Creative Scotland Annual Plan 2014-15

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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 Each aspect of art and culture is unique but there supports the development of arts, screen and are many areas of overlap and connection. creative industries across all parts of Scotland. We support each sector in ways that are most We enable people and organisations in Scotland appropriate to them, for instance how we support to work in and experience the arts and creative film production is different to the way we might sectors. We do this by helping others to create support theatre or music. Alongside each year’s culture through developing great ideas and Annual Plan we will publish companion pieces bringing them to life. giving an overview of current sector development needs and opportunities across the arts, screen We do this through four key functions: and creative industries. These will be refreshed • Funding online every year and will be available on our website. • Advocacy • Development We also want to be able to take advantage of • Influencing. opportunities for cross-sector collaboration. Our role requires us to operate intelligently at the In April 2014 we published our Strategic Plan, intersection between the arts, screen and creative Unlocking Potential Embracing Ambition, which industries, promoting and brokering connections, presents a shared vision for the arts, screen and and encouraging and championing excellent creative industries for the next 10 years. practice as widely as possible. At its heart is a set of ambitions and priorities that This Annual Plan sets out how we will start to provides a focus for our work and reflects what achieve those ambitions and priorities for the year we want to achieve, in collaboration with people 1 April 2014 to 31 March 2015, and a summary of and organisations. These priorities will inform our our income and expenditure. work, funding guidelines, and decisions, as well as our own development plan over the period 2014- We also aim to build on our work and keep 2017. improving our operations.

5 Our role Arts: We support individuals and organisations working in the arts across all areas of practice including dance, literature, music, theatre, visual Creative Scotland’s remit across the arts, screen arts and cross-disciplinary practice. We work in and creative industries creates the opportunities partnership with Government, local authorities for us to: and the wider public, private and voluntary sectors to deliver this support. • 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 • Understand the wider cultural system and international filmmaking in Scotland. We work in economy, identifying where to act in order to partnership with organisations such as the BBC strengthen it and the BFI. We are developing a strategy for film • Position the work that we fund at the heart of sector development in Scotland in consultation creative, artistic, cultural, social and economic with the film sector and with Government. development, stimulating future growth in Creative Industries: Our support for the creative public investment in arts and culture industries is being developed with Scotland’s • Help develop and diversify income streams, Creative Industries Partnership (SCIP), which maximising opportunities from intellectual brings together Scottish Government, Creative property and stimulating collaboration between Scotland, Scottish Enterprise, Highlands and commercial creative companies, artists and Islands Enterprise, Scottish Funding Council, Skills creative practitioners. 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.

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.

7 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 We operate nationally and internationally and industries as a funder, an advocate, a achieve our ambitions for the arts, screen and development agency and as an organisation creative industries by working closely with a that seeks to influence others to increase range of partners, including local authorities and opportunities and maximise the impact our other national agencies, to provide leadership resources can offer. 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) Development: We also work in partnership with and the National Lottery. others to create the best possible conditions for the arts, screen and creative industries to Funding is the means by which we contribute thrive. This includes working with economic to sustaining a portfolio of organisations across development agencies, Government, local Scotland, supporting the development of authorities and other public and private sector individuals, ideas, projects and partnerships organisations to share knowledge and resources addressing strategic need. We will do this through and develop skills to increase opportunity locally, three funding routes: nationally and internationally. Our development • Regular funding for organisations for three role focuses on supporting excellence and place- years making. • Funding individuals and organisations to Influencing: As an organisation which holds deliver time-limited projects including practice an overview of the arts, screen and creative development industries, we can use our knowledge and expertise to help others to work more • A number of targeted programmes focused on strategically, regardless of whether we are directly delivering shared strategic goals with partners. involved or not. We will develop an evidence- based influencing role drawing on analysis of data In all cases, we aim to provide the type of support on the work that we fund, as well as primary and that best meets the needs of artists, creative secondary research. By providing policy briefings, individuals, organisations and creative businesses. industry intelligence and best practice guidance For a fuller breakdown of our income and we aim to help individuals and organisations expenditure for 2014/15 go to page 27. identify and take opportunities as they arise. 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

Under each of our five ambitions we have Places and quality of life are identified priorities to inform our work over the transformed through imagination, next three years. ambition and an understanding of In order to show the difference that we want to the potential of creativity make, we will monitor a range of measures, which • Work in partnership with local authorities and help us to understand our own work and the others to help communities transform through health of the arts, screen and creative industries in creativity. Scotland. • Support the development of infrastructure, We will regularly report on these to our Board, creative hubs and networks that enhance and this year we will publish the review of visibility and value for communities. our performance against the 2013-14 Annual Plan, looking at how funding is being used and • Encourage socially engaged practice that assessing Creative Scotland’s performance. stimulates public engagement and value.

