BBC One, BBC Two and BBC Four service reviews Interim findings July 2010 Background The BBC Trust is the governing body of the BBC and it is our responsibility to get the best out of the BBC for licence fee payers. One of the ways we do this is by carrying out an in- depth review of each of the BBC’s services at least once every five years. This report sets out the interim findings from our reviews of BBC One, BBC Two and BBC Four.1 We are publishing findings at this stage because of the significant overlap between this review and our wider strategy review, which is being published alongside this report. We will publish our final conclusions on BBC One, BBC Two and BBC Four in the autumn. We set out what we expect from each service in published service licences. The licences currently state that: • BBC One’s remit is to be ‘the BBC’s most popular mixed-genre television service across the UK, offering a wide range of high quality programmes. It should be the BBC’s primary outlet for major UK and international events and it should reflect the whole of the UK in its output. A very high proportion of its programmes should be original productions.’ • BBC Two’s remit is to be ‘a mixed-genre channel appealing to a broad adult audience with programmes of depth and substance. It should carry the greatest amount and range of knowledge-building programming of any BBC television channel, complemented by distinctive comedy, drama and arts programming.’ • BBC Four’s remit is to be ‘a mixed-genre television channel for all adults offering an ambitious range of innovative, high quality output that is intellectually and culturally enriching. Its focus should be on the provision of factual and arts programming.’ Our review has had two broad aims: firstly to assess how well BBC One, BBC Two and BBC Four are performing against the commitments set out in their service licences, and secondly to consider the stations’ future direction and determine whether any changes to the licences are required. We have developed our findings using a range of methods. We carried out a public consultation in autumn 2009 and received around 9,000 responses from licence fee payers. We also received submissions from our four audience councils in England, Northern Ireland, Scotland and Wales. These responses alongside our audience research, performance monitoring and discussions with BBC Management and the creative community outside the BBC have given us a clear picture of the strengths and weaknesses of each channel. 1 We reviewed BBC Three last year as part of a wider review of how well the BBC was serving younger audiences Overall conclusions The BBC’s television channels are performing well in many respects but we are challenging BBC Management to provide a more distinctive offering to audiences. In general, audiences recognise that the channels provide a high quality offering across all genres, and make strong contributions to delivering each of the BBC’s public purposes. However we have found some areas where we think each channel can improve, in particular to provide the more distinctive offering that audiences expect from the BBC. The specific challenges we have identified for BBC Management are as follows: • BBC One should increase the variety of programming in pre watershed peaktime and show greater creative and editorial ambition at 9pm • BBC Two should implement its plans in factual, drama and comedy to distinguish it more clearly from BBC One, even at the risk of reaching fewer viewers • Building on a revised remit, BBC Four should aim to increase its impact and secure greater reputational dividend for the BBC • Look further at ways to improve the quality and distinctiveness of parts of the daytime schedule • Provide further assurance to us that robust plans are in place to meet the demand for high quality investigative and analytical current affairs • Improve the quality of non news opt-out programming and increase their contribution to delivering the BBC’s public purposes. We will develop specific actions for BBC Management to implement to address these challenges before concluding this review in the autumn. Our high level conclusions on each channel, or area of output, are: BBC One should build on its ability to deliver the BBC’s public purposes to large audiences by increasing the variety of programming in pre watershed peaktime and showing greater creative and editorial ambition at 9pm. BBC One is the most watched channel in the UK and this enables it to make a very strong contribution to the delivery of the BBC’s public purposes. The biggest single issue for audiences is that there is not enough programming which is ‘fresh and new’ on the channel to meet their expectations. Our analysis shows that the range of output on BBC One has decreased in recent years particularly between 7pm and 9pm and we believe this is likely to have contributed to this. While there is a wider dissatisfaction with the amount of fresh and new programming on television more generally, audiences have higher expectations of the BBC, and particularly BBC One, in this regard. We therefore want BBC One to harness its scale and size by introducing greater variety between 7pm and 9pm as well as being more ambitious and taking more creative risks in the 9pm slot. BBC Two should implement its plans in factual, drama and comedy to distinguish it more clearly from BBC One, even at the risk of reaching fewer viewers. Audiences recognise BBC Two’s quality, and the channel makes a strong contribution to the delivery of the BBC’s public purposes. However audiences have told us that BBC Two needs to provide a clearer alternative to BBC One and we