Creative Scotland Annual Plan 2015-16 by Creative Scotland

Creative Scotland Annual Plan 2015-16

ÂŠ 2015 Creative Scotland No part of this publication may be reproduced in any format without prior written permission of Creative Scotland.

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Cover: Northlands Glass, Neon Glass at dusk Photo: Angus Mackay

Contents 4

Introduction

Who We Are and Our Role

Funding, Advocacy, Development and Influence

Our Priorities Over the Next 3 Years

Our Priorities Over the Next 12 Months

Being a Learning Organisation

Our Policies

Summary Budget 2015-16

Planning and Performance

Performing Against Our Ambitions 2015-16

Delivering National Outcomes

Children taking part in the ‘Poetry Olympics’, part of the Carry a Poem campaign from Edinburgh UNESCO City of Literature Trust Photo: Chris Scott

Introduction Welcome to our Annual Plan for 2015-16 which sets out our priority areas of work, our funding and our budgets for the year ahead. This plan sets out in detail the work that we will deliver throughout the year, building on everything that was achieved last year and further strengthening the organisation to deliver its role as a funder, developer, influencer and advocate for the wide range of sectors that we serve. I would like to thank Creative Scotlandâ&#x20AC;&#x2122;s leadership team, staff and Board for the dedicated work they have carried out to achieve this, as well as acknowledge the highly valuable support and input of partners including the Scottish Government, and, really importantly, everyone working in the arts, screen and creative industries in Scotland.

Alongside the new plan we also launched a new, simplified funding approach with three, clear routes to funding, Regular Funding, Open Project Funding and Targeted Funding, all of which are explained in more detail in this Annual Plan. Our aim is to make it as clear and straightforward as possible for people and organisations working in the arts, screen and creative industries to apply for funding to make great ideas happen, to give people across Scotland the chance to experience arts, culture and creativity. In addition to funding directly ourselves, we will continue to work with others to strengthen the funding landscape and promote the value that the arts, screen and creative industries deliver for everyone.

We know however that there is still much work to be done. Last April we published a 10-year plan for the arts, screen and creative industries in Scotland â&#x20AC;&#x201C; Unlocking Potential, Embracing Ambition â&#x20AC;&#x201C; which frames our work. Nearly 1,000 people from across Scotland contributed to its formation through widespread public consultation which included open sessions, face-to-face and online dialogue, and the setting up of a specialist reference group which met regularly throughout its development. This level of dialogue and shared ownership for the future development of the arts, screen and creative industries is something we want to continue to foster this year and beyond.

Over the past 12 months I am delighted that we have continued to appoint senior staff with significant industry track records. Natalie Usher, Director of Screen, and Clive Gillman, Director of Creative Industries, have joined Leonie Bell, Director of Arts & Engagement, and Philip Deverell, Director of Strategy, as part of our new leadership team. We have also appointed talented new staff across the rest of the organisation at all levels.

Our vision is straightforward. We want a Scotland where everyone values and celebrates arts and creativity as the heartbeat for our lives and the world in which we live; which continually extends its imagination and ways of doing things; and where the arts, screen and creative industries are connected and thriving. I am looking forward to continuing to work with artists, arts organisations, companies and all of Creative Scotlandâ&#x20AC;&#x2122;s staff, stakeholders and partners to deliver this vision. Together we can make a real difference and position Scotland as a leading creative nation connected to the world.

Last year, we launched our new website which has been redesigned to make it more user friendly and easier for everyone to find the information they need. There is an open invitation to any individual, organisation or project that we have funded to provide us with content for this platform enabling them to reach the growing audience for our digital channels.

I want everyone to understand how precious our creative heartbeat is and how powerfully it enriches and fuels peopleâ&#x20AC;&#x2122;s lives. The arts, screen and creative industries have an important role to play in that, both here in Scotland, and beyond.

Another development for Creative Scotland this year has been the appointment of our new Chair, Richard Findlay, who brings with him considerable experience in the arts and media and a great deal of knowledge and interest in the value the arts, screen and creative industries can deliver culturally, socially and economically.

Janet Archer Chief Executive

Looking ahead to the coming year, we will continue to support activity through our three routes to funding. We will reflect and review how this is working with staff and applicants to ensure we continuously improve the application, assessment and feedback processes across everything we do. As competition for funds is always high, we also recognise the importance of explaining the rationale behind our decision making and providing clear feedback and advice on other available funding options where they exist. We will be working hard this year to improve our ability to offer this support. 2015-16 will see our strategies for the arts, screen and creative industries evolve, set within the context of our 10-year plan, each providing clarity on what informs our policy and decision making in these key areas of focus. We will also publish our international strategy.

Who we are Creative Scotland is the national body, which supports the development of Scotland’s arts, screen and creative industries.

We support each sector in ways that are most appropriate to them, for example the way that we support film production is different to the way we might support theatre or music. Alongside the Annual Plan we produce companion pieces giving an overview of current sector development needs and opportunities across the arts, screen and creative industries. These will be available on our website.

We want a Scotland where everyone actively values and celebrates arts and creativity as the heartbeat for our lives and the world in which we live; which continually extends its creative imagination and ways of doing things; and where the arts, screen and creative industries are confident, connected and thriving.

We also want to be able to take advantage of the opportunities for cross sector collaboration. Our role requires us to operate intelligently at the intersection between the arts, screen and creative industries, promoting and brokering connections and encouraging and championing excellent practice as widely as possible.

We enable people and organisations to work in and experience the arts and creative sectors by helping others to create culture through developing great ideas and bringing them to life. We do this through four key functions: • • • •

This is the second Annual Plan in our current planning cycle. It sets out how we will work to achieve our ambitions and priorities for the year 1 April 2015 to 31 March 2016, as well as providing a summary of our income and spending for the year.

Funding Advocacy Development Influence.

In April 2014 we published our Strategic Plan, Unlocking Potential – Embracing Ambition, which presents a shared vision for the arts, screen and creative industries for the next 10 years.

Some work from 2014-15 will continue in 2015-16 as we have adjusted our work programme over the course of the past year to take into account changing internal and external circumstances.

At its heart is a set of ambitions and priorities that provides a focus for our work and reflects what we want to achieve, in collaboration with people and organisations. These priorities will inform our work, funding guidelines, and decisions, as well as our own development plan over the period 2014 – 2017. Each aspect of art and culture is unique but there are many areas of overlap and connection.

Our role Screen: We support film and TV production and cross-platform media and we also promote international filmmaking in Scotland. We work in partnership with organisations such as the BBC and the BFI. In 2014 we published our film strategy for 2014-17 Creative Scotland On Screen, following the delivery of a comprehensive Film Sector Review and further consultation with the film sector and Government. It focuses on the five key areas of film education, talent and skills development, film development and production, inward investment and co-productions and distribution, and exhibition and audiences. In this year we will focus our efforts on the priorities for film set out in this strategy.

Creative Scotland’s remit across the arts, screen and creative industries creates the opportunities for us to: • Act as a conduit for cross-sector connection and learning • Understand the wider cultural system and economy, identifying where to act in order to strengthen it • Position the work that we fund at the heart of creative, artistic, cultural, social and economic development, stimulating future growth in public investment in arts and culture • Help develop and diversify income streams for arts, screen and creative industries, maximising opportunities from intellectual property and stimulating collaboration between commercial creative companies, artists and creative practitioners.

Creative Industries: Our support for the creative industries is being developed with Scotland’s Creative Industries Partnership (SCIP), which brings together Scottish Government, Creative Scotland, Scottish Enterprise, Highlands and Islands Enterprise, Scottish Funding Council, Skills Development Scotland, Convention of Scottish Local Authorities (COSLA), Business Gateway, Scottish Local Authorities Economic Development Group (SLAED) and Voice of Chief Officers for Cultural, Community and Leisure Services in Scotland (VOCAL). The creative industries are driven by people with individual creative skills generating and exploiting intellectual assets, contributing to wealth creation and jobs. They encompass a wide range of commercial creative activities spanning advertising, architecture, computer games, crafts, design, fashion and textiles, film, visual art, music, dance and theatre, writing and publishing, photography, radio and television, software and electronic publishing.