Excellence and experimentation across Ideas are brought to life by a diverse, the arts, screen and creative industries skilled and connected leadership and is recognised and valued workforce

• Support individuals and organisations across • Work with organisations to develop shared Scotland to develop and produce high quality leadership across sectors – leadership that is work. knowledgeable, confident, and ambitious. • Create space for debate, critical thinking, risk • Support the development of sustainable and experimentation, encouraging connections business models. across the arts, screen and creative industries, making the most of digital technology. • Strengthen the talent and skills needed to develop sustainable careers through sectoral • Establish and signpost clear pathways to partnerships, including with higher education. enhance careers and support emerging talent. Scotland is a distinctive creative nation Everyone can access and enjoy artistic connected to the world and creative experiences • Deepen artistic and creative practice through • Ensure that everyone can engage with the international dialogue and exchange. work we fund, whoever or wherever they are. • Support international touring and showcasing • Strengthen presentation, touring and in Scotland to engage audiences and promote distribution of work, through digital platforms cultural understanding. and encouraging collaboration. • Support creative organisations and • Foster an environment where participants, practitioners to access and develop relevant audiences and consumers value, and can global markets. confidently engage with, the arts, screen and creative industries. 15 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 We are supporting the delivery and evaluation of the work of a range of organisations. A wider the Glasgow 2014 Commonwealth Games Cultural Equalities Review will be conducted during this Programme, in partnership with the Glasgow year that will look at how we can best support 2014 Organising Committee and Glasgow an increasingly diverse culture in Scotland, and Life. The programme is Scotland’s largest ever inform our future priorities. cultural celebration and will enhance the Games experience for Scotland’s communities, spectators We will be developing our International Strategy and visitors, and present the best of Scotland’s for publication later this year. We will do this culture alongside that of the Commonwealth. alongside the Scottish Government, and with partners such as the British Council, VisitScotland In 2013-14 we started to respond to the and Scottish Development International, bearing recommendations from Sector Reviews in significant programmes such as Creative Europe Theatre, Dance and Music. Sector Reviews for the in mind. Within the arts, screen and creative Visual Arts and Literature will progress this year. industries we have a diversity of international The learning from all of these reviews has fed into experience and ambition. We aim to use this Unlocking Potential, Embracing Ambition and strategy to generate clarity around what we are will inform the development of our Arts Strategy able to support through our own means and which we will begin by the end of this year. how we might develop new partnerships and Following the Film Sector Review published in resources to increase opportunity for the sectors January 2014, we are working with the Scottish we support. It will also provide focus on where we Government, partners and the sector to develop can offer leadership through our overview of the a Film Strategy which we will publish in draft cultural landscape and developing new ways of in June 2014, responding to the Review’s working. recommendations. In addition to the work of our Gaelic Language We will also work with the Scottish Government Plan and support for Gaelic activities, this year we and partners to progress the delivery of a Film will develop a Scots Language policy, ensuring it Studio for Scotland. considers all aspects of Scots in the cultural life of the country. Our support for the Creative Industries is being developed through our leadership role in This year we will be closing the large number of Scotland’s Creative Industries Partnership (SCIP). discrete grant funding programmes and replacing We will work with partners to publish a draft them with three routes to funding. Creative Industries Strategy by December 2014. In April we launched our new approach to regular This will be based on evidence from a major funding, open for application from May to July mapping study of the Creative Industries. 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.

16 From October onwards we will provide open We lead on Time to Shine, Scotland’s arts strategy project funding grants between £1,000 and for people aged 0-25 and have awarded £3 £100,000 (or by exception up to £150,000 million to nine Youth Arts Hubs across Scotland, through prior agreement with us) for a wide developing routes for young people to engage variety of projects up to a maximum of two years with the arts, develop their talent and increase in length, with defined start and end dates, and career opportunities. a set of specific objectives to be achieved in that time. In 2014 we will be developing a new national digital platform to showcase and connect Until October, transitional funding programmes young people engaged in youth arts activity. will support creative activity while we move to We will establish a National Youth Arts Advisory the open project funding route. These are: Group and continue the successful internship programme creating more employment • Artists’ Bursaries opportunities for young people. • International The contribution places make to creativity and • Professional Development wellbeing in Scotland is central to our work. We • Public Art (Research & Development) want to ensure that arts, creativity and culture are • Public Art (Sited) recognised and celebrated by communities and • Public Engagement policy-makers Scotland-wide. • Quality Production We will be working closely with local authorities • Touring, Festivals and Arts Programming to develop and improve Place Partnerships. We have learned from the 11 existing partnerships There will also be targeted funding to address which have each developed their own unique specific activities and development needs in a approaches. We will be reviewing the impact of sector, specialism or geographic area – including these, sharing our learning and looking to offer funding for Film and Televsion which will be new Place Partnerships later in the year. available throughout 2014-15. This year sees a high number of activities within the targeted Our major Capital Programme has previously funding route, whilst we move fully to the new supported the development of a significant funding model. We will review the targeted number of projects, which will progress this year. funding route on an annual basis and expect a However during 2014-15 we are re-balancing our smaller number of funds to operate in any single focus between revenue and capital spend and year in future. therefore will not be running a new major Capital Programme this year. We will subsequently review In developing new funding routes we are our approach to capital in future years. looking at our processes so that decision- making is informed, trusted, fair, transparent and We will develop stronger public and private accountable. sector collaboration and partnerhips to deliver shared objectives. With these relationships we As part of sharing knowledge, we will publish key can increase reach, share resources and skills, overview data on the work we fund from this year. promote innovative thinking and leadership, and Learning is fundamental to helping future be more responsive to new opportunities. generations to build on today’s successes and We will work with partners to develop and innovate on their own terms. Creative learning is deepen understanding of the Creative System championed by Creative Scotland in partnership concept described in Unlocking Potential, with Education Scotland and a range of arts and Embracing Ambition. education organisations whose joint working has produced What is Creativity – the Creative Learning Plan.

