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Creative ScotlandAnnual Plan 2014-15

Creative Scotland Annual Plan 2014-15 – Text Only v1-2 1

IntroductionA shared Vision

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

Creative Scotland is the national body which supports the development of arts, screen and creative industries across all parts of Scotland. We enable people and organisations in Scotland to work in and experience the arts and creative sectors. We do this by helping others to create culture through developing great ideas and bringing them to life.

We do this through four key functions:

• Funding• Advocacy• Development• Influencing.

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.

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

We also want to be able to take advantage of 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. This Annual Plan sets out how we will start to achieve those ambitions and priorities for the year 1 April 2014 to 31 March 2015, and a summary of our income and expenditure.

We also aim to build on our work and keep improving our operations.


Our roleCreative 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, maximising opportunities from intellectual property and stimulating collaboration between commercial creative companies, artists and creative practitioners.

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.

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. We are developing a strategy for film sector development in Scotland in consultation with the film sector and with Government.

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, COSLA and Business Gateway. The creative industries are driven by people with individual creative skills who are generating and exploiting intellectual assets, and 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.

We have five shared ambitions for the arts, screen and creative industries over the next 10 years:

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 are committed to increasing the quantity and quality of opportunity for people of all ages to learn through engagement with the arts, screen and creative industries. We will also encourage organisations, including ourselves, to be responsive, adaptive and continually learn

Equalities and diversity

We are committed to putting equalities and diversity at the heart of all our activity, enabling people from different backgrounds, from diverse communities and of all ages to access increased opportunity through access to the arts and culture

Digital

As new digital channels continue to emerge we are committed to supporting the arts and creative sectors to fully utilise all the benefits that new digital tools can bring

Environment

We are committed to operating in an environmentally sustainable manner and will work to ensure that the individuals and organisations that we support 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.


Funding, Advocacy, Development and Influencing

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 opportunities and maximise the impact our resources can offer.

Funding:

We distribute funding from two primary sources - the Scottish Government (Grant in Aid) and the National Lottery.

Funding is the means by which we contribute to sustaining a portfolio of organisations across Scotland, supporting the development of individuals, ideas, projects and partnerships addressing strategic need. We will do this through three funding routes:

Regular funding for organisations for three years Funding individuals and organisations to deliver time-limited projects including

practice development A number of targeted programmes focused on delivering shared strategic goals

with partners.

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

For a fuller breakdown of our income and expenditure for 2014/15 go to page 16.

Advocacy:

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 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 everyone’s life better in terms of health, wellbeing and local and national economies.

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.

Development:

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:

As an organisation which holds an 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 an evidence-based influencing role drawing on analysis of data on the work that we fund, as well as 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.

Our priorities over the next three years

Under each of our five ambitions we have identified priorities to inform our work over the next three years.

In order to show the difference that we want to make, we will monitor a range of measures, which help us to understand our own work and the health of the arts, screen and creative industries in Scotland.

We will regularly report on these to our Board, and this year we will publish the review of our performance against the 2013-14 Annual Plan, looking at how funding is being used and assessing Creative Scotland’s performance.

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

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

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

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

Everyone can access and enjoy artistic and creative experiences

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

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

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

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

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

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

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

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

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


• Support the development of sustainable business models.

• Strengthen the talent and skills needed to develop sustainable careers through sectoral partnerships (with higher education and others)

Scotland is a distinctive creative nation connected to the world

• Deepen artistic and creative practice through international dialogue and exchange

• 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


Our Priorities over the next 12 months

Our work this year builds on 2013-14 activity.

We are supporting the delivery and evaluation of the Glasgow 2014 Commonwealth Games Cultural Programme, in partnership with the Glasgow 2014 Organising Committee and Glasgow Life. The programme is Scotland’s largest ever cultural celebration and will enhance the Games experience for Scotland’s communities, spectators and visitors, and present the best of Scotland’s culture alongside that of the Commonwealth.

In 2013-14 we started to respond to the recommendations from Sector Reviews in Theatre, Dance and Music. Sector Reviews for the Visual Arts and Literature will progress this year. The learning from all of these reviews has fed into Unlocking Potential, Embracing Ambition and will inform the development of our Arts Strategy which we will begin by the end of this year.

Following the Film Sector Review, published in January 2014, we are working with the Scottish Government, partners and the sector to develop a Film Strategy which we will publish in draft in June 2014, responding to the Review’s recommendations.

