsible fr making decisins abut its peratins and the BBC Trust is respnsible fr assessing its perfrmance. Clarity n respnsibilities the BBC Trust The way the BBC Trust hlds the Executive Bard t accunt fr the way it runs the BBC will becme mre central in its activities. The Trust will build n what it currently des and perfrm this rle mre penly than it has befre, seeking new pprtunities fr licence fee payers bth t cntribute where apprpriate and t be mre aware f its wrk. The Charter makes the Trust the guardian f the licence fee and the public interest in the BBC. It states that the Trust is respnsible fr setting the verall strategic directin f the BBC and exercising a general versight f the wrk f the Executive. We want t enhance this rle and avid the cnfusin which has arisen where the Trust has ver time becme invlved in sme areas f peratinal respnsibility. The Trust cannt effectively hld the Executive Bard t accunt fr management actins if it has been invlved in detailed decisins n such actins itself. S the Trust will fcus firmly n setting high-level bjectives fr the Executive and establishing the framewrk within which the BBC perates. It will nt get invlved in managerial decisin making, will cut back n its detailed engagement n day-t-day matters with the Executive, and will cncentrate n taking an bjective view f the BBC s perfrmance. Therefre, the BBC Trust s rle will nw fcus mre clsely n its Charter respnsibility fr: setting a high level strategic framewrk fr the BBC, including bjectives fr the Executive Bard; establishing a licence and budget fr each BBC service and key activity; cnducting in-depth reviews f each service at least nce every five years; making decisins n new BBC services r significant changes t existing services taking accunt f the public value and the impact f the BBC in the wider market; reviewing value fr mney within the BBC (including thrugh its wrk with the Natinal Audit Office, alngside additinal Trust-led wrk); Page 6 f 13

8 establishing bth the BBC s editrial standards and the cmplaints framewrk, including n issues f impartiality, and having the final say within the BBC n cmplaints; representing the interests f licence fee payers t the BBC Executive; and prtecting rbustly the BBC s independence. As the Trust fcuses its effrts n these respnsibilities, it will make the fllwing changes t the way it perates. A framewrk fr the BBC The Trust will set the verall strategic directin f the BBC by establishing the framewrk within which the Executive Bard perates. This framewrk will cnsist f a mix f bjectives and licences. It will include the fllwing: lng-term, multi-year bjectives, such as thse already established in Putting Quality First; shrt/medium term bjectives, set each year and reflecting pririties arising frm perfrmance and ther reviews and licence fee payer cncerns. As an example, see at annex A, bjectives set fr the Directr-General fr the year ending in April 2014, which prvides a pssible template fr future dcuments; a set f framewrk dcuments, building n the existing service licence system. The Trust will extend the current arrangements t create public dcuments that set the bundaries f the BBC s wrk in ther relevant areas such as the distributin f the BBC s services, and the BBC s cmmercial activities; a three-year rlling budget, submitted by the Executive but apprved by the Trust; and the BBC s editrial standards, which are develped by the Executive and which als require the apprval f the BBC Trust. Tgether, this set f bjectives and licences, alng with the budget and editrial standards, will represent the framewrk by which the Trust will fulfil its respnsibility t set the strategic directin f the BBC. The Trust will hld the Executive Bard t accunt against this framewrk, and reprt publicly with its assessment n hw the BBC is perfrming. Wrking differently and hlding the Executive t accunt In fcusing n its versight functins, the Trust will perate differently. Distancing itself frm peratinal business will enhance the Trust s ability bjectively t review and assess the perfrmance f the Executive, withut invlvement in decisins that it might need t scrutinise at a later stage. As a result, it will be able t remve a large number f its cmmittee meetings and cnduct much mre f its business with all Trustees tgether. It will als be able t increase significantly the threshlds that currently require individual financial prpsals t be apprved by the Trust. It will n lnger expect t apprve individual investment decisins except where they are wrth mre than 100m and affect the verall directin r reputatin f the BBC. By nt being invlved in day t day matters the Trust will be in a strnger psitin t hld the Executive t accunt n behalf f licence fee payers. Page 7 f 13

