BBC Training: Observations on the Current Operation and Effectiveness of the BBC’s Arrangements for the Training and Retraining of BBC Staff 1. Introduction The BBC Trust is the governing body of the BBC and it is our role to get the best out of the BBC for licence fee payers.

In accordance with this, we have specific responsibilities under the BBC’s Charter and Agreement to ensure that the Executive Board makes appropriate arrangements for the training and retraining of BBC staff. We believe that the BBC has a unique role to play in society which can only be fulfilled by ensuring a skilled workforce that can deliver the high quality and distinctive services that audiences value. The Executive Board is therefore required to report to the Trust annually on its training and retraining arrangements of BBC staff and we then publish our observations on their operation and effectiveness.

This report provides the BBC Trust’s fourth annual commentary on these arrangements, covering the financial year ending 31 March 2011. The Executive’s full report is attached.

2. Summary The Executive’s report for 2010-11 provides a comprehensive account of its arrangements for the training and retraining of BBC staff through the BBC Academy. We note that the Executive is responding effectively to changing requirements in this area, caused by the implementation of the new BBC strategy, Delivering Quality First and the ongoing efficiency agenda. This has led to the Academy reducing and refocusing its core training portfolio with a move towards more strategically aligned, larger scale training activities. It is also re- evaluating its training offer for the wider broadcasting industry.

We believe the training arrangements continue to support the promotion of the BBC’s Public Purposes and assist in ensuring there is a highly skilled media workforce across the audio visual industry around the UK. 3. Report on last year’s actions

3.1 BBC Training The Trust welcomes the Academy’s progress in aligning its work with the BBC strategic business agenda by focusing on three key areas: • Supporting quality with training directed at five priority areas: Standards; Creativity; Multi-skilling; Digital; and Leadership. • Supporting the move to a redeveloped Broadcasting House in central London • Supporting the BBC’s Out of London ambitions including delivering some training from the BBC’s new centre in Salford. The Trust also notes the introduction of a new business model which will include more freelance trainers and changes to the scheduling and resourcing of courses.

The Academy was asked last year to review the management of the BBC’s mandatory training and the Trust notes the outcome of that review. In future, the Academy Board will approve new pan BBC mandatory training. The Trust asks the Academy to ensure that risk management is carefully considered as part of the decision-making process.

3.2 Engagement The Trust welcomes the Academy’s engagement with senior managers throughout the BBC. It is crucial that the Academy delivers appropriate training for the organisation and the support of senior managers is essential in achieving this. As noted in the Executive’s report, 83% of staff who attended training courses said that the training enabled them to do their job better, and 97% of managers reported that training had made their teams more effective. The Trust hopes that the Academy can continue to achieve these approval ratings.

Of concern, however, is the approval rating from senior managers, only 35% of whom thought that training had helped them achieve longer term business change. The Trust would expect the Executive to engage meaningfully with this group over the next year to understand better their concerns and how to respond to them.

The Trust is pleased to note initiatives to ensure that staff get the best out of the training on offer, including making training and development part of the new appraisal system.

3.3 Training the wider industry The BBC has an important role in the provision of training to the wider broadcasting industry and the Trust welcomes progress in this area. This includes the collaboration with the Arts Council England on the Building Digital Capability in the Arts initiative and the external launch of the College of Production website. The Trust also notes that the Academy has hosted a pan-industry freelance training event, which has the potential to build better relationships with private training companies.

4. Challenges ahead The Executive faces several challenges over the next year as it strives to continue to offer first-class training though the Academy. It will need to ensure that the Academy is able to operate efficiently and respond appropriately to the implementation of the new BBC strategy, Delivering Quality First. The Trust notes the decline in commercial revenue from training and will need for the Academy to ensure that revenue targets are met for the coming year.

5. Conclusions The Trust welcomes the BBC Academy’s focus on supporting the BBC’s strategic business plans and its response to the ongoing efficiency agenda. Overall, the Trust believes that the BBC is meeting its obligations under the Charter and Agreement for the training and retraining of BBC staff.