Arts: We support individuals and organisations working in the arts across all areas of practice including dance, literature, music, theatre, visual arts and cross-disciplinary practice. We work in partnership with Government, local authorities and the wider public, private and voluntary sectors to deliver this support. In 2015-16 we will publish the Literature and Publishing Sector Review, the Visual Arts Sector Review and a review of our Creative Learning work, to add to those already published reviews for Theatre, Dance and Music. We are developing an Arts Strategy bringing together this learning and setting out how we will work with the sector and public partners to deliver our shared ambitions.

Rejuvenate – Final Event’ Citymoves Dance Agency (Dancer – Anna Kielinska) Photo: Sid Scott

We have five shared ambitions for the arts, screen and creative industries for the period up to 2024:

Excellence and experimentation across the arts, screen and creative industries is recognised and valued Everyone can access and enjoy artistic and creative experiences Places and quality of life are transformed through imagination, ambition and an understanding of the potential of creativity Ideas are brought to life by a diverse, skilled and connected leadership and workforce Scotland is a distinctive creative nation connected to the world.

As well as our ambitions there are four connecting themes that run through all aspects of our work, these are:

Creative Learning We want to encourage organisations including ourselves, to be responsive, adaptive and continually learn Equalities, Diversity and Inclusion Equalities are integral to everything we do and are essential in delivering quality in the arts, screen and creative industries Digital Digital technology offers exciting opportunities for creativity, society and the economy of Scotland Environment Climate change is one of the most significant challenges that face us today. We want to ensure that we work in as sustainable manner as possible and that the arts, screen and creative industries in Scotland do the same.

We value:

Collaboration We will listen to the needs of others and work in partnership across all aspects of public life Commitment We care deeply about the arts, screen and creative industries in Scotland and are committed to their continued wellbeing and development Trust We will build relationships based on fairness, openness and mutual respect, sharing our knowledge and enthusiasm Knowledge We will place knowledge and expertise, across a range of art forms and specialisms, at the heart of our organisation and seek to be an organisation that continually learns, adapts and improves how we work.

Red Note Ensemble Photo: Paul Cowan

xxxx xxxx

Funding, Advocacy, Development and Influence We support the arts, screen and creative industries as a funder, an advocate, a development agency and as an organisation that seeks to influence others to increase opportunity and maximise the impact our resources can offer.

total budget for 2015-18. The portfolio is rich in its creative excellence, potential and ambition, and demonstrates significant reach across Scotland and across many areas of practice. It consists of some of Scotland’s most important, innovative and exciting cultural and creative organisations, producing and presenting great work across craft, dance, film, literature, music, theatre and visual art.

Funding

The portfolio also comprises a mix of organisations of differing scale ranging from nationally and internationally established organisations like the Edinburgh International Festival, the Centre for the Moving Image, Comar, Scottish Dance Theatre, the Citizens Theatre and Dundee Contemporary Arts through to smaller, and vitally important organisations producing excellent work from particular places, such as Ayr Gaiety Theatre, Timespan in Helmsdale, The Stove Network in Dumfries, Wigtown Book Festival and Regional Screen Scotland.

We distribute funding from two primary sources, the Scottish Government (Grant in Aid) and the National Lottery. Our funding is the means by which we sustain a portfolio of organisations across Scotland; support the development of individuals; fund ideas and projects and develop partnerships to address strategic need. We will do this through three funding routes: • Regular funding for organisations for three years • Open Project Funding is our main route for individuals and organisations to deliver time limited projects

Geographically, RFOs have their base in 21 of Scotland’s 32 local authorities and more than 80% of organisations operate beyond their home location, many on a Scotland-wide basis, reaching audiences across the country (Figure 1).

• Targeted funds focused on delivering strategic programmes of work often in partnership with others. In October 2014 we announced our portfolio of Regularly Funded Organisations for the funding period April 2015 to March 2018. Regular funding provides stable funding to organisations in the arts, screen and creative industries in Scotland, enabling them to develop and implement a programme of agreed activities over a three-year period. This is the largest portfolio of organisations to be awarded three-year funding from Creative Scotland. We funded 119 Organisations (RFOs) in total, of which 20 are new to regular funding of any kind. The overall budget for this programme is £100m over the 3-year period, representing over a third of Creative Scotland’s anticipated

Regular Funding is 3-year funding for arts, screen and creative industry organisations across Scotland

ÂŁ100m

The total 3-year budget for the Regular Funding programme (an increase of ÂŁ10m)

The total number of organisations funded as part of the 2015-18 portfolio

organisations are new to long-term funding

organisations move from Annual Funding

organisations move from 2-year Programme Funding

organisations remain on 3-year funding

The Regular Funding Portfolio delivers an increase in geographical spread, across 21 local authority areas, and with 80% of the portfolio operating beyond their base location 15

In October 2014 we introduced Open Project Funding, replacing a range of discrete grant schemes. This funding route provides funding grants of up to £150,000 to individuals and organisations for projects up to a maximum of two years in length, with defined start and end dates, and with a set of specific objectives. From launch until the end of March 2015 we made 117 awards through the Open Project Fund, to the value of £2.26m.

In 2015-16 we will continue to run our Film Funding Programme to provide support to emerging and established film and television talent capable of creating distinctive and engaging work that promotes Scotland’s creativity. In February 2015, two new funds were announced by Scottish Government to provide financial support for Scottish film, animation and high-end TV productions and support skills development in the screen sector. Both funds will be administered as Targeted Funds by Creative Scotland, running over the financial year 2015-16.

We want to encourage applicants to generate great ideas across a broad spectrum of activity, and Open Project Funding supports:

Our targeted funds will also address specific activities and development needs including our continued work on Place Partnerships and the Creative Place Awards, and shared initiatives supporting Digital, and leadership development with Black, Asian and Minority Ethnic communities. In 2015-16 we will continue to support events that showcase Scotland’s rich creative talent and promote public engagement with arts and culture. These include the Turner Prize, which comes to Scotland for the first time, the British Art Show and Book Week Scotland.

• Projects that develop skills or artistic and creative practice • Projects that create something new and of high quality • Projects which either present work to audiences, or which try to develop and reach new audiences (including those which are hard to reach) • Projects which encourage more people to get involved in artistic and creative activity.

In all cases, we aim to provide the type of funding that best meets the needs of artists, creative individuals, organisations and creative businesses.

The introduction of Open Project Funding is new for Creative Scotland, as well as for those seeking funding support. We will therefore review the funding guidance and application material during 2015-16 and make adjustments to improve the process and provide further clarity as necessary. We continue to provide Targeted Funding which addresses specific activities and development needs in a sector, specialism, or geographic area. An example of a Targeted Fund is the Youth Music Initiative, which Creative Scotland runs on behalf of the Scottish Government, and the national Youth Arts Strategy, Time to Shine.

Advocacy

Development

We work with others to raise the profile of the arts, screen and creative industries in Scotland, helping to promote their excellence at home and abroad to a broad range of audiences. This includes championing the work of individuals and organisations across Scotland. It also means raising awareness of the value of artistic and creative activity and its role in making everyoneâ&#x20AC;&#x2122;s life better in terms of health, wellbeing and local and national economies. We do this through events, digital communications, showcasing and supporting partner organisations in this work.

We also work in partnership with others to create the best possible conditions for the arts, screen and creative industries to thrive. This includes working with economic development agencies, Government, local authorities and other public and private sector organisations to share knowledge and resources, and develop skills to increase opportunity locally, nationally and internationally. Our development role focuses on supporting excellence and place making.

Influencing

We operate nationally and internationally and achieve our ambitions for the arts, screen and creative industries by working closely with a range of partners including local authorities and other national agencies to provide leadership and advocacy, and support policy development through research and knowledge sharing.