9 Licence fee payer input The Trust already has a successful prgramme f public cnsultatin and audience engagement, including its fur Audience Cuncils. But it will expand the ways that licence fee payers can have input int its wrk and decisins. The Trust will find new ways fr licence fee payers t cntribute t setting bjectives fr the BBC; t develping and reviewing the licences, as nw; and t determining thse issues the Trust raises as part f its review f the Executive Bard s perfrmance. The Trust will cntinue t draw heavily n the unique resurce f its advisry bdies, the Audience Cuncils, which currently prvide advice t the Trust n the perfrmance f the BBC in different parts f the UK and supprt the Natinal Trustees in understanding the cncerns f licence fee payers in each Natin. As part f this, we will cnsider with them hw t design a system t best seek licence fee payer input int the Trust s wrk. Clarity n respnsibilities the Executive Bard The BBC Executive Bard is and must be seen as the primary decisin-making bdy fr the peratins f the BBC, as well as the bdy respnsible fr the editrial and creative leadership f the Crpratin. Under ur plans, the Executive Bard will be strengthened in rder t fcus n its respnsibilities fr: directing the BBC's editrial and creative utput; determining and implementing the strategies and plans by which it delivers the BBC's apprved services and the agreed bjectives; financial management f the BBC, including ensuring efficient use f the licence fee; cmpliance with Trust s licences framewrk dcuments, and all legal and regulatry requirements; peratinal management f the BBC, including wrkfrce and cmmercial subsidiaries; and accunting t the Trust, and thrugh the Trust t licence fee payers, fr the perfrmance f the Crpratin. T cmplement the changes in wrking practices at the Trust, the Executive will strengthen the Executive Bard with changes designed t ensure it will deliver mre effective versight f the BBC s peratinal activities. Strengthening the Executive Bard with additinal nn-executive directrs The Charter requires that the BBC Executive Bard cnsists f executive and nn-executive directrs; it is chaired by the Directr-General. Tgether with this team f executive and nnexecutive directrs, the Directr-General leads the BBC and is respnsible fr making the key decisins abut hw the Crpratin will fulfil the bjectives set by the Trust. The Executive Bard will be strengthened by the additin f mre nn-executive directrs wh will bring further skills and expertise t the running f the BBC. We will increase the number f Page 8 f 13

10 nn-executive directrs wh sit n the bard frm fur t six and we will expect them t have a mre prminent public rle than nw. The nn-executive directrs are experienced peple in public life wh bring an external perspective t the peratins f the BBC. They are full members f the Bard wh, in additin t their general cntributins, perfrm imprtant assurance functins arund audit, executive remuneratin and fair trading. We will seek, subject t the Trust s apprval, the highest calibre candidates wh really understand the rle f the BBC in the UK and its status as a publicly-funded institutin. Eliminating duplicatin Belw the Executive Bard there will be a shift away frm cllective decisin-making t a structure built arund persnal accuntability. Large bards that previusly tk cllective decisins will be replaced with apprpriately mandated senir executives wh will be empwered and required t take decisins n behalf f the whle BBC and will be held accuntable fr thse decisins. As a result f these changes the Executive plans a radical recnfiguratin f the BBC s bard structure which will remve at least 60% f pan-bbc bards, with changes due t take place at the beginning f the new financial year. This recnfiguratin will eliminate duplicatin, speed-up decisin-making and ensure that all staff understand where respnsibility lies. Prviding assurance t the Trust in areas f high risk As the Trust fcuses n its versight rle, the Executive Bard will be prviding assurance t the Trustees, and thrugh them t licence fee payers, that the BBC is perating effectively and efficiently. In areas such as audit, executive remuneratin, and fair trading where it is apprpriate that decisins are taken independently frm the management f the BBC the nn-executive directrs n the Executive Bard will take particular respnsibility in demnstrating t the Trust that these functins are being prperly fulfilled. Better management infrmatin The Executive will intrduce a new and mre rbust mnthly bard reprting pack, which will enable the Bard t have clear sight f the perfrmance f the BBC s services, cre activities and majr prjects and investments. These reprts will enable the Executive Bard t apply their skill and experience t address any emerging risks r prblems in gd time. Imprving the crdinatin between the Trust and the Executive Bard This review has highlighted the need t imprve the crdinatin between the Trust and the Executive Bard. The Executive will appint a new pst f Cmpany Secretary t versee the secretariat fr all pan-bbc bards; prviding advice and supprt t Executive Bard members, including nn-executive directrs; drive the Executive agenda; and t manage the relatinship with the BBC Trust. Page 9 f 13