are encouraged by the changes BBC Management has started to make to the channel in this regard. We expect the channel to build on these successes in the coming years and are prepared to accept the risk that BBC Two’s reach may fall in exchange for a increase in the distinctiveness of BBC Two’s peak schedule. Building on a revised remit, BBC Four should aim to increase its impact and secure greater reputational dividend for the BBC. Much of BBC Four’s programming is seen as high quality and distinctive by its audience. However BBC Four does not significantly influence wider audience perceptions of the BBC. We are using this review to establish a clearer remit for the channel. BBC Four’s challenge is to increase its impact, particularly in its core areas of specialism, and secure greater reputational dividend for the BBC. We will work with BBC Management over the coming months to ensure our performance measures will allow us to track its success in achieving this. BBC Management should look further at ways to improve the quality and distinctiveness of parts of the daytime schedule. Daytime output on BBC One and BBC Two makes a contribution to the delivery of the BBC’s public purposes but the levels of quality and ambition of parts of the schedule are not meeting audience expectations. BBC Management has started the process of changing its programming mix, but we have asked them to explore further how to improve the quality and distinctiveness of daytime output within current funding levels. We will report our final conclusions in this area in the autumn. We are seeking further assurance that robust plans are in place to meet the demand for high quality investigative and analytical current affairs. The provision of high quality journalism is critical for the BBC and we support BBC Management’s aspiration to increase the quality and impact of its current affairs on television. Audiences to BBC television news remain high and our audience research has found that BBC One and BBC Two are, in general, meeting audience expectations at delivering the BBC’s citizenship purpose. While viewing to current affairs output on television has declined in recent years, we are mindful that the role of the BBC’s current affairs has assumed even greater importance due to significant changes in the global, economic, and political environments, as well as the reduction in current affairs output by other broadcasters. We are therefore looking to BBC Management to provide us with further assurance that it has robust plans to deliver sufficiently prominent and high quality investigative and analytical current affairs to meet these changing circumstances. We will report our final conclusions in this area in the autumn. BBC Management should improve the quality of non news opt-out programming and increase their contribution to delivering the BBC’s public purposes. Opt-outs provide an important outlet for the BBC to cover regional and national news, events and a range of other programming. We are supportive of BBC Management’s aspiration to improve the quality of opt-out programming and make a greater contribution to delivering a range of the BBC’s public purposes, and believe that BBC Management should take steps to assess the quality of non news opt-outs more effectively. Some of our conclusions will require us to amend each channel’s service licence to set a clearer framework for how we expect them to deliver public value. We will publish these changes in the autumn. We will also update our performance measurement framework to place a greater emphasis on quality and distinctiveness. 2 BARB, 2009, 15 minute weekly reach (BBC One, BBC Two, BBC Three and BBC Four) and weekly hours of viewing 3 BARB, 2009, 3 minute weekly reach 4 Blinc, Audience Perceptions of Innovation and Distinctiveness, research commissioned by the BBC Trust, Dec 2007 Summary of interim findings BBC One BBC One should build on its ability to deliver the BBC’s public purposes to large audiences by increasing the variety of programming in pre watershed peaktime and showing greater creative and editorial ambition at 9pm. BBC One makes a very strong contribution to the delivery of the BBC’s public purposes BBC One is the most watched channel in the UK and has done well to maintain its audience in recent years in the face of pressures arising from multi channel television. BBC One’s size means it makes a very important contribution to the BBC’s overall reach levels which underpin its ability to deliver its public purposes - more than ten million of its audience do not watch any other of the BBC’s main TV channels and the average UK individual watches 5 hours 29 minutes of BBC One each week.2 Our audience research has also shown that BBC One makes a very important contribution to the delivery of each of the BBC’s six public purposes, particularly the BBC’s citizenship and global purposes with nearly 60 per cent of the UK population watching news on BBC One each week.3 Audiences also recognise BBC One’s strengths at delivering parts of the BBC’s creativity purpose by providing a range of content people find enjoyable and entertaining and by bringing viewers together for major events. Earlier audience research has shown that audiences accept, and want, the BBC to show programming across the full range of genres, including popular entertainment, as long as it takes a fresh approach and resonates with the BBC’s values in content, tone and execution.4 BBC One can make a greater contribution to the BBC’s public purposes by being more distinctive in peaktime Because of its ability to deliver the BBC’s public purposes to large numbers of people, it is