Creative Scotland Annual Plan

Transcription

1 Creative Scotland Annual Plan

2 2016 Creative Scotland No part of this publication may be reproduced in any format without prior written permission of Creative Scotland. Equal opportunities Creative Scotland operates an equal opportunities policy. Our offices have disabled access. Certain publications can be made available in Gaelic, Scots, in large print, Braille or audio format. Contact Enquiries on Typetalk please prefix number with For BSL users, use This plan is produced in electronic form by Creative Scotland please consider the environment and do not print unless you really need to. Please note that we use hyperlinks throughout this document (to link to other publications, research or plans) which won t be accessible if the document is printed. Your feedback is important to us. Let us know what you think of this publication by ing feedback@creativescotland.com Cover: Dovecot Studios Photo: courtesy of Dovecot Studios

3 Contents 4 Introduction 6 Who We Are and Our Role 14 Funding, Advocacy, Development and Influence 19 Our Priorities between Arts, Screen and Creative Industries Priorities over the next 12 Months 30 Being a Learning Organisation 34 Our Policies 39 Summary Budget Planning and Performance Management 50 Performing against Our Ambitions Delivering National Outcomes 1

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5 Book Week Scotland, Scottish Book Trust Photo: Rob McDougall 3

6 Introduction Creative Scotland produces an Annual Plan each year, which sets out our budgets and priority areas of work for the year and how we will measure successful delivery of this work. This plan explains the work we will deliver over the course of the next year and provides us with a baseline to report against our performance each year. Our plan contributes to the delivery of our 10-year plan Unlocking Potential, Embracing Ambition continues to be an exciting time for the arts, screen and creative industries in Scotland. The breadth and vibrancy of the work produced across the country is extraordinary, contributing to education, civil society, health and well-being, community engagement, cultural identity, rural and urban development, digital and social innovation and, of course, the economy. The central force that propels and catalyses artistic and creative endeavour is people. Scotland is a powerful and imaginative creative nation producing high quality creative work, attracting strong and growing audiences both nationally and internationally. Locally, communities enhance their lives through creative action in many different ways including music, dance, storytelling and craft, building on long-standing traditions often woven through with contemporary culture from many different influences. However, alongside many other public sector organisations, sees a reduction of 1.2m in Creative Scotland s Grant in Aid funding (UK National Lottery funding remains stable). We have managed to absorb this budget reduction through organisational efficiencies and other measures without passing on cuts to arts organisations. Budgets for 2017 onwards have not yet been set by the Scottish Government and whilst we expect to know more in the autumn, we do know that the financial environment will continue to be challenging. It is therefore incumbent on all of us to find new ways of sustaining our cultural asset across the arts, screen and creative industries. Our development role is going to become increasingly important in future, alongside our role as a distributor of funding from both the Scottish Government and the UK National Lottery. Assertively telling the story of our cultural wealth, and celebrating the diversity of ideas and opinion inherent within it, is a vital part of achieving this. We will continue to use our digital platforms to show the many ways in which creativity matters. Underpinning everything that we do is an ongoing determination to support a confident and ambitious independent creative sector able to inspire, connect and influence people across Scotland and the world. We firmly believe that the economic success stories across the wider creative industries have only been possible because of a strong publicly-funded arts sector. Despite this we fully acknowledge that it is not always easy for today s artists to secure and maintain work, or for arts organisations to sustain their programmes. Later this year, in our arts strategy, we will outline how we plan to work more closely with Scotland s artists and arts organisations to support them to better achieve their ambitions and function effectively in today s world. We published Creative Scotland On Screen, in October 2014, setting out our ambition to generate the conditions necessary to position the film sector at the heart of Scotland s economic and cultural life. The strategy details the series of steps that we, and others, are taking to support and encourage a vibrant, culturally diverse and commercially competitive screen sector. We will continue to build on this work in acknowledging that screen production is as much an art form as an industry. It generates deep cultural impact as well as understanding and debate about Scotland and its place in today s world as a small but very visible nation able to influence global thinking in many different ways. 4

7 We will soon publish our new creative industries approach, which explains how we will deliver a plan for the Creative Industries as one of six defined growth areas for the Scottish Government. Our ambition is for Scotland to be the most positive environment globally for innovative creative businesses of all scales. It is set against the strong successes we ve seen in sectors such as film and screen, digital games, technology and publishing, as well as craft and textiles. We plan to invest together with others to grow sustainable creative businesses through collaboration and partnership working; innovate for the wider economy across all areas of business (including the public sector); increase inclusivity - creating opportunity for emergent creative forms and recognising the value of local trading and place-based partnerships; and increase international profile and status, opening pathways to global marketplaces. We will work closely with Scotland s Creative Industries Partnership (SCIP) to encourage positive collaborative working in support of the creative industries. Our current programme of Regular Funding will come to an end in We will announce our plans for the next phase of this funding in the Autumn of this year to allow for as much time for the application and assessment process as possible, as well as giving organisations time to plan for any change. We will continue to run Open Project Funding, which was refreshed in late 2015 to take account of sector views on how it is being delivered. We will continue to review this funding route on a regular basis and carefully monitor the volume of applications, in the context of our capacity to deliver it effectively. This year s budgets also include a wide-ranging mix of strategic programmes funded through Targeted Funding, some of which are ring-fenced by the Scottish Government (such as the 10m Youth Music Initiative and the Expo Fund). accounts for the wide range of work delivered by artists, creative practitioners and organisations across Scotland supported by our funding. We will produce a review every year, and draw on the lessons learned from each to strengthen our role as an accountable public body. The review draws on data provided by the organisations and projects that we fund and provides headline analysis which we hope will be useful to everyone working in the cultural and creative industries sectors. Overall it offers a highly positive story of Scotland s achievements and underlines how important the arts, screen and creative industries are to Scotland s overall success as a nation. This becomes even more pronounced when added to work carried out by Local Authorities, the National Companies and Collections, other public bodies and the voluntary and private sectors. I d like to thank all staff, our Senior Leadership Team and the Board for all their hard work across the year. I continue to be impressed by the knowledge, commitment and positive energy across this highly motivated team, working at times in very challenging circumstances because of increasing pressures on the public purse. We are committed to working in partnership with as many other people as possible across the public, private and voluntary sector to continue to unlock opportunity and resources to support Scotland s artistic and creative talent. Alongside this drive we will continuously seek to improve the way that we operate, listen and respond to the feedback we receive from the people and organisations that we are here to support. I hope you enjoy reading this plan. If you have any questions please let us know. Janet Archer Chief Executive We recently published our first Annual Review of Performance for the financial year It explains our ongoing organisational development work to strengthen our support for the arts, screen and creative industries, and illustrates and 5

