2016 Toi Tōtara Haemata Investment Programme Assessor Guidelines and Scales

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1 Purpose 2016 Toi Tōtara Haemata Investment Programme Assessor Guidelines and Scales This document sets out the assessor guidelines, indicators and scales to be applied for each part of a proposal to the Toi Tōtara Haemata (Arts Leadership) investment programme as advertised in the 2016 Request for Proposals (RFP). This process is part of a broader assessment and decision-making process and involves both internal (staff) and external assessment. Creative New Zealand uses a standard set of assessor guidelines indicators, and scales to help ensure that staff and external peer assessors use a consistent approach. Assessment scores are not determinative; as they inform other stages of the assessment and decision-making process (for example, the meeting of the Investments Advisory Panel or the Arts Council meeting that makes final investment decisions) Parts of a Proposal There are two parts of a proposal to the Tōtara investment programme: Part A: Track record and Part B: Future programme Assessment Areas Assessment area PART A Track Record Staff assessment External assessment Well run 0-7 Financially sound 0-7 Stakeholder support 0-7 Playing a leadership role 0-7 Maintains consistently high standards of delivery Scale 0-7 Past performance 0-7 PART B Future programme Delivers key role activities 0-7 Strength of the future programme and sector leadership 0-7 Budget: the credibility, completeness and accuracy of the financial information provided 0-7 1

2 Assessment Process Step Description Indicative time Eligibility check To establish whether applicants are fit for the programme. 6 weeks before Submission of application Compliance check Internal assessment External assessment Moderation Applicants submit proposals via the online portal. To ensure that all supporting documents required by Creative NZ (e.g. audited accounts) as part of the proposal are submitted and are in order. Creative New Zealand Advisors assess the proposals in their entirety and applications are peer reviewed. External peer assessors assess the strength of future programme and alignment to the key role/s of the proposals. This process provides an opportunity to check that scoring is fair, unbiased and robust. It is not intended to be a reassessment of proposals. This step in the process also allows for: 1. Other staff input 2. More detailed budget discussions 3. Integration of staff and external peer assessment 4. Risk assessment by 20 May 2016 Week after Over a 3 week period from Over a 3 week period from 4 weeks after Preliminary Recommendations A preliminary set of investment recommendations is developed for the Investments Advisory Panel by Creative New Zealand senior staff based on: the results of proposal assessments by staff and external weeks after

3 Investments Advisory Panel Meeting peer assessors effective overall delivery of Creative New Zealand s investment programmes (Toi Tōtara Haemata) the amount of funds available. the previous performance of applicants Panel consisting of CNZ staff and external assessors meet to discuss applications, priorities for funding and to confirm recommendations to be made to the CEO. 6 weeks after CEO sign-off CEO approves investments recommendations 7 weeks after Final recommendations Council paper is developed and finalised - this outlines the organisations and levels of investment being recommended 8 weeks after Council sign-off Council approves investments recommendations Within 10 weeks of Communication of decisions Creative New Zealand staff communicate outcome of funding decisions with organisations Within 10 weeks of Assessment Indicators and Scoring Scales Creative New Zealand has developed a set of assessment indicators for each assessment area. These indicators are used to assess the strength of an application. The assessment scale is: 7 or 6 = Outstanding: outstanding delivery and highest possible potential 5 or 4 = Strong: there is delivery to an above average standard 3 or 2 = Below Average: there is some delivery, but it is either limited and/or of a below average standard 3