July 2011

1. OVERVIEW:

2010/11 has been about working hard to ensure that the Academy is focused on supporting the BBC’s strategic business agenda which, in turn, supports the BBC’s Public Purposes. It’s also been a year devoted to planning for significant budget cutbacks; PPI reductions of £9m over 2 years and DQF budget cuts of 25% by 2013 amount to a 35% cut in the Academy budget over three years.

Both of these imperatives have led us to reduce and refocus the Academy’s core portfolio; with a shift towards more strategically aligned, big scale training activity.

We had planned to make changes irrespective of budget cuts but the stark reality of savings means that change will be more radical, and happen more quickly, than originally anticipated. We’re hopeful that over the next few years not only will a new Academy business model enable us to make the necessary savings, it will also enable us to maintain the quality of the training we deliver and continue to focus on delivering against the requirements set out in the BBC Agreement.

2. STRATEGIC ALIGNMENT:

When we set up the Academy in December 09 we were determined that it should be an agent of change and not just a delivery mechanism for core skills training.

• The Academy is focused on delivering skills in five key areas that underpin the BBC’s strategic agenda, which in turn support the BBC’s Public Purposes (see appendix 2)

These skills give staff the confidence and ability to adapt to radical shifts in working patterns and technologies. They also support the BBC’s global reputation for world class editorial standards and creativity; building an organisation led by senior managers who have the skills, confidence and flexibility to steer the BBC through major changes in the broadcasting industry.

o Standards: Helping to maintain the BBC’s reputation for world class editorial standards is at the heart of the Academy’s purpose o Creativity: Helping to deliver outstanding creative content to all BBC audiences across all genres and platforms o Digital: Equipping the workforce with the skills needed to cope with new workflows; from tapeless working to tapeless camera to tapeless transmissions and moving away from the traditional research, shoot and edit cycle. o Multi-skilling: Delivering a programme/ brand experience across different platforms; choosing the right content, for the right audience, on the right device at the right time o Leadership: Navigating through this change requires world class leadership capability in order to get the very best out of the teams who produce and shape BBC content.

In 2011/12 the outcome of Delivering Quality First may alter the emphasis between these priorities but it is unlikely that the priorities themselves will cease to be strategically important.

And we can no longer treat these priorities in isolation. In order to help create and encourage the workforce we need for the future, we’re now developing high impact training events which fuse technical and editorial skills. Academy Fusion labs will roll out across the UK from May 2011.

• Supporting the move to W1. This year has been principally about the Academy agreeing the training plan with the W1 project team, agreeing to pay for the plan (up to £3.6m) and starting the technical training.

• Supporting the BBC’s Out of London ambitions. A year ago training delivery out of London was driven by ‘bottom up’ demand. Since then we have worked with internal and external stakeholders to develop training plans which are more strategic and supportive of creative sustainability. However, we have to be realistic about what is achievable. As far as possible we are planning to draw on our existing core portfolio rather than develop bespoke solutions for relatively small numbers of people. We are also investigating whether it is more economical to deliver more training locally (as we’d planned) or concentrate delivery in London and Salford. Some difficult trade- offs lie ahead.

Training delivery out of London is set to increase overall. By Sept 2011, the Academy will locate 22 posts to MediaCityUK and we plan to deliver Upfront and a number of our key foundation programmes from Salford alongside a range of courses from our core portfolio. In this way we plan to meet the ongoing training needs of BBC North and also provide opportunities for the rest of the BBC to go through the ‘Salford experience’.

3. ENGAGING WITH THE BUSINESS:

3.1: Aligning the Academy with strategic objectives relies to a great extent on how effectively we engage with the senior leadership of the BBC. To that end, Academy leaders are regular visitors to Division Boards and Academy Partners have strong relationships right across the BBC. As a result, many of our new training programmes have been commissioned at Director level and also attract senior sponsorship.

This year we have solicited increased feedback from the business.

3.2: Encouragingly, 83% of people who attended our training courses tell us that the training enabled them to do their job better and 97% of line managers tell us that training has made their teams more effective to a great or considerable extent. In Vision and FM&T, senior leaders report that they are more engaged with training (talking more to their teams before and after they go on training events).

