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STAFFING, STRUCTURE & GOVERNANCE


The Heart of Glass staffing structure and governance model reflects and enables our approach to delivery, in that it is anchored on a strong and secure centre-point, which supports complementary responsiveness, flexibility and dynamism.


The Director and Lead Producer sit at the centre of the team, assisted by a marketing and communications lead, with some research and development support. This lean and agile structure enables the core team to be supported on a project-by-project basis by experts in the required field. As the project moves into the next phase of delivery, it is envisaged that more of the team’s focus will be needed on fundraising and development. In the medium to long-term, this might mean the addition of a full- time development post.


Moving into our second full-year of operation, the team is exploring options around the optimal structure to support continued growth. As described above, we are investigating the best route forward, which could be to apply for a renegotiated status with Arts Council England as a small National Portfolio Organisation (NPO) beyond the next phase of Creative People and Places. We will monitor the funding landscape accordingly and be in continued dialogue with a range of potential supporters.


We continue to be supported by and work closely with our partners in the original bidding consortium as we transition into the next phase of delivery. These partners will form a core steering group, which will contribute to and oversee a number of smaller and more flexible project sub-groups and themed panels, bringing in relevant expertise, delivery partners and contributions from communities.


We are in the process of establishing a portfolio board to lead governance and shape strategic direction. This board will be diverse and balanced, and will be selected to include the requisite financial and legal skill sets, along with representation from a range of civic partners, including health and social care, and education and emergency services, who will act as a gateway between us and the communities with which we work. Our intention is to review and refresh board membership every three years to build capacity, avoid entrenchment and ensure that the board continues to energise the project and move us in a positive direction.


RESOURCING


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