4 1 or 0 = Not Met: there is little or no delivery and/or very low levels of confidence the applicant can deliver in the assessment area Allocated scores are to be one of the whole numbers. Please do not use fractions or decimal points (e.g. 3.5). Recording scores Staff assessors enter their assessment scores and any comments using Arts Align, Creative New Zealand s online portal for submitting and assessing funding applications. Investments Advisory Panel The purpose of the Investments Advisory Panel is to advise the Chief Executive on investment choices for the Toi Tōtara Haemata programme before final recommendations go to the Arts Council. Members of the Panel are asked to assess the delivery to key role activities and the strength of the future programme (including sector leadership) outlined in a proposal. The membership of the Panel is between five and nine people. Across the membership there should be people with an understanding of a range of forms of arts practice and cultural traditions. Appointed panel members are to have the necessary expertise to: consider whether the preliminary recommendations will provide Creative New Zealand with effective delivery of the investment programmes review staff assessment advice regarding investment recommendations endorse and/or suggest amendments to the preliminary set of recommendation review the integrity and effectiveness of processes used to develop the preliminary set of recommendations. An overview of the assessment and decision-making process is provided in the table on page 11 of the 2016 Request for Proposals (2016 RFP) to the Toi Tōtara Haemata Investment Programme. 4

5 Assessment Areas: Details PART A: TRACK RECORD Creative New Zealand requires all organisations that are part of the Toi Tōtara Haemata programme to: be financially sound and well-run provide leadership within the arts sector collaborate with other arts organisations deliver benefits to the arts and to audiences or participants achieve high standards while making careful use of resources obtain income from sources other than Creative New Zealand. Existing Toi Tōtara Haemata clients with a track record of delivering a key role are assumed to be able to meet Tōtara programme requirements and are not assessed against these five areas, so do not need to include a response to Part A. However, clients will be allotted a mark out of 7 for past performance in the areas of artistic, audience, financial and organisational performance for the last two calendar years. This mark is based on the assessment of information submitted by organisations on Pataka Korero as part of six monthly reporting requirements. All other organisations will be assessed on their ability to meet these five Toi Tōtara Haemata programme requirements PLUS past performance. When assessing these five areas we make a judgement call on whether an organisation has the ability to meet programme requirements by looking at the organisation s track record. The purpose of this assessment is to reach a yes or no conclusion. For Part A of the proposal, the highest score attainable by an organisation across the five Track Record assessment areas is 35 and the total score attainable which includes the past performance score is 42. Generally, for an organisation to be seen as having the Track Record required to be part of the Tōtara programme, a score of at least 28 across the five Track Record assessment areas (excluding past performance) will need to be achieved. Part A assessments are undertaken by a Creative New Zealand staff member. The results of these assessments are then reviewed by senior Creative New Zealand staff. Proposals from respondents assessed as being able to meet Track Record requirements are then considered to be assessed against Future Programme (Part B) indicators. 5

6 Track Record Assessment Indicators and Scales 1. Well run This assessment is based on evidence provided by the applicant and any information held by Creative New Zealand for monitoring and evaluation purposes. We assess whether an organisation is well run, which means that it has excellent governance, skilled management, sound planning and achieves what it sets out to do in its planning documents. Indicators we apply when assessing whether an organisation is well-run are that it: has excellent governance and skilled managers has sound business and strategic plans that relate clearly to one another and that identify realistic development aims and KPIs has identified a range of audience-engagement activities and opportunities and has sound market-development plans for engaging with audiences regularly achieves or exceeds its performance targets (KPIs) Well-run Scale: 7 or 6 = It is evident that over the last two years this organisation has successfully delivered to all of the indicators for being well-run 5 or 4 = It is evident that over the last two years this organisation has successfully delivered to at least three of the indicators for being well-run. 3 or 2 = It is evident that over the last two years this organisation has successfully delivered to no more than two of the indicators for being well-run. 1 or 0 = There is little or no evidence that this organisation has, over the last two years, successfully delivered to any more than one of the indicators for being well-run. 2. Financially sound This assessment is based on the submission of independently audited accounts. Separate assessments by the lead staff advisor associated with an organisation and the Creative New Zealand Finance Manager. All organisations receiving support through the Toi Tōtara Haemata investment programme must provide a set of independently audited accounts for each of the last two years of operations. If an organisation making a Tōtara proposal is not able to provide independently audited accounts, a score of 0 should be provided for the financially sound assessment and the staff assessor will note this and bring it to the attention of their Manager at moderation. Ideally the organisation will have an unqualified audit opinion for the past two financial years. It is important to note that auditor's reports on financial statements are neither evaluations nor any other similar determination used to evaluate entities in order to make a decision. The report is only 6