As an organisation which holds a level of overview of the arts, screen and creative industries, we can use our knowledge and expertise to help others to work more strategically, regardless of whether we are directly involved or not. We will develop our influencing role. Weâ&#x20AC;&#x2122;ll do this by building a strong evidence-base which draws on data from the work we fund as well as other primary and secondary research. By providing policy briefings, industry intelligence and best practice guidance we aim to help individuals and organisations identify and take opportunities as they arise.

In 2015/16 we will be developing communications which underline the importance of arts and culture in Scotland and the value that public funding of these sectors delivers to the lives of everyone who lives, works or visits here.

Amy Conachan and Alison Halsted in Blood Wedding, Dundee Rep Theatre Photo: Viktoria Begg

Our Priorities between 2014-17 Places and quality of life

Under each of our five ambitions we identified priorities to inform our work over the first three years of our 10-year plan.

• Work in partnership with local authorities and others to help communities transform through creativity.

Excellence and experimentation

• Support the development of infrastructure, creative hubs and networks that enhance visibility and value for communities.

• Support individuals and organisations across Scotland to develop and produce high quality work.

• Encourage socially engaged practice that stimulates public engagement and value.

• Create space for debate, critical thinking, risk and experimentation, encouraging connections across the arts, screen and creative industries, making the most of digital technology.

Leadership and workforce

• Establish and signpost clear pathways to enhance careers and support emerging talent.

• Work with organisations to develop shared leadership across sectors that is knowledgeable, confident and ambitious.

Access and enjoyment

• Support the development of sustainable business models.

• Ensure that everyone has the opportunity to engage with the work we fund regardless of who or where they are.

• Strengthen the talent and skills needed to develop sustainable careers through sectoral partnerships including with higher education.

• Strengthen presentation, touring and distribution of work, including through digital platforms, and encouraging collaboration.

A creative nation connected to the world • Deepen artistic and creative practice through international dialogue and exchange.

• Foster an environment where participants, audiences and consumers value and can confidently engage with the arts, screen and creative industries.

• Support international touring and showcasing in Scotland to engage audiences and promote cultural understanding. • Support creative organisations and practitioners to access global markets appropriate for their work.

On Common Ground by Citizens Theatre and Debajehmujig Storytellers Photo: Tommy Ga-Ken Wan

Our Priorities Over the Next 12 Months Arts

Screen

In 2015-16 we will publish the Literature and Publishing Sector Review and complete the Visual Arts Sector Review, working closely with the Scottish Contemporary Arts Network (SCAN). We will continue to respond to the recommendations from Sector Reviews in Theatre, Dance and Music, ensuring that the learning from these reviews feeds into our planning. As well as the publication of the Sector Review for Literature and Publishing, we will also publish our Scots Language Policy, signalling our support for Scots and highlighting the actions that we will put in place this year to deliver this. We will also undertake a review of the important work that is done within Creative Learning.

Creative Scotland’s Film Strategy 2014-17, Creative Scotland On Screen, identifies our priorities for film over the next three years, working with industry and public partners to generate the conditions necessary to position the film sector at the heart of Scotland’s economic and cultural life. While the focus of the strategy is film, it is framed in the context of the screen sector as a whole. As highlighted in the strategy, securing inward investment and working through co-production partners is a crucial factor in developing Scotland’s reputation as a culturally and commercially successful filmmaking nation. Our aim is to develop Scotland’s reputation as a destination for international productions and co-productions because of its world-class talent, crews and facilities, ensuring Scotland is recognised as a film-friendly nation with unique landscapes and competitive incentives.

We have begun work to develop an Artistic and Creative Assessment Framework. It will help us, the sector and stakeholders to support a culture of continuous improvement and to better understand how we assess quality and excellence across the wide range of work that we fund. This will begin by concentrating on the work of the 2015-2018 Regularly Funded Organisations (RFOs), including a network of independent, expert external peers to review RFO work across Scotland.

The creation of a viable and sustainable film studio is a priority in order for Scotland to accommodate high-profile international projects as well as properly support and serve Scotland’s own productions. Creative Scotland is committed to working with partners to advocate for increased incentives and new production attraction funds in order to build a competitive package of support as a key factor in delivering a viable and sustainable studio for Scotland.

In 2015-16 we will continue to develop our Arts Strategy, drawing on the suite of completed Sector Reviews, for publication in the latter part of the year.

Creative Scotland will administer a new £2 million UK Film, High-End TV and Animation Tax Credit Advance Facility that will provide a loan facility to qualifying productions in Scotland as an advance against the UK Film, Animation and High-End TV Tax Credits. This will assist producers in completing the finance of their projects and help move them towards production.

We will also undertake a Capital Review to develop thinking around the purpose and scope of any future Creative Scotland capital programmes.

The Screen Skills Fund Scotland (SSFS), managed by Creative Scotland and developed in partnership with Skills Development Scotland (SDS), addresses key priorities for 2015-16 in two areas of Creative Scotland’s Film Strategy, namely film education, and talent and skills development. It also addresses key priorities in SDS’s Skills Investment Plan for the Creative Industries. The SSFS has an allocation of £1 million for 201516 to support programmes and initiatives, in partnership with industry and other public bodies.

Through partnerships developed across the creative, social and voluntary sectors, Time to Shine has supported nine hubs to improve youth arts provision and infrastructure in ten regions of Scotland (in Aberdeen and the North East, Argyle and Bute, Ayrshire, Edinburgh and the Lothians, Fife, Glasgow, Highlands, Moray, and West Dunbartonshire). Targeted Funding is in place to deliver regional development projects in the Western Isles and the Scottish Borders aligned to the strategic objectives of Time to Shine. We will continue to work closely with the National Youth Arts Advisory Group and to explore how technology can be used to increase young people’s engagement with the arts. We will publish an online calendar of young people’s arts events in Scotland to celebrate and showcase talent and encourage family and community support and engagement.

Creative Industries We have appointed a new Director of Creative Industries, Clive Gillman. This post is jointly funded in partnership with the Scottish Funding Council. We will finalise and publish our Creative Industries Strategy, building on work undertaken in 201415, consulting with the sector and working with our partners in Scotland’s Creative Industries Partnership (SCIP). We are aiming for this to be published by the Autumn 2015. SCIP continues to meet on a quarterly basis. Minutes from SCIP meetings will now be published on our website.

This year we will also be evaluating the youth arts strategy and considering what steps are needed to take this work forward in future years.

Additionally, we are working with Scottish Government, Scottish Enterprise, Skills Development Scotland and HIE to produce an action plan responding to the recommendations from the Economic, Energy and Tourism Inquiry on the Economic impact of film, TV and video games industries, moving ahead in developing better relationships with the games, animation and film sectors.

Equalities, Diversity and Inclusion

Following an evaluation of the Youth Music Initiative (YMI) and reviewing delivery mechanisms, we will be working more collaboratively with local authorities to develop a learning community for this initiative.

We have begun work on a wide-ranging Equalities, Diversity and Inclusion Review that will look at how we can best support an increasingly diverse culture in Scotland, and inform our future priorities. While Scotland is recognised internationally for the talented professional artists and creative practitioners who self-identify with equality characteristics, there are deep-rooted challenges to be addressed across the sectors we support. This work will involve extensive consultation in the summer and autumn of 2015.

Creative Learning We oversee a number of targeted programmes that are committed to increasing the number of quality opportunities for young people to access arts and creative experiences. We will continue to lead on delivering these activities, such as Scotland’s Creative Learning Plan, Time to Shine: Scotland’s arts strategy for people aged 0-25, the Cashback for Creativity fund, ArtWorks, and Youth Music Initiative.

We will expect all organisations in the Regularly Funded portfolio to have Equalities, Diversity and Inclusion plans in place from 2016. We will also work to promote fair pay and conditions in the sector, and to achieve better gender diversity and balance in the workforce and on the Boards of organisations.

International

Environment

We will continue to work with partners to support the delivery of our fifth strategic ambition to ensure that Scotland is a distinctive nation connected to the world, and will publish a draft International Strategy for consultation this year.