We will also work with the Scottish Government and partners to progress the delivery of a Film Studio for Scotland.

Our support for the Creative Industries is being developed through our leadership role in Scotland’s Creative Industries Partnership (SCIP). We will work with partners to publish a draft Creative Industries Strategy by December 2014. This will be based on evidence from a major mapping study of the Creative Industries.

Last year we progressed the Promoting Equalities Programme (PEP) to help embed equalities in the work of a range of organisations. A wider Equalities Review will be conducted during this year that will look at how we can best support an increasingly diverse culture in Scotland, and inform our future priorities.

We will be developing our International Strategy for publication later this year. We will do this alongside the Scottish Government, and with partners such as the British Council, VisitScotland and Scottish Development International, bearing significant programmes such as Creative Europe in mind. Within the arts, screen and creative industries we have a diversity of international experience and ambition. We aim to use this strategy to generate clarity around what we are able to support through our own means and how we might develop new partnerships and resources to increase opportunity for the sectors we support. It will also provide focus on where we can offer leadership through our overview of the cultural landscape and developing new ways of working.

In addition to the work of our Gaelic Language Plan and support for Gaelic activities, this year we will develop a Scots Language policy, ensuring it considers all aspects of Scots in the cultural life of the country.

This year we will be closing the large number of discrete grant funding programmes and replacing them with three routes to funding.

In April we launched our new approach to regular funding, open for application from May to July 2014 for the funding period April 2015 to March 2018. Regular funding will provide stable funding to organisations and consortia enabling them to develop and implement a programme of agreed activities over a three-year period.


From October onwards we will provide open project funding grants between £1000 and £100,000 (or by exception up to £150,000 through prior agreement with us) for a wide variety of projects up to a maximum of two years in length, with defined start and end dates, and a set of specific objectives to be achieved in that time.

Until October, transitional funding programmes will support creative activity while we move to the open project funding route. These are:

• Artists’ Bursaries• International• Professional Development• Public Art (Research & Development)• Public Art (Sited)• Public Engagement• Quality Production• Touring, Festivals and Arts Programming

There will also be targeted funding to address specific activities and development needs in a sector, specialism or geographic area – including funding for Film and Television which will be available throughout 2014-15. This year sees a high number of activities within the targeted funding route, whilst we move fully to the new funding model. We will review the targeted funding route on an annual basis and expect a smaller number of funds to operate in any single year in future.

In developing new funding routes we are looking at our processes so that decision-making is informed, trusted, fair, transparent and accountable.

As part of sharing knowledge, we will publish key overview data on the work we fund from this year.

Learning is fundamental to helping future generations to build on today’s successes and innovate on their own terms. Creative learning is championed by Creative Scotland in partnership with Education Scotland and a range of arts and education organisations whose joint working has produced What is Creativity - the Creative Learning Plan.

We lead on Time to Shine, Scotland’s arts strategy for people aged 0-25 and have awarded £3 million to nine Youth Arts Hubs across Scotland, developing routes for young people to engage with the arts, develop their talent and increase career opportunities.

In 2014 we will be developing a new national digital platform to showcase and connect young people engaged in youth arts activity. We will establish a National Youth Arts Advisory Group and continue the successful internship programme creating more employment opportunities for young people.

The contribution places make to creativity and wellbeing in Scotland is central to our work. We want to ensure that arts, creativity and culture are recognised and celebrated by communities and policy-makers Scotland-wide.

We will be working closely with local authorities to develop and improve Place Partnerships. We have learned from the 11 existing partnerships which have each developed their own unique approaches. We will be reviewing the impact of these, sharing our learning and looking to offer new Place Partnerships later in the year.

Our major Capital Programme has previously supported the development of a significant number of projects, which will progress this year. However during 2014-15 we are re-


balancing our focus between revenue and capital spend and therefore will not be running a new major capital programme this year. We will subsequently review our approach to capital in future years.

We will develop stronger public and private sector collaboration and partnerhips to deliver shared objectives. With these relationships we can increase reach, share resources and skills, promote innovative thinking and leadership, and be more responsive to new opportunities.

We will work with partners to develop and deepen understanding of the Creative System concept described in Unlocking Potential, Embracing Ambition.