7 an opinion on whether the information presented is correct and free from material misstatements, whereas all other determinations are left for the user to decide. Types of auditor's reports There are four common types of auditor's reports, each one presenting a different situation encountered during the auditor's work: 1. An Unqualified Opinion indicates that the financial statements give a true and fair view and have been prepared using the Generally Accepted Accounting Principles ( GAAP ) which have been consistently applied. 2. A Qualified Opinion report is issued when the auditor could not audit one or more areas of the financial statements, or there are one or two areas of the financial statements that do not comply with GAAP, however the rest of the financial statements are fairly presented. The example of a qualification in the audit report is if organisation has no control over sponsorship and donations revenue and there are no audit procedures to confirm completeness of that type of revenue. 3. An Adverse or Negative Opinion is issued when the auditor determines that the financial statements are materially misstated and, when considered as a whole, do not comply with GAAP. 4. A Disclaimer of Opinion is issued when the auditor could not form and consequently refuses to present an opinion on the financial statements. This type of report is issued when the auditor tried to audit an entity but could not complete the work due to various reasons and does not issue an opinion. An Emphasis of matter is a type of paragraph in, or section of the audit report on financial statements, added to indicate a significant uncertainty or other matter, which is disclosed appropriately in the notes forming part of the financial statements, but which the auditor considers is significant or important enough to warrant a mention in their report. An emphasis of matter paragraph does not qualify the auditors' opinion; in fact, such paragraphs typically begin by stating Without qualifying our report... It is included after the opinion paragraph. Special attention should be given to Emphasis of Matter stating material uncertainty to continue as a going concern due to negative working capital. Minimum requirements Financial statements provided to Creative New Zealand must comply with generally accepted accounting practice in New Zealand (NZ GAAP). The verification of this will be stated in the auditor s report. Ideally, there is an unqualified audit opinion for the past two years. In the case of a qualified audit opinion, your organisation has reacted appropriately to ensure it meets appropriate audit protocols. Failure to provide a set of independently audited accounts for each of the last two years of operations that comply with NZ GAAP will result in a score of zero. 7

8 Financial Soundness Indicators 1. The organisation is solvent. The organisation satisfies the solvency test if: it is able to pay its debts as they become due in the normal course of business (liquidity test done by comparing organisation's most liquid assets, or, those that can be easily converted to cash, to its current liabilities); and the value of the organisation's assets is greater than the value of its liabilities, including contingent liabilities (working capital ratio test current assets / current liabilities is expected to be above 1.2) 2. The organisation has maintained a healthy net equity surplus (total assets less total liabilities) over the last two financial years and its projected financial performance is not significantly impairing its net equity position. 3. The organisation has generated a positive net operating surplus over the past two financial years (per the statement of financial performance). 4. The organisation s projections are comparable and realistic, and its financial position and financial performance are not declining. 5. The organisation is a going concern, that is, the organisation will continue to operate, and will not go out of business and liqui its assets. For this to happen, the organisation must be able to generate and/or raise enough resources to stay operational. 6. The organisation maintains an overview of its cash flow and overall financial situation. 7. The organisation has systems and processes in place to make sure that it takes responsibility for financial monitoring and that it remains a solvent, going concern or the Board takes responsibility for financial monitoring and takes action as appropriate. FINANCIAL SOUNDNESS ASSESSMENT SACLE Audited accounts provided (Yes/No) Yes Audit opinion type Unqualified 1. Solvent (0 for No or 1 for Yes) 1 2. Healthy net equity surplus (0 or 1) 1 3. Positive net operating surplus (0 or 1) 1 4. Projections comparable and realistic (0 or 1) 1 5. Going concern (0 or 1) 1 6. Overview maintained (0 or 1) 1 7. Systems and processes (0 or 1) 1 FINANCIAL SOUNDNESS SCORE 7 8