8 Who we are Creative Scotland is the national public body which supports the development of Scotland s arts, screen and creative industries. 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 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: 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 through to 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 other people and organisations. These priorities inform our work, funding guidelines, and decisions, as well as our own development plan over the period During this year we will be reviewing and setting priorities for the next three year period Creative Scotland recognises the distinct nature and development needs of individual art forms and specialisms. We also recognise the opportunities inherent within cross-art form working and creative collaboration across the creative system. We support sectors in ways that are most appropriate to them, for example the way that we support screen is different to the way we might support arts or the creative industries. Alongside our 10-year plan and the annual plan, we publish our strategies for each of the arts, screen and creative industries, setting out how we will work with each sector. The screen strategy is available on our website, the creative industries strategy will be published shortly, and the arts strategy is being published later this year, following the completion of individual art form sector reviews. 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. This is the third 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 2016 to 31 March 2017, as well as providing a summary of our income and spending for the year. Not all of our work fits neatly into a 12 month period and some work started last year will continue in as we have adjusted our work programme over the course of the past year to take into account changing internal and external circumstances. 6

9 Our role Creative Scotland s remit across the arts, screen and creative industries creates the opportunities for us to: Provide funding for individuals, companies and organisations Act as a conduit for cross-sector connection and learning Understand how the creative system contributes to society and the economy, and 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 of arts and culture Help identify and develop new income streams for the arts, screen and creative industries, maximising opportunities from intellectual property and stimulating collaboration and partnership. Unlocking Potential, Embracing Ambition outlines five ambitions for the arts, screen and creative industries for the period up to 2024 which underpin all of our work: 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. Arts: We support individuals and organisations working in the arts across all areas of creative practice including dance, literature, music, theatre, visual arts and cross-disciplinary practice. We recognise that a strong arts sector is pivotal to a healthy society and creative economy. We work in partnership with Government, Local Authorities and the wider public, private and voluntary sectors to deliver this support. In we will publish our arts strategy, which will provide more detail on how we will support the arts in relation to our core functions of development, funding, advocacy and influencing. Screen: We are a driver and advocate for the screen sector in Scotland working across five key areas: film education; talent and skills development; film development and production; inward investment and co-productions; and distribution, exhibition and audiences. Our screen strategy, Creative Scotland on Screen, is motivated by a shared ambition with the sector to see growth in the number and diversity of the films we produce and the filmmakers who hold an enviable reputation for excellence. Additionally we want Scotland to be a key destination for international productions and become a nation that celebrates the importance of every aspect of film culture. Creative Industries: Our support for the creative industries is developed in collaboration with Scotland s Creative Industries Partnership (SCIP) 1. Our main role over the next 12 months will be to implement our new creative industries strategy which is focused on supporting the development of the micro-enterprises that make up the majority of the creative industries sector in Scotland. We work in partnership with other public agencies in order to achieve our goals in this area of work. Our Director of Creative Industries post is jointly funded by the Scottish Funding Council with the aim of stimulating new approaches to innovation for the sector. 1 SCIP brings together Scottish Government, Creative Scotland, Scottish Enterprise, Highlands and Islands Enterprise, Scottish Funding Council, Skills Development Scotland, Skills Development International, 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). 7

10 Are you LOCATIONALIZED, Joanne Tatham and Tom O Sullivan, Taigh Chearsabhagh, Part of Generation: 25 years of Contemporary Art in Scotland, Atlas Arts Photo: Ruth Clark 8

11 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. 9

12 As well as our ambitions there are four connecting themes that run through all aspects of our work, these are: Creative Learning Learning is key to ensuring that future generations are equipped to build on today s successes as well as innovate on their own terms 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. 10

13 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 well-being 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. 11

14 Ruth Negga in Iona Photo: courtesy of Bard Entertainments 12

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16 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. Funding We distribute funding from two primary sources, the Scottish Government (Grant in Aid) and the UK 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 Open Project Funding is our main route for individuals and organisations to deliver timelimited projects Targeted Funding focused on delivering strategic programmes of work often in partnership with others. Regular Funding In October 2014 we announced a portfolio of Regularly Funded Organisations (RFOs) for the funding period April 2015 to March We will be opening applications for the next round of Regular Funding later in Regular Funding provides stable funding to organisations in the arts, screen and creative industries in Scotland. We currently fund RFOs in total, of which 20 were receiving regular funding of any kind for the first time. The overall budget for this programme is 100m over the three year period, representing over a third of Creative Scotland s anticipated total budget for The portfolio is rich in its creative excellence, potential and ambition, and it 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. 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, Eden Court, and Aberdeen Performing Arts, through to smaller and vitally important organisations producing excellent work from particular places, such as Ayr Gaiety Theatre, Deveron Arts in Huntly, Timespan in Helmsdale, The Stove Network in Dumfries, Wigtown Book Festival, North Lands Creative Glass and Regional Screen Scotland. We also fund national and international touring companies including Curious Seed, Cryptic, Fire Exit, Red Note Ensemble, the Scottish National Jazz Orchestra, Indepen-dance and Vanishing Point. Last year we developed and tested a new artistic and creative review framework and recruited a pool of peer reviewers. The artistic and creative review framework aims to facilitate a deeper and more transparent dialogue between Regularly Funded Organisations and Creative Scotland around artistic and creative quality. It will do this through a process enabling three perspectives on the work of the RFOs: Self-review (by RFO) Creative Scotland review (by Lead Officer) Peer review (by a reviewer from the pool representing the sector). 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. 2 The original portfolio contained 119 organisations but The Arches ceased operation in June

17 Regular Funding is 3-year funding for arts, screen and creative industry organisations across Scotland 100m The total 3-year planned budget for the Regular Funding programme 118 Total number of organisations 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 increased the geographical spread, across 21 Local Authority areas, and with 80% of the portfolio operating beyond their base location 15

18 Open Project Funding In October 2014 we introduced Open Project Funding, replacing a range of more complex grant schemes. This funding route provides funding grants of up to 100k (or 150k if agreed with us before application) 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. In the year 1st April 2015 to 31st March 2016 we offered awards through the Open Project Fund, to the value of 11.7m. We want to encourage applicants to generate great ideas across a broad spectrum of activity, and Open Project Funding supports: 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 late 2015 we reviewed the funding guidance and application material for Open Project Funding and made adjustments to improve the process and provide further clarity. We continually listen to feedback and aim to improve our application material and guidance regularly. This year we will be launching a simplified process for applications under 5k. Targeted Funding We continue to provide Targeted Funding which addresses specific activities and development needs in a sector, specialism, or geographic area. Examples of Targeted Funds are the Youth Music Initiative, which Creative Scotland runs on behalf of the Scottish Government, and the Place Partnership programme to help strengthen creative development in a local area. 3. Figures may change due to some awards offered not being taken up, or being withdrawn if the activity does not take place We will continue to run our Screen Funding Programme as part of our Targeted Funding. This represents a core component of our work, providing specialist strategic and editorial advice to producers when initiating and developing projects, assisting them package their projects for finance and production and advising on distribution and exhibition. There are two main funds within the programme: Film Funding, which is focused on liveaction and animated feature films, feature documentaries, animated and live action drama television series, has an allocation of 4.2m for the period It funds Markets and Festivals Attendance; Single Project Development Funding; Slate Development Funding; Production Funding; Distribution and Exhibition Funding; and the Scottish Film Talent Network The Production Growth Fund, which has an allocation of 1m for the period and is available to qualifying productions in the form of a non-recoupable grant. Its purpose is to help grow the screen production sector, create employment opportunities for Scottish-based crew, encourage the use of Scottish-based production facilities companies and deliver a direct and significant economic benefit to Scotland. Our Targeted Funds will also address specific activities and development needs including leadership within minority ethnic communities and the strategic developments in Creative Learning. In we will continue to support events that profile Scotland s rich creative talent and promote public engagement with arts and culture. These include events such as Scotland + Venice, WOMEX and support for communities through Awards for All. In all cases, we aim to provide the type of funding that best meets the needs of artists, creative individuals, organisations and creative businesses. Creative Scotland is committed to fair pay for artists. We expect funding applications to reference relevant industry standards on rates of remuneration. We encourage everyone who is in a position to generate better levels of remuneration to do so, in order to ensure that Scotland is a country where artists and creative people can live and work successfully. 16