important that BBC One preserves the aspects of the service which make it popular. However our audience research has also identified areas where BBC One can make a greater contribution to the BBC’s public purposes, chiefly by being more distinctive and providing more programming that is ‘fresh and new’, a core requirement of the BBC’s cultural and creative remit. This is in part a reflection of a wider dissatisfaction with the amount of fresh and new programming on television generally, but audiences do have higher expectations of the BBC, and particularly BBC One in this regard. We therefore want BBC One to harness its scale and size by being more ambitious and taking more creative risks in peaktime. We have identified two ways in particular that the channel can do this: • Increasing variety in pre watershed peak. The range of output has decreased on BBC One in recent years, with viewing becoming more concentrated 5 BARB, 2005 & 2009, Monday to Friday 6 BBC Pulse survey, April 2009 – March 2010 7 BARB, 2009, 15 minute weekly reach and weekly hours of viewing around fewer programme titles, particularly between 7pm and 9pm where the number of unique programme titles has fallen by around half since 2005.5 This approach has provided consistency to BBC One’s schedule and supported the overall appeal of the channel, but we believe is likely to have contributed to the audience perception that BBC One needs to provide more programming that is ‘fresh and new’. There have been some examples in the past year where the channel has developed and launched new and ambitious programmes in these slots. We have agreed with BBC Management that BBC One should now build on this and actively seek to increase the level of range, variety and surprise in pre watershed peak. We believe that the ongoing refreshment of existing programmes is an important, but not the sole, component of this and we will seek to understand further how BBC Management are aiming to meet audience expectations for fresh and new programmes before finalising our conclusions in the autumn. • Showing greater creative and editorial ambition at 9pm. In the past year we have been encouraged by a renewed commitment from the channel to showcase bold and ambitious drama and factual programming at 9pm. As part of a submission to this review BBC Management has outlined an aspiration to build on these successes ‘taking risks with subject matter and authorship to deliver a distinctive range of drama’ and in factual ‘seeking new opportunities to bring important and challenging subject matter to the channel.’ We fully support the channel’s aspiration in this regard and would like to see this level of ambition applied more consistently. BBC Two BBC Two should implement its plans in factual, drama and comedy to distinguish it more clearly from BBC One, even at the risk of reaching fewer viewers Audiences recognise BBC Two’s quality and the channel makes a strong contribution to the delivery of the BBC’s public purposes BBC Two is performing well in many respects. Its programmes are seen as the highest quality of the five main terrestrial channels6, while our audience research shows that on the whole BBC Two makes a strong contribution to the delivery of the BBC’s public purposes. Reflecting its focus on factual programming, audiences recognise the channel’s particular strength at delivering the BBC’s education and learning purpose. Over recent years BBC Two has stemmed the longer term declines in audience size seen in the early to mid 2000s and remains a channel of significant scale - reaching 32 million people, and watched by the average UK individual for just less than two hours, each week.7 BBC Two needs to provide a clearer alternative to BBC One 8 Blinc, Audience Perceptions of Innovation and Distinctiveness, research commissioned by the BBC Trust, Dec 2007 As is the case for BBC One, our research for this review has shown that the biggest area where audience expectations are not being met is in providing programmes with ‘lots of fresh and new ideas.’ Previous audience research commissioned by the Trust showed that the clarity of BBC Two’s role had diminished in the multi channel world as channels, including BBC Three and BBC Four, built reputations in areas for which BBC Two was previously known.8 The consequence was that audiences no longer saw BBC Two as being a sufficiently challenging alternative to BBC One, and so overall perceptions that the BBC’s main television channels provided a distinctive offering were reduced. We are supportive of the changes BBC Management are planning to BBC Two to increase its distinctiveness As part of the BBC’s wider strategy review, BBC Management has proposed a series of changes to BBC Two. These include plans to: • Increase the range and depth of factual programming • Increase the volume of original authored drama, aiming to rebuild the channel’s reputation for signature television drama • establish a stronger and more distinctive role in mainstream comedy. In light of the analysis we have undertaken for this review we are supportive of these proposals, and we are encouraged by the ambition of some of the channel’s recent output, particularly in its factual programming. We expect the channel to build on these successes in the coming years. Its aim should be to re-establish its position as providing something to audiences which is manifestly different to BBC One. We recognise that these proposals do raise the risk that BBC Two’s audience may fall. Reach remains a very important performance measure for BBC Two because the channel needs to retain its size and scale to be able to make a major contribution to the