9 3. Stakeholder Support We assess the extent to which the organisation making a proposal is able to attract investment or support from other funders and stakeholders. This may be in the form of: direct grants or investment subsidies sponsorship or corporate partnerships donations, gifts or patron income other revenue (other than box office, sales of art works, fees for services) accurately valued in-kind support (for more information on in-kind support refer to: PBE IPSAS 23 Revenue from non-exchange transactions at: S:\CF\3.0 Funding Procedures and Processes\3.5 Funding Round\3.5.2 Investments\Totara\2015\04 Assessment\IPSAS 23.pdf ) Indicators we apply when assessing levels of support from other stakeholders and supporters are that an organisation will have: attracted investment from other funders established as diverse a range of financial support as possible from a range of public and/or private sources assigned responsibility for fundraising to a specific staff member confirmed that stakeholder support will be available in the future, preferably at increasing levels Stakeholder Support Scale: 7 or 6 = It is evident that over the last two years this organisation has successfully delivered to all of the stakeholder support indicators. 5 or 4 = It is evident that over the last two years this organisation has successfully delivered to at least three of the stakeholder support indicators 3 or 2 = It is evident that over the last two years this organisation has successfully delivered to at least two of the stakeholder support indicators. 1 or 0 = Not met: There is little or no evidence that this organisation has, over the last two years, successfully delivered to any more than one (or none) of the stakeholder support indicators. 4. Playing a leadership role We assess the extent to which an applicant provides leadership within its area of arts practice. Indicators we apply are whether the organisation has, over the last two years, regularly and successfully: collaborated with other arts organisations and practitioners 9

10 enabled New Zealand s diverse communities, including Māori and Pacific communities, to participate in high-quality arts experiences and/or services provided opportunities and/or services that strengthen and develop the practice of your organisation s particular artform in New Zealand contributed to the broader development of the arts sector and arts infrastructure in New Zealand. Leadership Role Scale: 7 or 6 = Over the last two years this organisation has successfully delivered to all of the leadership indicators. 5 or 4 = Over the last two years this organisation has successfully delivered to at least two of the leadership indicators. 3 or 2 = Over the last two years this organisation has successfully delivered to at least one of the leadership indicators. 1 or 0 = There is little or no evidence that this organisation has, over the last two years, successfully delivered to any of the leadership indicators. 5. Standard of programme delivery We assess how the applicant has monitored the quality of its programme delivery in the last two years. Indicators we will apply are whether the organisation regularly: monitors and evaluates its quality of programme delivery and/or standards of service delivery and seeks to continually improve them seeks the views of audiences, artists and the community about the quality of its work or services and about ways in which its work or services might be strengthened looks for new or innovative ways to improve how it develops, presents and/or distributes its work or services. Standard of programme delivery scale 7 or 6 = Over the last two years this organisation has successfully delivered to all of the indicators for maintaining a high standard of programme delivery. 5 or 4 = Over the last two years this organisation has successfully delivered to at least two of the indicators for maintaining a high standard of programme delivery. 3 or 2 = Over the last two years this organisation has successfully delivered to at least one of the indicators for maintaining a high standard of programme delivery. 10

11 1 or 0 = Over there last two years there is little or no evidence that this organisation has delivered to any of the indicators for maintaining a high standard of programme delivery. 6. Past performance We assess how a client has performed over the last two years considering whether artistic, audience, financial and audience targets were not met, met or exceeded. A score is assigned using the following scale and scoring range. A client is assigned a score in each of artistic, audience, financial and audience where Exceeded Expectations is a 3, Met Expectations is a 2, and Not Met Expectations is a 1. In a year, a maximum of 12 is possible (i.e. 4 target areas x 3 for exceeded expectation in each area = 12). Past Performance scale Scale Descriptor Score 7 Over the last two years the client has often exceeded expectations in most areas 6 Over the last two years this client has exceeded expectations in some areas Over the last two years this client has met expectations in all areas Over the last two years this client has met expectations in most areas Over the last two years this client has met expectations in some areas Over the last two years this client has generally not met expectations Over the last two years this client has not met expectations 8 11