19 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 everyone s life better in terms of health, well-being and local and national economies. We do this through events, digital communications, showcasing and supporting partner organisations in this work. In we developed and implemented a communications approach to emphasise the value that public funding for the arts, screen and creative industries delivers. We will continue to work hard to communicate why creativity matters with an increased emphasis on social inclusion. By using our digital communication channels such as Explore features and case studies on our website, social media, media communications, events and speeches we will aim to increase the content that demonstrates the value that funding for the arts, screen and creative industries delivers. This will include raising the profile of specific projects, individuals and organisations that we support who deliver work in this context and encouraging common messaging across the sectors we work with. 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. We want 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, develop skills and increase opportunity locally, nationally and internationally. Our development role focuses on supporting excellence, the growth of sustainable creative businesses and place making. There are four pillars of development activity under this broad definition: Strategic/sectoral development: understanding current contexts and defining where we would like to be Working with partners to create the conditions for development, including knowledge-sharing Working with individuals and organisations to debate and problem-solve specific issues Growing resources and new opportunities for funding. Influence 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 our influencing role 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, best-practice guidance and industry intelligence such as our regular research round-up providing a useful overview of recent research and statistical reports which are relevant to the cultural sector in Scotland we aim to help individuals and organisations identify and take opportunities as they arise. 17

20 Towerbank Primary School visit to the Festival Theatre Photo: Phil Wilkinson 18

21 Our Priorities between Under each of our five ambitions we identified priorities to inform our work over the first three years of our 10-year plan. During this year we will evaluate our progress and set refreshed priorities for the next three-year period Excellence and experimentation 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. Access and enjoyment 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, including through digital platforms, and encouraging collaboration. 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 Work in partnership with Local Authorities and others to help communities transform through creativity. Support the development of infrastructure, creative hubs and networks that enhance visibility and value for communities. Encourage socially-engaged practice that stimulates public engagement and value. Leadership and workforce Work with organisations to develop shared leadership across sectors 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 including with higher education. A 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. 19

22 North Lands Creative Glass Photo: Angus Mackay 20

23 Arts, Screen and Creative Industries Priorities over the next 12 Months Arts Creative Scotland supports the arts through our three routes to funding, our advocacy and our role as a development agency and influencer. The arts strategy will lay out our future ambition for the arts in Scotland. It will be based on a resolute understanding of the reach, relevance and the wide-ranging contribution that artists and the arts make to society. It will build on Scotland s huge cultural wealth and creative capacity and set out how we plan to support and work on behalf of Scotland s artists and arts organisations to develop priorities and address challenges. Key areas of focus are: Artists Organisations Leadership and skills development Society, the public and inclusion Our role. We are also carrying out a number of art form specific pieces of work. The Visual Arts Sector Review, which will be completed early in is part of the series of comprehensive art form sector reviews intended to provide an overview and inform and shape our future activities and priorities. Many of the visual arts community took time to engage with survey work to help map the visual arts in Scotland, and the open sessions held in Glasgow, Inverness and Edinburgh, that will help to identify and shape our common goals for the future. Sector Reviews in Dance, Film, Literature and Publishing, Music and Theatre, have already been undertaken and we will continue to respond to their recommendations. As part of a long standing partnership with National Galleries of Scotland and British Council we will be developing plans for Scotland + Venice 2017 to ensure Scotland s visual arts are represented at the Venice Biennale. Following the publication of the Literature and Publishing Sector Review which identified opportunities to work with librarians to increase knowledge and work with Scottish writers and Scottish Literature, we are working with Literature Alliance to develop a series of collaborative knowledge exchange and skill sharing events. We will further develop the partnership with Scottish Libraries Information Council (SLIC) to encourage collaboration between local libraries, book festivals and booksellers to co-promote author events. We will support the development of Dancing Scotland as a network for those involved in participatory dance practice. We will support a delegation of choreographers, producers and programmers to attend Tanzmesse 2016, linking with Arts Council England and the British Council and building on events such as British Dance Edition. We will continue to support international connections from and into Scotland for musicians and promoters through events such as WOMEX, The Great Escape, and Celtic Connections which have generated significant new opportunities for Scotland s artists. We will continue to support Scottish artists in theatre, dance and music to showcase their work to international promoters through Made in Scotland and Momentum at the Edinburgh Festivals. We will conduct an analysis of touring and theatre provision to inform both the arts strategy and touring priorities. This follows on from dialogue with the performing arts sector which has expressed strongly that we need to understand the impact of our new funding streams on touring. 21