17 Our many discussions with artists, arts We know that arts, culture and creativity can organisations, creative practitioners and have transformative benefits for individuals communities have highlighted the need for and communities, often in ways that are not more honest and open debate about funded quantifiable. We will use a variety of print, work around quality, artistic value, risk and broadcast and increasingly digital communication experimentation. This debate should include both channels, including our new website, to present artists and audiences from across Scotland. a powerful picture of the breadth and depth of artists and creative talent in Scotland, advocating A priority, therefore, is to develop a Framework the work of the sector to audiences and partners. for Artistic Assessment providing a robust, fair and transparent base for discussions about We will report on all of this work by Autumn 2015. 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.

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

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

Photo: Peter Dibdin

19 Being a Learning Organisation

Organisations need to understand what is impact. We will be strengthening the feedback on happening in the outside environment and funded work, using it more effectively to inform continually adapt; transform themselves; shift to our work, and sharing information, research and a more connected way of thinking and develop a evaluations. culture that is responsive to the people who use their services; to produce creative solutions using Last year we implemented a new grant the knowledge, skills and expertise of everyone management IT system, enabling us to track and within the organisation. manage applications and awards more effectively. Phase One is now complete and we will start A learning environment needs an open Phase Two this year. It will provide a direct online culture promoting inquiry and trust, requiring application process, and allow us to monitor and constructive dialogue and transparent report more effectively on supported projects. communication to establish shared understandings and priorities. We will develop a Quality Service Standard Framework for ourselves which will be published We have made a lot of progress on our Action on our website, so that everyone knows the level Plan for Change over the past year. In April we of service they should expect from us as a public published a shared vision for the next ten years body, and we will hold ourselves accountable for that was shaped by over 1,000 people, through delivering the highest standards of service. 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 We are committed to continuing this dialogue funded organisations, funded individuals, and through a series of open information sessions potential applicants for funding. We want run during May-June 2014 to coincide with to be clearer about how we will meet our the publication of our plan and new funding responsibilities and about the responsibility of approach. others in managing public funds. We have established forums to inform how We are committed to ensuring we deliver we approach the work we do, including sector simple, clear communications and will continue reviews, and open discussions. And we are to improve our funding advice and guidance, considering options for peer-to-peer involvement application processes and feedback. in artistic assessment and in shaping our decision- making. It is people, their knowledge and expertise, and the quality of their relationships which will help We will be publishing our first Annual Report on make us a successful organisation. Our People our performance in the autumn of 2014. This will Strategy will enable the achievement of our show how and where we have spent our funding. strategic and operational plans, aligning our It will report on how we have developed as an structures and processes with our ambitions and organisation and how we have progressed the values. It will support the delivery of our work and commitments made in the 2013-14 Annual Plan. create a place where people can work and flourish within a culture of trust and mutual respect. An This year’s Annual Plan sets out how we will start annual staff survey will give us direct feedback to achieve the long-term ambitions and priorities and tell us about the progress we are making. set out in Unlocking Potential, Embracing Ambition and how we will start to measure their

20 The People Strategy focuses on four key areas: As a public body we need to work more effectively in partnership to deliver excellent • Culture services. Our own values and the direction of our • People and relationships organisational change are in line with the Scottish • Organisational structure Government’s Public Service Reform principles: • Systems and processes. • Prevention – Reduce future demand by We will be reviewing our operational structure so preventing problems arising or dealing with that people with the right skills and knowledge them early on. To promote a bias towards are focused on supporting their specialist areas. prevention, help people understand why this is Ultimately this will improve people’s experience the right thing to do, the choices it implies as both internally and externally, improve our well as the benefits it can bring. performance, and assist with the delivery of our • Performance – To demonstrate a sharp focus strategic priorities. 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.

