Creative Scotland Annual Plan 2014-15

Creative Scotland Annual Plan 2014-15

Š 2014 Creative Scotland No part of this publication may be reproduced in any format without prior written permission of Creative Scotland.

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Cover: Artists Will Barras and Amy Winstanley painting a Rural Mural at Stranraer Harbour, part of Spring Fling.

Photo: Colin Hattersley

Contents 5

Introduction

13

Funding, Advocacy, Development and Influencing

15

Our Priorities Over the Next 3 Years

16

Our Priorities Over the Next 12 Months

20

Being a Learning Organisation

24

Our Current Policies

29

Summary Budget 2014-15

37

Planning and Performance

38

Performing Against Our Ambitions 2014-15

52

Delivering National Outcomes

1

Artist Alison Watt and Master Weaver Naomi Robertson, Butterfly tapestry, cutting off ceremony.

Photo: courtesy of Dovecot Studios

2

3

Honeyblood at The Great Escape.

Photo: Euan Robertson

4

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

Creative Scotland is the national body which supports the development of arts, screen and creative industries across all parts of Scotland.

Each aspect of art and culture is unique but there are many areas of overlap and connection.

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

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

We do this through four key functions: • • • •

Funding

Advocacy Development Influencing.

We also want to be able to take advantage of opportunities for cross-sector collaboration.

Our role requires us to operate intelligently at the intersection between the arts, screen and creative industries, promoting and brokering connections, and encouraging and championing excellent practice as widely as possible.

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

At its heart is a set of ambitions and priorities that provides a focus for our work and reflects what we want to achieve, in collaboration with people and organisations. These priorities will inform our work, funding guidelines, and decisions, as well as our own development plan over the period 20142017.

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

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

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Our role

Arts: We support individuals and organisations working in the arts across all areas of practice including dance, literature, music, theatre, visual arts and cross-disciplinary practice. We work in partnership with Government, local authorities and the wider public, private and voluntary sectors to deliver this support.

Creative Scotland’s remit across the arts, screen and creative industries creates the opportunities for us to: • Act as a conduit for cross-sector connection and learning

Screen: We support film and TV production and cross-platform media and we also promote international filmmaking in Scotland. We work in partnership with organisations such as the BBC and the BFI. We are developing a strategy for film sector development in Scotland in consultation with the film sector and with Government.

• Understand the wider cultural system and economy, identifying where to act in order to strengthen it • Position the work that we fund at the heart of creative, artistic, cultural, social and economic development, stimulating future growth in public investment in arts and culture

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

• Help develop and diversify income streams, maximising opportunities from intellectual property and stimulating collaboration between commercial creative companies, artists and creative practitioners.

6

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

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

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

Creative learning We are committed to increasing the quantity and quality of opportunity for people of all ages to learn through engagement with the arts, screen and creative industries. We will also encourage organisations, including ourselves, to be responsive, adaptive and continually learn Equalities and diversity We are committed to putting equalities and diversity at the heart of all our activity, enabling people from different backgrounds, from diverse communities and of all ages to access increased opportunity through access to the arts and culture Digital As new digital channels continue to emerge we are committed to supporting the arts and creative sectors to fully utilise all the benefits that new digital tools can bring Environment We are committed to operating in an environmentally sustainable manner and will work to ensure that the individuals and organisations that we support do the same.

8

We value:

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

9

10

A collaborative project between Issey Miyake and artist Callum Innes, supported by the Ingleby Gallery (Edinburgh Art Festival).

Created/Curated by the Edinburgh International Fashion Festival

11

A Forest of Glass – Madeline Mackay.

Photo: David Moss – courtesy of North Lands Glass

12

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

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.

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

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

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

Influencing: As an organisation which holds an overview of the arts, screen and creative industries, we can use our knowledge and expertise to help others to work more strategically, regardless of whether we are directly involved or not. We will develop an evidencebased influencing role drawing on analysis of data on the work that we fund, as well as primary and secondary research. By providing policy briefings, industry intelligence and best practice guidance we aim to help individuals and organisations identify and take opportunities as they arise.

• Funding individuals and organisations to deliver time-limited projects including practice development • A number of targeted programmes focused on delivering shared strategic goals with partners.