Our many discussions with artists, arts organisations, creative practitioners and communities have highlighted the need for more honest and open debate about funded work around quality, artistic value, risk and experimentation. This debate should include both artists and audiences from across Scotland.

A priority, therefore, is to develop a Framework for Artistic Assessment providing a robust, fair and transparent base for discussions about artistic quality and audience engagement, and over time a broader evidence base to inform and shape our funding decisions. We will start this piece of work by July 2014.

We know that arts, culture and creativity can have transformative benefits for individuals and communities, often in ways that are not quantifiable. We will use a variety of print, broadcast and increasingly digital communication channels, including our new website, to present a powerful picture of the breadth and depth of artists and creative talent in Scotland, advocating the work of the sector to audiences and partners.

We will report on all of this work by Autumn 2015.

Activity Commence


Literature Sector Review 1st Quarter

Launch new regular funding programme 1st Quarter

Publish draft Film Strategy for consultation 1st Quarter

Deliver transition funding programmes 1st Quarter

Visual Arts Sector Review 2nd Quarter

Develop Framework for Artistic Assessment 2nd Quarter

Develop Quality Service Standard Framework 2nd Quarter

Develop International Strategy 2nd Quarter

Develop and deliver Environmental Policy 2nd Quarter

Launch new Open Project funding End of 2nd Quarter

Publish draft Creative Industries Strategy for consultation

3rd Quarter

Develop Equalities Review 3rd Quarter

Develop Scots Language policy 3rd Quarter

Announce portfolio of Regular Funded Organisations for 2015-2018

3rd Quarter

Develop Arts Strategy 4th Quarter

Develop and deliver People Strategy Ongoing

Continue delivery of our Gaelic Language Plan Ongoing


Being a learning organisation

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

A learning environment needs an open culture promoting inquiry and trust, requiring constructive dialogue and transparent communication to establish shared understandings and priorities.

We have made a lot of progress on our Action Plan for Change over the past year. In April we published a shared vision for the next ten years that was shaped by over 1000 people, through our programme of Open Sessions, an external reference group, and direct discussion.

We are committed to continuing this dialogue through a series of open information sessions run during May-June 2014 to coincide with the publication of our plan and new funding approach.

We have established forums to inform how we approach the work we do, including sector reviews, and open discussions. And we are considering options for peer-to-peer involvement in artistic assessment and in shaping our decision-making.

We will be publishing our first Annual Report on our performance in the autumn of 2014. This will show how and where we have spent our funding. It will report on how we have developed as an organisation and how we have progressed the commitments made in the 2013-14 Annual Plan.

This year’s Annual Plan sets out how we will start to achieve the long-term ambitions and priorities set out in Unlocking Potential, Embracing Ambition and how we will start to measure their impact. We will be strengthening the feedback on funded work, using it more effectively to inform our work, and sharing information, research and evaluations.

Last year we implemented a new grant management IT system, enabling us to track and manage applications and awards more effectively. Phase One is now complete and we will start Phase Two this year. It will provide a direct online application process, and allow us to monitor and report more effectively on supported projects.

We will develop a Quality Service Standard Framework for ourselves which will be published on our website, 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 service.

We are also developing a more structured approach to managing our relationships with funded organisations, funded individuals, and potential applicants for funding. We want to be clearer about how we will meet our responsibilities and about the responsibility of others in managing public funds.

We are committed to ensuring we deliver simple, clear communications and will continue to improve our funding advice and guidance, application processes and feedback.


It is people, their knowledge and expertise, and the quality of their relationships which will help make 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. An annual staff survey will give us direct feedback and tell us about the progress we are making.

The People Strategy focuses on four key areas:

• Culture

• People and relationships

• Organisational structure

• Systems and processes.

We will be reviewing our operational structure so that people with the right skills and knowledge are focused on supporting their specialist areas. Ultimately this will improve people’s experience both internally and externally, improve our performance, and assist with the delivery of our strategic priorities.

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.

• 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.

• Partnership – We need to develop local partnerships and collaboration, bringing public, third and private sector partners together with communities to deliver shared outcomes that really matter to people.


Our current policies

Gaelic Language Plan

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 Scottish Government’s 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.

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

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

We invest significantly in organisations, artists, practitioners and projects with Gaelic content or which celebrate Gaelic culture. These cover the artistic and geographic spectrum from festivals such as Blas, Heb Celt and Celtic Connections, education programmes and organisations such as Sabhal Mor Ostaig and Feis Rois, through to arts centres such as An Lanntair in Stornoway and the Scottish Storytelling Centre in Edinburgh.