24 Screen Since publication of the screen strategy, Creative Scotland on Screen in 2014, we have implemented a series of measures alongside the Scottish Government and other partners, to grow and support Scotland s screen sector. We have introduced almost 5m of new funds for film and TV production, and skills development. In addition, we also invested more than 11m for the year through a combination of our 4m UK National Lottery Film Fund, strategic targeted funding and other funding for exhibition, distribution and audience development, mainly routed through our Regularly Funded Organisations. A new Screen Sector Leadership Group has been established, chaired by John McCormick, to ensure engagement with the sector and enable public bodies to respond to industry needs. The group has identified a number of key priorities, which are to develop a clear and ambitious vision for the sector, increase funding for the sector and ensure a greater focus on training, talent and skills development. We have stated clearly that the development of a sustainable film studio for Scotland is a priority. We strongly believe a major studio facility is essential to drive growth in the sector. We are working with Scottish Enterprise and the Scottish Government to encourage private sector investment to make this happen. Creative Scotland s Screen Commission remains busy taking enquiries from the UK and internationally and we continue to actively promote the currently available space in Scotland, bringing new options to the market. We meet with BBC Senior Management on a regular basis to discuss how we can support the sector and we are working towards completing a partnership agreement between the BBC and Creative Scotland to set out how we will work together to invest financially and creatively in developing an internationally competitive screen sector in Scotland. We are in discussion with BBC Scotland Drama Department about how we can collaborate most effectively on talent development initiatives, especially around new and emerging writers and directors. We are exploring options for creating a scheme, funded by the European Regional Development Fund (ERDF), to support the production of film, television, animation, video games and other forms of digital content on screen in Scotland. We are undertaking a review of the animation sector in Scotland as an action arising from the Scottish Parliament s Economy, Energy and Tourism Committee Report and its recommendations. The animation review will be published by the second quarter of and will inform our work with the sector and activities over the next 12 months. As part of the work undertaken from our screen strategy over the last year, we identified the need to review our monitoring and data gathering procedures on Screen Equalities, Diversity and Inclusion. This was to enable us to better understand issues of underrepresentation across the screen sector in order to address these issues through positive action going forward. Results of the survey (launched in February 2016) will be published later in the year. The Scottish Film Talent Network (SFTN) represents the single biggest resource for new and emerging filmmaking talent in Scotland in the past seven years. The programme receives a combined total of 450k a year from Creative Scotland and the British Film Institute (BFI), and in the past year, has commissioned seven New Talent Shorts Films, with another 13 in development. We are also developing a dedicated screenwriters residency programme to both work with emerging and established screenwriters, and also provide opportunities for writers working in other forms, to develop work for the screen. In partnership with the Scottish Libraries Information Council (SLIC), we are supporting the development of a small number of pilot initiatives to develop creative film learning in libraries in Scotland, in pursuit of Creative Scotland s screen strategy and the national strategy for public libraries in Scotland. We have devolved funds to SLIC to manage the project, which will test key development approaches with a small number of library services among SLIC s members. The National Library of Scotland Moving Image Archive will also be a key partner in this development. Our support for the

25 Film Education programme, led by Scottish Film in partnership with Into Film and the BFI, will continue to develop film and moving image education across Scotland. In February 2016 we published a detailed update on the measures taken in the last 12 months to support the screen sector and achieve the aims and ambitions set out in our screen strategy. We said in the screen strategy we want to work in collaborative ways to grow and strengthen Scotland s screen sector and we ve been encouraging this kind of approach to working and crossing over into other sectors. We are committed to doing everything that we can to work in the best interests of the screen sector in Scotland over the course of and to achieve the aims and ambitions set out in the strategy. Creative Industries In 2015 we appointed a new Director of Creative Industries, a post that is jointly funded in partnership with the Scottish Funding Council. During a new creative industries strategy will form the basis of our work for the creative industries. Four high-level aims have been established which serve to align the work of the creative industries of Scotland with the national economic strategy, with a core purpose of developing sustainable creative businesses: Investing together to grow sustainable creative businesses through collaboration and partnership working Innovating for the wider economy across all areas of business including the public sector Increasing inclusivity; creating opportunity for emergent creative forms and recognising the value of local trading and place-based partnerships Increasing international profile and status; opening pathways to global marketplaces. These aims are shared with Scotland s Creative Industries Partnership (SCIP), which Creative Scotland chairs, and which comprises national public agencies that work together to support the development of the creative industries in Scotland will see the further development of a shared plan for SCIP and the progression of joint working on a range of national projects led by different partners. A partnership agreement was signed with Scottish Enterprise at the beginning of December The purpose is to formalise the framework in which Creative Scotland and Scottish Enterprise work together to create the conditions for a thriving creative industries sector that supports businesses at all stages of their development (from start-up through to international trading). It sets out both organisations roles in delivering success against the four drivers for growth set out in Scotland s Economic Strategy published by the Scottish Government in March The creative industries strategy will make a number of commitments, including working with our partners to help creative businesses find the best route to support and investment, as well as offering support and information on how to access creative and business skills development and stimulating sector development initiatives. We will stimulate innovation in Scotland s creative businesses and work with the Scottish Funding Council to support effective links between the academic world and industry. We will also increase awareness of the impact of creative businesses on education, health, community development and the wider economy. We will work to improve local creative industries activity, working with Local Authorities to stimulate opportunities via local development plans and identifying under-utilised property, skills and resources in support of creative businesses in their locality as well as working to increase diversity in the workforce. We will also help creative businesses access international sources of support and share knowledge on international success stories and our vibrant and internationally recognised creative businesses. 23

26 Connecting Themes Creative Learning We oversee a number of Targeted Funding programmes that are committed to increasing the number of quality opportunities for young people to access artistic and creative experiences. We will continue to lead on delivering these activities, such as the Cashback for Creativity fund, ArtWorks and the Youth Music Initiative. This year will see the completion of the first stage of Time to Shine: Scotland s arts strategy for people aged 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 delivered regional development projects in the Western Isles and the Scottish Borders aligned to the strategic objectives of Time to Shine. Progress and impact of the strategy will be evaluated in order to inform future planning and appropriate funding support, and in November 2016 we will present findings at the Time to Shine conference. This year we will also undertake and publish a Creative Learning Review for the arts and creative sectors. Following the evaluation of the Youth Music Initiative (YMI) and review of delivery last year, we will be working collaboratively with Local Authorities to develop a learning community for this initiative, and implement a new evaluation framework and outcomes-led approach. We will be working in partnership with Education Scotland on the further development and delivery of Creative Learning Networks. In August we will deliver the International Teaching Artists Conference 3 in Edinburgh and continue our leadership of ACEnet, the European network for arts and cultural education. Equalities, Diversity and Inclusion In 2015 we began a wide-ranging review of Equalities, Diversity and Inclusion (EDI), expanding our use of Equalities to indicate that it also refers to diversity of creative practice and participation across the equalities characteristics, and we are clear this also includes socioeconomic deprivation. We believe that there needs to be a fundamental shift in the way we all approach EDI. Diverse arts practice creates new debates and collaborations. The arts, screen and creative industries need to tell stories that reflect the growing diversity of Scotland s demographic today and we need to understand how we can best support an increasingly diverse culture in Scotland, and inform our future priorities. The EDI review began with a detailed look at Creative Scotland s work spanning our policies, procedures and processes. The review was completed in January and will be published early in One of the most important starting points for Creative Scotland is whether or not we meet our legal responsibilities under the Equality Act The review found the organisation is in a good position in this particular aspect based on the documentary evidence and consultation. However compliance is only the foundation, and alone will not realise the organisation s EDI aspirations. A collective understanding that EDI is just as much a core business activity as any other is essential. In implementing this Review, we aim to bring about cultural changes, clearer understanding and more even application of EDI throughout the organisation. Everyone who wishes should be entitled to expect access to work or participate in the arts, screen or creative industries, with fair reward, opportunities for personal development, and a say in how their workplace operates. It means that access to work and progress in the workplace should be on an equitable basis, and people should not be disadvantaged by background or circumstance. We know that if, collectively, we can establish a better working environment, Scotland s creative output will become stronger. The next phase of the EDI review that will be delivered during this year will discuss the issues and barriers we all face in a series of Creative Conversations learning from best practice, and 24