21 22 National Youth Choir of Scotland – National Girls Choir (pictured at Perth Concert Hall).

Photo: Drew Farrell

23 Our Current Policies

Gaelic Language Plan Equalities

We recognise that Gaelic is an integral part of Equalities is about supporting a diverse culture Scotland’s heritage, national identity and cultural across Scotland. We aim to put equalities and life. We are committed to the objectives set out diversity at the heart of all our activity in Creative in the Scottish Government’s National Plan for Scotland. We encourage diverse representation Gaelic and we have put in place initiatives to and employment in the arts, screen and creative help ensure that Gaelic has a sustainable future industries, and believe that equalities and in Scotland and, in particular, an integral role in diversity are essential to delivering quality. Scotland’s vibrant artistic and cultural life. All communities and age groups can find Our Gaelic Language Plan sets out how we will significant life opportunities and increased use Gaelic in our operations, our communications wellbeing through their engagement with arts and in our funding of the arts and culture in and culture. We will continue to ensure that Scotland. people with protected characteristics covered by legislation have opportunities for support. Our engagement with Gaelic language and Significant progress has been achieved in culture is already extensive but we also recognise some areas, such as arts and disability, which is that we could be doing more to promote and increasingly part of mainstream activity. However, support Gaelic language and culture. we recognise that we need to respond better to We invest significantly in organisations, artists, Black, Asian and Minority Ethnic communities and practitioners and projects with Gaelic content or will have direct discussions to plan a way forward, which celebrate Gaelic culture. These cover the informed by our equalities review. artistic and geographic spectrum from festivals Last year we refreshed and published our such as Blas, Heb Celt and Celtic Connections, Equalities Outcomes. We have a duty to report education programmes and organisations such as every other year on Mainstreaming Equalities, Sabhal Mòr Ostaig and Fèis Rois, through to arts to publish equality outcomes and report on centres such as An Lanntair in Stornoway and the progress for equality groups and people from Scottish Storytelling Centre in Edinburgh. 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.

24 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.

25 Some of the moments we haven’t forgotten by Christine Devaney for Indepen-dance 4. Photo: Brian Hartley.

26 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

28 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 UK Lottery income* - 34,861,000 34,861,000 Funds from project partners 246,698 - 246,698 Total Income 53,291,698 34,861,000 88,152,698

* Based on January 2014 DCMS projections

April 2014 – March 2015 Expenditure

GIA (£) Lottery (£) Total (£) Grants Foundation Organisations 18,734,703 - 18,734,703 Annual Clients 7,489,638 - 7,489,638 Programme Organisations (PFP) - 4,844,350 4,844,350 Transition funding programmes 300,000 6,064,000 6,364,000 New Open project fund 310,000 2,790,000 3,100,000 Targeted funding 20,325,753 9,375,000 29,700,753 Capital (previous awards) 1,500,000 13,120,000 14,620,000 Total Grants 48,660,094 36,193,350 84,853,444 Operating costs 4,631,208 2,941,653 7,572,861 Total committed expenditure 53,291,302 39,135,003 92,426,305

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.

29 Creative Scotland Funding 2014-15 Foundation Organisations

GIA (£) Lottery (£) Total (£) An Lanntair 390,870 - 390,870 Arches Theatre 358,550 - 358,550 Artlink 141,400 - 141,400 Centre for the Moving Image 750,000 - 750,000 Citizens Theatre 1,111,000 - 1,111,000 City Moves 70,700 - 70,700 Comar 370,000 - 370,000 Cumbernauld Theatre 190,000 - 190,000 Dance Base 328,000 - 328,000 Dundee Contemporary Arts 580,000 - 580,000 Dundee Repertory Theatre 1,085,150 - 1,085,150 Eden Court Highlands 600,000 - 600,000 Edinburgh International Book Festival 252,000 - 252,000 Edinburgh International Festival Society 2,317,296 - 2,317,296 Edinburgh Printmakers Workshop 160,000 - 160,000 Fèis Rois 101,000 - 101,000 Fèisean nan Gàidheal 352,500 - 352,500 Fife Contemporary Art and Craft 90,900 - 90,900 Fruitmarket Gallery 666,600 - 666,600 Gaelic Books Council – Comhairle nan Leabhraichean 191,000 - 191,000 Glasgow Film Theatre 240,000 - 240,000 Glasgow Photography Group – Street Level 141,400 - 141,400 Glasgow Print Studio 141,400 - 141,400 Glasgow Sculpture Studios 166,250 - 166,250 Highland Print Studio 70,000 - 70,000 Horsecross Arts 474,000 - 474,000 Imaginate 343,400 - 343,400 macrobert Arts Centre 409,825 - 409,825 National Youth Choir Of Scotland 91,760 - 91,760 Peacock Visual Arts 262,000 - 262,000 Pier Arts Centre 222,200 - 222,200 Project Ability 141,400 - 141,400 Puppet Animation Scotland 183,500 - 183,500 Royal Lyceum Theatre Company 1,212,000 - 1,212,000 Scottish Book Trust 489,097 - 489,097 Scottish Dance Theatre 868,000 - 868,000 Scottish Ensemble 292,000 - 292,000 Scottish Poetry Library 280,230 - 280,230 Scottish Storytelling Forum 151,500 - 151,500 Scottish Youth Dance 141,200 - 141,200 Scottish Youth Theatre 220,925 - 220,925 Taigh Chearsabhagh Trust 101,000 - 101,000 Tramway 303,000 - 303,000 Traverse Theatre 974,650 - 974,650 Tron Theatre 707,000 - 707,000 Total Foundation Organisations 18,734,703 - 18,734,703