delivery of the BBC’s public purposes. However we are prepared to accept the risk that BBC Two’s reach may fall, in exchange for an increase in audience perceptions of the distinctiveness of BBC Two’s peak schedule. We will update our performance measurement framework to help us to track performance in this area more precisely. BBC Four Building on a revised remit, BBC Four should aim to increase its impact and secure greater reputational dividend for the BBC. Much of BBC Four’s programming is seen as high quality and distinctive by its audience BBC Four operates in different ways from the other channels we have been reviewing. It has far fewer originations and a higher level of repeats. Its genre mix is different to other channels - heavily focused on arts, music and culture and specialist factual programming - 9 BBC Pulse survey, April 2009 – March 2010 10 BARB, 2009, 15 minute weekly reach in digital homes and its editorial approach is to focus in depth on relatively specialist areas of interest that may not have mainstream appeal, and may attract viewers on a less frequent basis than other channels. In addition BBC Four does not have fixed points in the schedule that other channels use to draw in, and retain, viewers in significant volumes and help them navigate schedules. Our performance data shows that BBC Four’s viewers recognise that much of its originated output is high quality, and that it often provides something original and different from other BBC television channels in terms of degree of depth and specialism.9 Our audience research also shows that the channel is broadly meeting the expectations of its audience in delivering the BBC’s public purposes. BBC Four’s service licence remit is not sufficiently clear As part of this review we have worked with BBC Management to clarify the strategic direction and role of the channel as we do not believe BBC Four’s current remit is sufficiently clear, particularly in relation to BBC Two. We support the channel’s primary focus on arts, music and culture and, in its factual programming, providing both greater depth and a more expert editorial focus than that available on other channels. We welcome BBC Four’s aim to act as a guide to introduce archive material to its audience, and have asked for further clarity from BBC Management on the implications for BBC Four’s remit in this regard, in the context of the BBC’s wider developing archive strategy. We will amend BBC Four’s service licence to reflect more clearly its editorial direction and focus in the autumn. The challenge for BBC Four is to increase its impact while maintaining its distinctiveness Both reach and consumption of BBC Four have grown relatively slowly and remain small in relation to the BBC’s other channels. In 2009 the channel was watched by around 5 million viewers each week, around 9 per cent of the population.10 Therefore, while awareness of the channel is high, and the channel has started to build a strong reputation in arts and culture, it does not have a significant influence over wider audience perceptions of the BBC as a whole. Using its clearer remit and editorial focus, we see the main challenge for BBC Four over the coming years is to increase the impact it delivers, particularly in its core areas of specialism, and to secure greater reputational dividend for the BBC in this respect. Achieving this might require more effective sign posting and promotion from other BBC output as well as ongoing collaboration with BBC Two to emphasise each channel’s distinct, but complementary roles. We would expect that achieving greater impact will mean that the channel will be able to retain and continue to grow its audience, while preserving the characteristics which its current viewers most appreciate. We will work with BBC Management over the coming months to ensure our performance measures will allow us to assess BBC Four’s success in achieving this. 11 BARB, 2009, BBC One, BBC Two, BBC Three, BBC Four 12 BBC Pulse survey, 2009 Daytime output on BBC One and BBC Two BBC Management should look further at ways to improve the quality and distinctiveness of parts of the daytime schedule. Daytime output on BBC One and BBC Two contributes to the delivery of the BBC’s public purposes but the levels of quality and ambition of parts of the schedule are not meeting audience expectations Daytime output on BBC One and Two includes originated and acquired drama, news bulletins, current affairs, consumer issues and factual entertainment together with a large volume of children’s programming. This programming makes a contribution to the delivery of the BBC’s public purposes and is watched by sizeable audiences. In an average week, between 9am and 6pm from Monday to Friday more than 20 million people watch BBC One and Two, around 1.5 million of whom do not watch any other BBC television at all in that week.11 Across a range of genres, some programming in daytime is rated well by audiences for being high quality and original, and, in general, the BBC provides a different range and mix of programming, and higher level of origination, to that available on other channels in daytime. However taken as a whole, the average quality scores for daytime programming are significantly lower than they are for peaktime.12 One of the strongest themes from our public consultation is that some viewers believe parts of the schedule on each channel lack quality and have become too weighted towards long-running factual entertainment strands with similar formats and covering similar subject areas, characterised as ’collectibles hunting’ and property. While these programmes are popular, audiences have told us