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

For a fuller breakdown of our income and expenditure for 2014/15 go to page 27.

Advocacy: We work with others to raise the profile of the arts, screen and creative industries in Scotland, helping to promote their excellence at home and abroad to a range of audiences. This includes championing the work of individuals and organisations across Scotland. It also means raising awareness of the value of artistic and creative activity and its role in making everyone’s life better in terms of health, wellbeing and local and national economies.

13

Fidelio, by multimedia artist Gary Hill at the Edinburgh International Festival.

Photo: Bertrand Stofleth

14

Our Priorities Over the Next 3 Years Places and quality of life are transformed through imagination, ambition and an understanding of the potential of creativity

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

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

• 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.

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

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

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

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

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

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

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

• Support the development of sustainable business models.

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

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

Scotland is a distinctive creative nation connected to the world

Everyone can access and enjoy artistic and creative experiences

• Deepen artistic and creative practice through international dialogue and exchange.

• Ensure that everyone can engage with the work we fund, whoever or wherever they are.

• Support international touring and showcasing in Scotland to engage audiences and promote cultural understanding.

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

• Support creative organisations and practitioners to access and develop relevant global markets.

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

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Our Priorities Over the Next 12 Months Our work this year builds on 2013-14 activity.

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

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

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

In 2013-14 we started to respond to the recommendations from Sector Reviews in Theatre, Dance and Music. Sector Reviews for the Visual Arts and Literature will progress this year.

The learning from all of these reviews has fed into Unlocking Potential, Embracing Ambition and will inform the development of our Arts Strategy which we will begin by the end of this year.

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

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

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

Our support for the Creative Industries is being developed through our leadership role in Scotland’s Creative Industries Partnership (SCIP).

We will work with partners to publish a draft Creative Industries Strategy by December 2014.

This will be based on evidence from a major mapping study of the Creative Industries.

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

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

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From October onwards we will provide open project funding grants between £1,000 and £100,000 (or by exception up to £150,000 through prior agreement with us) for a wide variety of projects up to a maximum of two years in length, with defined start and end dates, and a set of specific objectives to be achieved in that time.

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

In 2014 we will be developing a new national digital platform to showcase and connect young people engaged in youth arts activity.

We will establish a National Youth Arts Advisory Group and continue the successful internship programme creating more employment opportunities for young people.

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

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

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

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

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

Our major Capital Programme has previously supported the development of a significant number of projects, which will progress this year.

However during 2014-15 we are re-balancing our focus between revenue and capital spend and therefore will not be running a new major Capital Programme this year. We will subsequently review our approach to capital in future years.

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

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

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

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

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

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

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

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

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

Activity

Commence

Literature Sector Review

1st Quarter

Launch new regular funding programme

1st Quarter

Publish draft Film Strategy for consultation

1st Quarter

Visual Arts Sector Review

2nd Quarter

Develop Framework for Artistic Assessment

2nd Quarter

Develop Quality Service Standard Framework

2nd Quarter

Develop International Strategy

2nd Quarter

Develop and deliver Environmental Policy

2nd Quarter

Launch new Open Project funding

End of 2nd Quarter

Publish draft Creative Industries Strategy for consultation

3rd Quarter

Develop Equalities Review

3rd Quarter

Develop Scots Language policy

3rd Quarter

Announce portfolio of Regular Funded Organisations for 2015-2018

3rd Quarter

Develop Arts Strategy

4th Quarter

Develop and deliver People Strategy

Ongoing

Continue delivery of our Gaelic Language Plan

Ongoing

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Katha Indian dance project for older people and people with dementia from Dance Ihayami.

Photo: Peter Dibdin

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

impact. We will be strengthening the feedback on funded work, using it more effectively to inform our work, and sharing information, research and evaluations.

Last year we implemented a new grant management IT system, enabling us to track and manage applications and awards more effectively.

Phase One is now complete and we will start Phase Two this year. It will provide a direct online application process, and allow us to monitor and report more effectively on supported projects.

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

We will develop a Quality Service Standard Framework for ourselves which will be published on our website, so that everyone knows the level of service they should expect from us as a public body, and we will hold ourselves accountable for delivering the highest standards of service.