27 challenging our thinking and approaches. We will be sharing EDI content on our website to support artists and organisations to deliver too. All organisations in the Regularly Funded portfolio will have Equalities, Diversity and Inclusion plans in place from April 2016, and we have developed a toolkit to help organisations build a successful, sustainable approach. 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. This year we will review our Equalities Outcomes as required in the Equalities Act 2010, and publish our EDI Mainstreaming report. Investing in staff development is important and developing skills and learning will empower them to bring a change in our EDI work. We will therefore be providing an EDI learning programme to all Creative Scotland staff during this year. 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. Through our Targeted Funding this year we will be focusing on three key areas of work. Firstly we will be seeking ways of identifying and sharing digital innovation. We will be running a series of sessions to promote interdisciplinary thinking and working. This will lead to support for a small number of projects that will guide best practice in creative technology and seek to address the gaps in digital leadership and innovation in the RFO portfolio. and tools for advocacy on behalf of the arts, screen and creative industries. We will complete the next phase of TTS.Digital. Designed to inspire digital creativity in young people, the TTS.Digital phase two projects will complete in November 2016 with developments being showcased at the Time to Shine conference. We will conduct an evaluation of the outcomes and impact of these projects to inform how we develop digital creativity in young people and broader Creative Scotland policy for the future. Environment In 2013 we published our Environment Policy, and through working in partnership with Creative Carbon Scotland we support cultural organisations in Scotland to develop their environmental sustainability, including measurement of their carbon emissions. We will be developing an Environmental Plan during the first half of this year. We collect information on carbon emissions from Regularly Funded Organisations, reporting the aggregated data. We aim to improve the data we hold and our understanding and analysis. A priority for this year will be staff development so that all staff are better informed on the environmental impact of Creative Scotland s activity and the organisations that we fund. We continue to measure and report Creative Scotland s carbon emissions and continue to try and reduce these across all of our activity. We are committed to fulfilling our responsibilities under the Climate Change (Scotland) Act (2009). Subsequent to the Scottish Affairs Committee and the Scottish Parliament EET committee enquiries into the Creative Industries, we will support better understanding of the digital games industry as the first sub-sector focus of our new creative industries strategy. We will also continue to develop our own digital communications channels as platforms for the people and organisations that we support to talk about and promote their work. This includes effective and proactive use of our website and social media channels as sources of information 25

28 Local : Global Place Our Place ambition has the values of local empowerment and geographic distinctiveness at its heart. Place Partnerships, Creative Place Awards and the Youth Arts Hubs are three examples of funding and development programmes which have supported and celebrated creative development in different places led by local partnerships. Since 2011 we have developed 14 Place Partnerships across Scotland of which 12 are currently still in progress. Place Partnership s are designed to encourage and support Local Authorities, other public agencies and the creative community to work together to make significant interventions which address opportunities and issues, and help to strengthen the creative development in their area. We will build on the learning from this programme and develop a further partnership this year. Through place working we engage more deeply with local partners over time to build and maintain a good working knowledge of Local Authority areas and their creative communities. International 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. We will publish an international strategy in early and it will outline an approach to working with partners, and the organisations and individuals that we fund, to establish a clear sense of impactful collaboration with and across the sectors we serve. It will identify the areas in which Creative Scotland can play a central leadership role, using its overview of the cultural landscape and potential to develop opportunity through joint endeavour. Four core themes frame how this will be developed: Export Scotland s creative businesses maximise the potential of international markets. Excellent, high-quality work created in Scotland is widely promoted and enjoyed, and effective partnership working enables new international opportunities and markets to emerge Cultural exchange - Artists and creative practitioners have opportunities to deepen their practice through international dialogue, exchange and collaboration, broadening knowledge, insight, and innovation Cultural diplomacy Strengthen international relationships promoting Scotland as an important global centre for the arts, screen, and creative industries with a richly diverse culture that has strong traditional roots and an appetite for experimentation and innovation. Culture is proven to attract collaboration and strengthen political, economic, social, and creative relationships across countries. At a national level, linking into government focus territories; ministerial visits; cultural, economic and tourism initiatives. At a regional and city level, linking with local creative networks; civic twinning/partner city initiatives; and visiting international delegations. Creative Scotland supports a breadth of festivals in Scotland through both our Regular and Open Project Funding, such as Celtic Connections, Glasgow International, Edinburgh International Film Festival, sound, and the Heb Celt Festival, embracing high quality international experiences and creating long-term benefits for artists, communities and local economies. These festivals attract artists, audiences, and media from every continent, offering opportunities for cultural exchange and tourism across all of Scotland. We work in collaboration with VisitScotland, Local Authorities and Scotland s other public bodies to support cultural events profiling Scotland s contemporary and traditional culture such as the Glasgow 2014 cultural programme, 2016 Year of Innovation, Architecture and Design, and in 2017 the Year of History, Heritage and Archaeology. Import Scotland s communities and local economies experience the benefits of embracing high-quality international experiences 26

29 This year we aim to further develop and embed place working in line with the values and best practice of community planning. We will continue to develop the geographic responsibilities of our staff, working with key partners and creative organisations across local areas to understand and support local partnerships and development needs. We are currently delivering 30m of planned capital investment that will continue during Over this year we will complete a review of the Large Capital programme to inform any future capital investment priorities. Sector Development Bodies 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 Arts and Business Scotland, acting as a conduit between the cultural and business sectors to help nurture creative, social and commercial relationships The Cultural Enterprise Office, Scotland s specialist business development service for creative and cultural practitioners and microbusinesses 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. Communications 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 will be a clear Communications Plan for the year, with planned activity to support the broader work of Creative Scotland and the arts screen and creative industries. The aim of this communications activity will be to inform, influence and inspire as many people as possible about the arts, screen and creative industries in Scotland and their value and relevance to everyone. We will aim to communicate clearly and effectively with the people and organisations working in the arts, screen and creative industries; with partner organisations; with Government; with the broader public and with the media. Specific use of digital communications as part of our overall Communications Plan for , will help to promote and celebrate the work of the arts screen and creative industries to as large an audience as possible via our website and growing social media channels. We work with the artists, creative practitioners and cultural organisations that we support to complement their own communications and to help raise the profile of their work and the benefits this work delivers to the people of Scotland. This will include active and daily use of social media to share the work of the arts, screen and creative industries as widely as possible; case studies and features, developed in partnership with artists and creative organisations, published on a regular basis on our website; media and news releases; and a year-long events programme. The purpose of this communications work is to advocate on behalf of the individuals and organisations that we support and to focus on raising awareness of the strength and breadth of Scotland s arts, screen and creative industries and the value that public funding delivers to the economy, people and communities. We will measure the effectiveness of our communications activity through regular research with our audiences and report on this as part of our Annual Review. 27