that the quantity of these programmes have made some parts of the BBC’s daytime schedule seem too formulaic and derivative. We are concerned that these are negatively affecting the BBC’s reputation. Daytime output on BBC One and BBC Two needs to make a greater contribution to the BBC’s reputation for quality and distinctiveness We recognise that BBC Management has already started the process of changing its programming mix – in particular through providing more original drama and consumer and current affairs and de-commissioning some long running factual entertainment programmes. As part of the BBC’s wider strategy review, BBC Management has outlined further steps designed to improve the quality and distinctiveness of daytime output. These proposals involve additional investment of around £5 million to increase volumes of original drama and consumer affairs programming, with the amount of acquired drama and factual entertainment reducing correspondingly. We are supportive of the aspiration, but on the basis of the evidence we have gathered for this review, we believe there remains a significant challenge for BBC Management. We have therefore asked BBC Management to look further at ways to improve the quality and distinctiveness of the daytime schedules within current funding levels before we report our final conclusions in the autumn. 13 BARB, Weekly reach to current affairs programming 14 BBC Management output data 15 Pan BBC Tracking Survey, 2009 News and current affairs on BBC One and BBC Two We are seeking further assurance that robust plans are in place to meet the demand for high quality investigative and analytical current affairs. We support BBC Management’s aspiration to increase the quality and impact of its current affairs We believe BBC Management’s stated editorial priority to provide ‘the best journalism in the world’ requires the BBC’s television channels to provide high quality investigative and analytical current affairs covering a wide range of subject areas and topics. While viewing to current affairs output on television has declined in recent years13, the level of current affairs programming on the BBC’s television channels has remained broadly stable14, with the majority still delivered through major strands – such as Panorama, Question Time, This Week and Newsnight. A majority of the audience rates the BBC as being ‘best for current affairs’.15 We continue to support BBC One’s commitment to broadcasting current affairs in peaktime, chiefly through the Panorama strand, where we expect a consistently high quality offering with a mix of topical and reactive programming as well as longer form investigative programmes covering both domestic and international affairs. BBC Management is exploring the possibility of slightly reducing the number of episodes of Panorama while retaining current levels of investment in the programme in order to provide production teams greater space to develop investigations. We are supportive of this, in principle. We also underline the importance of one off documentaries to BBC One’s current affairs offering and recognise the role of current affairs within The One Show and the potential of some other genres like drama to bring current affairs issues to mainstream audiences. We also welcome BBC Management’s commitment made as part of this review to increase the impact and quality of current affairs on BBC Two and in particular the need to ‘re- affirm BBC Two’s role in international current affairs’. To achieve greater impact we expect the channel to give greater prominence to high quality current affairs output covering the most significant international stories. We are seeking further assurance from BBC Management over its plans for current affairs output We believe that the role of the BBC television’s current affairs output has assumed even greater importance than before. This is for two main reasons. Firstly, there have been significant changes in the global, economic and political environments in recent years, some of the implications of which are likely to be far reaching. Secondly, there has been a longer term reduction in the amount of current affairs output by other broadcasters, a trend that seems likely to continue. 16 BARB, 2009, 3 minute weekly reach, BBC One, BBC Two, BBC Three, BBC Four 17 BARB, 2009 Therefore, notwithstanding the plans to develop current affairs on BBC One and BBC Two outlined above, we are looking to BBC Management to provide us with further assurance that it has robust plans to deliver sufficiently prominent and high quality investigative and analytical current affairs to meet these changing circumstances. We will consider this area further, including how best to measure performance, before reporting final conclusions in the autumn. Television news remains fundamental to the BBC’s public service mission We consider the BBC’s news provision and delivery of its citizenship public purpose to audiences as the BBC’s most important priority. Changes in audience behaviour, driven by technological change and greater digital choice and convenience mean that audiences to television news are gradually declining particularly among younger people and viewers with personal video recorders. As part of the BBC’s Delivering Creative Future plans each of the BBC’s divisions has had to deliver efficiency savings with the BBC’s journalism division meeting savings targets of four per cent each year since 2007. On the basis of ongoing performance monitoring, as well as our work for this review, we are satisfied that the overall quality of the BBC’s news output is not being diminished. Audiences remain very high, with around 