Through working in partnership with Creative Carbon Scotland we will support cultural organisations in Scotland to develop their environmental sustainability, including measurement of their carbon emissions. We will collect information on carbon emissions from Regularly Funded Organisations, reporting the aggregated data, and disseminate key findings. We will measure and report Creative Scotlandâ&#x20AC;&#x2122;s carbon emissions and develop a plan to reduce these. Environmental sustainability will continue to be a consideration in our policy development, funding and procurement.

Digital We will continue to monitor digital as a connecting theme, recognising that digital tools and media can enhance arts and creative practice, help develop and grow audiences, and support organisational sustainability. We are reviewing the strategic gaps in digital leadership and innovation that were identified during our Regular Funding process. We anticipate that some requirements will be addressed through Open Project Funding and better gathering of information through that process will inform where Targeted Funding may be required this year.

Place Since 2011 we have developed 12 Place Partnerships across Scotland of which ten are currently in progress. In 2015-16 we will build on the learning from this programme and develop two further partnerships. We will also further develop and embed place working in line with the values and best practice of community planning. We will be embedding geographic responsibilities throughout our staff, working with key partners and creative organisations across an area to understand and support local partnerships and development needs.

Phase 2 of our TTS.Digital programme for and by young people will launch in July 2015 and weâ&#x20AC;&#x2122;ll continue to monitor our partnership with The Space. We expect organisations, including ourselves, to build digital thinking into their work and we will be working in partnership with Culture Republic to develop metrics for better understanding digital engagement and data analysis across the arts, screen and creative industries.

Sector Development

In Autumn 2016, we plan to host a major conference on the arts, screen and creative industries, bringing together voices from both inside and outside Scotland and from across a broad area of practice and sectors. The conference will also fulfil a commitment made in our Action Plan for Change in early 2013. We will announce headline details in Autumn 2015.

This year we continue to support five sector development bodies through targeted funding. These are: • Federation of Scottish Theatre, Scotland’s membership and development body for professional dance, opera and theatre

We will also continue to develop our digital communications, including our website and our social media channels and other new and emerging technologies, to showcase the work that we fund and to help individuals and organisations in the arts, screen and creative industries reach as broad an audience as possible. We are particularly keen to advocate more on behalf of individual artists and practitioners.

• Arts & Business Scotland, acting as a conduit between the cultural and business sectors to help nurture creative, social and commercial relationships • Cultural Enterprise Office, Scotland’s specialist Business Development Service for creative and cultural practitioners and micro businesses • Culture Republic, providing audience development, digital and marketing communications support to the arts, screen and creative industries • Creative Carbon Scotland, a partnership of arts organisations working to put cultural and creative organisations at the heart of a sustainable Scotland. Alongside our commitment to supporting the arts, screen and creative industries through funding and development we have a remit to advocate and positively influence on behalf of the sectors we support. To help deliver this remit, in 2015/16 we will be developing communications underlining the importance of arts and culture in Scotland and the value that public funding of these sectors delivers to the lives of everyone who lives, works or visits here. Continued pressure on public spending means that underlining the value – social, economic and cultural – that public funding for arts, screen and creative industries is more important than ever. Communications will run throughout the year and will provide the narrative and tools for all voices in the arts and culture sectors to get involved.

Key activities for 2015-16 Activity

Timeline

Open Project Funding Review

1st Quarter

Develop and implement a communications approach to emphasise the value that public funding for the arts, screen and creative industries delivers

1st Quarter

Publish Literature and Publishing Sector Review

1st Quarter

Publish and implement Scots Language Policy

1st Quarter

Launch new film funding programmes: Tax Credit Advance Facility & Screen Sector Skills Fund

1st Quarter

Deliver Creative Place Awards

1st Quarter

Publish Quality Service Standard Framework

1st Quarter

Begin Capital Review

2nd Quarter

Publish Research Plan

2nd Quarter

Begin Creative Learning Review

2nd Quarter

Publish draft International Strategy for consultation

2nd Quarter

Publish draft Creative Industries Strategy for consultation

2nd Quarter

Finalise Artistic and Creative Assessment Framework

3rd Quarter

Complete Visual Arts Sector Review

3rd Quarter

Complete Equalities Review

3rd Quarter

Announce details of major international conference for Autumn 2016

3rd Quarter

Publish Arts Strategy

4th Quarter

Review and plan approach to next round of Regular Funding

4th Quarter

Develop and deliver People Strategy

Ongoing

Respond to EET Committee recommendations with partners

Ongoing

Continue delivery of our Gaelic Language Plan

Ongoing

Continue to develop relationships with Regularly Funded Organisations

Ongoing

Further develop our digital communications as a platform for those we support â&#x20AC;&#x201C; both individuals and organisations

Ongoing

Same River Twice, NYJOS and Drake Music Scotland Photo: Ian Watson

Being a Learning Organisation To remain relevant, organisations need to understand what is happening in the outside environment and continually transform themselves; to shift to a more connected way of thinking and develop a culture that is responsive to the people who use their services; and to produce creative solutions using the knowledge and skills of everyone within the organisation.

• Partnership – We need to develop local partnership and collaboration, bringing public, third and private sector partners together with communities to deliver shared outcomes that really matter to people. In March 2013 we published an Action Plan for Change setting out how we would deliver against the commitments made by Creative Scotland’s Board in December 2012. In delivering this programme of change, including developing our Strategic Plan and redesigning our funding mechanisms, we have undertaken extensive discussion and consultation. We are committed to continuing this dialogue and have established a range of forums for people to inform how we approach our work, including input into sector reviews and strategy development. We are also planning a further series of information and general discussion roadshows in Autumn 2015.

In creating a learning environment it is necessary to develop an open culture that promotes enquiry and trust. This requires individuals to engage in constructive dialogue, open communication and establish shared understandings. As a public body we need to work more effectively in partnership to deliver excellent services. Our own values and the direction of our organisational change are in line with the Scottish Government’s Public Service Reform principles: • Prevention – Reduce future demand by preventing problems arising or dealing with them early on. To promote a bias towards prevention, help people understand why this is the right thing to do, the choices it implies as well as the benefits it can bring.

In 2013 we introduced a new grant management IT system that allows us to track and manage applications and awards more effectively. In 2015-16 we will be developing an ICT strategy for Creative Scotland. We have developed a more structured approach to managing our relationships with Regularly Funded Organisations (RFOs), including strengthening the role of Lead Officers. We have worked with each of the RFOs to finalise individual funding agreements and have developed an RFO handbook that clearly states how we will meet our responsibilities, including our shared responsibility to manage public funds efficiently and effectively.

• Performance – To demonstrate a sharp focus on continuous improvement of the national outcomes, applying reliable improvement methods to ensure that services are consistently well designed based on the best evidence and are delivered by the right people, to the right people, at the right time. • People – We need to unlock the full creativity and potential of people at all levels of public service, empowering them to work together in innovative ways. We need to help create ways for people and communities to co-produce services around their skills and networks.

We will be strengthening the information we collect on the work we fund, including improving the data collection processes for Regularly Funded Organisations. We will use this information in a more effective way to inform our own work, and share this information with people working in the arts, screen and creative industries.

We will also publish a Quality Service Standard Framework for Creative Scotland so that everyone knows the level of service they should expect from us as a public body, and we will hold ourselves accountable for delivering the highest standards of public service. It is people, their knowledge, and the quality of their relationships that makes us a successful organisation. Our People Strategy will enable the achievement of our strategic and operational plans, aligning our structures and processes with our ambitions and values. It will support the delivery of our work and create a place where people can work and flourish within a culture of trust and mutual respect. Our People Strategy 2014-16 focusses on four key areas: • • • •

Culture People and relationships Organisational structure Systems and processes.

During 2015/16 we will move to a revised operational structure so that people with the right skills and knowledge are focused on supporting their specialist areas. Creative Scotland is committed to providing and maintaining a culture of learning, development and continuous improvement for all employees and we launched our new staff Performance Development Review (PDR) process in April 2015. Ultimately this will improve people’s experience both internally and externally, improve our performance, and assist with the delivery of our strategic priorities.