11 4. OPERATING DIFFERENTLY AND MORE OPENLY The BBC Trust will be mre pen and accuntable It is essential that the BBC is pen and accuntable t licence fee payers. The Trust will hld the Executive t accunt fr the delivery f bjectives set ut at the start f the year in line with the framewrk described in this paper. Specific perfrmance measures will be thse identified in the bjectives, licences and framewrk dcuments, which will all be published. T demnstrate hw the BBC is delivering against these bjectives, we will create a new, mre pen, reprting cycle where the BBC will accunt fr perfrmance mre publicly than ever befre. Operating mre penly The Trust will be mre pen abut the bjectives it sets the Executive Bard and it will make its assessment f BBC perfrmance against these bjectives and ther cmmitments, such as service licences, mre pen thrughut the year, and by taking a revised apprach t end f year reprting in the BBC Annual Reprt and Accunts Starting in the next financial year, we intend t make a number f these perfrmance review sessins public, fr example by streaming them n the BBC s website. The Trust will als aim t include public sessins at the cnclusin f each f its assessments f the perfrmance f services against the service licences, with news/current affairs and televisin services the latest in its rlling prgramme f reviews. Reviewing perfrmance and hlding t accunt We will initiate a new three stage prcess by which the BBC Trust will be able t mnitr the perfrmance f the BBC against the agreed framewrk and bjectives. This will invlve: 1) Quarterly Meetings The Executive will present the Trust a quarterly business update including status reprts n rganisatinal perfrmance, including majr prjects, against the agreed framewrk and bjectives. 2) In-built review prcess The Trust will cntinue t have the ability t review prjects/services against agreed bjectives as required. In the case f majr prjects, a Trust-led review culd be built int the prcess, t be carried ut after the cmpletin f the prject. 3) Exceptinal Reprt In the case f exceptinal issues arising utside the nrmal quarterly reprting cycle, the Executive will be expected t reprt any risk f a prject nt delivering n its intended bjectives r where any prject/activity may put public cnfidence in the BBC at risk. Any Page 10 f 13

12 exceptinal reprt t the Trust will be accmpanied by an actin plan that will address the issue at hand. The Trust may cmment n the prpsed plan, asking specific questins if they have serius cncerns they feel need t be addressed within the plan. As set ut in the Charter, the Trust has the ultimate respnsibility fr uphlding the public interest in the BBC, and particularly the interests f licence fee payers. In exceptinal circumstances it has the authrity t cnduct its wn investigatin r require actin t be taken. Changing the culture In additin t the frmal changes t wrking practices put frward in this review, bth the BBC Trust and Executive recgnise that in rder t have clearer mre effective gvernance f the BBC there will als need t be a significant shift in the wrking culture n bth sides. It will require a willingness t share infrmatin penly frm the Executive t the Trust withut any implicatin that this cuts acrss the frmal respnsibilities f each side, r that it will be taken as an invitatin fr direct invlvement in the matter at hand. It will als require the Executive t be mre pen t frank discussin and cmment abut issues the BBC has faced and understand that the Trust, in reviewing such matters, may take a different view. In return, the Trust will ensure it steps away frm invlvement in day t day management f issues nce it is satisfied that an apprpriate framewrk has been set. Prvided the Executive wrks within that framewrk it will be left t deliver the wrk withut additinal input frm the Trust. All the members f the BBC Trust and the Executive Bard recgnise this need fr a change in the culture and wrking relatinship between the tw parts f the BBC and are determined t make that a reality. 5. IMPLEMENTATION We will begin implementatin immediately, with the whle package in place frm the start f next financial year, in April The changes in this paper set ut the high level cnclusins f ur review. We must nw make significant changes t the prcedures and regulatins that gvern ur wrk. Sme f the changes, such as appinting new nn-executive directrs, have begun already. Others, such as refrming the framewrk that the Trust uses t assess the perfrmance f the Executive Bard, will take slightly lnger t implement. It is ur intentin t begin perating fully under this revised mdel frm the beginning f the next financial year, in April At the same time, the Directr-General is implementing his wn refrms t the management and peratins f the Executive side f the BBC, reducing unnecessary bureaucracy and speeding up decisin-making. These refrms will be implemented in parallel t the changes set ut in this paper. Page 11 f 13

13 6. CONCLUSION A strnger, better run BBC. This review f gvernance has taken a fundamental lk at a single issue: hw the BBC Trust and the Executive Bard perate. We nw plan t make changes that will simplify the gvernance arrangements at the BBC, and als make the Crpratin strnger, mre transparent, and mre accuntable. These changes will demnstrate t licence fee payers that the BBC is nt nly a much lved public institutin, but als ne that is well gverned and apprpriately accuntable. ANNEX A Directr-General bjectives set by the BBC Trust fr (letter dated 2 July 2013) The annex prvides the bjectives set by the BBC Trust fr the Directr-General fr the financial year. It is an illustratin f the shrt/medium term bjectives that the Trust will set in the future, which frm a key part f the prpsed gvernance framewrk set ut in this paper. In the future, these bjectives will be published, invlve licence fee payers in the develpment, and be part f the quarterly, and annual, mnitring and reprting cycle and may take a different frmat. These bjectives are cmplementary t the verarching framewrk which frms the main bulk f the Trust s versight mechanism e.g. service licences and the prpsed new framewrk dcuments that define the bundaries f the BBC s wrk. Page 12 f 13

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