30 Creative Scotland Funding 2014-15 Annual Clients

GIA (£) Lottery (£) Total (£) Aberdeen Performing Arts 160,500 - 160,500 Artists Collective 220,000 - 220,000 Arts and Business Scotland 485,000 - 485,000 Association for Scottish Literary Studies 94,300 - 94,300 ATLAS 120,000 - 120,000 Bòrd Na Gàidhlig 25,000 - 25,000 CCA Building 335,000 - 335,000 Celtic Connections 170,000 - 170,000 Cove Park 125,000 - 125,000 Craft Scotland 302,000 - 302,000 Cultural Enterprise Office 487,000 - 487,000 Dance House 80,000 - 80,000 Edinburgh Arts Festival 80,000 - 80,000 Edinburgh Sculpture Workshop 160,000 - 160,000 engage Scotland 30,000 - 30,000 Enterprise Music Scotland 225,000 - 225,000 Federation of Scottish Theatres 190,000 - 190,000 Edinburgh Festival Fringe Society 70,000 - 70,000 Glasgow City of Music 50,000 - 50,000 Glasgow East Arts Company 70,000 - 70,000 Glasgow International (GI) Festival 75,000 - 75,000 Jazz Scotland 92,000 - 92,000 Live Music Now 100,000 - 100,000 Luminate 175,000 - 175,000 Making Music Scotland 40,000 - 40,000 Moniack Mhor 70,000 - 70,000 National Piping Centre 150,000 - 150,000 National Youth Orchestras of Scotland 206,316 - 206,316 North East Arts Touring 55,000 - 55,000 North Lands Creative Glass 115,140 - 115,140 NVA 150,000 - 150,000 Pitlochry Festival Theatre 425,000 - 425,000 Playwrights Studio Scotland 130,000 - 130,000 Pròiseact nan Ealan – Gaelic Arts Agency 75,000 - 75,000 Publishing Scotland 250,000 - 250,000 Regional Screen Scotland 100,000 - 100,000 Scottish Music Industry Association 25,000 - 25,000 Scottish Music Centre 138,982 - 138,982 Shetland Arts Development Agency 212,000 - 212,000 Showcase Scotland 150,000 - 150,000 Sistema Scotland 400,000 - 400,000 St Magnus Festival 165,000 - 165,000 Culture Republic 350,000 - 350,000 Touring Network 100,000 - 100,000 Transmission Gallery 70,000 - 70,000 Travelling Gallery 141,400 - 141,400 Voluntary Arts Scotland 50,000 - 50,000 Total Annual Clients 7,489,638 - 7,489,638