Jade Adamson, Kai-Wen Chuang, Vince Virr in Tiger/ Tiger Tale, Barrowland Ballet Photo: Brian Hartley

Our Policies Gaelic Language Plan

Scots Language Policy

We recognise that Gaelic is an integral part of Scotland’s heritage, national identity and cultural life. We are committed to the objectives set out in the National Plan for Gaelic and we have put in place initiatives to help ensure that Gaelic has a sustainable future in Scotland and, in particular, an integral role in Scotland’s vibrant artistic and cultural life.

Creative Scotland values and appreciates the important role that Scots language has played, and continues to play, in shaping the cultural landscape of Scotland. Our Scots Language Policy, launched in 2015, reflects Creative Scotland’s support for the status of Scots, alongside Gaelic and English, as one of the three indigenous languages of Scotland.

Our Gaelic Language Plan sets out how we will use Gaelic in our operations, our communications and support Gaelic in our funding of the the arts, screen and creative industries in Scotland.

We recognise that Scots language is an integral part of Scotland’s identity and cultural life and is the language of creative expression for a number of artists and creative practitioners across the country.

Our engagement with Gaelic language and Gaelic culture is already extensive but we also recognise that we could be doing more.

The policy affirms Creative Scotland’s commitment to ensure ambitious and sustainable development of Scots language across the arts, screen and creative industries. Our goals are to enhance the status of Scots language among people and communities across Scotland; to promote the acquisition and development of Scots; and to encourage the increased use of Scots as a valid and visible means of communication.

In terms of our funding, we support organisations, artists, practitioners and projects that have Gaelic content or reflect Gaelic culture. These cover the artistic and geographic spectrum from festivals such as Blas festival, Heb Celt and Celtic Connections, organisations such as Fèisean nan Gàidheal and Fèis Rois, through to multi artform centres such as An Lanntair in Stornoway and TRACS in Edinburgh.

Activity in Scots will be encouraged in the work of the individuals and organisations that we fund (including the portfolio of Regularly Funded Organisations and those supported through Open Project Funding and Targeted Funding).

We also support Gaelic language publication, literature and poetry, Gaelic theatre and visual art influenced by Gaelic culture. Through our funding for film we also support bilingual and Gaelic language film and television, a recent example being Bannan. We also work in partnership with MG ALBA and FilmG, developing Gaelic language broadcasting, TV and film.

Scots language will be increasingly represented in Creative Scotland communications. We will create effective platforms to grow awareness of the value of Scots – including activity with our staff, funded organisations and individuals – and we will work with partner organisations to take every opportunity to raise awareness, understanding and use of Scots both nationally and internationally and to highlight opportunities for further development.

The policy will be supported by the appointment of the first Scots Scriever in September 2015. A joint initiative with the National Library of Scotland, the project will see a writer or creative practitioner working in Scots installed in residence in the library, with a specific remit to produce contemporary work in Scots relating to the library archive, and to being a visible and energetic advocate for the use of Scots in the creative life of Scotland.

As a public body, Creative Scotland is required to develop and implement an environment policy and to report against this annually. We also need to be able to demonstrate how we as an organisation, and the work we support, contribute to an environmentally aware and sustainable Scotland. The environmental challenges facing the arts, screen and creative industries are exceptionally diverse and complex, reflecting the wide spectrum of activities undertaken. These may range from the management of energy use in arts venues, to the environmental impacts of international audiences or one-off, unique productions.

Equalities, Diversity and Inclusion Equalities is about supporting a diverse culture across Scotland and we aim to put equalities at the heart of all our activity in Creative Scotland. We encourage diverse representation and employment in the arts, screen and creative industries, and believe that equalities and diversity are essential to delivering quality.

Over time, we aim to see the arts, screen and creative industries show their leadership in reducing their environmental footprint, with the additional cost reductions that this can often bring, and have sustainable behaviours embedded in their organisations and their work.

People from different cultural backgrounds and all ages can come together to discover significant life opportunities through participating and engaging with the arts, screen and creative industries, improving health and well being.

We will continue to support and encourage such developments. Some examples of how we will work in future include: • Striving to operate in an environmentally sustainable manner, through our environmental policy and management plan

In 2013 we refreshed and published our Equalities outcomes. In April 2015 we published an update on our work on Mainstreaming Equalities, reporting on progress for equality groups and people from less advantaged backgrounds.

• Working with partners to encourage environmentally sustainable behaviours in individuals and organisations across arts, screen and creative industries as a whole, and amongst audiences and the broader public

This year we will be undertaking a significant review of the sectors we support that will influence our policy development, funding decisions and operations in future.

• Reporting on our contribution to carbon reduction, and how we operate in an environmentally sustainable manner

Environment

• Supporting organisations that we fund to adopt sustainable behaviours, and to report on their contribution to reducing carbon emissions

Creative Scotland, like all public bodies in Scotland, has a statutory requirement under the Climate Change (Scotland) Act 2009, to act: In a way best calculated to contribute to delivery of the Act’s emissions reduction targets; and In a way that it considers most sustainable. The Scottish Government has a target of cutting Co2 emissions by 42% by 2020 and it encourages all public bodies to set their own targets to help achieve this national aim.

School Screening at Filmhouse Cinema Edinburgh Photo: ÂŠ Centre for the Moving Image

March of Women event, celebrating the achievements of Scottish women past and present, by Glasgow Womenâ&#x20AC;&#x2122;s Library and the Royal Conservatoire of Scotland Photo: Chris James

Summary Budget 2015-16 April 2015 – March 2016 Income GIA (£)

Lottery (£)

Total (£)

Scottish Government Grant in Aid funding

33,412,000

Scottish Government restricted funds (for specific purpose)

17,043,000

32,040,000

400,698

451,000

851,698

50,855,698

32,491,000

83,346,698

GIA (£)

Lottery (£)

Total (£)

Regular Funded Organisations

27,805,013

5,862,044

33,667,057

Project Forming Programmes*

99,420

Open Project fund

500,000

10,500,000

11,000,000

Targeted funding

17,363,753

9,592,000

26,955,753

536,900

8,811,410

9,348,310

46,205,666

34,864,874

81,070,540

4,650,032

2,874,277

7,524,309

50,855,698

37,739,151

88,594,849

UK Lottery income* Funds from project partners Total Income * Based on January 2015 DCMS projections

April 2015 – March 2016 Expenditure

Capital* Total Grants Operating Costs Total Committed Expenditure * residual commitments under previous funding streams

We monitor our operating costs as a percentage of expenditure. These are projected to be £7.5m in 2015-16, 8.5% of total expenditure. In addition to the grants budget there is a £2m loan fund, financed through the Scottish Government, to cash flow the UK film and TV tax credit scheme. Lottery expenditure is budgeted to exceed income by £5.2m due to the planned commitment to capital projects where the cash outflow will occur in future financial years.