3.3: However, the overall results from senior leaders are not as positive as we’d hoped given the level of engagement between the Academy and this community. Only 35% tell us that they think training has helped them to achieve longer term business change. It is clear, therefore, that we still have some way to go to convince this group of the strategic value that training can add to their business.

3.4: Ultimately, success depends on making sure that the right people take up the training at the right time. And this is where line managers need to play an increasingly important role. This year, for the first time, line managers are alerted to all training booking requests made by their direct reports and are given the opportunity to decline / endorse the request. We have also worked with colleagues in BBC People to ensure that training and development conversations are now a key part of the new online appraisal system launched in March 2011.

3.5: Next year we are scaling back on our full time Academy partners in Vision and Nations and North although each Division will still have an Academy business partner who also has other duties. We will be working more closely with our HR colleagues in the Divisions to help us understand the training needs associated with strategic business objectives.

3.6: The College of Leadership has a new reporting line; it is now part of an HR team which looks after talent development, resourcing and leadership. Staff will still access leadership training as part of the Academy brand and so we will need to work with colleagues in HR to ensure that training continues to present a coherent and united front to the business.

4. TRAINING THE WIDER INDUSTRY

4.1: The BBC’s Charter commitment to help train the industry has the potential to be all encompassing and, consequently, scatter-gun and unaffordable. We have, therefore, worked hard to achieve targeted impact within the constraints of our available resources and we have had some notable successes during 2010/11 (see Appendix 3)

• 4.2: For the first time, the Academy has surveyed key external stakeholders seeking views on the BBC’s role in training the wider industry. There is clear agreement that we have an increasingly important part to play. But there is poor understanding of the full range and depth of what the Academy can offer. Continuing to raise our profile with external stakeholders will be an important priority for 2011/12.

• 4.3: We are especially proud of our collaboration with Arts Council England: Building Digital Capability in the Arts. Launched in March 2011 by Mark Thompson, this venture makes a significant contribution to the BBC’s overall partnerships’ agenda. We will need to manage expectations carefully as demand for this training is likely to exceed supply by some margin.

• 4.4: The external launch of the College of Production website in February 2011 will make a large contribution to helping us train the wider industry for free. Concerns have been raised by two commercial training providers about the impact that the site may have on the commercial training sector but this concern isn’t shared by most others in the industry and the site has been widely, and positively, received.

• 4.5: Co-inciding with the launch of the new Editorial Policy Guidelines, the College of Production launched a suite of 20 online interactive Editorial Policy Modules in October 2010. These modules are available free of charge to the wider broadcasting industry – with more to follow.

• 4.6: Following this year’s launch of the Production Safety Passport, we have sought to get key players in the industry to take a joint view on a more general industry-wide training passport. However, the fact that it took four years to negotiate the Production Safety Passport indicates how difficult it is to agree industry standards.

• 4.7: In addition to the above we have been thinking hard about further ways to help train the mobile workforce on which everyone in the industry depends. This work comes to fruition in May when the BBC Academy is hosting a pan industry freelance training event called Fast Train. The ambition is to attract 500 freelances with over 200 free training events - many provided by commercial training providers. This is helping us to build valuable relationships with private training companies and assuaging Fair Trading concerns. There is also the longer term benefit of raising awareness of the BBC’s external training offer (both free and commercial).

4.8: With the weak economic climate, commercial revenue has seen a sharp decline from £2m to £1.6m year on year against a target of £2.5m. This has got to be turned round in 11/12 – otherwise we will need to make even more savings to compensate. To help us do this, we are working with senior policy colleagues to establish greater clarity about our risk tolerance around fair trading and commercial policy.

5. MANDATORY TRAINING:

5.1: Following an internal audit in May 2010, the Academy was asked to review the management of mandatory training. After consulting with senior leaders, it was clear that most people felt there was too much mandatory training and new training should only become mandatory if there was a high likelihood of serious reputational, safety or legal risk to the BBC. A new approach was agreed by BDG in November 2010 whereby only the Academy Board can sign off new pan BBC mandatory training.