30 Key activities for Activity Timeline Publish creative industries strategy Quarter 1 Publish visual arts sector review Quarter 1 Publish arts strategy Quarter 1 Complete an analysis of touring and theatre provision Quarter 1 Animation sector review Quarter 1 Creative learning review Quarters 1-2 Complete current programme of Time to Shine activities Quarters 1-3 Complete international strategy Quarter 2 Develop our environmental plan Quarter 2 Review and open the process for Under 5k applications to Open Project Funding Quarter 2 Review implementation of the People Strategy and develop next phase Quarter 2 Review and revise three-year priorities for the period Quarter 3 Open applications for the next round of Regular Funding Quarter 3 Refresh Creative Scotland Locations website Quarter 3 Develop framework for public engagement Quarter 3 Continue to deliver the screen strategy Deliver creative industries strategy Deliver arts strategy Continue the artistic and creative review framework Review Large Capital programme Complete phases 2 and 3 of our equalities, diversity & inclusion review Improve environmental data collection and analysis Deliver communications plan, including continued development of Creativity Matters communications activity Monitor and support the programmes of activity delivered by our Regularly Funded Organisations Continue to deliver and monitor Open Project Funding Deliver ICT business plan Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing 28

31 Sistema Scotland Photo: Marc Marnie 29

32 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. 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. 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 partnership and collaboration, bringing public, third and private sector partners together with communities to deliver shared outcomes that really matter to people. In 2013 we introduced a new grant management IT system that allows us to track and manage applications and awards more effectively. In we began developing an ICT business plan for Creative Scotland. We will continue to develop and implement the ICT plan this year starting with the implementation of SWAN (Scottish Wide Area Network) to provide high quality data connectivity for both of our office sites and a foundation for the next stage of ICT renewal. 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. We will also be strengthening the information we collect on the work we fund, including improving data collection and analysis 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 as well as those who support and fund them. Last year we published 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. 30

33 It is people, their knowledge, and the quality of their relationships that makes us a successful organisation. Our People Strategy enables 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. We completed our first two-year People Strategy which had eight core priorities: Refresh our staff structure Training and skills development Developing leadership and management capability Effective people management Employee well-being Effective internal communication An estates strategy Our employee well-being group has delivered a suite of activities providing information and learning on a variety of matters including mental health awareness, stress management, healthy eating, back care and general wellbeing. As a result of this excellent work we have been awarded the NHS Healthy Working Lives Bronze Award and will continue to work towards achieving the Silver Award in We conducted our first employee engagement survey which achieved an excellent response rate of 90% from staff. From the outputs of the survey four key themes were identified and staff groups are working closely with management to develop and implement action plans for improvement. In the first part of this year we will be moving our offices in Glasgow to The Lighthouse. Our Office Services and ICT teams will oversee effective project delivery including the logistics for the move to new premises and overseeing fit-out works and contracting of services. Effective systems and processes. This year we will review the implementation of the People Strategy and develop our approach for the next two years ensuring that we fully embed the outputs of the current strategy. During we moved 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 Alongside the new PDR process staff training was provided which included relationship building and line management training both supported by handbooks and a variety of specialist learning and development. This year we will also be launching 360 degree reviews to support staff development, implementing refreshed job descriptions to provide clarity of role purpose and will continue to deliver organisation-wide learning and development interventions, including equalities, diversity and inclusion training, to enable the effective delivery of core business priorities. 31

34 44 Stories by Drew Makes Theatre Photo: James Wilson 32

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36 Our Policies Equalities, Diversity and Inclusion Equalities, Diversity and Inclusion is about supporting a diverse culture across Scotland and we aim to put EDI 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, diversity and inclusion are essential to delivering quality. 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 review and publish our Equalities Outcomes regularly as required by the Equalities Act We also publish an update on our work on Mainstreaming Equalities, reporting on progress for equality groups and people from less advantaged backgrounds. Environment 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. 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. 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. 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 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 support Gaelic in our funding of the arts, screen and creative industries in Scotland. Our engagement with Gaelic language and Gaelic culture is already extensive but we also recognise that we could be doing more. 34

37 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-art form centres such as An Lanntair in Stornoway and organisations like Traditional Arts and Culture (TRACS) in Edinburgh. 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 Policy 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. 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). 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 has been supported by the appointment of the first Scots Scriever in September A joint initiative with the National Library of Scotland, the project involved the appointment of Hamish Macdonald to a residency 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. 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. 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. 35

38 Island Drift, NVA Photo: Alan McAteer 36

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40 Gorbals Brass Band rehersal Photo: Alan McAteer 38

41 Summary Budget April 2016 March 2017 Income GIA ( ) Lottery ( ) Total ( ) Scottish Government Grant in Aid (GIA) funding 32,212,000 32,212,000 Scottish Government restricted funds (for specific purpose) 12,033,182 12,033,182 UK National Lottery income 32,485,000 32,485,000 Funds from project partners 70, , ,927 Total Income 44,315,870 32,738,239 77,054,109 April 2016 March 2017 Expenditure GIA ( ) Lottery ( ) Total ( ) Regular Funding 26,846,972 5,819,128 32,666,100 Open Project Fund 82,050 10,917,950 11,000,000 Targeted Funding 11,987,072 11,191,700 23,178,772 Capital (previous awards) 537,000 2,600,000 3,137,000 Total Grants 39,453,094 30,528,778 69,981,872 Operating costs 4,566,777 2,841,678 7,408,455 Capital 296, ,000 Total Committed Expenditure 44,315,871 33,370,456 77,686,327 April 2016 March 2017 Creative Scotland Operating Costs 39 GIA ( ) Lottery ( ) Total ( ) Staff 2,965,977 1,901,318 4,867,295 Property and office costs 486, , ,000 External relations, marketing, research and locations 454, , ,000 Depreciation legal and professional fees 443,700 96, ,660 ICT 144,500 53, ,500 Other 72, , ,000 Total Operating Costs 4,566,777 2,841,678 7,408,455 We monitor our operating costs as a percentage of expenditure. These are projected to be 7.5m in , 8.5% of total expenditure. Lottery expenditure is budgeted to exceed income by 642,217 due to the planned commitment to capital projects where the cash outflow will occur in future financial years.

42 Creative Scotland April 2016 March 2017 Regularly Funded Organisations GIA ( ) Lottery ( ) Total ( ) Aberdeen Performing Arts 333, ,000 An Lanntair Limited 388, ,334 Arika Heavy Industries 200, ,000 Atlas Arts 150, ,000 Ayr Gaiety 75,000 75,000 Barrowland Ballet 140, ,000 The Beacon 200, ,000 Birds of Paradise Theatre Company 150, ,000 Catherine Wheels Theatre Company 213, ,750 Celtic Connections 183, ,333 Centre for Contemporary Arts 625, ,000 Centre for the Moving Image 1,067,000 1,067,000 Citizens Theatre 1,111,000 1,111,000 Citymoves Dance Agency 100, ,000 Collective Gallery 285, ,000 Comar 416, ,666 The Common Guild 185, ,000 Conflux Scotland 145, ,000 Cove Park 133, ,332 Craft Scotland 325, ,300 Cryptic 250, ,000 Cumbernauld Theatre 246, ,667 Curious Seed 113, ,832 Dance Base 408, ,333 Dance House 80,000 80,000 Deveron Arts 110, ,000 Dovecot Foundation 100, ,000 Drake Music Scotland 116, ,000 Dundee Contemporary Arts 666, ,000 Dundee Repertory Theatre 1,085,150 1,085,150 Dunedin Consort 100, ,000 Eden Court 700, ,000 Edinburgh Art Festival 100, ,000 Edinburgh Festival Fringe Society 70,000 70,000 Edinburgh International Book Festival 278, ,667 Edinburgh International Festival 2,317,000 2,317,000 Edinburgh Printmakers 160, ,000 Edinburgh Sculpture Workshop 233, ,333 Edinburgh World City of Literature 95,000 95,000 Enterprise Music Scotland 225, ,000 Fèis Rois 220, ,000 Fèisean nan Gàidheal 466, ,666 Festival and King s Theatre 105, ,000 Fife Contemporary Art And Craft 105, ,723 Fire Exit 175, ,000 Fruitmarket Gallery 629, ,600 40