We have made a lot of progress on our Action Plan for Change over the past year. In April we published a shared vision for the next ten years that was shaped by over 1,000 people, through our programme of Open Sessions, an external reference group, and direct discussion.

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

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

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

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

It is people, their knowledge and expertise, and the quality of their relationships which will help make us a successful organisation. Our People Strategy will enable the achievement of our strategic and operational plans, aligning our structures and processes with our ambitions and values. It will support the delivery of our work and create a place where people can work and flourish within a culture of trust and mutual respect. An annual staff survey will give us direct feedback and tell us about the progress we are making.

We will be publishing our first Annual Report on our performance in the autumn of 2014. This will show how and where we have spent our funding.

It will report on how we have developed as an organisation and how we have progressed the commitments made in the 2013-14 Annual Plan.

This year’s Annual Plan sets out how we will start to achieve the long-term ambitions and priorities set out in Unlocking Potential, Embracing Ambition and how we will start to measure their

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The People Strategy focuses on four key areas: • • • •

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:

Culture People and relationships Organisational structure Systems and processes.

• 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.

We will be reviewing our operational structure so that people with the right skills and knowledge are focused on supporting their specialist areas.

Ultimately this will improve people’s experience both internally and externally, improve our performance, and assist with the delivery of our strategic priorities.

• Performance – To demonstrate a sharp focus on continuous improvement of the national outcomes, applying reliable improvement methods to ensure that services are consistently well designed based on the best evidence and are delivered by the right people, to the right people, at the right time.

• People – We need to unlock the full creativity and potential of people at all levels of public service, empowering them to work together in innovative ways. We need to help create ways for people and communities to co-produce services around their skills and networks.

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

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National Youth Choir of Scotland – National Girls Choir (pictured at Perth Concert Hall).

Photo: Drew Farrell

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Our Current Policies Gaelic Language Plan

Equalities

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

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

All communities and age groups can find significant life opportunities and increased wellbeing through their engagement with arts and culture. We will continue to ensure that people with protected characteristics covered by legislation have opportunities for support.

Significant progress has been achieved in some areas, such as arts and disability, which is increasingly part of mainstream activity. However, we recognise that we need to respond better to Black, Asian and Minority Ethnic communities and will have direct discussions to plan a way forward, informed by our equalities review.

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

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

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

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

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

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

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

The Scottish Government has a target of cutting CO2 emissions by 42% by 2020 and it encourages all public bodies to set their own targets to help achieve this national aim.

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

The environmental challenges facing all sectors are exceptionally diverse and complex, reflecting the wide spectrum of activities undertaken. These may range from the management of energy use in arts venues to the environmental impacts of international audiences or one-off, unique productions.

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

We will continue to support and encourage such developments as: • Striving to operate in an environmentally sustainable manner through our environmental policy and management plan • Working with partners to encourage environmentally sustainable practice in individuals and organisations across the cultural sectors and amongst audiences and the broader public • Reporting on our contribution to carbon reduction and how we operate in an environmentally sustainable manner • Supporting organisations that we fund to adopt sustainable behaviours, and to report on their contribution to reducing carbon emissions.

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Some of the moments we haven’t forgotten

by Christine Devaney for Indepen-dance 4.

Photo: Brian Hartley.

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27

Yann Seznec performing in Perseid Nocturne at Mills Observatory, part of Blue Skies Festival. Led by Dundee Contemporary Arts, Blue Skies Festival brings together cultural agencies from across Dundee to present free events for all ages.

Photo: Alan Richardson

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Summary Budget 2014-15 April 2014 – March 2015 Income GIA (£)

Lottery (£)

Total (£)

Scottish Government ‘Grant in Aid’ funding

33,412,000

-

33,412,000

Scottish Government restricted funds (for specific purpose)

19,633,000

-

19,633,000

-

34,861,000

34,861,000

246,698

-

246,698

53,291,698

34,861,000

88,152,698

GIA (£)

Lottery (£)

Total (£)