5.2: The audit also raised concerns about low completion rates and, as a result, the Academy has worked with Divisions to improve tracking. Divisions are required to identify in advance the community that needs training – this is complex and time consuming. And in spite of technical help from the Academy, the complexity will remain so long as there is a requirement to audit completion.

6. THE BIG CHALLENGE OVER THE NEXT TWELVE MONTHS:

6.1: The key challenge is making the money add up. As the cuts start to bite we are going to need the Academy’s considerable leadership and management experience to focus on key priorities; ensuring that we operate more efficiently than ever before, at the same time as helping the business implement the changes that come out of Delivering Quality First.

6.2: A new business model comes on stream in 2011 and sees the Academy shift the balance towards freelances delivering a greater proportion of our training. This reduces down-time and means that we can rotate iconic talent in and out of the Academy more easily. We also want to use more practitioners from the BBC and the wider industry who are at the top of their game. This will help us increase quality, relevance and build reputational value.

6.3: We’re also centralising our course scheduling and course resourcing in order to maximise our assets. Optimising capacity will be key as will maximising trainer utilisation so that trainers are occupied to the full on training activity that delivers real value to the business.

6.4: So it’s going to be a tough 12 months ahead. Not least for all the staff who will not be here in 12 months time. But the Academy’s leadership team is up for the challenge and we genuinely believe that the Academy can emerge as an even more relevant and effective partner to the business as a result. And given the amount of change coming down the tracks, we think the business is going to need us to be at the top of our game.

APPENDIX 1: BBC ACADEMY QRIV SCORECARD

Training has, historically, been measured in terms of the quantity and cost of training. This year, the Academy has placed much more emphasis on evaluating performance in the round. Using the BBC’s QRIV scorecard we have developed a set of KPIs which tell us more about impact and quality. We not only consult delegates, but also ask line managers and senior leaders what impact they think that training has had on their teams. Underpinning this, every big programme also has a QRIV evaluation. Going through this process has required us to think much harder about what each programme is trying to achieve in terms of business impact

QUALITY IMPACT 2010/11 2010/11

Delegates who think 83% Line managers who think 97% training has helped them training has made their teams to do their job better more effective (to a great (surveyed 3 months after extent / to some extent) training)

Delegates who report that 81% External stakeholders who feel 83% training met / exceeded that the BBC makes a expectations significant contribution to training the wider industry

Delegates who believe 70% Senior leaders who feel that 35% training has helped them training has helped them to to progress within BBC or achieve positive longer term wider industry business change (to a significant / considerable extent)

REACH VALUE FOR MONEY 2010/11 2009/10 2010/11 2009/10

BBC staff touched by 92% 94% Total Spend (*see below) £31,165 £31,597 training

Number of L&D events per 4.8 4.3 % Academy budget spent on individual employee training delivery in five priority 20% 13% areas

Number of L&D days per 2.8 2.9 L&D cost per individual £268 £275 FTE attendance e-Learning days per FTE 0.5 0.5 L&D investment per FTE £1,434 £1,360

Number of non BBC 1,772 2,049 delegates attending * As highlighted in last year’s report to the BBC Trust, during 09/10 the training methodology for calculating Total Spend was revised to better reflect training delivery and associated costs. In consequence, reported figures now exclude people with ‘Trainee’ in their job title and costs associated with accommodation, IT and Capital.

Appendix 2: SUPPORTING QUALITY WITH TRAINING TARGETED AT FIVE KEY AREAS

The Academy is focused on delivering training in five key skills areas that underpin the BBC’s strategic agenda and, in turn, support the BBC’s Public Purposes. Skillset industry research into major ‘skills gaps’ across the industry suggest that these priority areas are also critical to achieving an appropriately skilled broadcasting workforce across the UK.