Creative Scotland April 2015 – March 2016 Regularly Funded Organisations

Aberdeen Performing Arts An Lanntair The Arches Arika Heavy Industries Atlas Arts Ayr Gaiety Barrowland Ballet Beacon Arts Centre Birds of Paradise Theatre Company Catherine Wheels Theatre Company Celtic Connections Centre for Contemporary Arts Centre for the Moving Image Citizens Theatre Citymoves Dance Agency Collective Gallery Comar The Common Guild Conflux Scotland Cove Park Craft Scotland Cryptic Cumbernauld Theatre Curious Seed Dance Base Dance House Deveron Arts Dovecot Foundation Drake Music Scotland Dundee Contemporary Arts Dundee Repertory Theatre Dunedin Consort Eden Court Edinburgh Art Festival Edinburgh Festival Fringe Edinburgh International Book Festival Edinburgh International Festival Edinburgh Printmakers Edinburgh Sculpture Workshop Edinburgh World City of Literature Enterprise Music Scotland Fèis Rois Fèisean Nan Gàidheal Festival and King’s Theatre Edinburgh Fife Contemporary Art & Craft

GIA (£) 333,000 433,333 451,883 200,000 150,000 140,000 183,334 666,000 1,067,000 1,111,000 100,000 270,000 416,666 170,000 155,000 133,332 325,300 250,000 246,667 113,808 408,334 100,000 666,000 1,085,150 100,000 700,000 100,000 70,000 278,667 2,317,000 160,000 233,333 91,140

Lottery (£) 75,000 200,000 150,000 213,750 80,000 110,000 116,000 95,000 225,000 220,000 466,667 105,000 -

Total (£) 333,000 433,333 451,883 200,000 150,000 75,000 140,000 200,000 150,000 213,750 183,334 666,000 1,067,000 1,111,000 100,000 270,000 416,666 170,000 155,000 133,332 325,300 250,000 246,667 113,808 408,334 80,000 110,000 100,000 116,000 666,000 1,085,150 100,000 700,000 100,000 70,000 278,667 2,317,000 160,000 233,333 95,000 225,000 220,000 466,667 105,000 91,140

Creative Scotland April 2015 – March 2016 Regularly Funded Organisations Fire Exit Fruitmarket Gallery The Gaelic Books Council – Comhairle nan Leabhraichean Glasgow Film Theatre Glasgow International Festival Glasgow Lunchtime Theatres Glasgow Print Studios Glasgow Sculpture Studios Glasgow Women’s Library Grid Iron Theatre Company Hands Up for Trad Hebrides Ensemble Highland Print Studio Horsecross Arts Hospitalfield Arts Imaginate Indepen-dance Scotland Janice Parker Projects Luminate Lung Ha's Theatre Company MacRobert Arts Centre Mischief La-Bas Moniack Mhor The National Piping Centre National Youth Choir of Scotland National Youth Orchestras of Scotland North East Arts Touring North Lands Creative Glass NVA (Europe) Paragon Ensemble Peacock Visual Art Pier Arts Centre Pitlochry Festival Theatre Plan B Collaborative Theatre Platform – Glasgow East Arts Playwrights’ Studio Scotland Project Ability Publishing Scotland Puppet Animation Scotland Rapture Theatre Red Note Ensemble Regional Screen Scotland Royal Lyceum Theatre Company Scottish Book Trust Scottish Dance Theatre Scottish Ensemble

GIA (£) 175,000 770,000 206,000

Lottery (£) -

Total (£) 175,000 770,000 206,000

632,000 90,000 150,000 160,000 167,336 220,000 183,333 100,000 333,000 100,000 114,655 409,000 205,000 116,333 180,000 150,000 95,000 268,000 266,667 425,000 246,667 190,567 280,000 183,665

101,402 133,332 365,000 100,000 100,000 142,500 150,000 200,000 216,667 75,033 110,000 143,333 125,000

632,000 90,000 150,000 160,000 167,336 101,402 220,000 133,332 183,333 100,000 333,000 100,000 365,000 100,000 114,655 100,000 142,500 409,000 205,000 116,333 150,000 200,000 216,667 75,033 180,000 150,000 95,000 268,000 266,667 425,000 246,667 110,000 190,567 143,333 280,000 183,665 125,000 215,000 212,779 1,200,000 859,930 896,520 333,333

215,000 1,200,000 859,930 896,520 333,333

212,779 -

Creative Scotland April 2015 – March 2016 Regularly Funded Organisations

Scottish Film (Film Hub Scotland) Scottish Music Centre Scottish National Jazz Orchestra Scottish Poetry Library Scottish Sculpture Workshop Shetland Arts Development Agency Solar Bear St Magnus International Festival Stellar Quines The Stove Network Street Level Photoworks Taigh Chearsabhagh Trust Timespan – Helmsdale Heritage and Arts Society The Touring Network Traditional Arts and Culture Scotland Tramway Transmission Gallery Travelling Gallery Traverse Theatre Tron Theatre Vanishing Point Theatre Company Visible Fictions Voluntary Arts Scotland Wigtown Festival Woodend Arts The Work Room YDance – Scottish Youth Dance Youth Theatre Arts Scotland

GIA (£) 190,000 316,666 195,000 250,000 166,667 147,000 102,000 90,577 392,500 325,000 70,000 974,650 807,000 300,000 220,000 110,000 27,805,013

Lottery (£) 65,940 192,475 200,000 218,000 50,000 120,000 153,333 100,000 74,500 133,000 183,333 140,000 5,862,044

Total (£) 65,940 190,000 192,475 316,666 195,000 250,000 200,000 166,667 218,000 50,000 147,000 102,000 90,577 120,000 392,500 325,000 70,000 153,333 974,650 807,000 300,000 220,000 100,000 74,500 133,000 110,000 183,333 140,000 33,667,057

Creative Scotland April 2015-March 2016 Project Forming Programmes GIA (£)

Lottery (£)

Total (£)

Inverleith House

19,500

Talbot Rice

79,920

Total Project Forming Programmes

99,420

Sorcha Groundsell in Iona Photo: courtesy of Bard Entertainments xxx

Creative Scotland April 2015 – March 2016 Targeted Funds GIA (£) Arts Youth Music Initiative* Time to Shine Youth Arts* Cashback for Creativity* Sistema* Theatre Producer Hubs Book Week Scotland Cross Border Touring Turner Prize 2015 Delivery of Arts Strategy British Art Show ARTIST ROOMS Own Art

Lottery (£)

10,000,000 1,250,000 1,210,000 300,000 280,000 250,000 175,000 105,000 100,000 75,000 55,000 45,000

TASGADH – Small Traditional Arts Devolved Grants Gavin Wallace Fellowship Screen Film and TV Production Sector Skills Fund* British Film Institute Film Education Partnership Delivery of Film Strategy Scottish Film Talent Network Creative Industries Creative Industries Development Trade Networks Sector Organisations Arts & Business Scotland Cultural Enterprise Office Culture Republic Federation of Scottish Theatres Place Place Partnerships Creative Place Awards 2015 Equalities, Diversity and Inclusion BAME Leadership Development Unlimited Barings Partnership Creative Learning Creative Learning Networks Artworks Scotland Creative Learning Digital Digital Leadership Development

35,000 25,000

4,000,000

4,000,000 1,000,000 500,000 430,000 200,000

500,000 430,000 200,000 500,000

500,000 120,000

200,000 337,000 350,000 210,000

500,000 500,000 350,000 210,000

500,000 350,000

100,000 100,000

100,000 100,000 50,000

150,000 135,000 70,000

75,000

120,000

50,000

10,000,000 1,250,000 1,210,000 300,000 280,000 250,000 175,000 105,000 100,000 75,000 55,000 45,000

35,000 25,000

1,000,000

300,000* 163,000*

Total (£)

Creative Scotland April 2015 – March 2016 Targeted Funds GIA (£) Language Gaelic Language Development Scots Language Policy International International Partnerships and Showcases Scotland + Venice Literature Translations Other EXPO Fund* Festivals Edinburgh* Creative Europe Desk Scotland International Conference Strategic Fund for Excellence World War 1 Commemorations* Total Targeted Funds

Lottery (£)

Total (£)

75,000 10,000

300,000 174,000 25,000

2,000,000

250,000 106,753

250,000 106,753 100,000 100,000 70,000 26,955,753

100,000 100,000 70,000 17 ,363,753

9,592,000

* Scottish Government restricted funds for particular purposes

Creative Scotland Operating Costs April 2015 – March 2016 GIA (£)

Lottery (£)

Total (£)

2,958,698

1,907,321

4,866,019

551,645

347,763

899,408

External relations, marketing research and locations

523,000

161,000

684,000

Depreciation legal and professional fees

383,340

123,960

507,300

ICT

154,500

53,000

207,500

78,849

281,233

360,082

4,650,785

2,874,277

7,524,309

Staff Property and office costs

Other Total Operating Costs

Tall and Tiny Tales, Tron Participation session Photo: John Johnston

Ian Cameron as Dr MacKenzie in The Voice Thief by Catherine Wheels Photo: Tommy Ga-Ken Wan

Planning and Performance Management Creative Scotland’s performance against its strategic objectives will be reported through an Annual Review of Performance published in December of each financial year. The Annual Review of Performance will also report on the alignment of Creative Scotland’s strategic objectives to the Scottish Government’s National Performance Outcomes. We will continue to develop better ways of measuring the value placed on that work, its quality and its impact on society, such as a quality assessment framework for the work we fund, and its contribution to an economy of inclusive growth.