18,734,703

-

18,734,703

7,489,638

-

7,489,638

-

4,844,350

4,844,350

300,000

6,064,000

6,364,000

310,000

2,790,000

3,100,000

20,325,753

9,375,000

29,700,753

1,500,000

13,120,000

14,620,000

48,660,094

36,193,350

84,853,444

4,631,208

2,941,653

7,572,861

53,291,302

39,135,003

92,426,305

UK Lottery income

*

Funds from project partners Total Income * Based on January 2014 DCMS projections

April 2014 – March 2015 Expenditure

Grants Foundation Organisations Annual Clients Programme Organisations (PFP) Transition funding programmes New Open project fund Targeted funding Capital (previous awards) Total Grants Operating costs Total committed expenditure

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

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

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Creative Scotland Funding 2014-15 Foundation Organisations

An Lanntair Arches Theatre Artlink Centre for the Moving Image Citizens Theatre City Moves Comar Cumbernauld Theatre Dance Base Dundee Contemporary Arts Dundee Repertory Theatre Eden Court Highlands Edinburgh International Book Festival Edinburgh International Festival Society Edinburgh Printmakers Workshop Fèis Rois Fèisean nan Gàidheal Fife Contemporary Art and Craft Fruitmarket Gallery Gaelic Books Council – Comhairle nan Leabhraichean Glasgow Film Theatre Glasgow Photography Group – Street Level Glasgow Print Studio Glasgow Sculpture Studios Highland Print Studio Horsecross Arts Imaginate macrobert Arts Centre National Youth Choir Of Scotland Peacock Visual Arts Pier Arts Centre Project Ability Puppet Animation Scotland Royal Lyceum Theatre Company Scottish Book Trust Scottish Dance Theatre Scottish Ensemble Scottish Poetry Library Scottish Storytelling Forum Scottish Youth Dance Scottish Youth Theatre Taigh Chearsabhagh Trust Tramway Traverse Theatre Tron Theatre Total Foundation Organisations

GIA (£) 390,870 358,550 141,400 750,000 1,111,000 70,700 370,000 190,000 328,000 580,000 1,085,150 600,000 252,000 2,317,296 160,000 101,000 352,500 90,900 666,600 191,000 240,000 141,400 141,400 166,250 70,000 474,000 343,400 409,825 91,760 262,000 222,200 141,400 183,500 1,212,000 489,097 868,000 292,000 280,230 151,500 141,200 220,925 101,000 303,000 974,650 707,000 18,734,703

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Lottery (£) - -

Total (£) 390,870 358,550 141,400 750,000 1,111,000 70,700 370,000 190,000 328,000 580,000 1,085,150 600,000 252,000 2,317,296 160,000 101,000 352,500 90,900 666,600 191,000 240,000 141,400 141,400 166,250 70,000 474,000 343,400 409,825 91,760 262,000 222,200 141,400 183,500 1,212,000 489,097 868,000 292,000 280,230 151,500 141,200 220,925 101,000 303,000 974,650 707,000 18,734,703

Creative Scotland Funding 2014-15 Annual Clients GIA (£) 160,500 220,000 485,000 94,300 120,000 25,000 335,000 170,000 125,000 302,000 487,000 80,000 80,000 160,000 30,000 225,000 190,000 70,000 50,000 70,000 75,000 92,000 100,000 175,000 40,000 70,000 150,000 206,316 55,000 115,140 150,000 425,000 130,000 75,000 250,000 100,000 25,000 138,982 212,000 150,000 400,000 165,000 350,000 100,000 70,000 141,400 50,000 7,489,638

Aberdeen Performing Arts Artists Collective Arts and Business Scotland Association for Scottish Literary Studies ATLAS Bòrd Na Gàidhlig CCA Building Celtic Connections Cove Park Craft Scotland Cultural Enterprise Office Dance House Edinburgh Arts Festival Edinburgh Sculpture Workshop engage Scotland Enterprise Music Scotland Federation of Scottish Theatres Edinburgh Festival Fringe Society Glasgow City of Music Glasgow East Arts Company Glasgow International (GI) Festival Jazz Scotland Live Music Now Luminate Making Music Scotland Moniack Mhor National Piping Centre National Youth Orchestras of Scotland North East Arts Touring North Lands Creative Glass NVA Pitlochry Festival Theatre Playwrights Studio Scotland Pròiseact nan Ealan – Gaelic Arts Agency Publishing Scotland Regional Screen Scotland Scottish Music Industry Association Scottish Music Centre Shetland Arts Development Agency Showcase Scotland Sistema Scotland St Magnus Festival Culture Republic Touring Network Transmission Gallery Travelling Gallery Voluntary Arts Scotland Total Annual Clients