We also support Gaelic language publication, literature and poetry, Gaelic theatre and visual art influenced by Gaelic culture.

In addition, we support bilingual and Gaelic language film, and work in partnership with MG ALBA and FilmG, developing Gaelic language broadcasting, TV and film.

Equalities

Equalities is about supporting a diverse culture across Scotland. We aim to put equalities and diversity 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.

All communities and age groups can find significant life opportunities and increased wellbeing through their engagement with arts and culture. We will continue to ensure that people with protected characteristics covered by legislation have opportunities for support. Significant progress has been achieved in some areas, such as arts and disability, which is increasingly part of mainstream activity. However, we recognise that we need to respond better to Black, Asian and Minority Ethnic communities and will have direct discussions to plan a way forward, informed by our equalities review.

Last year we refreshed and published our Equalities Outcomes. We have a duty to report every other year on Mainstreaming Equalities, to publish equality outcomes and report on progress for equality groups and people from less advantaged backgrounds.

Environment

Like all public bodies in Scotland, we have a statutory requirement under the Climate Change (Scotland) Act 2009 to act in a way best calculated to contribute to the emissions reduction targets and achieve maximum sustainability.


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.

Creative Scotland is therefore required to develop and implement an environment policy and to report against it annually. We need to demonstrate how we and those we fund contribute to an environmentally aware and sustainable Scotland.

The environmental challenges facing all sectors 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.

We aim to see the arts, screen and creative industries lead the way in reducing their environmental footprint, working for sustainability and reaping the cost reductions that often result from this.

We will continue to support and encourage such developments as:

• Striving to operate in an environmentally sustainable manner through our environmental policy and management plan

• Working with partners to encourage environmentally sustainable practice in individuals and organisations across the cultural sectors and amongst audiences and the broader public

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

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


Summary Budget for 2014-15

April 2014 – March 2015 Income

Income GIA (£) Lottery (£) Total (£)

Scottish Government Grant In Aid funding 33,412,000 33,412,000

Scottish Government Restricted Funds for specific purposes 19,633,000 19,633,000

UK Lottery income 34,861,000 34,861,000

Funds from project partners 246,698 246,698

Total committed income 53,291,698 34,861,000 88,152,698

April 2014 – March 2015 Expenditure

Creative Scotland Annual Plan 2014-15 – Text Only v1-2

Expenditure GIA (£) Lottery (£) Total (£)

Grants

Foundation Organisations 18,734,703 18,734,703

Annual Clients 7,489,638 7,489,638

Programme Organisations (PFP) 4,844,350 4,844,350

Transition funding programmes 300,000 6,064,000 6,364,000

New Open project fund 310,000 2,790,000 3,100,000

Targeted funding 20,325,753 9,375,000 29,700,753

Capital (previous awards) 1,500,000 13,120,000 14,620,000

Total Grants 48,660,094 36,193,350 84,853,444

Operating costs 4,631,208 2,941,653 7,572,861

Total committed expenditure 53,291,302 39,135,003 92,426,305

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We monitor our operating costs as a percentage of expenditure. These are projected to be £7.6m in 2014-15, 8.6% of our total income.

Expenditure is budgeted to exceed income by £4.2m due to the planned commitment to multi-year and capital projects where cash flow will occur in future financial years.

Creative Scotland Funding 2014-15

Foundation Organisations GIA (£) Lottery (£) Total (£)