31 Creative Scotland Funding 2014-15 Programme Organisations

GIA (£) Lottery (£) Total (£) Ankur Productions - 63,693 63,693 Arika - 198,000 198,000 Birds of Paradise - 114,000 114,000 Catherine Wheels - 213,750 213,750 CCA - 215,000 215,000 David Hughes Dance - 155,000 155,000 Deveron Arts - 110,000 110,000 Drake Music Scotland - 115,530 115,530 Fire Exit - 175,000 175,000 Gala Scotland Ltd/Glasgay! - 50,000 50,000 Grid Iron - 220,000 220,000 Hands up for Trad - 106,000 106,000 Hebridean Celtic Festival Trust - 60,000 60,000 Hebrides Ensemble - 168,000 168,000 Indepen-dance - 75,000 75,000 Inverleith House - 69,500 69,500 Lung Ha's - 136,172 136,172 Mischief la Bas - 205,000 205,000 Plan B - 160,000 160,000 Promote YT - 105,000 105,000 Red Note Ensemble - 82,121 82,121 Scottish Jazz Federation - 66,000 66,000 Scottish National Jazz Orchestra - 180,500 180,500 Scottish Sculpture Workshop - 124,000 124,000 Solar Bear - 100,000 100,000 Sound - 89,000 89,000 StAnza - 57,000 57,000 Stellar Quines - 124,000 124,000 Stills - 160,000 160,000 Talbot Rice - 100,000 100,000 The Common Guild - 177,000 177,000 Theatre Cryptic - 247,000 247,000 UNESCO City of Literature - 95,000 95,000 Vanishing Point - 135,000 135,000 Visible Fictions - 220,000 220,000 Vox Motus - 103,200 103,200 Woodend Barn - 69,884 69,884 Total Programme Organisations - 4,844,350 4,844,350

Amounts accounted for in 2014-15.

32 Transition programmes funding from April to October 2014

GIA (£) Lottery (£) Total (£) Artists Bursaries - 750,000 750,000 Professional Development 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 International 200,000 - 200,000 Public Art - 566,000 566,000 Total transition funds 300,000 6,064,000 6,364,000

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

Open project funding from October 2014 for projects starting January 2015

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

33 Creative Scotland Funding 2014-15 Targeted Funds

GIA (£) Lottery (£) Total (£) Arts and Humanities Research Council 100,000 - 100,000 partnership ARTIST ROOMS - 55,000 55,000 Artworks Scotland - 150,000 150,000 Beyond Borders - 20,000 20,000 British Film Institute Film Education Partnership - 500,000 500,000 Book Week Scotland (Scottish Book Trust) 250,000 - 250,000 Cashback for Communities* 1,000,000 - 1,000,000 Creative Carbon Scotland 150,000 - 150,000 Creative Learning - 150,000 150,000 Creative Places - 350,000 350,000 Cross Border Touring 175,000 - 175,000 Cultural Enterprise Office* 163,000 - 163,000 Digital – The Space 250,000 - 250,000 Expo Fund* 2,000,000 - 2,000,000 Equalities - 180,000 180,000 Festivals Edinburgh* 250,000 - 250,000 Film and TV Broadcasting fund - 4,000,000 4,000,000 Gaelic and Scots 100,000 - 100,000 Gavin Wallace Fellowship - 25,000 25,000 Get Scotland Dancing - 200,000 200,000 Innovation* 1,000,000 - 1,000,000 International Partnership Working 150,000 - 150,000 International Strategy 200,000 - 200,000 Live Literature Fund (Scottish Book Trust) 165,000 - 165,000 Media Antenna/Creative Europe 106,753 - 106,753 Momentum 85,000 - 85,000 National Events – 2014 including open funds - 2,743,000 2,743,000 National Youth Arts* 3,000,000 - 3,000,000 Own Art 40,000 - 40,000 Place Partnerships - 500,000 500,000 Quality Production - 20,000 20,000 Scotland’s Creative Industries Partnership 100,000 - 100,000 Scotland and Venice 176,000 - 176,000 Skills 150,000 - 150,000 Strategic Fund for Excellence - 165,000 165,000 Talent Hubs and Incubators 400,000 - 400,000 Touring, Festivals and Art Programming - 282,000 282,000 Trade Networks HIE 120,000 - 120,000 Traditional Arts Devolved Fund - 35,000 35,000 Turner Prize 95,000 - 95,000 Unlimited 100,000 - 100,000 Youth Music Initiative* 10,000,000 - 10,000,000 Total Targeted funds 20,325,753 9,375,000 29,700,753

* Scottish Government restricted funds for particular purposes

34 Creative Scotland Operating Costs 2014-15

GIA (£) Lottery (£) Total (£) Staff 2,754,579 1,859,386 4,613,965 Property and office costs 746,129 372,763 1,118,892 External relations, marketing, research and 537,000 252,000 789,000 locations Depreciation, legal and professional fees 383,250 146,000 529,250 ICT 187,400 41,600 229,000 Other 22,850 269,904 292,754 Total Operating Costs 4,631,208 2,941,653 7,572,861

35 Grid Iron, Leaving Planet Earth, Edinburgh International Festival, written and directed by Catrin Evans and Lewis Hetherington, actor Anna-Maria Nabirye. Photo: Janeanne Gilchrist