1. Standards:

• The College of Production launched a suite of 20 online interactive Editorial Policy Modules in October 2010 to co-incide with the launch of the new Editorial Policy Guidelines. These modules are available free of charge to the wider broadcasting industry • Journalism Foundation is mandatory for every new journalist on a contract of 6 months or more. Its key aim is to develop a workforce which subscribes to commonly understood editorial values and standards. 146 delegates have attended in 11/12 – 25% above target. 81% of delegates told us that the course enabled them to do their job a lot better. • Advanced Law in a half day course introduced in June 2010. It is designed to refresh and expand the legal knowledge of senior editors (band 10 and above). Target constituency is 1000. So far, 650 have been trained (target was 300 for first year) • Local Radio –Core / Breakfast: This programme responds to a BBC Trust report which charged the BBC with improving the quality of Local Radio breakfast and mid morning programmes and stemming the loss of audiences. By end March 2011 eight radio stations will have been ‘hot housed’. A further 12 stations will go through the Programme by end Dec 2011 –the emphasis being on consolidating existing audiences rather than chasing new ones. So far, more than 200 journalists have completed the training • Audibility training: Sponsored by Controller BBC1, the project brought together the BBC, VLV, BBC Trust, RNID and C4 to investigate the issue of background noise. The resulting training programme helps programme makers inside and outside the BBC better understand why some people find background noise problematic • 19 trainees were awarded ‘BBC Engineer Qualified’ status when they graduated from the Academy’s Technology Foundation Programme. This is an in-house training programme regarded as a gold standard across the industry (a total of 114 people have received this award since the programme was set up in 2005). We are now working with the IABM (International Association of Broadcast Manufacturers) to create an industry recognised standard based on BBC competencies. • The Academy played a key role in launching the industry wide Production Safety Passport which supports the mutual recognition of health and safety training across the creative media industries • The Academy was awarded ‘Best Safety Training Initiative 2010’ by IOSH (Institute of Occupational Safety & Health) for BBC Safety’s new approach to managing risk via training courses and safety guides. Fran Unsworth (Head of Newsgathering) said the training had eliminated unnecessary form filling for routine everyday jobs and allowed people to focus on the really important issues that might affect the safety of staff working on stories.

2. Creativity:

• Launch of the College of Production website in March 2010 – available internally and for free to the rest of the industry in the UK • Events and master-classes inspired and led by iconic practitioners; designed to share best practice and inspire learning ƒ Legendary comedy producer John Lloyd (QI, Not the Nine O’clock News, Spitting Image, Blackadder). ƒ Award winning director Susanna White (Bleak House - BBC, Generation Kill - HBO, Nanny McPhee and the Big Bang -Warner Bros) ƒ Writer Toby Whitehouse (Being Human, Dr Who, Torchwood) ƒ Landmark series producer from the NHU, Dale Templar (Human Planet) ƒ Writer / Director Rowan Joffe (Brighton Rock, 28 Days Later, The American) ƒ Cult writer, actor and presenter Robert Lllewellyn (Red Dwarf, Car Pool)

ƒ College of Journalism’s year long Interview Season, including Jon Sopel, Libby Purves, Justin Webb (public audience), Barney Jones, Jonathan Charles, Evan Davis, James Naughtie (at the Hay Festival in May), Steve Mitchell. Alistair Leithhead (at the Frontline Club) and others ƒ College of Journalism’s week long Storytelling Festival in Birmingham • Visionary Leadership Programme: Commissioned by Pat Younge, the programme is designed to bring together Vision’s top 100 creative leaders pan UK to develop networks and encourage innovative content ideas. In all 51 creative leaders have been through the training; so far 3 new programme ideas from the course have been commissioned and approx. 15 ideas are in development. • Commissioner Development Programme. Commissioned by Vision, this group has been identified as the leaders who set culture and foster creativity. The first two sessions have received positive feedback – training will continue in 11/12 • Vision London Factual Writing – a course designed to improve the quality of writing across all factual programme genres. • Writers’ Academy – the course has now been running 6 years and develops new writers for Continuing Drama. Script fees have gone down on average 35% as a result. On technically difficult shows such as Holby where experienced writers are at a premium, the course has saved the show as much as 70% by using new talent. Since the course began, 34 out of 40 graduates have gone on to work in Continuing Drama • Production Trainee Scheme finds and grows the creative and editorial talent of the future. The course is a long term investment in the future of the broadcasting industry. Within 5 years of graduating from the scheme, 80% of trainees have progressed to producer / director level • Design Trainee Scheme: The course aims to find and grow the future designers of the BBC and the wider broadcasting industry. 90% of trainees gain employment in the industry as soon as they leave the course. • A&M Creative Leadership course has been delivered to the top 120 leaders in the Division. Since the course, scores in the staff survey around editorial confidence have increased by 10% • The Series Producer Scheme trains up the best ‘Out of London’ network producer talent. Privileged access to BBC Network commissioners and Channel controllers is combined with master-classes, seminars and workshops. All Nations report that securing talent at this level is a key skills gap that needs addressing • Intensive storytelling and scripting training delivered in the Nations. This is a key Nations skills gap. • The Creative Hubs Programme has been developed to facilitate BBC North’s ambition to bring “ground- breaking ideas and outstanding creativity to everyone.’ The programme has been developed with one of the world’s leading academic institutes: Buffalo State, New York University’s Centre for Creative Studies