An Lanntair 390,870 390,870Arches Theatre 358,550 358,550Artlink 141,400 141,400Centre for the Moving Image 750,000 750,000Citizens Theatre 1,111,000 1,111,000City Moves 70,700 70,700Comar 370,000 370,000Cumbernauld Theatre 190,000 190,000Dance Base 328,000 328,000Dundee Contemporary Arts 580,000 580,000Dundee Repertory Theatre 1,085,150 1,085,150Eden Court Highlands 600,000 600,000Edinburgh International Book Festival 252,000 252,000Edinburgh International Festival Society 2,317,296 2,317,296Edinburgh Printmakers Workshop 160,000 160,000Feis Rois 101,000 101,000Feisean nan Gaidheal 352,500 352,500Fife Contemporary Art and Craft 90,900 90,900Fruitmarket Gallery 666,600 666,600Gaelic Books Council 191,000 191,000Glasgow Film Theatre 240,000 240,000Glasgow Photography Group - Street Level 141,400 141,400Glasgow Print Studio 141,400 141,400Glasgow Sculpture Studios 166,250 166,250Highland Print Studio 70,000 70,000Horsecross Arts 474,000 474,000Imaginate 343,400 343,400macrobert Arts Centre 409,825 409,825National Youth Choir Of Scotland 91,760 91,760Peacock Visual Arts 262,000 262,000Pier Arts Centre 222,200 222,200Project Ability 141,400 141,400Puppet Animation Scotland 183,500 183,500Royal Lyceum Theatre Company 1,212,000 1,212,000Scottish Book Trust 489,097 489,097


Scottish Dance Theatre 868,000 868,000Scottish Ensemble 292,000 292,000Scottish Poetry Library 280,230 280,230Scottish Storytelling Forum 151,500 151,500Scottish Youth Dance 141,200 141,200Scottish Youth Theatre 220,925 220,925Taigh Chearsabhagh Trust 101,000 101,000Tramway 303,000 303,000Traverse Theatre 974,650 974,650Tron Theatre 707,000 707,000

Total Foundation Organisations 18,734,703 18,734,703

Creative Scotland Funding 2014-15

Annual Clients GIA (£) Lottery (£) Total (£)

Aberdeen Performing Arts 160,500 160,500Artists Collective 220,000 220,000Arts and Business Scotland 485,000 485,000Association for Scottish Literary Studies 94,300 94,300ATLAS 120,000 120,000Bord Na Gaidhlig 25,000 25,000CCA Building 335,000 335,000Celtic Connections 170,000 170,000Cove Park 125,000 125,000Craft Scotland 302,000 302,000Cultural Enterprise Office 487,000 487,000Dance House 80,000 80,000Edinburgh Arts Festival 80,000 80,000Edinburgh Sculpture Workshop 160,000 160,000engage Scotland 30,000 30,000Enterprise Music Scotland 225,000 225,000Federation of Scottish Theatres 190,000 190,000Edinburgh Festival Fringe Society 70,000 70,000Glasgow City of Music 50,000 50,000Glasgow East Arts Company 70,000 70,000Glasgow International (GI) Festival 75,000 75,000Jazz Scotland 92,000 92,000Live Music Now 100,000 100,000Luminate 175,000 175,000Making Music Scotland 40,000 40,000Moniack Mhor 70,000 70,000


National Piping Centre 150,000 150,000National Youth Orchestras of Scotland 206,316 206,316North East Arts Touring 55,000 55,000North Lands Creative Glass 115,140 115,140NVA 150,000 150,000Pitlochry Festival Theatre 425,000 425,000Playwrights Studio Scotland 130,000 130,000Proiseact nan Ealan - Gaelic Arts Agency 75,000 75,000Publishing Scotland 250,000 250,000Regional Screen Scotland 100,000 100,000Scottish Music Industry Association 25,000 25,000Scottish Music Centre 138,982 138,982Shetland Arts Development Agency 212,000 212,000Showcase Scotland 150,000 150,000Sistema Scotland 400,000 400,000St Magnus Festival 165,000 165,000Culture Republic 350,000 350,000Touring Network 100,000 100,000Transmission Gallery 70,000 70,000Travelling Gallery 141,400 141,400Voluntary Arts Scotland 50,000 50,000

Total Annual Clients 7,489,638

7,489,638

Creative Scotland Funding 2014-15Programme Organisations

GIA (£) Lottery (£) Total (£)

Ankur Productions 63,693 63,693Arika 198,000 198,000Birds of Paradise 114,000 114,000Catherine Wheels 213,750 213,750CCA 215,000 215,000David Hughes Dance 155,000 155,000Deveron Arts 110,000 110,000Drake Music Scotland 115,530 115,530