12 PART B: FUTURE PROGRAMME Assessment of Part B of a proposal is undertaken by: a Creative New Zealand staff member who assesses the the delivery to key role activities the strength of the future programme the activity budgets and other financial information at least one external assessor, independent of the Investments Advisory Panel, who is asked to assess a proposal s delivery to key role activities and the strength of the future programme at least two members of the Investment Advisory Panel who are asked to assess a proposal s delivery to key role activities and the strength of the future programme Independent external assessors are not Creative New Zealand staff or Council members. When considering Part B of a proposal we assess: 1. Delivery to Key Role Activities: the extent to which the future programme outlined will deliver the range of activities we have described for a key role. 2. Strength of Future Programme: the strength of the future programme and the leadership to be provided by the organisation. 3. Financial Information: the credibility, completeness and accuracy of the financial information provided. Future Programme assessment indicators and scales 1. Delivery to Key Role Activities Staff, an external assessor and at least two members of the Investments Advisory Panel assess the extent to which the future programme outlined in a proposal will deliver the range of activities we have described for a key role. For the range of activities described for each key role please see pages 5-8 of the 2016 RFP Key Role Activities Scale: 7 or 6 = The future programme is outstanding and will successfully deliver to all of the activities Creative New Zealand has outlined for this key role. 5 or 4 = The future programme is strong and will deliver to all of the activities Creative New Zealand has outlined for this key role. 3 or 2 = The future programme has weaknesses in it, but will deliver to most or all of the activities Creative New Zealand has outlined for this key role. 1 or 0 = The future programme is weak and will not effectively deliver to the activities that Creative New Zealand has outlined for this key role. 12

13 2. Strength of Future Programme Staff, an external assessor and at least two members of the Investments Advisory Panel assess the strength of the future programme outlined in a proposal and the leadership that is to be provided by the organisation. Indicators we will apply when assessing the strength of the future programme and leadership are the extent to which the programme and/or services will: provide leadership within and to the arts sector successfully collaborate with other arts organisations deliver specified benefits to the arts and to audiences or participants achieve the highest possible standards with careful use of resources develop markets and audiences for New Zealand arts enable New Zealand s diverse communities, including Māori and Pacific communities, to participate in high quality arts experiences. strengthen and develop the practice of its artform in New Zealand contribute to the broader development of the arts sector and arts infrastructure in New Zealand. Strength of Future Programme Scale: 7 or 6 = The programme outlined will successfully deliver to all of the future programme strength indicators. 5 or 4 = The programme outlined will involve some delivery to at least five of the programme strength indicators including providing leadership and collaborating with other arts organsiations. 3 or 2 = The programme outlined will involve some delivery to at least three of the programme strength indicators. 1 or 0 = The programme outlined will deliver to fewer than three of the programme strength indicators. 3. Activity Budgets and Financial Information When considering the credibility, completeness and accuracy of the financial information provided, the following indicators are used to determine whether: The budgets and the future financial performance and position statements provide sufficient detail to understand the basis on which the financial information has been calculated. The budget categories and the future financial performance and position statements are complete and include all relevant figures. All the calculations in the budgets and future financial performance and position statements are accurate. 13

14 The financial assumptions underpinning the budgets are valid and accurately reflect the likely revenue and costs of each proposed activity. The amounts requested are credible, given the organisation s funding history and/or Creative New Zealand s previous levels of grant for similar types of activity. Budget Scale: 7 or 6 = The budgets provided meet all of the budget indicators. 5 or 4 = The budgets provided meet at least four of the budget indicators. 3 or 2 = The budgets provided meet at least three of the budget indicators. 1 or 0 = The budgets provided will deliver to fewer than three of the budget indicators. 14

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