3. Multi-skilling;

• Multi-media Journalism training is a broad programme of training delivered across the UK, mostly outside London. Its two principle components are Video journalism training and Web journalism training. Over 2500 journalists have received this training • Single Camera Directing Course enables delegates with basic level self shooting to be able to direct competently with a crew. • Self shooting: The College of Production provides both introductory and intermediate courses in camera operation and self shooting techniques using a range of cameras according to the needs of production teams. In the past year 193 people have been trained on these courses. • Rosenblum: A Vision specific project saw 80 people attending self shoot and edit "Bootcamps" in London and Salford run by Michael Rosenblum and his team. • TV Operations course portfolio includes self shooting, sound skills for self shooters, DV lighting and safety and desktop editing courses The team also run regular "surgeries" for Vision staff covering the above skills, both in East Tower and "The Hub" at the Media Centre. • W1 Tech Ops training cross training Radio Engineers from Bush House and BH to support HD systems via the High Definition Standards and Measurements courses for FMT Tech Ops. 4. Digital:

• This Is The New Web (Vision): Commissioned by Pat Younge, 1600 staff completed this multiplatform training. (“Our aim is to create empowered production and genre teams with the skills to create and publish great content across multiple platforms”. Jana Bennett Oct 2010 • Making the Web Work for You trains journalists and producers how to unlock social media and teaches delegates how to use smart new web applications. Over 2,000 BBC staff have been on it in 15 months making it the most successful voluntary training course in recent BBC history. • Journalism’s social media in-house consultancy is rolling out across newsrooms, helping journalists design effective social media strategies. Reach = 100+ senior journalists • The Future is mobile course has reached 300 journalists with training which addresses the increasing importance of internet enabled mobile devices and how this is changing how audiences consume and interact with the BBC’s News output. KPI Reach 500 in 2010/11 (actual = 300) • Global News multi-media training: A series of modules designed to reflect the cross media and cross platform needs of the Division’s strategy aimed at all new joiners and minimum 12 journalists a month • Pan UK, pan industry multiplatform workshops delivered in partnership with PACT, showcasing multiplatform excellence and working practices (London, Bristol, Cardiff, Birmingham, Manchester, Glasgow, Belfast – approx attendees 250) • Fabric: Training that was due to begin in November 10 was delayed to February 11 due to late delivery of technology. In all, 14,000 staff will receive training between Feb 2011 and April 2012 • Forge software engineering: 254 delegates trained on the new server platform • The Product Manager Development Programme (PMDP) supports the BBC’s strategy to help staff deliver clearer, more focused Products to audiences. The ambition is to create multi-disciplined staff who operate at the intersection of technology, design, editorial and commercial; bringing all these elements together. Delivered to all staff in Product Management roles • Consortium of BBC, Universities and Industry partnership – pilot on Android training (an operating system which powers mobile phones, set top boxes and tablets. It is going to be the biggest operating system for handheld and portable devices). • Service Management: All technical support staff currently working in A&M, WS and News are joining together to support all output as part of the W1 programme. As part of phase one of the W1 move, HD standards and measurements (24 courses now delivered) + 12 Windows server courses. 168 staff have attended workshops in Service Management Awareness. • During the past year, 340 people have been trained in HD self shooting skills (primarily using Canon EX1s, EX3s and XF 305s). Much of the delivery has also incorporated training for HD workflows, including FCP editing (for instance, for the One Show team in Manchester). Other production teams trained have included Coast, Helicopter Heroes and The Culture Show. The College of Production works closely with the HD Channel Development Manager to offer "just in time" training to shows converting to HD • As part of the Bristol Anchor Partnership, the Academy led 20 workshops focused on new innovations (e.g. YouView, beyond HD, 3D) which brought together the BBC and the wider industry across the South West • Migrating audiences to digital: A&M’s Creative Leadership Programme (delivered to 120 delegates in 2010/11) addresses branding and digital platforms. This is a key element of A&M’s strategic objective to build digital audiences. • Building Digital Capital for the Arts: This programme has seen the BBC Academy join forces with the Arts Council to help arts organisations create compelling and high quality arts content using web and broadcast technologies. This partnership resonates with the BBC’s strategic objective to be a catalyst for organisations within ‘public space’.