Fire Exit 175,000 175,000Gala Scotland Ltd/Glasgay! 50,000 50,000Grid Iron 220,000 220,000Hands up for Trad 106,000 106,000Hebridean Celtic Festival Trust 60,000 60,000Hebrides Ensemble 168,000 168,000Indepen-dance 75,000 75,000Inverleith House 69,500 69,500Lung Ha's 136,172 136,172Mischief la Bas 205,000 205,000Plan B 160,000 160,000Promote YT 105,000 105,000Red Note Ensemble 82,121 82,121Scottish Jazz Federation 66,000 66,000Scottish National Jazz Orchestra 180,500 180,500Scottish Sculpture Workshop 124,000 124,000Solar Bear 100,000 100,000Sound 89,000 89,000St Anza 57,000 57,000Stellar Quines 124,000 124,000Stills 160,000 160,000Talbot Rice 100,000 100,000The Common Guild 177,000 177,000Theatre Cryptic 247,000 247,000UNESCO City of Literature 95,000 95,000Vanishing Point 135,000 135,000Visible Fictions 220,000 220,000Vox Motus 103,200 103,200Woodend Barn 69,884 69,884

Total Programme Organisations 4,844,350 4,844,350

Amounts accounted for in 2014-15


Creative Scotland Funding 2014 – 15

Transition programmes funding from April to October 2014


Artists Bursaries 750,000 750,000Professional Development 100,000 250,000 350,000Quality Production 2,880,000 2,880,000Touring, Festivals and Art Programming 1,118,000 1,118,000Public Engagement 500,000 500,000International 200,000 200,000Public Art 566,000 566,000

Total transition funds 300,000 6,064,000 6,364,000

These transition programme funds will run from April to October 2014.

Open project funding from October 2014 for projects starting January 2015


Open project funding 310,000 2,790,000 3,100,000

Total open project funds 310,000 2,790,000 3,100,000


Creative Scotland Funding 2014 – 15

Targeted Funds GIA (£) Lottery (£) Total (£)Arts and Humanities Research Council partnership 100,000 100,000ARTIST ROOMS 55,000 55,000Artworks Scotland 150,000 150,000Beyond Borders 20,000 20,000British Film Institute Film Education Partnership 500,000 500,000Book Week Scotland (Scottish Book Trust) 250,000 250,000Cashback for Communities* 1,000,000 1,000,000Creative Carbon Scotland 150,000 150,000Creative Learning 150,000 150,000Creative Places 350,000 350,000Cross Border Touring 175,000 175,000Cultural Enterprise Office* 163,000 163,000Digital - The Space 250,000 250,000Expo Fund* 2,000,000 2,000,000Equalities 180,000 180,000Festivals Edinburgh* 250,000 250,000Film and TV Broadcasting fund 4,000,000 4,000,000Gaelic and Scots 100,000 100,000Gavin Wallace Fellowship 25,000 25,000Get Scotland Dancing 200,000 200,000Innovation* 1,000,000 1,000,000International Partnership Working 150,000 150,000International Strategy 200,000 200,000Live Literature Fund (Scottish Book Trust) 165,000 165,000Media Antenna/Creative Europe 106,753 106,753Momentum 85,000 85,000National Events - 2014 including open funds 2,743,000 2,743,000National Youth Arts* 3,000,000 3,000,000Own Art 40,000 40,000Place Partnerships 500,000 500,000Quality Production 20,000 20,000Scotland’s Creative Industries Partnership 100,000 100,000Scotland and Venice 176,000 176,000Skills 150,000 150,000Strategic Fund for Excellence 165,000 165,000Talent Hubs and Incubators 400,000 400,000Touring, Festivals and Art Programming 282,000 282,000Trade Networks HIE 120,000 120,000


Traditional Arts Devolved Fund 35,000 35,000

Turner Prize 95,000 95,000Unlimited 100,000 100,000Youth Music Initiative* 10,000,000 10,000,000

Total Targeted funds 20,325,753 9,375,000 29,700,753 * Scottish Government restricted funds for particular purposes

Creative Scotland Operating Costs 2014-15Operating Costs GIA (£) Lottery (£) TotalStaff 2,754,579 1,859,386 4,613,965Property and office costs 746,128 372,763 1,118,892External relations, marketing, research and locations

537,000 252,000 789,000

Depreciation, legal and professional fees 383,250 146,000 529,250ICT 187,400 41,600 229,000Other 22,850 269,904 292,754

Total Operating Costs 4,631,208 2,941,653 7,572,861


Planning and Performance

Planning

The effective organisational planning and monitoring of shifts and trends in the arts, screen and creative industries is a vital component in pursuing continuous improvement and ensuring appropriate services are provided.