34 million people, some 60 per cent of the population, watching the BBC’s television news each week.16 This is driven primarily by BBC One’s news bulletins and programmes. Our audience research has found that BBC One and BBC Two are, in general, meeting audience expectations at delivering the BBC’s citizenship purpose. Only a small percentage of those who responded to our public consultation thought that news coverage could be significantly improved. However we understand there is a limit to which savings can continue to be made without negatively affecting quality and we will continue to monitor audience reactions in this area to ensure that levels of quality and standards are being, and will continue to be, maintained. Serving different audience groups BBC Management should improve the quality of non news opt-out programming and increase their contribution to delivering the BBC’s public purposes The BBC’s television channels serve some audience groups better than others Each of the BBC’s channels experiences some variations in performance among demographic groups. The drivers of these variations are very complex. In broad terms, reach to the BBC’s channels is lower among children and younger people, viewers in Northern Ireland and non-white audiences.17 Our audience research has shown that the gap between expectations and actual delivery of the BBC’s public purposes are often much greater in different nations of the UK, particularly Scotland and Northern Ireland, 18 BARB, 2009 19 Pan BBC Tracking Survey, 2009 20 BARB, 2009, hours of opt out programming and 15 minute weekly reach in each nation and some regions within England such as the north east. Audiences in Wales and southern England tend to rate the BBC more highly. The BBC has a number of initiatives underway aimed to addressing these deficits In recent years the BBC has set out to address these performance deficits through initiating some major structural changes – most notably undertaking to increase significantly the proportion of network programmes made outside of London and the establishment of BBC North. BBC Management is also building a number of levers into its processes designed to increase consideration of audience representation when commissioning programmes for network channels. Many of these initiatives will take time to be fully implemented and for the benefits to be visible to audiences but we will continue to monitor progress in this area. We are however supportive of the overall aspiration to make network content more effective at representing the full range of audiences across the UK. Opt-out programming provides an important outlet to serve the UK’s nations and regions but could do more to help the BBC deliver its public purposes to these audiences Alongside network content, both BBC One and BBC Two provide a range of programming made for and shown specifically in individual nations of the UK, called ‘opt-out programming’ Opt-outs range from regional news in England through to national news and programmes across a full range of genres in Northern Ireland, Scotland and Wales. In regional news, the main 6.30pm bulletin on BBC One reaches large audiences fairly consistently across each nation and region.18 In terms of quality, while audiences in Wales and English regions rate the BBC as ‘best for regional news’, audiences in Scotland and Northern Ireland rate another broadcaster higher.19 The volume and performance of non news opt-out programming varies significantly across each nation. In 2009, in line with service licence commitments, the largest amount of non news opt-outs was in Scotland (752 hours on BBC One and Two), with 466 in Wales and 461 in Northern Ireland. Volume is an important driver of reach, which is highest in Scotland (28 per cent) and NI (21 per cent) followed by Wales (20 per cent).20 While it is difficult to measure performance of non news opt-outs empirically because of the variation in hours and genre mixes in each nation, some concerns have been expressed by audiences during this review about the level of quality of some opt-out programming. We asked viewers in Scotland, Wales and Northern Ireland about their perceptions of opt-out programmes. Among those who watch opt-outs, there is reasonably strong agreement that they ‘cover important national events and festivals’ and that ‘the programming is enjoyable and entertaining.’ Audiences also seem to recognise the role opt-outs can play in supporting national talent. However across each nation audiences believe that opt-outs could do more to reflect and portray their national identities. This was particularly so in Scotland. Audiences also raised concerns about the displacement of particular network programmes. BBC management plans to increase the focus of opt-out programming on quality BBC Management has proposed a number of steps as part of this review to improve the quality of opt-out programming and make a greater contribution to delivering a range of the BBC’s public purposes by: • Reducing the emphasis on achieving positive additional audience share • An increased commitment to delivering ‘fresh and new ideas’ • Seeking more opportunities to showcase opt-out programming on the networks We are supportive of this revised focus on quality and the delivery of the BBC’s public purposes. Alongside this, it is important that BBC Management are able to measure and assess the quality of non news opt-outs more effectively, as well as building into its routine editorial reviews a greater consideration of the overall audience impact the BBC’s channels are having within each nation. We will report further on progress in this area in the autumn.