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Lottery (£) - -

Total (£) 160,500 220,000 485,000 94,300 120,000 25,000 335,000 170,000 125,000 302,000 487,000 80,000 80,000 160,000 30,000 225,000 190,000 70,000 50,000 70,000 75,000 92,000 100,000 175,000 40,000 70,000 150,000 206,316 55,000 115,140 150,000 425,000 130,000 75,000 250,000 100,000 25,000 138,982 212,000 150,000 400,000 165,000 350,000 100,000 70,000 141,400 50,000 7,489,638

Creative Scotland Funding 2014-15 Programme Organisations GIA (£)

Lottery (£)

Total (£)

Ankur Productions Arika Birds of Paradise Catherine Wheels CCA David Hughes Dance Deveron Arts Drake Music Scotland Fire Exit Gala Scotland Ltd/Glasgay!

Grid Iron Hands up for Trad Hebridean Celtic Festival Trust

- - -

63,693 198,000 114,000 213,750 215,000 155,000 110,000 115,530 175,000 50,000 220,000 106,000 60,000

63,693 198,000 114,000 213,750 215,000 155,000 110,000 115,530 175,000 50,000 220,000 106,000 60,000

Hebrides Ensemble Indepen-dance Inverleith House Lung Ha's Mischief la Bas Plan B Promote YT Red Note Ensemble Scottish Jazz Federation Scottish National Jazz Orchestra Scottish Sculpture Workshop Solar Bear Sound StAnza Stellar Quines Stills Talbot Rice The Common Guild Theatre Cryptic UNESCO City of Literature Vanishing Point Visible Fictions Vox Motus Woodend Barn Total Programme Organisations

-

168,000 75,000 69,500 136,172 205,000 160,000 105,000 82,121 66,000 180,500 124,000 100,000 89,000 57,000 124,000 160,000 100,000 177,000 247,000 95,000 135,000 220,000 103,200 69,884 4,844,350

168,000 75,000 69,500 136,172 205,000 160,000 105,000 82,121 66,000 180,500 124,000 100,000 89,000 57,000 124,000 160,000 100,000 177,000 247,000 95,000 135,000 220,000 103,200 69,884 4,844,350

Amounts accounted for in 2014-15.

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Transition programmes funding from April to October 2014 GIA (£)

Lottery (£)

Total (£)

-

750,000

750,000

100,000

250,000

350,000

Quality Production

-

2,880,000

2,880,000

Touring, Festivals and Art Programming

-

1,118,000

1,118,000

Public Engagement

-

500,000

500,000

200,000

-

200,000

-

566,000

566,000

300,000

6,064,000

6,364,000

Artists Bursaries Professional Development

International Public Art Total transition funds

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

Open project funding from October 2014 for projects starting January 2015 GIA (£)

Lottery (£)

Total (£)

Open project funding

310,000

2,790,000

3,100,000

Total open project funds

310,000

2,790,000

3,100,000

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Creative Scotland Funding 2014-15 Targeted Funds

Arts and Humanities Research Council partnership ARTIST ROOMS Artworks Scotland Beyond Borders British Film Institute Film Education Partnership Book Week Scotland (Scottish Book Trust) Cashback for Communities* Creative Carbon Scotland Creative Learning Creative Places Cross Border Touring Cultural Enterprise Office* Digital – The Space Expo Fund* Equalities Festivals Edinburgh* Film and TV Broadcasting fund Gaelic and Scots Gavin Wallace Fellowship Get Scotland Dancing Innovation* International Partnership Working International Strategy Live Literature Fund (Scottish Book Trust) Media Antenna/Creative Europe Momentum National Events – 2014 including open funds National Youth Arts* Own Art Place Partnerships Quality Production Scotland’s Creative Industries Partnership Scotland and Venice Skills Strategic Fund for Excellence Talent Hubs and Incubators Touring, Festivals and Art Programming Trade Networks HIE Traditional Arts Devolved Fund Turner Prize Unlimited Youth Music Initiative* Total Targeted funds