43 Creative Scotland April 2016 March 2017 Regularly Funded Organisations GIA ( ) Lottery ( ) Total ( ) The Gaelic Books Council 207, ,000 Glasgow Film Theatre 634, ,000 Glasgow International 90,000 90,000 Glasgow Lunchtime Theatres 150, ,000 Glasgow Print Studios 160, ,000 Glasgow Sculpture Studios 166, ,332 Glasgow Women s Library 98,138 98,138 Grid Iron Theatre Company 220, ,000 Hands Up for Trad 133, ,332 Hebrides Ensemble 183, ,333 Highland Print Studio 100, ,000 Horsecross Arts 333, ,200 Hospitalfield Arts 100, ,000 Imaginate 365, ,000 Indepen-dance 100, ,000 Janice Parker Projects 110, ,975 Luminate 100, ,000 Lung Ha's Theatre Company 146, ,775 MacRobert Arts Centre 409, ,000 Mischief La-Bas 205, ,000 Moniack Mhor 116, ,333 The National Piping Centre 150, ,000 National Youth Choir of Scotland 200, ,000 National Youth Orchestras of Scotland 216, ,667 North East Arts Touring 83,333 83,333 North Lands Creative Glass 184, ,000 NVA (Europe) 150, ,000 Paragon Ensemble 110, ,000 Peacock Visual Arts 268, ,000 Pier Arts Centre 266, ,667 Pitlochry Festival Theatre 425, ,000 Plan B Collaborative Theatre 246, ,667 Platform Glasgow East Arts Company 110, ,000 Playwrights Studio Scotland 191, ,928 Project Ability 143, ,333 Publishing Scotland 280, ,000 Puppet Animation Scotland 183, ,665 Rapture Theatre 125, ,000 Red Note Ensemble 215, ,000 Regional Screen Scotland 200, ,678 Royal Lyceum Theatre Company 900, ,000 Scottish Book Trust 859, ,930 Scottish Dance Theatre 896, ,520 Scottish Ensemble 333, ,333 Scottish Film Limited (Film Hub Scotland) 66,440 66,440 Scottish Music Centre 190, ,000 Scottish National Jazz Orchestra 229, ,850 41

44 Creative Scotland April 2016 March 2017 Regularly Funded Organisations GIA ( ) Lottery ( ) Total ( ) Scottish Poetry Library 316, ,666 Scottish Sculpture Workshop 195, ,000 Shetland Arts Development Agency 250, ,000 Solar Bear 200, ,000 St Magnus International Festival 166, ,667 Stellar Quines 144, ,000 The Stove Network 50,000 50,000 Street Level Photoworks 147, ,000 Taigh Chearsabhagh Trust 102, ,000 Timespan Helmsdale Heritage and Arts Society 92,811 92,811 The Touring Network 120, ,000 Traditional Arts and Culture Scotland (TRACS) 429, ,000 Transmission Gallery 70,000 70,000 Tramway 345, ,000 Travelling Gallery 153, ,333 Traverse Theatre 812, ,675 Tron Theatre 807, ,000 Vanishing Point Theatre Company 270, ,000 Visible Fictions 220, ,000 Voluntary Arts Scotland 100, ,000 Wigtown Festival Company 75,500 75,500 Woodend Arts 133, ,000 The Work Room 110, ,000 Y-Dance Scottish Youth Dance 183, ,333 Youth Theatre Arts Scotland 135, ,000 Total 26,846,972 5,819,128 32,666,100 42

45 Voluntary Arts Scotland Photo: courtesy of Voluntary Arts Scotland xx Photo: xx 43

46 Creative Scotland April 2016 March 2017 Targeted Funds GIA ( ) Lottery ( ) Total ( ) Arts Youth Music Initiative* + 7,518,182 7,518,182 Cashback for Creativity* 800, ,000 Time to Shine - National Youth Performing Arts 250, ,000 Companies Sistema* 415, ,000 Book Week Scotland 200, ,000 Gavin Wallace Fellowship 25,000 25,000 Artists Rooms 55,000 55,000 Cross-Border Touring 175, ,000 Arts Strategy 250, ,000 Own Art 55,000 55,000 TASGADH - Trad Arts Devolved Fund 35,000 35,000 Momentum 85,000 85,000 SCAN 70,000 70,000 Organisation Development Support 200, ,000 WW1 Commemoration* 50,000 50,000 Screen Film Funding 4,200,000 4,200,000 Production Growth Fund 1,000,000 1,000,000 Screen Strategy 622, ,000 Film Education 500, ,000 Media Antenna/Creative Europe 100, ,890 Creative Industries Creative Industries Strategic Development 500, , ,500 Creative Learning Artworks Scotland 50,000 50,000 Creative Learning Plan 150, ,000 Creative Learning Strategic Development 86,200 86,200 International International Partnerships and Showcases 321, ,000 Scotland + Venice 185, ,000 Literature Translation Fund 25,000 25,000 Languages Gaelic Development 90,000 90,000 Equality, Diversity and Inclusion Unlimited 75,000 75,000 Equalities/BAME Leadership 150, ,000 New Scots/Refugees 10,000 10,000 Place Place Partnerships 200, ,000 Devolved Visual Arts and Crafts Awards 165, ,000 44

47 Creative Scotland April 2016 March 2017 Targeted Funds GIA ( ) Lottery ( ) Total ( ) Sector Organisations Federation of Scottish Theatres 210, ,000 Cultural Enterprise Office 163,000* 337, ,000 Arts and Business Scotland 300,000* 200, ,000 Culture Republic 350, ,000 Creative Carbon Scotland 150, ,000 Other Expo Fund* 1,800,000 1,800,000 Festivals Edinburgh* 200, ,000 Creative Scotland Conference , ,000 Strategic fund for Excellence 300, , ,000 Awards for All 555, ,000 Prior year grant adjustments -410, , ,000 Total Targeted Funds 11,987,072 11,191,700 23,178,772 * Scottish Government restricted funds for particular purposes + Due to a change in accounting treatment from 1 April 2016 the budget for Youth Music Initiative ( 7.5m) now reflects the level of funding required for the activity taking place in that school year, with the balance ( 2.5m) taking place in (subject to budget resources). The overall total budget is 10m for the school year