Creative Scotland’s Performance and Planning Framework ensures a comprehensive and integrated process is adopted by all parts of the organisation. Underneath the long-term strategic plan we produce this Annual Plan, which sets out our priorities for the following 12 months, and which guides our funding decisions. Departmental and individual work plans set out their contributions. The planning cycle, helps us to achieve progress, to measure that progress and to ensure accountability for the delivery of the objectives set out in our 10-year plan, strategies and Annual Plans. This includes both quantitative and qualitative measures using case studies, impact research and internal and external data.

Reporting annually on our performance enables us to identify any particular successes or issues, and to set future targets through discussion with our Board and the Scottish Government.

Our Performance Management Framework, coupled with the annual planning cycle, is a means to helping us continuously improve and to report transparently.

Performing Against Our Ambitions 2015-16

1 Our 10-year ambition:

This year we will:

Excellence and experimentation across the arts, screen and creative industries is recognised and valued

Work with Regularly Funded Organisations across the breadth of Scotland, supported by sustainable three-year funding from April 2015 to March 2018 Support individual artists, practitioners and organisations to develop and produce high quality work across Scotland through our Open Project Funding Develop a framework for artistic and creative assessment that supports organisations and Creative Scotland to consider the artistic and creative quality of their work Publish an Arts Strategy drawing on the suite of completed sector reviews. We will also be publishing a strategy for the Creative Industries.

Outcome

Performance indicator

Measure

Source

More diverse high quality artistic and creative work is produced and developed across Scotland

1.1 Increase in breadth of organisations supported through Creative Scotland regular funding

The count of organisations in receipt of Creative Scotland regular funding and value of funding by type of organisation, core activity, primary art form and geographic location

Creative Scotland funding operations data

1.2 Increase in breadth of individuals and organisations supported through Creative Scotland targeted and open project funding

The count of Creative Scotland organisations in receipt funding operations data of Creative Scotland targeted and open project funding and value of funding by core activity, primary art form and geographic location

1.3 Increase in number of events supported through Creative Scotland funding

The count of performances, exhibitions, screenings and publications delivered through Creative Scotland funding

Creative Scotland annual returns and project monitoring forms

2 Our 10-year ambition:

This year we will:

Everyone can access and enjoy artistic and creative experiences

Ensure that through our regular and open funding we support organisations that are strengthening touring networks and the distribution of work across Scotland Encourage the individual artists, practitioners and organisations that we support to actively consider the needs of audiences and participants in both their programming and approach Continue to work in partnership with local authorities to increase opportunities for people to engage and participate in the arts, screen and creative industries in their locality, in particular through Place Partnerships and the Creative Place Awards Through the youth arts strategy Time to Shine we will support opportunities for children and young people to participate in art and creative practice Share research and knowledge, working with the audience development agency Culture Republic and including analysis of annual return data of funded organisations, that helps artists and organisations to better understand their audiences and potential barriers to engagement and participation.

Outcome

Performance indicator

Measure

Source

Increased public engagement through stronger touring networks, digital distribution and exhibition platforms across Scotland

2.1 Contribute* to maintaining high level of adult cultural engagement across the breadth of Scotland through our funded work (National Indicator)

The % of adults engaging in arts and culture across Scotland by type of cultural activity and frequency of participation

Scottish Household Survey Annual Report Demographic breakdown allows for tracking across gender, ethnicity and social background

2.2 Contribute* to increasing childrenâ&#x20AC;&#x2122;s cultural engagement across the breadth of Scotland through our funded work

The % of children engaging in arts and culture across Scotland by type of cultural activity and frequency of participation

Ipsos-MORI Childrenâ&#x20AC;&#x2122;s Omnibus Demographic breakdown allows for tracking across gender, ethnicity and social background

2.3 Increase in the number of digital opportunities through Creative Scotland funding

The count and value of Creative Scotland funded activities with a focus on (a) digital exhibition and distribution (b) digital participation

Creative Scotland funding operations data broken down by postcode, art form and areas of deprivation

2.4 Increase in the amount of arts touring across Scotland

The count and value of Creative Scotland funded activities with a focus on touring

Creative Scotland funding operations data broken down by post code, art form and areas of deprivation

* Creative Scotland is one of a number of partners that contribute to cultural engagement in Scotland

3 Our 10-year ambition:

This year we will:

Places and quality of life are transformed through imagination, ambition and an understanding of the potential of creativity

Strengthen our partnerships with local authorities, COSLA and VOCAL, enterprise agencies and others to increase opportunities for people to engage and participate in the arts, screen and creative industries in their locality Support activities through all of our funding routes that develop opportunities for communities to participate in art and creativity, encouraging artists, creative practitioners, and organisations to work collaboratively with communities and to consider local needs Support community involvement in cultural planning in their locality, working in line with the values and best practice in community planning in particular through Place Partnerships, Creative Place Awards and more focused place working through geographic roles Research and share examples of cultural regeneration across Scotland Allocate staff resources to provide an overview and advice on designated localities.

Outcome

Performance indicator

Measure

Source

Increase in artists and creative people working with communities and addressing local needs

3.1 Broader spread of Creative Scotland funding by geographic location

The count and value of Creative Scotland funding awards including supporting new or enhanced cultural infrastructure

Creative Scotland funding operations data

3.2 Increased amount of partnership funding leveraged through Creative Scotland funding across Scotland

Value of partnership Creative Scotland funding operations data funding secured through Creative Scotland funding across Scotland broken down by local authority areas

3.3 Increased* % of public perceptions of national and local creativity

% difference between agreement that ‘Scotland is a creative nation’ and % agreement that ‘my local area is a creative place’

3.4 Increased* % public value of local cultural offer

% agreeing that people Creative Scotland in my local area would omnibus survey lose something of value if the area lost its arts and cultural activities

Creative Scotland omnibus survey

*Creative Scotland is one of a number of partners that contribute to cultural engagement in Scotland

4 Our 10-year ambition:

This year we will:

Ideas are brought to life by a diverse, skilled and connected leadership and workforce

Support a portfolio of organisations in receipt of regular funding that actively take a leadership role in their art form, sector or locality Consult with, and support, organisations and individuals in developing long-term strategies for their sector Support organisations to become more resilient in their operational and business models through our regular and open project funding Work to develop partnerships across public agencies, education and organisations to develop talent and skills within the arts, screen and creative industries Strengthen our partnerships through Scotlandâ&#x20AC;&#x2122;s Creative Industries Partnership, to develop and publish a strategy for supporting creative industries Support organisations and activity offering talent and skills development opportunities for artists and creative practitioners through our regular and open project funding.