36 Planning and Performance

Planning Performance Management

The effective organisational planning and The strategic and annual planning cycle, including monitoring of shifts and trends in the arts, screen the setting of measurable objectives, will in itself and creative industries is a vital component in not achieve progress without a means to ensure pursuing continuous improvement and ensuring accountability for the delivery of those objectives appropriate services are provided. and the use of effective tools to measure and pursue positive progress. This will include both Creative Scotland’s Performance and Planning quantitative and qualitative measures using case Framework ensures a comprehensive and studies, impact research and internal and external integrated process is adopted by all parts of data. the organisation. Our Performance Management Framework, Our Strategic Plan Unlocking Potential, Embracing coupled with an annual planning cycle, is a means Ambition sets out a framework for our ambitions to achieving a focus on continuous improvement for the arts, screen and creative industries for and provide for an open transparent reporting the next 10 years. These ambitions and priorities system. provide a focus for our work and reflect what we aim to achieve in the arts, screen and creative Creative Scotland’s performance against its industries. We will expect to have achieved strategic objectives will be reported through an success across all our ambitions and priorities Annual Report published as soon as is practicable over the course of this period through our role after each financial year-end. The Annual Report as a funder, advocate, development body and will also report on the alignment of Creative influencer. 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 2013-14 and 2014-15 are years of strategic and priorities for the following 12 months, and which organisational change for Creative Scotland. guides our funding decisions. Departmental and Over the course of this year we will be collecting individual work plans set out their contributions baseline data and will continue to research and to the delivery of the annual plan. 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.

37 Performing Against Our Ambitions 2014-15

Our 10-year ambition: This year we will: Establish a portfolio of regularly funded Excellence and organisations across the breadth of Scotland, experimentation across supported by sustainable three-year funding from the arts, screen and April 2015 to March 2018 Support individual artists, practitioners and creative industries is organisations to develop and produce high quality recognised and valued 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.

38 Outcome Performance indicator Measure Source More diverse high 1.1 Increase in breadth The count of Creative Scotland quality artistic of organisations organisations in receipt funding operations data and creative work supported through of Creative Scotland is produced and Creative Scotland regular funding and developed across regular funding value of funding by Scotland type of organisation, core activity, primary art form and geographic location 1.2 Increase in The count of Creative Scotland breadth of individuals organisations in receipt funding operations data and organisations of Creative Scotland supported through targeted and open Creative Scotland project funding and targeted and open value of funding by core project funding activity, primary art form and geographic location

1.3 Increase in number The count of Creative Scotland of events supported performances, annual returns and through Creative exhibitions, screenings project monitoring Scotland funding and publications forms delivered through Creative Scotland funding 1.4 Number and quality The count of new Evaluation of the of commissions funded commissions Glasgow 2014 through the Glasgow (performances, Commonwealth Games 2014 Commonwealth exhibitions, screenings Cultural Programme Games Cultural and publications) Programme presented across Scotland

Our 10-year ambition: This year we will: Ensure that through our regular and open funding Everyone can access we support organisations that are strengthening and enjoy artistic and touring networks and the distribution of work creative experiences 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.

40 Outcome Performance indicator Measure Source Increased public 2.1 Contribute* to The % of adults Scottish Household engagement through maintaining high engaging in arts and Survey Annual Report stronger touring level of adult cultural culture across Scotland Demographic networks, digital engagement across the by type of cultural breakdown allows for distribution and breadth of Scotland activity and frequency tracking across gender, exhibition platforms through our funded of participation ethnicity and social across Scotland work. (National background Indicator)

2.2 Contribute* to The % of children Ipsos-MORI Children’s increasing children’s engaging in arts and Omnibus cultural engagement culture across Scotland Demographic across the breadth of by type of cultural breakdown allows for Scotland through our activity and frequency tracking across gender, funded work of participation ethnicity and social background

2.3 Increase in the The count and value Creative Scotland number of digital of Creative Scotland funding operations opportunities through funded activities data broken down by Creative Scotland with a focus on (a) postcode, art form and funding digital exhibition and areas of deprivation distribution (b) digital participation

2.4 Increase in the The count and value Creative Scotland amount of arts touring of Creative Scotland funding operations across Scotland funded activities with a data broken down by focus on touring post code, art form and areas of deprivation

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

Our 10-year ambition: This year we will: Strengthen our partnerships with local authorities, Places and quality of life COSLA and VOCAL, cultural enterprise agencies are transformed through and others to increase opportunities for people to engage and participate in the arts, screen and imagination, ambition and creative industries in their locality an understanding of the Support activities through all of our funding potential of creativity 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.

42 Outcome Performance indicator Measure Source Increase in artists 3.1 Broader spread The count and value Creative Scotland and creative people of Creative Scotland of Creative Scotland funding operations data working with funding by geographic funding awards communities and location including supporting addressing local needs new or enhanced cultural infrastructure

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

3.3 Increased* % of % difference Creative Scotland public perceptions between agreement omnibus survey of national and local that ‘Scotland is a creativity creative nation’ and % agreement that ‘my local area is a creative place’

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

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

Our 10-year ambition: This year we will: Support a portfolio of organisations in receipt of Ideas are brought to life by a regular funding that actively take a leadership role diverse, skilled and connected in their art form, sector or locality leadership and workforce 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.