48 Curious Seed Photo: Maria Falconer 46

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50 Drake Music Scotland Digital Ensemble musician Stephanie Forrest Photo: Ian Watson 48

51 Planning and Performance Management 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, internal and external data. Creative Scotland s performance against its strategic objectives will be reported through an annual review of performance published in December following each financial year. The annual review 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 and its contribution to an economy of inclusive growth. 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. 49

52 Performing against Our Ambitions Our 10-year ambition: Excellence and experimentation across the arts, screen and creative industries is recognised and valued This year we will: 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 highquality work across Scotland through our Open Project Funding Implement a framework for artistic and creative review that supports organisations and Creative Scotland to consider the artistic and creative quality of their work Publish our arts strategy drawing on the suite of completed sector reviews Publish and deliver the creative industries strategy with a focus on supporting sustainable creative businesses. 50

53 Outcome Performance Indicator Measure Source More diverse high quality artistic and creative work is produced and developed across Scotland 1.1 Maintain the 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 Extend the breadth of artistic and creative work by individuals and organisations supported through Creative Scotland Targeted and Open Project Funding The range and type of work by organisations and individual practitioners in receipt of Creative Scotland Targeted and Open Project Funding and value of funding by core activity, primary art form and geographic location Creative Scotland funding operations data 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 51

54 2 Our 10-year ambition: Everyone can access and enjoy artistic and creative experiences This year we will: Ensure that through our Regular and Open Project 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 Through the national 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, to help artists and organisations better understand their audiences and the potential barriers to engagement and participation. 52

55 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 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 Scottish Household Survey Annual Report 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 digital exhibition, distribution and 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 and distribution across Scotland The count and value of Creative Scotland funded activities with a focus on distribution, touring and festivals Creative Scotland funding operations data broken down by post code, art form and areas of deprivation 2.5 Extend the diversity and reach of organisations and individuals supported through Creative Scotland funding The range and type of work by organisations and individual practitioners in receipt of Creative Scotland Targeted and Open Project Funding and value of funding by core activity, primary art form and geographic location 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 53

56 3 Our 10-year ambition: 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, 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 and more focused place working through geographic roles Recognise and develop the value of local trading and place-based partnerships as a vital element of the creative industries Share examples of cultural regeneration across Scotland Allocate staff resources to provide an overview and advice on designated localities. 54

57 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 range of partnership income leveraged through Creative Scotland funding across Scotland Value and range of partnership funding secured through Creative Scotland funding across Scotland broken out by Local Authority areas Creative Scotland funding operations data 3.3 Improved 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 Improved public perception of the 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 Creative Scotland omnibus survey * Creative Scotland is one of a number of partners that contribute to cultural engagement in Scotland 55

58 4 Our 10-year ambition: 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, skills and business development within the arts, screen and creative industries Develop a Shared Partnership Plan with Scotland s Creative Industries Partnership (SCIP) to establish how the wider public sector can most effectively deliver against the aims of our creative industries strategy Support organisations and activity offering talent and skills development opportunities for artists and creative practitioners through our Regular and Open Project Funding. 56

59 Outcome Performance Indicator Measure Source Leaders across the sectors are more confident, knowledgeable and connected, and developing more sustainable business models 4.1 Maintain the breadth of organisations taking a leadership role in their sector and/or locality 4.2 Increase in the number of professional development opportunities through Creative Scotland funding The count of organisations in receipt of Creative Scotland Regular Funding that provide a leadership role in their sector or locality 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 including funding agreements Creative Scotland funding operations data, annual returns and end of project monitoring 4.3 Improve youth employment opportunities in Creative Scotland funded organisations The count of young people employed by Creative Scotland funded organisations through youth employment initiatives and type of employment 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 Organisations, including earned income and voluntary giving Creative Scotland funding operations data and annual returns 57

60 5 Our 10-year ambition: Scotland is a distinctive creative nation connected to the world This year we will: Support artists, creative practitioners, businesses and organisations to engage with international artists and creative practices and opportunities 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 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, creative businesses and individuals to attend international business-tobusiness showcases, international touring and events. 58

61 Outcome Performance Indicator Measure Source More of Scotland s artists and creative people are engaging with international artists and creative practice 5.1 Improve the quality and impact 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 approximately 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 6 59

62 Creative Scotland Operational Performance This year we will: Maintain our Quality Service Standard Framework that outlines the level of service people can expect from us as a public body and developing performance measures for future years Continue to develop and deliver our ICT strategy Develop a more structured approach to managing our relationships with the people and organisations we fund Review the first two years of our People Strategy and develop our plans for the next two years Continue our EDI Review to better define 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. 60

63 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 Creative Scotland omnibus survey 6.2 Maintain stakeholder satisfaction with Creative Scotland website % of surveyed funding applicants reporting all aspects of website as good or excellent Creative Scotland stakeholder survey 6.3 Minimum of 90% of funding applications processed within published time frame % of applications processed within agreed time frame Creative Scotland operational funding data 6.4 Minimum of 90% of initial payments to successful funding applicants made within published time frame % of initial award payments made within 10 working days of exchange of contracts Creative Scotland operational finance data 6.5 Minimum of 90% of invoices paid within published time frame % of valid invoices paid within 10 working days Creative Scotland operational finance data 6.6 Increase the range of funding for the arts, screen and creative industries leveraged through Creative Scotland strategic partnerships Value and source 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 6.7 Maintain high level of public satisfaction and resolution levels of enquiries % of satisfaction with enquiries service Creative Scotland omnibus data 6.8 Improve level of staff engagement and satisfaction % of staff agreeing that Creative Scotland is a good place to work Staff survey 61

64 Hebridean Celtic Festival Photo: Leila Angus 62

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66 Delivering National Outcomes Creative Scotland is an executive Non- Departmental 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: 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 10 years. Creative Scotland will monitor our performance against seven National Outcomes, as follows. National Outcomes 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. NO4 Our young people are successful learners, confident individuals, effective contributors and responsible citizens. NO7 We have tackled the significant inequalities in Scottish society. NO13 We take pride in a strong, fair and inclusive national identity. 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, and Health and Well-being. 64

67 55 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 Increase Cultural Engagement Improve Scotland s Reputation Measures in support Cultural participation and attendance through the Scottish Household Survey 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 We need to report our audited accounts for both Grant in Aid and UK National 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 We are committed to assisting those we fund, and our partners, in improving performance on environmental sustainability. 65

68 Alignment of Creative Scotland s Strategic Objectives to National Outcomes Scottish Government National Outcomes 1 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 Places and quality of life are transformed through imagination, ambition and an understanding of the potential of creativity 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 people s needs

69 Ideas are brought to life by a diverse, skilled and connected leadership and workforce Scotland is a distinctive creative nation connected to the world 67

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71 The Gadfly Project, Dance House Glasgow Photo: Ian Watson 69