Outcome

Performance indicator

Measure

Source

Leaders across the sectors are more confident, knowledgeable and connected, and developing more sustainable business models

4.1 Increase the breadth of organisations taking a leadership role in their sector and/or locality

The count of organisations in receipt of Creative Scotland regular funding that provide a leadership role in their sector or locality

Creative Scotland funding operations data including funding agreements

4.2 Increase in the number of professional development opportunities through Creative Scotland funding

The count and value of leadership training opportunities, professional development, work placements, apprenticeships or internships supported by Creative Scotland funding

Creative Scotland funding operations data, annual returns and end of project monitoring

4.3 Increase in youth employment opportunities in Creative Scotland funded organisations

The count of young people employed by Creative Scotland funded organisations through youth employment initiatives

Creative Scotland funding operations data, annual returns and end of project monitoring

4.4 Broader range of income streams across the sector

The count, value and Creative Scotland type of income streams funding operations data of regularly funded and annual returns organisations, including earned income and voluntary giving

5 Our 10-year ambition:

This year we will:

Scotland is a distinctive creative nation connected to the world

Support artists, creative practitioners and organisations to engage with international artists and creative practices Support the touring and showing of international work in Scotland, through activity such as festivals and showcases Support artists, practitioners, filmmakers and broadcasters to create work in Scotland Develop and publish an International Strategy acknowledging the international cultural and economic strategies of the Scottish Government and partner agencies such as the British Council Develop our communications channels, particularly our digital communications channels, as platforms for individuals and organisations across the arts, screen and creative industries to showcase their work to a broader audience Support organisations and individuals to attend international business-to-business showcases, international touring and events.

Outcome

Performance indicator

Measure

Source

More of Scotland’s artists and creative people are engaging with international artists and creative practice

5.1 Increase in the quality and range of international engagement opportunities through Creative Scotland funding

The count and value of Creative Scotland funding awards with a focus on international exchange and creative development

Creative Scotland funding operations data

5.2 Increase in the amount of international touring across Scotland through Creative Scotland funding

The count, value and geographic spread of individuals and organisations in receipt of Creative Scotland funding to showcase international work in Scotland

Creative Scotland funding operations data including annual returns

5.3 Increase* in the % of positive international perceptions of Scotland’s culture (National Indicator)

% of positive perceptions of Scotland’s nation brand across six areas of national competence, characteristics and assets (exports, investment, tourism, governance, people and culture).

The Anholt – GFK Roper Nation Brands Index The index is based on yearly interviews with approx. 1,000 adults who are internet users in each of 20 panel countries

* Creative Scotland is one of a number of partners that contribute to cultural engagement in Scotland

Creative Scotland Operational Performance

This year we will: Develop and publish a Quality Service Standard Framework documenting the level of service people can expect from us as a public body and developing performance measures for future years Implement phase two of the grant management IT system. This will enable us to monitor and report more effectively on the projects we support Develop a more structured approach to managing our relationships with the people and organisations we fund We will be reviewing our operational structure so that people with the right skills and knowledge are more focused on supporting their specialist areas An Equalities Review will be conducted that will look at better defining our role in supporting an increasingly diverse culture in Scotland We will develop stronger partnerships and collaboration, bringing public and private sector partners together to deliver our shared objectives.

Outcome

Performance indicator

Measure

Source

Creative Scotland is a more effective and accountable organisation

6.1 Increased % of surveyed funding Creative Scotland stakeholder satisfaction applicants reporting omnibus survey positive interaction with Creative Scotland 6.2 Minimum of 90% of funding applications processed within published timeframe

% of applications processed within agreed timeframe

Creative Scotland operational funding data

6.3 Increase in the value of funding for the arts, screen and creative industries leveraged through Creative Scotland strategic partnerships

Value of additional funding opportunities in the arts, screen and creative industries sectors established as a result of Creative Scotland partnerships

Creative Scotland operational funding data

6.4 Increased satisfaction and resolution levels of enquiries

% of satisfaction with enquiries service

Creative Scotland omnibus data

6.5 Increased staff satisfaction

% of staff agreeing that Creative Scotland is a good place to work

Staff survey

Manipulate masterclass with Fabrizio Montecchi â&#x20AC;&#x201C; Beyond the Screen, Puppet Animation Scotland Photo: Andy Catlin

Delivering National Outcomes National Outcomes

Creative Scotland is an executive NonDepartmental Public Body (NDPB) of the Scottish Government. Our sponsor department in Government is Culture, Europe and External Affairs – but we also work across the range of public policy, including enterprise, tourism, education, justice, health and the environment. All public services in Scotland are required to align to the National Performance Framework (NPF) to support delivery of the Scottish Government’s Purpose, which is:

NO2 We realise our full economic potential with more and better employment opportunities for our people. NO3 We are better educated, more skilled and more successful, renowned for our research and innovation.

To focus Government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth.

NO4 Our young people are successful learners, confident individuals, effective contributors and responsible citizens. NO7 We have tackled the significant inequalities in Scottish society.

The NPF sets out 16 National Outcomes describing what the Government wants to achieve over the next ten years. Creative Scotland will monitor our performance against seven National Outcomes, as follows.

NO13 We take pride in a strong, fair and inclusive national identity.

Appendix 1 on page 52 shows how our Strategic Objectives align to the National Outcomes.

NO14 We reduce the local and global environmental impact of our consumption and production. NO16 Our public services are high quality, continually improving, efficient and responsive to local needs. Although our current work relates most directly to these National Outcomes, we contribute to all 16 to a greater or lesser extent. Project evaluation will continue to provide evidence of impact in other areas – for example our work on Arts and Justice is relevant to the National Outcome on Crime and Disorder and Luminate: Scotland’s Creative Ageing festival to the Outcome on Longer, Healthier Lives.

50 National Indicators track progress towards the Purpose and National Outcomes. Creative Scotland is a named partner for delivery against two of these Indicators, as below: National Indicator

Measures in support

Increase Cultural Engagement

Cultural participation and attendance through the Scottish Household Survey

Improve Scotland’s Reputation

Scotland’s overall score on the Anholt-GfK Roper Nation Brands Index

We will also report on: NDPBs need to make a statement of progress against Government expectations. This includes progress on public sector reform, shared services, fraud prevention, youth employment and fair pay. We have a duty to report every other year on ‘Mainstreaming Equalities’, to publish equality outcomes and report progress for equality groups and people from less advantaged backgrounds. We will report progress against the commitments made in our Gaelic Language Plan, published in 2012-13. We need to report our audited accounts for both Grant-in-Aid and Lottery funds on an annual basis and to obtain both a positive audit report in the statutory accounts and to have adequate financial controls for the internal audit’s annual report. We also report procurement Key Performance Indicators to the Scottish Government on a monthly basis. We need to ensure value for money for the taxpayer, achieving economy, efficiency and effectiveness in all our operational activities. We are in the process of creating a framework to be able to report against our commitments to environmental sustainability, including providing a Public Sector Sustainability Report as required under the Climate Change (Scotland) Act 2009. We are committed to assisting those we fund, and our partners, in improving performance on environmental sustainability.

Alignment of Creative Scotlandâ&#x20AC;&#x2122;s Strategic Objectives to National Outcomes

Scottish Government National Outcomes1

Creative Scotland Strategic Ambitions Excellence and experimentation across the arts, screen and creative industries is recognised and valued

Everyone can access and enjoy artistic and creative experiences

National Outcome 2 We realise our full economic potential with more and better employment opportunities for our people National Outcome 3 We are better educated, more skilled and more successful, renowned for our research and innovation National Outcome 4 Our young people are successful learners, confident individuals, effective contributors and responsible citizens National Outcome 7 We have tackled the significant inequalities in Scottish society National Outcome 13 We take pride in a strong, fair and inclusive national identity National Outcome 14 We reduce the local and global environmental impact of our consumption and production National Outcome 16 Our public services are high quality, continually improving, efficient and responsive to local peopleâ&#x20AC;&#x2122;s needs

http://www.scotland.gov.uk/About/Performance/scotPerforms/outcome

Places and quality of life are transformed through imagination, ambition and an understanding of the potential of creativity

Ideas are brought to life by a diverse, skilled and connected leadership and workforce

Scotland is a distinctive creative nation connected to the world

Music Plus recording day at Gorbals Sound, Scottish Music Centre Photo: ÂŠ Scottish Music Centre

Waverley Gate 2-4 Waterloo Place Edinburgh EH1 3EG Scotland UK 249 West George Street Glasgow G2 4QE Scotland UK Reception +44 (0) 330 333 2000 Enquiries +44 (0) 845 603 6000 enquiries@ creativescotland.com www.creativescotland.com @creativescots ISBN: 978 1 85119 210 6 June 2015