Tender for Provision of a Strategic Business Case for SB’S Dance Health Programme

Tender for provision of a Strategic Business Case for SB’s Dance Health Programme

18 December 2018

Contents 1. About Scottish Ballet ...... 2 2. Purpose ...... 2 3. Dance Health Programme Overview ...... 2 4. Terms of Reference ...... 3 5. Part Two – What to Include in your Tender ...... 4 6. Appendix 1 ...... 5

Contact Steven Roth Executive Director [email protected] +44 141 331 2931 / 07889 650 022

1. About Scottish Ballet In 2019, Scottish Ballet will celebrate 50 years of inspiring audiences on stage and beyond, with a creative vision crafted by Scotland. Based in Glasgow, the company of 40 full-time dancers performs regularly across Scotland, throughout the UK and internationally, promoting Scotland’s pioneering spirit. Under Artistic Director Christopher Hampson, Scotland’s national dance company presents bold, adventurous work rooted in strong classical technique, accompanied by the Scottish Ballet Orchestra.

The company’s broad repertoire includes new versions of the classics and ground-breaking commissions, as well as an innovative digital season launched in 2017 and planned for every two years. An extensive engagement programme, tailored to the needs of diverse communities, promotes confidence, fosters well-being and encourages creativity through dance.

More about Scottish Ballet visit scottishballet.co.uk

2. Purpose The purpose of this document is to seek expressions of interest (EOI) for the development and delivery of a Strategic Business Case for Scottish Ballet’s Dance Health Programme. The Board of Scottish Ballet has requested a comprehensive review of the programme as it currently stands, together with an assessment of future provision and opportunity. Specifically, the Business Case will cover: 1. Sustainability 2. Resourcing (financial/ operational/ physical) 3. Opportunities 4. Risks along with an assessment to distinguish between the activities and programmes provided and 5. their immediate benefit to participants, and 6. the longer-term brand/ reputational benefit to Scottish Ballet. The current Dance Health Programme is funded until mid 2021. This business case should focus on the potential for the programme continuing beyond this initial funded term.

3. Dance Health Programme Overview Scottish Ballet’s Dance Health programme currently offers bespoke repertoire based weekly classes for those living with Parkinson’s and dementia. Classes are delivered in the Engagement dance studio and in various care settings for participants and their families. Each session includes time to reflect and chat in a social café. Sessions are delivered by specially trained dance artists and musicians and are designed to promote creativity and wellbeing, as well as addressing specific symptoms. A programme of activities intended to promote a deeper connection to Scottish Ballet include regular visits to studio rehearsals, access to dress rehearsals and talks from company dancers.

Scottish Ballet’s DH programme connects with numerous partners both nationally and internationally and includes English National Ballet, Sadler’s Wells, New Adventures, Rambert, Mark Morris Dance Company, Georgetown University, the Royal Conservatoire of Scotland, Dance Base, Alzheimer Scotland, Parkinson’s UK, the British Council and MS Society Scotland. Scottish Ballet has recently secured funding to deliver a pilot programme of dance for those living with MS. The Time to Dance dementia programme includes weekly classes in Glasgow and care- setting-based sessions in Inverness, Aberdeen, Dundee, Stirling, Perth and Edinburgh during Scottish Ballet tours. The Dance for Parkinson’s programme engages with local partners to provide weekly classes in Glasgow, Edinburgh, Kilmarnock, Greenock, Dundee, Aberdeen and Inverness. From autumn 2019 the programme will be expanded to Perth, Peebles and Stirling. Dance for Parkinson’s is a national programme developed and run in conjunction with Dance Base Edinburgh. Funding for the various streams within the Dance Health programme has come from various trusts and foundations, both as establishment and pilot programme grants. Scottish Ballet is also underwriting some of the human resource and operational costs until 2021.

4. Terms of Reference Your report should be in the form of a comprehensive Strategic Business Case. The business case will be made up of the following component parts:

1. Environmental Scan and Overview a. A detailed analysis of Scottish Ballet’s current Dance Health Programme (inc. strengths and weaknesses/ impact, both positive and negative) b. An analysis and examples of other similar programmes within the UK and worldwide ie Toronto, Montreal, New York, other?

2. Business and financial analysis a. Sustainability and cost-base analysis of the programme as it is currently structured b. Financial resource – current and required/projected beyond 2020 c. Operational resources – people; office space/location; studio space; other d. Investigate and identify potential funding/income streams ie Corporate; NHS; universities; other (inc. likelihood for success)

3. Opportunities a. What is the potential for growth and expansion? b. Where would growth and expansion likely occur? c. What is the potential for SB to commercialise the IP developed thus far (ie franchise)? d. Other partnership opportunities?

4. Risks a. Identify key risks in the current programme and potential risks beyond 2021 b. Identify and detail a business model/s that could minimise any identified risk moving forward

5. Programme outputs a. Analysis of the current and future benefits to participants b. Longer term brand/ reputational benefits for Scottish Ballet c. Longer term benefits to Scottish Ballet key stakeholders eg the Scottish Government; dance community partners eg Dance Base; other

6. Recommendations a. What could/does a sustainable model look like? b. What needs to be put in place to achieve it?

5. Part Two – What to Include in your Tender Timing (TBC) • Receipt of Expressions of Interest by 31 January 2019. • Interviews mid-February 2019 • Contract awarded late February 2019. • Project is envisaged to be completed by 8 June and presented to the SB Board Finance Committee on 12 June 2019.

Timing is subject to change.

Your motivation What is it about this project that inspires/motivates you to take on this assignment?

Your methodology Please outline the process by which you would undertake this work inc. how you would engage with internal and external stakeholders (see Appendix 1 Stakeholders).

Also to note, there is potential for a group of NHS leaders to assist in research, engaging focus groups, providing case studies etc. as negotiated (see Appendix 1)

Your team Please outline who would lead/direct the work and any other members of the team.

Other work Please provide examples of other similar work you have undertaken.

Your Quote

Costing should be broken down to constituent parts as appropriate.

Duration of anticipated service contract (inc. the number of hours anticipated to complete the work) should be outlined, with milestones for review, clearly articulated.

Scottish Ballet is a registered charity, and relies on gifts, grants and sponsorship to enable significant outreach and education programmes within our communities. Therefore, Scottish Ballet would value your consideration of this within your bid.

6. Appendix 1

Key internal stakeholders • SB Board Finance and Operations Committee • CEO/AD • Executive Director • Engagement Director • Finance Director • SB teams

Key external stakeholders • Scottish Government • Royal Conservatoire of Scotland • Mark Morris Dance Company • University of Florida • Georgetown University Medical Center • Alzheimer’s Scotland • Dance Base Edinburgh

Research team There will be an opportunity to enlist the support of a high profile leadership group who are involved in a programme, Project Lift https://www.projectlift.scot/about/. This is a joint Scottish Government/ NHS initiative that centres around transforming care, and the cohort are Senior Leaders in the NHS from public health specific backgrounds. As part of the programme, the cohort is involved in delivering real life strategic projects.