GIA (£) 100,000

Lottery (£) -

Total (£) 100,000

250,000 1,000,000 150,000 175,000 163,000 250,000 2,000,000 250,000 100,000 1,000,000 150,000 200,000 165,000 106,753 85,000 3,000,000 40,000 100,000 176,000 150,000 400,000 120,000 95,000 100,000 10,000,000 20,325,753

55,000 150,000 20,000 500,000 150,000 350,000 180,000 4,000,000 25,000 200,000 2,743,000 500,000 20,000 165,000 282,000 35,000 9,375,000

55,000 150,000 20,000 500,000 250,000 1,000,000 150,000 150,000 350,000 175,000 163,000 250,000 2,000,000 180,000 250,000 4,000,000 100,000 25,000 200,000 1,000,000 150,000 200,000 165,000 106,753 85,000 2,743,000 3,000,000 40,000 500,000 20,000 100,000 176,000 150,000 165,000 400,000 282,000 120,000 35,000 95,000 100,000 10,000,000 29,700,753

* Scottish Government restricted funds for particular purposes

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Creative Scotland Operating Costs 2014-15 GIA (£)

Lottery (£)

Total (£)

2,754,579

1,859,386

4,613,965

746,129

372,763

1,118,892

External relations, marketing, research and locations

537,000

252,000

789,000

Depreciation, legal and professional fees

383,250

146,000

529,250

ICT

187,400

41,600

229,000

22,850

269,904

292,754

4,631,208

2,941,653

7,572,861

Staff Property and office costs

Other Total Operating Costs

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Grid Iron, Leaving Planet Earth, Edinburgh International Festival, written and directed

by Catrin Evans and Lewis Hetherington, actor Anna-Maria Nabirye.

Photo: Janeanne Gilchrist

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Planning and Performance Planning

Performance Management

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

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

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

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

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

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

Underneath the long-term strategic plan we produce this Annual Plan, which sets out our priorities for the following 12 months, and which guides our funding decisions. Departmental and individual work plans set out their contributions to the delivery of the annual plan.

2013-14 and 2014-15 are years of strategic and organisational change for Creative Scotland.

Over the course of this year we will be collecting baseline data and will continue to research and build our performance measures. This year our performance measures are more focused on establishing numerical data to better describe the breadth and depth of the creative activity across Scotland. We will be developing better ways of measuring the value placed on that work, its quality and its impact on society, such as a quality assessment framework for the work we fund, which we will implement and use to report on in future years.

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

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Performing Against Our Ambitions 2014-15

1 Our 10-year ambition:

This year we will:

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

Establish a portfolio of regularly funded organisations across the breadth of Scotland, supported by sustainable three-year funding from April 2015 to March 2018 Support individual artists, practitioners and organisations to develop and produce high quality work across Scotland through our open project funding Develop an artistic assessment framework that supports organisations and Creative Scotland to consider the artistic quality of their work and develop quality performance measures for future years.

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Outcome

Performance indicator

Measure

Source

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

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

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

Creative Scotland funding operations data

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

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

1.3 Increase in number of events supported through Creative Scotland funding

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

Creative Scotland annual returns and project monitoring forms

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

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

Evaluation of the Glasgow 2014 Commonwealth Games Cultural Programme

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2 Our 10-year ambition:

This year we will:

Everyone can access and enjoy artistic and creative experiences

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

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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 and frequency of participation

Ipsos-MORI Children’s Omnibus Demographic breakdown allows for tracking across gender, ethnicity and social background

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

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

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

2.4 Increase in the amount of arts touring across Scotland

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

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

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

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3 Our 10-year ambition:

This year we will:

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

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

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Outcome

Performance indicator

Measure

Source

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

3.1 Broader spread of Creative Scotland funding by geographic location

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

Creative Scotland funding operations data

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

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

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

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

3.4 Increased* % public value of local cultural offer

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

Creative Scotland omnibus survey

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

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4 Our 10-year ambition:

This year we will:

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

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

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Outcome

Performance indicator

Measure

Source

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

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

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

Creative Scotland funding operations data including funding agreements

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

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

by Creative Scotland funding

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

4.3 Increase in youth employment opportunities in Creative Scotland funded organisations

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

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

4.4 Broader range of income streams across the sector

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

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5

Our 10-year ambition:

This year we will:

Scotland is a distinctive creative nation connected to the world

Support artists, creative practitioners and organisations to engage with international artists and creative practices Support the touring and showing of international work in Scotland, through activity such as festivals and showcases Support artists, practitioners, filmmakers and broadcasters to create work in Scotland Develop and publish an International Strategy acknowledging the international cultural and economic strategies of the Scottish Government and partner agencies such as the British Council Support organisations and individuals to attend international business-to-business showcases, international touring and events.

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Outcome

Performance indicator

Measure

Source

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

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

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

Creative Scotland funding operations data

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

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

Creative Scotland funding operations data including annual returns

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

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

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

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

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6 Creative Scotland Operational Performance

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

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Outcome

Performance indicator

Measure

Source

Creative Scotland is a more effective and accountable organisation

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

% of applications processed within agreed timeframe

Creative Scotland operational funding data

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

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

Creative Scotland operational funding data

6.4 Increased satisfaction and resolution levels of enquiries

% of satisfaction with enquiries service

Creative Scotland omnibus data

6.5 Increase staff satisfaction

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

Staff survey

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Book Sculpture, Scottish Book Week.

Photo: Sasha de Buyl, Scottish Book Trust

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Delivering National Outcomes National Outcomes

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

NO2 We realise our full economic potential with more and better employment opportunities for our people.

NO3 We are better educated, more skilled and more successful, renowned for our research and innovation.

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

NO4 Our young people are successful learners, confident individuals, effective contributors and responsible citizens.

NO7 We have tackled the significant inequalities in Scottish society.

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

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

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

NO14 We reduce the local and global environmental impact of our consumption and production.

NO16 Our public services are high quality, continually improving, efficient and responsive to local needs.

Although our current work relates most directly to these National Outcomes, we contribute to all 16 to a greater or lesser extent. Project evaluation will continue to provide evidence of impact in other areas – for example our work on Arts and Justice is relevant to the National Outcome on Crime and Disorder and Luminate: Scotland’s Creative Ageing festival to the Outcome on Longer, Healthier Lives.

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Fifty National Indicators track progress towards the Purpose and National Outcomes.

Creative Scotland is a named partner for delivery against two of these Indicators, as below: National Indicator

Measures in support

Increase Cultural Engagement

Cultural participation and attendance through the Scottish Household Survey

Improve Scotland’s Reputation

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

We will also report on: NDPBs need to make a statement of progress against Government expectations. This includes progress on public sector reform, shared services, fraud prevention and youth employment.

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

We will report progress against the commitments made in our Gaelic Language Plan, published in 2012-13.

We need to report our audited accounts for both Grant-in-Aid and Lottery funds on an annual basis and to obtain both a positive audit report in the statutory accounts and to have adequate financial controls for the internal audit’s annual report.

We also report procurement Key Performance Indicators to the Scottish Government on a monthly basis.

We need to ensure value for money for the taxpayer, achieving economy, efficiency and effectiveness in all our operational activities.

We are in the process of creating a framework to be able to report against our commitments to environmental sustainability, including providing a Public Sector Sustainability Report as required under the Climate Change (Scotland) Act 2009.

We are committed to assisting those we fund, and our partners, in improving performance on environmental sustainability.

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Alignment of Creative Scotland’s Strategic Objectives to National Outcomes

Scottish Government National Outcomes1

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

Everyone can access and enjoy artistic and creative experiences

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

1

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

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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

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For Those in Peril Photo: courtesy of Warp Films

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Waverley Gate 2-4 Waterloo Place Edinburgh EH1 3EG Scotland UK F +44 (0) 131 523 0001 249 West George Street Glasgow G2 4QE Scotland UK F +44 (0) 141 302 1711 Reception +44 (0) 330 333 2000 Enquiries +44 (0) 845 603 6000 enquiries@ creativescotland.com www.creativescotland.com @creativescots ISBN: 978 1 85119 205 2 June 2014