44 Outcome Performance indicator Measure Source Leaders across 4.1 Increase the breadth The count of Creative Scotland the sectors are of organisations taking organisations in receipt funding operations more confident, a leadership role in their of Creative Scotland data including funding knowledgeable, sector and/or locality regular funding that agreements and connected, and provide a leadership developing more role in their sector or sustainable business locality models

4.2 Increase in the The count and value Creative Scotland number of professional of leadership training funding operations development opportunities, data, annual returns opportunities through professional and end of project Creative Scotland development, monitoring funding work placements, apprenticeships or internships supported by Creative Scotland funding

4.3 Increase in The count of young Creative Scotland youth employment people employed by funding operations opportunities in Creative Scotland data, annual returns Creative Scotland funded organisations and end of project funded organisations through youth monitoring employment initiatives

4.4 Broader range of The count, value and Creative Scotland income streams across type of income streams funding operations data the sector of regularly funded and annual returns organisations, including earned income and voluntary giving

Our 10-year ambition: This year we will: Support artists, creative practitioners and Scotland is a distinctive organisations to engage with international artists creative nation connected and creative practices to the world 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.

46 Outcome Performance indicator Measure Source More of Scotland’s 5.1 Increase in the The count and value Creative Scotland artists and creative quality and range of Creative Scotland funding operations data people are engaging of international funding awards with a with international engagement focus on international artists and creative opportunities through exchange and creative practice Creative Scotland development funding

5.2 Increase in the The count, value and Creative Scotland amount of international geographic spread funding operations data touring across Scotland of individuals and including annual returns through Creative organisations in receipt Scotland funding of Creative Scotland funding to showcase international work in Scotland

5.3 Increase* in the % % of positive The Anholt – GFK of positive international perceptions of Roper Nation Brands perceptions of Scotland’s nation brand Index Scotland’s culture across six areas of The index is based on (National Indicator) national competence, yearly interviews with characteristics and approx. 1,000 adults assets (exports, who are internet users investment, tourism, in each of 20 panel governance, people countries and culture).

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

Creative Scotland This year we will: Operational Performance 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.

48 Outcome Performance indicator Measure Source Creative Scotland 6.1 Increased % of surveyed funding Creative Scotland is a more effective stakeholder satisfaction applicants reporting omnibus survey and accountable positive interaction with organisation Creative Scotland

6.2 Minimum of 90% % of applications Creative Scotland of funding applications processed within operational funding processed within agreed timeframe data published timeframe

6.3 Increase in the value Value of additional Creative Scotland of funding for the arts, funding opportunities operational funding screen and creative in the arts, screen and data industries leveraged creative industries through Creative sectors established Scotland strategic as a result of Creative partnerships Scotland partnerships

6.4 Increased % of satisfaction with Creative Scotland satisfaction and enquiries service omnibus data resolution levels of enquiries

6.5 Increase staff % of staff agreeing that Staff survey satisfaction Creative Scotland is a good place to work

49 Book Sculpture, Scottish Book Week. Photo: Sasha de Buyl, Scottish Book Trust

50 51 Delivering National Outcomes

Creative Scotland is an executive Non- National Outcomes Departmental Public Body (NDPB) of the Scottish Government. Our sponsor department is the Culture and Historic Environment Division within NO2 the Culture and Heritage Directorate but we also We realise our full economic potential with more work across the range of public policy, including and better employment opportunities for our enterprise, tourism, education, justice, health and people. the environment. All public services in Scotland are required to align to the National Performance NO3 Framework (NPF) to support delivery of the We are better educated, more skilled and more Scottish Government’s Purpose, which is: successful, renowned for our research and innovation. To focus Government and public services on creating a more successful country, with NO4 Our young people are successful learners, opportunities for all of Scotland to flourish, confident individuals, effective contributors and through increasing sustainable economic responsible citizens. growth. The NPF sets out 16 National Outcomes NO7 describing what the Government wants to We have tackled the significant inequalities in achieve over the next ten years. Creative Scotland Scottish society. will monitor our performance against seven NO13 National Outcomes, as follows. We take pride in a strong, fair and inclusive Appendix 1 on page 52 shows how our Strategic national identity. 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.

52 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.

53 Alignment of Creative Scotland’s Strategic Objectives to National Outcomes

Scottish Government Creative Scotland National Outcomes1 Strategic Ambitions

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

1 http://www.scotland.gov.uk/About/Performance/scotPerforms/outcome 54 Scottish Government Creative Scotland National Outcomes1 Strategic Ambitions