Chamber and committees

Thanks for the comments so far. As you have identified, this review gives us a chance to take stock of where we are, the deadlines that are coming up, some of the processes and the whole idea of governance and enhanced co-operation. Elements need to be looked at and could be expanded, but if that is to happen, there needs to be agreement once again about structures and commitments. That agreement could be quite limited in some respects, but it could be quite wide-ranging in others.

Jannike Wachowiak, you talked about dates and timescales around the elections and the time that it takes to make things happen. Once again, there will be a gap between where we are and what will eventually become the norm from 2025 onwards, in reality. Things might be slightly different to how they are now in many respects, depending on the political will and the level of involvement.

It would be quite good to get a flavour from you of whether you see there being barriers to enhanced governance or co-operation in the future or whether there will be some opportunities? I do not mind who answers first.

You talked about the friction that has occurred. There has continued to be friction in the sector. There has even been a call to arms in the agriculture sector to stand up and shout the case. There have been demonstrations and protests, and all that has put the sector into a slightly different vein with regard to managing and engaging with policy makers or decision makers. That has been challenging for you, but you have also wanted to be heard, and it is important that you are.

You have outlined the challenges that you all face and the difference between where you are now compared to where you were or might have been. There was huge speculation at the beginning about where we would go and what would happen.

Your organisations have been tremendously resilient as you have managed that potential crisis and averted some of the other crises that might have happened during the process. My feeling from what you have said today is that we are in a slightly better place than where we could have been, but that we are still nowhere near where we want to be, and that we are trying to balance that.

From what QMS has said, it seems that larger organisations managed to be more resilient but smaller ones were captured in the crossfire of it all. Has change now started to materialise or have we lost the small people completely? Have they managed to survive, or have they been taken over by other organisations? It would be useful to hear how the sector is working.

Mr Hall spoke about the potential decimation of farming. We know that the future of the soft fruit and vegetables sector presents major issues. What measures are still required to ensure that inroads continue to be made and that the sector can thrive? We all want that to happen; we do not want to hear that those crops are not being processed or picked. We need to find solutions to those problems. It would be good to get a flavour of your views on that.

Thank you very much for your frankness and honesty so far this morning. You have all talked about the frustrations that your sectors, your industries or your organisations have suffered in this process, but I am also quite encouraged by the optimism that I have seen, because your willingness to adapt, co-operate and understand is what will lead to success in all of this.

My question is about the asks that you have, now that we are so far down the road. There might be more optimism and things might be improving, but what do we need to happen next to ensure that your industries, your sectors and your organisations have the capability to move forward, given the uncertainties that you have already identified? As I have said, each and every one of you has the knowledge, wealth of experience and the understanding of what needs to be acquired, but is there a political issue that needs to be dealt with next? Is there some next stage in which you need to see us—and other organisations—impart this optimism that I have talked about as you move forward?

Good morning, Mr Wishart. It is good to see you.

I will touch on intergovernmental co-operation. It is good to see that there seem to be positive links.

The Cabinet Secretary for Constitution, External Affairs and Culture, Angus Robertson, talked about the positive relationship that extends and creates opportunities across the showcase that we are trying to manage. However, of late, there have been tensions around where that intergovernmental process has been going. There have been a number of reports about the Foreign Secretary making comments about where and how things should be managed.

I would like to get a flavour of the real sense of things. Is there a tension building between the two Governments, rather than positive activity? If there is, how will that be resolved to ensure that we capture, promote and work together to get the best?

You make some very valid points about the constructive work that is required and is being done, which is appreciated. As a member of this committee, I have certainly seen much of that displayed in what has been taking place. I hope that—as you said—we can get over and manage the situation, because it is a distraction from what we are all trying to achieve, which is to ensure that we create a positive impression and image and that we are collectively and responsibly working together.

For your committee, are there areas that you might want to expand on or areas that are possibilities for the future that would rebuild bridges?

Good morning, and thank you for your comments so far.

The record spend is very welcome and shows the commitment that is there. There have been some real successes, which you have touched on. Although audience satisfaction has proved to be good, there has been perceived to be some negativity in relation to how Scotland is portrayed by the BBC. That is an area for you to investigate and seek to make improvements in.

As you have said, you are having to compete to meet the demands of the modern viewer, whether younger or older, depending on what they are looking for. You must try to square that circle to ensure that you capture as many markets as you can. You are unquestionably achieving that in some areas, and I commend you for that, but there is the issue of how you manage to address the negativity.

You have mentioned the audience participation that is available with some programmes, and where you see the organisation going. I want to explore how you will cope as you look to the future. The BBC is unquestionably held in high regard; it has a certain status. However, you are competing with STV when it comes to local and regional news in Scotland and, in some ways, you are perhaps being overtaken.

It would be good to get a flavour of what you are trying to achieve and where you see the organisation going. What do you anticipate happening in the next year or two with regard to those areas that you need to command and control? Some of those areas are within your control and others are not.

Good morning, cabinet secretary. The increased money is definitely welcome, as are your ambitions to sustain, develop and innovate. Those are fundamental—there is no question about that at all. However, the committee has heard in evidence criticism from stakeholders that there is a misalignment between the Scottish Government’s culture strategy and the funding that the sector receives. There does not seem to be a clear sense of how the strategy informs the budget process. Do you accept that criticism from the sector?

You have said that we cannot continue in the way that we are and that we need to be thinking about change. I do not disagree with any of the potential opportunities that you have talked about regarding how we could change and develop the sector and support it for the future. However, we already know, and you have said today, that local government does not always have the priority, the need and the financial resource. It might have the ambition, but it might not be able to fulfil it without there being a much more strategic approach to how the culture strategy and the budgetary decisions are managed together.

Your new concepts, BBC iPlayer and BBC Sounds, seem to be another way to capture people who come back to watch or listen to content at another time. That is an area that you are continuing to develop. Where do you see that new venture going for you?

I know that time is tight, so I am quite content.