5. Leadership:

• (Pan BBC) Senior Leaders’ Programme: Targeted at the top 250 leaders across the BBC; the core programme addresses key issues on the Leadership agenda (Delivering Quality First, external media, political and regulatory landscape, new technology implications etc.). Led by two members of BDG, feedback from delegates suggests that this connection with the most senior leaders in the BBC is a very valuable part of the learning experience.

• (Pan BBC) Leadership Essentials: Targeted at staff embarking on leadership roles. In 2010/11 260 staff went through the course. There has been strong support from the senior leadership of the BBC (Zarin Patel, Lucy Adams, Jana Bennett and Mark Byford). • (Vision) Visionary Leadership Programme: An intensive 3 day course for grades 11/SM2 that unlocks creativity, and creates new cross genre networks among the brightest creative talent in Vision. • (Journalism) Editorial Leadership Foundation: This programme gives all new leaders across the Journalism Division a keen understanding of what it means to be a leader in the BBC. It builds editorial confidence and credibility and enables delegates to be clear about the values and standards they are expected to lead in their teams. The Programme also builds strong and collaborative relationships across the BBC Journalism family. At least 2 Director level figures (past and present) are involved in each Programme e.g. Helen Boaden, Peter Horrocks, Richard Sambrook, Roger Mosey, Phil Harding. KPI Reach minimum of 120 delegates per year (2010/11 actual = 153). • (A&M) Creative Leadership Programme: Roll out of Creative Leadership course for top 120 leaders in A&M with significant involvement of A&M Board • (North) Leadership Development Programme: This Programme was commissioned by the Project North team; designed to help leaders who are responsible for moving staff to Salford. It focuses on the skills and knowledge needed to relocate people, recruit new staff and foster new ways of working. KPI Reach 200 delegates (2010/11 actual = 171 or 85%).

Appendix 3: SUPPORTING A HIGHLY SKILLED WORKFORCE ACROSS THE AUDIO-VISUAL INDUSTRY

The Academy operates a mixed business model which involves a variety of partnerships with other broadcasters, industry training bodies and Higher Education:

SHARING OUR TRAINING FOR FREE WITH THE WIDER INDUSTRY:

• Launch of the College of Production website in March 2010 – available internally and for free to the rest of the industry in the UK • The College of Production launched a suite of 20 online interactive Editorial Policy Modules in October 2010 to co-incide with the launch of the new Editorial Policy Guidelines. These modules are available free of charge to the wider broadcasting industry

PARTNERSHIPS:

• Skillset: The Academy continues to work in partnership with Skillset; the Sector Skills Council. Specifically, we support them via an annual grant (£830K in 2010/11 and this year we have improved accountability via a new Memorandum of Understanding.. Around 20 BBC staff act as representatives on numerous Skillset boards and committees including the Skillset Board of Directors. The BBC is also represented on Skillset National and Regional councils. This year we have worked with Skillset on the successful launch of a commonly recognised Production Safety Passport. • Arts Council England - Building Digital Capital for the Arts: This programme has seen the BBC Academy join forces with the Arts Council to help arts organisations create compelling and high quality arts content using web and broadcast technologies. This partnership resonates with the BBC’s strategic objective to be a catalyst for organisations within ‘public space’. • As part of the Bristol Anchor Partnership, the Academy led 20 workshops focused on new innovations (e.g. YouView, beyond HD, 3D) which brought together the BBC and the wider industry across the South West • ITV: We are collaborating with ITV to improve employability in the media industry for people with disabilities. People on the current BBC scheme are also offered a second placement at ITV • Pan UK, pan industry multiplatform workshops delivered in partnership with PACT, showcasing multiplatform excellence and working practices (London, Bristol, Cardiff, Birmingham, Manchester, Glasgow, Belfast – approx attendees 250) • Consortium of BBC, Universities and industry to pilot Android training (an operating system which powers mobile phones, set top boxes and tablets and is going to be the biggest operating system for handheld and portable devices). This training will be offered as Academy core training from June 2011. • 19 trainees were awarded ‘BBC Engineer Qualified’ status when they graduated from the Academy’s Technology Foundation Programme. This is an in-house training programme regarded as a gold standard across the industry. We are now working with the IABM (International Association of Broadcast Manufacturers) to create an industry recognised standard based on BBC competencies. • Audibility: Sponsored by Controller BBC1, the project brought together the BBC, VLV, BBC Trust, RNID and C4 to investigate the issue of background noise. The resulting training programme helps programme makers inside and outside the BBC better understand why some people find background noise problematic

GRANTS:

The BBC Academy has supported the following industry training bodies in 2010/11

• Skillset £830,000 • National Film & Television School £450,000 • The Actors Professional Centre £52,000 • Training & Performance Showcase £33,000 • Actors’ Centre North £12,000 • The Network £7,000

N.B Due to PPI cuts, we will discontinue the following grants in 11/12 - The Actors’ Professional Centre, Training and Performance Showcase, Actors’ Centre North and The Network.

WORKING WITH HIGHER EDUCATION:

• We work with the 22 Skillset Media Academies, to ensure the Higher Education media curriculum is aligned to industry requirements for new entrants

PROGRAMMES AIMED AT REDUCING INDUSTRY SKILLS GAPS:

• Masters Programme in Production Management: The College of Production has partnered with Bournemouth University's Centre of Excellence in Media Practice and Salford University to offer a professional practice MA in Production Management. The programme is available to anyone working in production management and is the only award of its type currently available. • Design Trainee Scheme: The course aims to find and grow the future designers of the BBC and the wider broadcasting industry. 90% of trainees gain employment in the industry as soon as they leave the course. • The Series Producer Scheme trains up the best ‘Out of London’ network producer talent. Privileged access to BBC Network commissioners and Channel controllers is combined with master-classes, seminars and workshops. All Nations report that securing talent at this level is a key skills gap that needs addressing

PROGRAMMES AIMED AT PROVIDING ENTRY POINTS INTO THE INDUSTRY:

• Production Trainee Scheme finds and grows the creative and editorial leaders of the future. The course is a long term investment in the future of the broadcasting industry. Within 5 years of graduating from the scheme, 80% of trainees have progressed to producer / director level

COMMERCIAL ACTIVITY: The BBC Academy has continued to open its doors on a commercial basis to clients in the UK and abroad. This activity is carried out within Fair Trading spare capacity guidelines and brings revenue back into the Academy to support the BBC’s existing training budgets and ensures that the residual value of the BBC’s training assets is maximised. In the financial year 2010/11 the commercial revenue income was £1.6m

INTERNATIONAL PARTNERSHIPS:

• TwoFour54 Abu Dhabi, the BBC’s partnership training academy in the Middle East has now been operating for 2 years, extending the BBC and BBC Academy’s global reach in the Middle East and North Africa region, generating funds back into the BBC training budget. Partners are Thomson Reuters Foundation and the Thomson Foundation. • The BBC Academy works with the European Broadcasting Union Training Committee. Jonathan Baker, Head of the College of Journalism is the UK representative of the EBU Training Committee.