Lead officer s recommendation

Transcription

1 CFO name: HI~Arts Lead officer s recommendation Summarise your reasons for assessing the application as you have (drawing out the strengths and weaknesses of the proposal and highlighting any specific risks): HI-Arts plays a significant and highly strategic role in the Highlands and Islands as a development agency covering all artforms, an information resource and an advocacy body which provides evidence-based arguments on arts policy and key operational issues from the northern bloc. Their award-winning website is testament to their role as an invaluable counterweight to the potential dominance of the central belt and to their ability to work across geographic and sectoral boundaries. Their vision is underpinned by an exceptional body of knowledge, experience, entrepreneurial skill and strong governance. It is clear from their formal reporting (Board minutes, annual reports and end year accounts) that they combine flexibility, adaptability and speed of response with a strong set of core values and consistent attention to artistic and operational quality. HI~Arts is the axis of a major 12 year partnership between ourselves and the HIE and its network. This partnership covers policy, regional development and leverage. The strength of this partnership is seen in the impact of their programmes (Screen Machine, ArtsPlay, the Booth, and the Internet Journal) and stakeholder confidence is demonstrated by the growth in investment by the different partners. In five years ( ) we invested 1.3 million in HI-Arts ( 180,000 revenue and 1.12 million project funding) and this has levered 2.7 million from other sources (public sector, sponsorship and trusts and earned income). If this model could be replicated with Scottish Enterprise, the arts in Scotland would benefit immeasurably. High Medium Low Assessment: v Areas of concern: Identify areas of concern drawn from the assessment which will inform the funding agreement for 2006/07 and future agreements/12 month development plan (as applicable) HIE s contribution to HI-Arts core funding in is 108k, which significantly outstrips our own contribution of 52,000. A negative response for a modest increase in core funding from us might not only jeopardise a long-term partnership but might impact on HIE s commitment as they too are facing financial pressures from competing priorities. If no increase in core funding is achieved, the impact could be significant and would need to be managed and reflected through the funding agreement. Development issues: Identify development issues drawn from the assessment which will inform the funding agreement for 2006/7 and future agreements / 12 month development plan (as applicable) Recommendations relate to marketing, stakeholder evaluation and development opportunities relating to heritage. HI-Arts should continue to develop their marketing plan and in particular articulate the relationship between their markets and their activities and to articulate clearly its approach to equalities. Secondly we should suggest they devise a method of stakeholder evaluation particularly in relation to the arts community in order to have a formal method of evaluating effectiveness in this key area. The proposal to undertake a heritage development role offers considerable potential for more holistic approaches to cultural development which will enhance the capacity of both arts and heritage as one cultural continuum in the Highlands and Islands. It would be helpful to see how their strategies in the two areas will impact on each other and where there will be added value which might in turn inform greater partnership working and integration where appropriate. Lead Officer: Date: 1 December 2005 Print name: Caroline Docherty

2 Stage 2 Decision and authorisation CFO name: HI Arts Stage 2: Head of Department recommendation within the context of the sector ecosystem Essential Based on the lead officer s assessment and match with the department ecosystem, summarise your reasons for assessing the application as you have (drawing out the strengths and weaknesses of the organisation and highlighting any specific risks). Identifying development areas. The recommendation should clearly reflect the assessment. HI-Arts is the envy of many regions of Scotland, particularly those in rural areas, who lack the benefits of high level strategic development that works across boundaries (geographic and sectoral). Support for artists (financial and advisory) has provided confidence and growth; its financial leverage is substantial; and its energetic advocacy ensures that issues affecting the cultural sector in the north are always brought forcefully to the attention of central government and national cultural agencies. The cross-council scenario notes the vital contribution made by organisations which work across artform sector and geographic boundaries. In our optimum scenario we would commit to developing the strategic role of key CFOs to act as creative hubs and HI-Arts would demonstrably fall into this category. We note that revenue funding would be likely to come through a service level agreement to deliver agreed programmes and, where appropriate, devolved funding. This model fits closely with HI-Arts existing arrangement with HIE We recommend enhanced funding for CFOs to fulfil their role in developing artists noting that generally funding for individual artists is not necessarily a high priority for other funding bodies. Decision authorised: Head of Department: Date 2 December 2005 Print name: Caroline Docherty

3 Stage 3: Head of Department recommendation within the context of the Corporate Synthesised scenario HI-Arts is assessed as a organisation because of its pivotal role in delivering high level strategic developments that cross boundaries (geographic and sectoral). HI-Arts is also the focus of our major 12 year partnership with Highlands and Islands Enterprise which has resulted in significant financial leverage as well as a coherent arts development strategy which has played a major part in placing arts and culture at the heart of social and economic development in the Highlands and Islands. HI-Arts three year plan shows that they will continue to play a major role in supporting artists (individuals in the case of visual arts and crafts; groups in the case of theatre and music). The cross-council scenario notes the vital contribution made by organisations which work across artform sector and geographic boundaries. HI-Arts serves a substantial geographic area covering the Highlands, Orkney, Shetland, Western Isles, Moray and Argyll and Bute by working with local enterprise companies as well as individual artists and arts organisations. The success of Screen Machines 1 and 2 (mobile cinemas) and the Booth (online box office) have illustrated the economies of scale which can be achieved by HI-Arts working strategically across this massive geographic area. In terms of artform scope, HI-Arts achievements are also notable with significant programmes in visual arts, literature, theatre, crafts and music as well as the capacity to work across artform through programmes such as ArtsPlay, the successful pilot which integrated arts into pre-school education. HI-Arts demonstrates high standards of governance and financial and management competence. I agree the recommendation that HI-Arts is essential to all scenarios and should be funded as a foundation organisation. Recommendation authorised: Head of Department Date Print name: Caroline Docherty

4 Stage 4: Group Heads Recommendation and authorisation Agree with the recommendation for status and associated increase of grant to 70.5k from 07/08 Decision authorised: Group Head Date Print name: Jim Tough Stage 5: Creative Arts Committee Recommendation and authorisation Agreed as per Managers/Group Heads recommendations Committee Chair Date 24 February 2006 Print name: Jane Jeffrey (Vice Chair)

5 Stage 6: Council Decision Approved funding as per Managers/Group Heads and Committee recommendation Chairman Date 28 February 2006 Print name: Richard Holloway End of Assessment