Creative Scotland’s Performance and Planning Framework ensures a comprehensive and integrated process is adopted by all parts of the organisation.

Our Strategic Plan Unlocking Potential, Embracing Ambition sets out a framework for our ambitions for the arts, screen and creative industries for the next 10 years. These ambitions and priorities provide a focus for our work and reflect what we aim to achieve in the arts, screen and creative industries. We will expect to have achieved success across all our ambitions and priorities over the course of this period through our role as a funder, advocate, development body and influencer.

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 to the delivery of the annual plan.

Performance Management

The strategic and annual planning cycle, including the setting of measurable objectives, will in itself not achieve progress without a means to ensure accountability for the delivery of those objectives and the use of effective tools to measure and pursue positive progress. This will include both quantitative and qualitative measures using case studies, impact research and internal and external data.

Our Performance Management Framework, coupled with an annual planning cycle, is a means to achieving a focus on continuous improvement and provide for an open transparent reporting system.

Creative Scotland’s performance against its strategic objectives will be reported through an Annual Report published as soon as is practicable after each financial year-end. The Annual Report will also report on the alignment of Creative Scotland’s strategic objectives to the Scottish Government’s National Performance Outcomes.

2013-14 and 2014-15 are years of strategic and organisational change for Creative Scotland. Over the course of this year we will be collecting baseline data and will continue to research and build our performance measures. This year our performance measures are more focused on establishing numerical data to better describe the breadth and depth of the creative activity across Scotland. We will be developing 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, which we will implement and use to report on in future years.


Annually reporting 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.


Performing against our ambitions 2014-15Our 10-year ambition:

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

This year we will:

Establish a portfolio of 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 an artistic assessment framework that supports organisations and Creative Scotland to consider the artistic quality of their work and develop quality performance measures for future years.

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 organisations in receipt 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

1.4 Number and quality of commissions funded through the Glasgow 2014 Commonwealth Games Cultural Programme

The count of new commissions (performances, exhibitions, screenings and publications) presented across Scotland

Evaluation of the Glasgow 2014 Commonwealth Games Cultural Programme

Our 10-year ambition:

2. Everyone can access and enjoy artistic and creative experiences


This year we will:

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 Creative Place Awards

Through the creative learning strategy Time to Shine we will support opportunities for children and young people to participate in art and creative practice

Share research and knowledge, 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 SourceIncreased 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 children’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 Children’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


http://www.ipsos-mori.com/researchareas/omnibusservices/youngpeople.aspx



http://www.scotland.gov.uk/Topics/Statistics/16002/PublicationAnnual



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

This year we will:

Strengthen our partnerships with local authorities, COSLA and VOCAL, cultural 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, in particular through Place Partnerships and Creative Place Awards

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


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

Value of partnership funding secured through Creative Scotland funding across Scotland broken out 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’

Creative Scotland omnibus survey

3.4 Increased* % public value of local cultural offer

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



Our 10 year ambition:

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

This year we will:

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 Scotland’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 Indicators

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 type of income streams of regularly funded

Creative Scotland funding operations data and annual


organisations, including earned income and voluntary giving

returns



5. Scotland is a distinctive creative nation connected to the world

This year we will:

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

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


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. 1000 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 provide a direct online application process and allow 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 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 stakeholder satisfaction

% of surveyed funding applicants reporting 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 Increase staff satisfaction

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

Staff survey


Delivering National Outcomes

Creative Scotland is an executive Non-Departmental Public Body (NDPB) of the Scottish Government. Our sponsor department is the Culture and Historic Environment Division within the Culture and Heritage Directorate 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:

• 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.

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.

Appendix 1 on page 36 shows how our Strategic Objectives align to the National Outcomes.

National Outcomes

NO2We realise our full economic potential with more and better employment opportunities for our people.

NO3We are better educated, more skilled and more successful, renowned for our research and innovation.

NO4Our young people are successful learners, confident individuals, effective contributors and responsible citizens.

NO7We have tackled the significant inequalities in Scottish society.

NO13We take pride in a strong, fair and inclusive national identity.

NO14We reduce the local and global environmental impact of our consumption and production.

NO16Our 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.


Fifty 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 and youth employment.

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.


Scottish Government National Outcomes 1 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

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

Creative Scotland Strategic Ambitions

√ √

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 people’s needs

√ √ √ √ √

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


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

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